Sase study on leadership skills Essay

bloody shame Herzen matte up lucky to be engage for the supervisory position in the affected post Services De bulge out-ment at North perspective Hospital. She had lost a similar line of reasoning at Central Hospital third months earlier. Chris Sapiro was bloody shames boss and had conducted the natural selection process. It took him five months to fill the position as a result of the knowledgeable chew over-announcement and mull-interviewing procedures. devil employees in the Patient Services incision had applied for the supervisory blood line Juanita Ramirez, 32, who had been in the department for eight years, and Sue Williamson, 26, who had little experience. Both were rejected because they were not interpretn as strong enough to be promoted. Chris told bloody shame ab verbo ex this when he met with her on bloody shames first day on the job. He suggested that Juanita might be a problem and told bloody shame to handle it the vogue she saw scoop up. He then took he r to the department, introduced her to the staff, and left wing her to instaltle in. Later that day, Mary held confluences with for each unrivaled of her radical employees.The meeting with Juanita turn out as predicted she was defensive, uncommunicative, and noncommittal. For example, Mary indispensabilityed to let on what Juanitas job duties were, provided could not get adequate replies. Fin eithery, in exasperation, Juanita began reason that it was Marys job to circulate Juanita what to do. Mary replied that they would piddle problems if this was as sit downis grind as they were going to communi-cate. Juanita then told Mary that she had not been promoted because she was Hispanic, and accused the hospital of discrimination. She began to birdsong and said she was not going to solving every to a greater extent questions. Answers to Case Questions1. Should Chris contract informed Mary about the internal appli give the sackts before stretch outing Mary the job? Yes . It is crucial to give job applicants all relevant schooling about the job for which they atomic number 18 applying. This is especially true for information that might be considered negative. The bulk of look in this area makes it clear that graphic job previews are very important for creating the just about favorable initial job conditions. 2. Was meeting with each employee as part of Marys orientation a well(p) idea? Although Marys idea was backed by well behaved purports, problems resulted. In general, individ-ual and crowd meetings both have advantages and disadvantages, and whether iodin(a) would survey better than some other for a new supervisor is a matter of personal judgment.One open-and-shut advantage of a pigeonholing meeting is that certain messages from the new supervisor can be given to everyone at the aforesaid(prenominal) condemnation. Another advantage is that the presence of a convocation has the potential to pressure employees into chess openi ng up and sharing what is on their minds. In Marys situation, a sort meeting could have been especially adjuvant in this regard, creating an env cast-ironment in which Juanita felt additional pressure to be more forthcoming. It should to a fault be noted that a new supervisor can also follow up a group meeting with individual meetings, thus combine the two methods.3. Evaluate the agenda Mary used. How could it be improved? Again, the general intention was appropriate, although the execution was not as good as it could have been. The purpose of the previous meetings is to initiate dialogue. Mary needed to touch information as well as receive it. A more fitting agenda would have Mary superpower information on such matters as her personal background and goals, her leadership way and practices, her priorities for the near term, and how she would like to work with the employees. She should require each employee for informa-tion on their job duties, where they tin on projects, either particular problems they are experiencing, and any affaire else they can tell Mary that would ease her superviseCASE STUDY 2Right Boss, Wrong CompanyBetty Kesmer was continuously on merry-go-round of things. In school, she had everlastingly been at the top of her class. When she went to work for her uncles shoe business, Fancy footgear, she had been singled out as the most productive employee and the one with the best mindance. The company was so impressed with her that it rouse her to get an M.B.A. to groom her for a top management position. In school again, and with threesome years of practical experience to redact on, Kesmer had gobbled up every idea mystify in front of her, relating more of them to her work at Fancy footwear. When Kesmer graduated at the top of her class, she returned to Fancy Footwear. To no ones surprise, when the head of the companys largest division took advantage of the firms early retirement plan, Kesmer was given his position.Kesmer kne w the pitfalls of world suddenly catapulted to a leadership position, and she was resolute to avoid them. In business school, she had memorize cases about family businesses that fell apart when a young family member took over with an iron fist, barking out orders, cutting personnel, and destroying morale. Kesmer knew a crapper about participative management, and she was not going to be labeled an arrogant know-it-all.Kesmers predecessor, scoop shovel Worthy, had excrete the division from an office at the top of the building, far above the factory floor. Two or three measure a day, Worthy would summon a messenger or a depositary from the offices on the second floor and send a memo out to one or another group of workers. notwithstanding as Kesmer saw it, Worthy was mostly an absentee autocrat, making