Leadership Experience

Topics: Management, Change management, Leadership Pages: 6 (2137 words) Published: February 17, 2012
Leadership experience
Management is a vital process in the smooth running and operation of a company or organization. It is in the management level that a clear vision and mission of a company is set (Holan & Phillips, 2002). Leadership and management are therefore essential in achieving organizational goals and objectives. The Riverside Pediatric Associates case is common in companies and entities that fail to fit into the dynamics of an expanding work place. Human population is constantly increasing and so are clients of a once best rated health facility. However, the changes of the Riverside pediatric facility are not in conformity with the fast increasing demand for medication. Worse still are the incongruities of management and leadership at the facility leading to a mess of situation. Doctor’s roles have been inflected and assumed the roles of administrators; fields which they have no glimpse of or even knowledge of how management of a hospital is run for a dynamic society. The effect is devastating as patients’ demands are neglected. The doctors, also feel unhappy about their job, and so the whole system comes down crumbling due to the rot in the leadership and management of the facility. To reverse the trend, drastic and deliberate changes have to be effected in the leadership and management of the facility. In this assertion, the whole range of management, leadership and administrative principles of a company or organization have been discussed. More preference is accorded to the Riverside Pediatric Associates facility in the full analysis of the situation. There is a thorough demystification of the whole range of activities involved in instituting management changes for the better of the health facility. The first step towards reclaiming the glory of the Riverside facility is to prepare and adequately be ready for change. Team cohesiveness and effectiveness needs to be emphasized here. It all begins with the individual in the top management of the facility. Sanchez and Hudson need to prepare a definitive strategy that will oversee the change which they require to see in the company. First of all, there should be the definition of a change management strategy (Holan & Phillips, 2002). This will include a clearly laid down procedure of the management changes right from the top to the bottom. This includes the models of linking the junior officers to the senior officers. If, for instance it was merely based on a command chain, they should adopt a closer relationship (improve communication). They should prepare a change management team. This will oversee that what is stipulated in the change management strategy is implemented. A sponsorship model should be drawn. There will be clearly outlined partners in the reception of changes to be instituted in the facility. Those partners who are willing to assist should be earmarked so as to have a united mission in the whole process. Those entities that do not want to be part and parcel of the reclamation program should be cut off in this stage. A change management plan should also be developed. This will ensure that the changes that are being implemented are not hostile or foreign to the staff and patients. This is a harmonizing reagent in the whole process of management of the facility being refurbished from the possible disintegration. The last step in the management of change is the implementation stage. Here the managers and team appointed to oversee the new changes will embark on the processes that lead to restitution. The entirety of the process is purely pegged on this stage. The way the changes are incepted in the company will determine the end product (Hockin, 2007). So the managers should be very vigilant in managing every minute detail of the process. Team cohesiveness should be one of the major places that Sanchez and Hudson will ensure to meet the best of the results. When a team is cohesive, they share common interests and mission. There...

References: Heerkens, G. (2006). Fundamentals of Organizational Management. New York, United States, New York: The McGraw-Hill Companies. Retrieved from http://search.proquest.com/docview/749493993?accountid=45049
Hockin, R. (2007). Integrating Leadership Activities with Organizational Survivability: Toward a theory of healthcare transformation. Capella University). ProQuest Dissertations and Theses. Retrieved from http://search.proquest.com/docview/304721237?accountid=45049
Holan, M. D., & Phillips, N. (2002). Managing in transition: A case study of institutional management and organizational change. Journal of Management Inquiry, 11(1), 68-83. Retrieved from http://search.proquest.com/docview/203311206?accountid=45049
Stettinius, W., Wood, D. R., Doyle, J. L., & Colley, J. L. (2005). How to plan and execute strategy: 24 steps to implement any corporate strategy successfully. New York, United States: The McGraw-Hill Companies. Retrieved from http://search.proquest.com/docview/749240027?accountid=45049
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