Conflict Resolution at General Hospital
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- Date Submitted: 12/02/2012 07:11 PM
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Conflict Resolution at General Hospital
Abstract
This paper will discuss the conflict at General Hospital, the conflict management styles that are evident throughout General Hospital leadership, and how teams could have been used to address the cost reductions needed for the hospital to stay competitive. It will also address how implementing negotiation skills will allow Mike Hammer, CEO of General Hospital, to get buy-in for the cost reductions. This paper will also provide a strategy for Mr. Hammer to resolve the problem.
Introduction
Conflict is a process in which one party (person or group) perceives that its interests are being opposed or negatively affected by another party (Hellriegel/Slocum, 2011). Conflict happens daily. In many cases, conflict in the workplace seems to be a fact of life (Mind Tools, 2011). Conflict is not necessarily a bad thing and when managed effectively can lead to personal and professional growth which often leads to a stronger team environment.
According to Hellriegel and Slocum, four primary levels of conflict may be present in organizations: (a) intrapersonal (within an individual), (b) interpersonal (between individuals), (c) intragroup (within a group) and (d) intergroup (between groups) (2011).
The conflict at General Hospital falls under the “intergroup” level of conflict. The “business side” of the hospital is in conflict with the “medical side”.
The Conflict at General Hospital
General Hospital is experiencing increased competition from a nearby medical center that recently renovated its facilities and obtained state-of-the art equipment. The hospital has also experienced a reduction in patients and reduction in revenue. Chief Executive Officer (CEO) Mike Hammer recognizes the need to make changes that would cut costs and increase revenues in order for the hospital to survive. Mr. Hammer has tried in the past to convince the Director of Medicine Dr. Mark Williams to get the...
Abstract
This paper will discuss the conflict at General Hospital, the conflict management styles that are evident throughout General Hospital leadership, and how teams could have been used to address the cost reductions needed for the hospital to stay competitive. It will also address how implementing negotiation skills will allow Mike Hammer, CEO of General Hospital, to get buy-in for the cost reductions. This paper will also provide a strategy for Mr. Hammer to resolve the problem.
Introduction
Conflict is a process in which one party (person or group) perceives that its interests are being opposed or negatively affected by another party (Hellriegel/Slocum, 2011). Conflict happens daily. In many cases, conflict in the workplace seems to be a fact of life (Mind Tools, 2011). Conflict is not necessarily a bad thing and when managed effectively can lead to personal and professional growth which often leads to a stronger team environment.
According to Hellriegel and Slocum, four primary levels of conflict may be present in organizations: (a) intrapersonal (within an individual), (b) interpersonal (between individuals), (c) intragroup (within a group) and (d) intergroup (between groups) (2011).
The conflict at General Hospital falls under the “intergroup” level of conflict. The “business side” of the hospital is in conflict with the “medical side”.
The Conflict at General Hospital
General Hospital is experiencing increased competition from a nearby medical center that recently renovated its facilities and obtained state-of-the art equipment. The hospital has also experienced a reduction in patients and reduction in revenue. Chief Executive Officer (CEO) Mike Hammer recognizes the need to make changes that would cut costs and increase revenues in order for the hospital to survive. Mr. Hammer has tried in the past to convince the Director of Medicine Dr. Mark Williams to get the...