Essays on Innovation in Hospitals - Dr Higinbotham Assignment

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The paper "Innovation in Hospitals - Dr Higinbotham " is an outstanding example of a management assignment. Innovation is important in ensuring the effective delivery of quality services. Innovation in hospitals ensures that medical procedures are conducted using the latest technology and ensures the well-being of the patients. Greater Western Hospital intends to introduce an innovation where the doctors will receive a text every morning stating the profit and loss data of the previous day. However, there is great resistance with Dr Higinbotham stating that doctors should not be treated like accountants. In order to influence the medical staff to accept the innovation, Dr Higinbotham needs to portray certain leadership qualities in order to gain the cooperation of the medical staff.

Cuddy et al, 2013 in their article, “ Connect then lead” state that in order to influence people in any sector; one needs to balance competence with warmth. The article states that leaders and people in positions of influence can use warmth towards people in order to influence them. Leading people cannot be done effectively through strength but rather through the leader’ s capability to show them warmth.

Warmth creates trust in people which then provides the leader with the opportunity to influence them in the way he desires. (Cuddy, et al. , 2013) Dr Higinbotham, therefore, needs to show warmth towards the medical staff in order to make them trust him. The way he portrays himself in their presence needs to show concern and make him approachable. This will influence the medical staff to trust him and in that way, he can be able to gradually change their perception about the innovation. People generally oppose change and at all times the goal is to maintain the status quo.

However, where people resist change, different methods can be used to turn them around. When William Bratton was the commissioner for the New York Police Department, he implemented several changes to make the police more responsible in the fight against crime. First, he changed in the organisation in the department by giving more authority to precinct commanders. Every precinct was organised like a police department where the commander was responsible for assigning the police officers in the performance of their duties and also to fight corruption in the precinct.

Second, he increased the level of accountability of the precinct commanders. This meant that Bratton could use a tracking system to monitor the location and types of crimes. Commanders would meet monthly to account for the increase in crime around their precincts and also to be rewarded where there was a significant decrease in crime. The effect of these changes was felt through the immediate reduction of crime and the boosting of the morale of the police officers.

(Bratton et al. , 1998) Bratton had realized that if the change was to be felt; only the middle managers, the precinct commanders, would bring about that change. They were given more authority and also made more accountable to the overall commander. In Great Western Hospital, the same could be used to influence the medical staff to look at the profit and loss emails as a way of improving the condition of the hospital. The medical staff could be divided into different groups depending on the field of practice. Leaders should then be selected to head the different departments established and power given to them to assign duties to the staff under their command.

The heads of those departments should then be made accountable in the way their departments use medical supplies and other equipment. The departmental heads are to be held accountable for the losses made in their departments.

References

Kouzes, J and Posner, B 1987, The Leadership Challenge, Jossey-Bass, San Francisco.

George L, Kelling and William J, Bratton, 1998, ‘Declining Crime Rates: Insiders’ Views of the New York City Story,’ Journal of Criminal Law & Criminology, vol. 88, issue 4: pp. 1217-32.

Howell, T, J (2014), Daniel Goleman–Emotional Intelligence, Instructor.

Goleman, D, Boyatzis, R, E, & McKee, A 2002, The new leaders: Transforming the art of leadership into the science of results, London: Little, Brown.

Joyce, W, F (2005), ‘What Really Works: Building the 4+ 2 Organization’, Organizational Dynamics, 34(2), 118-129.

Cuddy, A, J, Kohut, M, & Neffinger, J 2013, ‘Connect, then lead’, Harvard business review, 91(7), 54-61.

Brenneman, G, 1997, ‘Right away and all at once: how we saved Continental’ Harvard Business Review, 76(5), 162-4.

Rost, J, C, 1998, Leadership and management, Leading organizations: Perspectives for a new era, 97-114.

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