Dr. Perry Was Informed By Case Study

Length: 6 pages Sources: 2 Subject: Business - Management Type: Case Study Paper: #99709420 Related Topics: Revenue Recognition, Business Continuity, Internal Factors, Employee Motivation
Excerpt from Case Study :

(McShane; Glinow; Ann, 2009) the difficulty with the staff may not be with the emoluments but with the emotions. Therefore the doctor can try a little novelty by projecting the business itself in a different manner by giving the work a new set of names. Managing emotions at work is one of the problems that all staff and worker face and at this stage the problems could be elsewhere instead of the clinic. By arranging for social interaction between his staff, especially using the week end party for appraisal the problems that the staff have emotionally could be addressed.

2. Infuse new blood and technology and replace old with new staff: The personal aptitude is important. The current staff may be lacking the zeal and aptitude for the job. Especially when the technology is changing they may have become redundant. It is therefore better to remove those who are extreme in the lethargy and replace them with new and more techno savvy persons and bringing in technology that can help in keeping transactions up-to-date and also provide for continuity. (McShane; Glinow; Ann, 2009) Competencies always create superior performance. Thus the doctor must make use of a proper recruiting firm that can test aptitude of employee before he employs the new ones. This is because with this system the doctor ought to change the data management system and use high technology. But the problem has to be gone into detail. A second strategy is to provide training so that employees develop required skills and knowledge.

3 Standardize the system by applying for standardization with ISO for example and together with that the doctor must take an evening course in management. If that is not feasible appoint an office manager. Since most of the above are possible combining 1, 2, and 3 and along with that make it a point to refurbish the clinic by giving it a new motto, and customer service system including a technology-based system and BPO facility.

4. Shut down the clinic and seek work in a hospital forgetting this business.

Step 5 - Evaluating Alternatives

1. Alternate 4 is rejected at the outset because the business is not in that deep crisis. The problem with the process of revenue sharing is that there is no indicator to show if the remuneration is the real problem. Therefore the Doctor can try a little novelty by projecting the business itself in a different manner by giving the work a new set of names. Managing emotions at work is one of the problems that all staff and worker face and at this stage the problems could be elsewhere instead of the clinic. By arranging for social interaction between his staff, especially using the week end party for appraisal the problems that the staff have emotionally could be addressed.

2. Infuse new blood and technology and replace old with new staff: The attitude of the existing personnel seem to suffer a morale crisis. There could be some problem with the current staff that may have reduced the aptitude for the job. It is therefore a good alternative to infuse new blood by removing some of the staff who are extreme in the lethargy and replace them with new and more techno savvy persons and bringing in technology that can help in keeping transactions up-to-date and also provide for continuity. Therefore this is considered to be a good alternative. The behavior of the person could be the cause of an event or an event may cause the behavior in the person. This may be an attribute and forms the basis of the 'Attribution Theory' and in analysis the decision has to be made if the event in this case the indifference is caused by lack of motivation,...

...

(McShane; Glinow; Ann, 2009)

3. Standardize the system by applying for standardization with ISO for example and together with that the doctor must take an evening course in management. If that is not feasible appoint an office manager.

Step 6 - Choose an Alternative

In choosing the alternative the SWOT method is used.

Alternative 1: Go ahead with the plan for revenue sharing with or without freelancing of the staff:

Strengths

Weakness

1. There could be better feeling of responsibility because revenue is also the staffs.

2. There may be an opportunity to attract better talent when the sharing of revenue is proposed.

1. There will be no permanent motivation because the increase at the end of the session may not match the expectations.

2. Customer service will suffer because the service mind will be replaced with monetary angle.

3. There is no guarantee that the problem actually is because of pay and remuneration problem although the doctor thinks so.

Opportunities

Threats

There is a chance to give a small incentive and at the same time take in new persons and thus implement a part carrot and stick policy.

Other dispensaries may cut costs by cutting out the frills, reducing staff and generally grabbing business by reducing service cost and decreasing time per patient.

Alternative 2: Infuse new blood and technology and replace old with new staff.

Strengths

Weakness

1. The current staff may be lacking the zeal and aptitude for the job. Techno savvy persons and technology is good for continuity.

1. There will be no improvement if the system is not changes and the new staffs take to the old ways.

2. Customer service will suffer in the short run.

3. There is no guarantee that the problem actually is with the staff. It may be due to other causes of the profession and therefore the money may become a waste if invested.

Opportunities

Threats

Doctor can renovate everything and begin fresh. Also give training so that employees develop required skills and knowledge.

Other dispensaries may also cause problems by renovating and increasing advertising overlay for the firm.

Alternative 3: Standardize the system by applying for standardization with ISO for example and together with that the doctor must take an evening course in management. If that is not feasible appoint an office manager.

Strengths

Weakness

1. Going for standardization effectively weeds out the employees who are not willing t change.

2. Changing the system and recreating the process will bring about a change in the way the system functions.

3. Doctor has greater control of the establishment.

1. Costs will be high.

2. Training the staff will involve giving additional time based incentives.

3. The staff morale can be bad if the implementation is seen as a threat. Then money may become a waste if invested.

Opportunities

Threats

1.Will bring customer recognition

2. Attract additional customers

3. Will be able to maintain quality and service

4. Individuals can be trained and monitored.

Other dispensaries may also cause problems by renovating and increasing advertising overlay for the firm.

Step 7 - Implementation Plan

It was suggested that since the key problem can only be identified in course of time and interaction, a mixture from the three alternatives is suggested.

A portion of the profit can be issued as 'bonuses based on work and productivity on a periodical basis. Along with that a Saturday club meet can be organized that involves the family of the staff to thresh out the problems that they have to find common solutions.

By approaching a standardization company it is possible to regulate and bring about the required discipline.

A manager well versed in administrative functions must be employed to act in lieu of the Doctor who must be allowed to concentrate on his profession.

If the staff problem turns out to be based on the problem of remuneration then a second session can be had where the enhancement of the bonus can be done.

Step 8 - Alternative Choice

The alternative choice is Alternative 2: Infuse new blood and technology and replace old with new staff because if the above does not work then the staffs are to be reconsidered and staff may be lacking the zeal and aptitude for the job. Techno-savvy persons and technology is good…

Sources Used in Documents:

References

Dundon, Tony; Rollinson, Derek. (2004) "Employment relations in non-union

firms" Routledge: London.

McShane, Steven L.; Glinow, Von; Ann, Mary. (2009) "Organizational Behavior" (5th

Edition) McGraw-Hill/Irwin.


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