all the decisions from above and outlay most of his time at across-the-board dejeuneres with his friends from the Elks Club.Kesmers first move was to careen all that. She g o down up her office on the second floor. From her always-open doorway she could see down onto the factory floor, and as she sat behind her desk she could spot anyone go by in the hall. She never ate lunch herself but spent the time from 11 to 2 down on the floor, walking around, colloquying, and organizing groups.The workers, many of whom had twenty years of higher status at the plant, seemed surprised by this new policy and reluctant to volunteer for any groups. But in fairly laconic order, Kesmer established a worker productiveness group, a Suggestion of the Week committee, an environmental group, a worker award group, and a management relations group. Each group held two meetings a week, one without and one with Kesmer. She encouraged each group to set up goals in its particular focalisation area and develop plans for reaching those goals. She promised any support that was within her power to give.The group work was agonizingly slow at first. But Kesmer had been well traine d as a facilitator, and she soon took on that role in their meetings, writing down ideas on a big board, organizing them, and later communicating them in notices to other employees. She got everyone to call her Betty and set herself the task of learning all their names. By the end of the first month, Fancy Footwear was stirred up.But as it turned out, that was the last thing most employees wanted. The truthfinally pullulate Kesmer when the entire management relations committee resigned at the start of their quadrupletth meeting. Im sorry, Ms. Kesmer, one of them said. Were good at making shoes, but not at this management stuff. A potentiometer of us are heading toward retirement. We dresst want to be supervisors.Astonished, Kesmer went to talk to the workers with whom she believed she had built good relations. Yes, they reluctantly told her, all these changes did make them uneasy. They liked her, and they didnt want to complain. But given the choice, they would rather go back to the way Mr. Worthy had run things. They never saw Mr. Worthy much, but he never got in their hair. He did his work, whatever that was, and they did theirs. After youve been in a place doing one thing for so long, one worker concluded, the last thing you want to do is learn a new way of doing it. QUESTIONS What factors should have alerted Kesmer to the problems that in conclusion came up at Fancy Footwear? Could Kesmer have instituted her changes without eliciting a negative reply from the workers? If so, how?Case study 3 miniskirt Case Study on lead and Dysfunctional ManagementTrouble in a affable wellness relate Alessandro Cavelzani, Ph.D., Psy.D.Ten years ago, a well-known and highly respected hospital regain in the meat of capital of Italy, opened its genial Health boil down dealing patients with foreboding issues and depression. The administration and its staff included a lead psychoanalyst and four psychologists who were constituent as unpaid interns. The leader o f the Center supervised the interns who meet periodical in order to help them solve difficulties with patients and to offer clinical suggestions,based on his years of experience. notwithstanding their busy schedules, the interns were required to prepare weekly written reports about their patients for the control sitting with the lead psychologist. The four psychologists felt comfortable, supported, and mainly happy with their training.In the past ten years, the Mental Health Center has bragging(a) tremendously. It has become well-known in Rome and abroad as a well-organized, sea captainly run mental health center for psychological word. Three years ago, the administrative leader of the Center retired. The Human Resources department of the hospital recruited and hired Dr. xxx, a well-known external psychiatrist, as the new administrative leader and chief psychiatrist for the Mental Health Center. The new Mental Health Center leader has been given a part-time (three days per we ek) contract because he has other professional commitments at the university and in his own private practice.The Centers popularity has grown over time. Many local anaesthetic citizens and some foreigners have sought psychological treatment at the Center. To handle the increase patient load, Dr.xxx has increased staff psychologists-in-training from four to eight. In order to provide amore constitutional treatment service, Dr. xxx has also added a second group of eight cognitive psychologist interns. outright there are xvi psychologists-in-training, evenly split between psychoanalytical and cognitive psychologists.Dr. xxxs many commitments have forced him to schedule supervision meetings with the psychologists approximately every two weeks. Now however the meetings are very tense.Many psychologists interpret to discuss patients enigma, but the scheduled time is insufficient to accommodate all cardinal psychologists.An additional problem concerns divergent professional philosoph ies about treatment plans (psychoanalytic vs cognitive), proposed respectively by the two different groups of psychologists. Often, it is almost unachievable to reach a common sense or to compromise on treatment plans for patients. Some young practitioners are voice complaints that the supervision meetings are useless because Dr. xxx has limited time to help them with the most challenging patient dilemmas. As a result, now only five psychologists few than a third- attend Dr. xxxs bi- weekly sessions. The other practitioners argue they cannot do any pro-bonowork, because they arent allowed to leave their offices to attend to