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ADMG471 Assignment #5: case analysis using Quinn’s 7 steps of Logical Incrementalism

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
the two
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
and use
different scheduling systems. Plus, the medical area charges
for some
services and has a complex scheduling computer system, while
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
admissions/welcome desk (and corresponding waiting areas),
student patients/clients report for their appointments,
schedule new
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)
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
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
Services. The
Business Manager also hired and supervised all student
employees (10
+/-), who mostly worked at one or both of the respective
reception desks. The Business Manager’s 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
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
(illnesses), and vacations, where counseling and medical
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
inconsistent and cumbersome, as the respective directors
different levels of accountability and concern for client
satisfaction, while “under the same roof.”.

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
posted to
students’ CWU financial accounts. This system is a
complex software program that interfaces with CWU’s
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 “coming to a head,” as reception staffs
are engaging
in infighting, while medical staff are forming allegiances
“their” 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
reassign all
staff, with any reception, billing, or transcription duties
student staff), to the Business Manager who is risk tolerant
to change
(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.

You’re getting ready to have an unofficial and
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
power to just make the change on your orders, but you want
to take the
“long view” in exploring the implications of this change,
and what it
would take to convince the reception people, and the three
administrators, of the “reasonableness of your ways.”

Therefore, you want to put together a little document to
outline and
review the potential impact of your new proposed strategy.

Using Quinn’s seven factors, please prepare a document to
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 “Summary of Quinn’s Seven Factors” document as an
outline for
the order of the seven factors. Keep in mind that factor #6
include the reaction of employee’s 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,
and a minimum of two full pages. If it helps you, feel free
cross-reference the issues outlined within Quin’s seven
factors with
Bolman & Deals’ Four Frames, as the seven factors fit into
the four
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
Attachments area

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