Here’s the situation. Everybody is under the same executive
director.
There are three directors/administrators that report to the
same
executive director. Everybody is in the same building, but
the two
main service areas (medical and counseling) use two separate
reception/admissions areas that are connected. So yes, the
two
different reception staffs are not currently cross-trained
and use
different scheduling systems. Plus, the medical area charges
for some
services and has a complex scheduling computer system, while
the
counseling center never charges for services. Medical
appointments are
commonly 15-20 minutes in length, while counseling sessions
are 1 hr.
in length.
Two pages, double-spaced, minimum (7 points for
thoroughness, and 3
points for writing style, formatting, and grammar.
Module #5 Case Scenario
One building houses both the Student Medical and Counseling
Centers at
Central Washington University. Each center has a separate
designated
admissions/welcome desk (and corresponding waiting areas),
where
student patients/clients report for their appointments,
schedule new
appointments, fill out paperwork, and ask for information on
billing.
Both centers have separate entrances, with common hallways
without
barriers between center areas. Therefore, students could use
either
entrance to access both reception areas.
Historically (currently), the reception team at the Medical Center
desk (two staff) reported to the Medical Director (Medical
Doctor),
while the team at the Counseling Center desk (two staff)
reported to
the Director of Counseling (Licensed Psychologist).
Additionally, a billing specialist (who helps out with reception
duties during busy times) was also located in the medical
reception
area. Both the billing specialist and a medical records
specialist
(located in a different designated office suite) reported to
the
Business Manager of the combined Health & Counseling
Services. The
Business Manager also hired and supervised all student
employees (10
+/-), who mostly worked at one or both of the respective
center
reception desks. The Business Managerâs supervisor is the
Senior
Director of Health & Counseling Services.
Therefore, the Medical Director, Director of Counseling, and
the
Business Manager all report to the Senior Director of Health
&
Counseling Services.
These four administrators compose the leadership team of the
Health &
Counseling Services.
It became apparent that cross-training of receptionists
would be
helpful during times of high student volume, unplanned staff
absences
(illnesses), and vacations, where counseling and medical
reception
staff could float between both desks to fill in and help
with staffing
gaps. Additionally, coordination of training and supervision
of the
respective staff, along with monitoring student staff, has
proven
inconsistent and cumbersome, as the respective directors
employ
different levels of accountability and concern for client
satisfaction, while âunder the same roof.â.
Furthermore, evidence of competitiveness and disenchantment,
between
the reception staff members, exists given the perceived
workload
differences between the two reception areas (counseling appointments
are usually in one-hour increments, while medical
appointments are in
10-15 minute increments).
Lastly, the counseling desk uses a very simple scheduling
software
program (given they do not have any ancillary charges posted
to
student accounts), while the medical desk is forced to use a
very
complicated billing and scheduling system due to the need
for
ancillary charges (X-rays, lab tests, medications) to be
posted to
studentsâ CWU financial accounts. This system is a
technologically
complex software program that interfaces with CWUâs
PeopleSoft student
financial management package. This situation represents one
of the
major cross-training issues.
You are the Senior Director of Student Health &
Counseling Services.
This situation is âcoming to a head,â as reception staffs
are engaging
in infighting, while medical staff are forming allegiances
with
âtheirâ receptionists against the counseling staff and
âtheirâ
receptionists. You see a possible way to fix this situation.
You believe that the way to improve this situation is to
reassign all
staff, with any reception, billing, or transcription duties
(including
student staff), to the Business Manager who is risk tolerant
to change
(who just so happens to have a BS in Business Education/ITAM).
The
medical director and director of counseling are not as risk
tolerant
to change as the business manager.
Youâre getting ready to have an unofficial and
off-the-record
discussion with the business manager to float the idea. But
before you
do this, you want to review what you would need to do to
make this
change, assuming the business manager agrees to the new
responsibilities. Furthermore, you have the legitimate
positional
power to just make the change on your orders, but you want
to take the
âlong viewâ in exploring the implications of this change,
and what it
would take to convince the reception people, and the three
administrators, of the âreasonableness of your ways.â
Therefore, you want to put together a little document to
outline and
review the potential impact of your new proposed strategy.
Using Quinnâs seven factors, please prepare a document to
predict,
uncover, and prepare for any and all eventualities related
to these
seven factors. This includes getting clarification on
questions where
you do not yet know the answers.
Use the âSummary of Quinnâs Seven Factorsâ document as an
outline for
the order of the seven factors. Keep in mind that factor #6
could
include the reaction of employeeâs union representing the
receptionists. Your perspective should be, what
considerations and
information do I need to collect, uncover and contend with,
related to
the impact of this decision and change process.
Feel free to use a bulleted format under each factor,
double-spaced,
and a minimum of two full pages. If it helps you, feel free
to
cross-reference the issues outlined within Quinâs seven
factors with
Bolman & Dealsâ Four Frames, as the seven factors fit into
the four
frames quite nicely (especially the political and symbolic
frames).
Lastly, read into this scenario. Contemplate what are the
possible
resistances from the respective desk staff (e.g. Is there
more
prestige in reporting to a medical doctor, vs. a business
manager?).
Attachments area
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