Here’s the situation. Everybody is under the same executive
There are three directors/administrators that report to the
executive director. Everybody is in the same building, but
main service areas (medical and counseling) use two separate
reception/admissions areas that are connected. So yes, the
different reception staffs are not currently cross-trained
different scheduling systems. Plus, the medical area charges
services and has a complex scheduling computer system, while
counseling center never charges for services. Medical
commonly 15-20 minutes in length, while counseling sessions
are 1 hr.
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
Central Washington University. Each center has a separate
admissions/welcome desk (and corresponding waiting areas),
student patients/clients report for their appointments,
appointments, fill out paperwork, and ask for information on
Both centers have separate entrances, with common hallways
barriers between center areas. Therefore, students could use
entrance to access both reception areas.
Historically (currently), the reception team at the Medical Center
desk (two staff) reported to the Medical Director (Medical
while the team at the Counseling Center desk (two staff)
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
area. Both the billing specialist and a medical records
(located in a different designated office suite) reported to
Business Manager of the combined Health & Counseling
Business Manager also hired and supervised all student
+/-), who mostly worked at one or both of the respective
reception desks. The Business Managerâs supervisor is the
Director of Health & Counseling Services.
Therefore, the Medical Director, Director of Counseling, and
Business Manager all report to the Senior Director of Health
These four administrators compose the leadership team of the
It became apparent that cross-training of receptionists
helpful during times of high student volume, unplanned staff
(illnesses), and vacations, where counseling and medical
staff could float between both desks to fill in and help
gaps. Additionally, coordination of training and supervision
respective staff, along with monitoring student staff, has
inconsistent and cumbersome, as the respective directors
different levels of accountability and concern for client
satisfaction, while âunder the same roof.â.
Furthermore, evidence of competitiveness and disenchantment,
the reception staff members, exists given the perceived
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
program (given they do not have any ancillary charges posted
student accounts), while the medical desk is forced to use a
complicated billing and scheduling system due to the need
ancillary charges (X-rays, lab tests, medications) to be
studentsâ CWU financial accounts. This system is a
complex software program that interfaces with CWUâs
financial management package. This situation represents one
major cross-training issues.
You are the Senior Director of Student Health &
This situation is âcoming to a head,â as reception staffs
in infighting, while medical staff are forming allegiances
âtheirâ receptionists against the counseling staff and
receptionists. You see a possible way to fix this situation.
You believe that the way to improve this situation is to
staff, with any reception, billing, or transcription duties
student staff), to the Business Manager who is risk tolerant
(who just so happens to have a BS in Business Education/ITAM).
medical director and director of counseling are not as risk
to change as the business manager.
Youâre getting ready to have an unofficial and
discussion with the business manager to float the idea. But
do this, you want to review what you would need to do to
change, assuming the business manager agrees to the new
responsibilities. Furthermore, you have the legitimate
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
review the potential impact of your new proposed strategy.
Using Quinnâs seven factors, please prepare a document to
uncover, and prepare for any and all eventualities related
seven factors. This includes getting clarification on
you do not yet know the answers.
Use the âSummary of Quinnâs Seven Factorsâ document as an
the order of the seven factors. Keep in mind that factor #6
include the reaction of employeeâs union representing the
receptionists. Your perspective should be, what
information do I need to collect, uncover and contend with,
the impact of this decision and change process.
Feel free to use a bulleted format under each factor,
and a minimum of two full pages. If it helps you, feel free
cross-reference the issues outlined within Quinâs seven
Bolman & Dealsâ Four Frames, as the seven factors fit into
frames quite nicely (especially the political and symbolic
Lastly, read into this scenario. Contemplate what are the
resistances from the respective desk staff (e.g. Is there
prestige in reporting to a medical doctor, vs. a business
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