Sir Charles Wilberforce hospital is a private organization that composes of Cafeteria among other department.

Case study on Sir Charles Wilberforce hospital
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Executive summary
Sir Charles Wilberforce hospital is a private organization that composes of Cafeteria among other department. The cafeteria composes of 30 employees and has been run under manager, Ann Burton, for more than 10 years before she is involved in an accident and consequently leaves. Further, her assistant, Angela Stefanopoulos, also leaves after short while. Two major vacant remains and calls for replacement. Therefore, on replacement, the inevitable changes lead to a series of problems.
The purpose of this report is to analyze this scenario, identify problem, provide solutions and proceed with the recommendations. This is in regard to the assumptions that the information from the secondary materials used is credible and efficiently researched from the previous scholars.
Five major problems are identified which include, failure to recruit experienced staff at the managerial position, Duplicating of the army system in the hospital, inappropriate leadership, unfair reprimand and hiring, and lack of inclusive management. The report therefore proceeds to provide the following recommendations
1. Keith, the new manager, to attend leadership skills that will enable quality leadership. The organization should also practice transformational leadership
2. Focus on inclusive management where employees are given an opportunity to provide some suggestions
3. Ensure fair and reasonable reprimand, hiring and replacement.

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1 Contents
Executive summary 2
2 Problem identification 4
2.1 Failure to carefully recruit experience staff at the managerial position 4
2.2 Duplicating of the army system in the hospital 5
2.3 Inappropriate style of leadership 5
2.4 Lack of inclusive management 6
2.5 Unfair reprimand and hiring 6
3 Statement of Key Problems 7
3.1 Inappropriate style of leadership 7
3.2 Unfair reprimand and hiring 7
3.3 Lack of sufficient inclusive management 7
4 Generation and evaluation of a range of solutions 8
4.1 Solution for inappropriate style of leadership 8
4.1.1 Path goal theory-the participative and transformational leadership style 8
4.1.2 Sending Keith to leadership workshops 8
4.2 Solutions for lack of inclusive management 9
4.2.1 Applying inclusive management 9
4.2.2 Consulting other managerial staff 10
4.3 Solutions to unfair reprimand and hiring 10
4.3.1 Conducting good interviews 10
4.3.2 Avoiding replacing workers without good reason to do so 11
5 Recommendations 12
5.1 Style of leadership 12
5.2 Increase inclusive management 12
5.3 Fairness in replacing, reprimanding and hiring 13
6. Reference 15

2 Problem identification
2.1 Failure to carefully recruit experience staff at the managerial position
Mrs. Anne Burton had been the hospital’s food services manager for ten years. Finding a replacement for her wasn’t going to be that easy. The staff had been used to her leadership methods and it would have been very difficult for them to adapt to very different leadership methods. Keith had been in the army for twenty years and had no idea how to deal with hospital staff that mostly comprised women.
The hiring of Keith wasn’t done in an appropriate manner since he didn’t have the necessary skills for the job. Despite having been cook’s helper and the leader of the battalion’s canteen, he lacked the necessary expertise to run a hospital cafeteria. The job advertisement process wasn’t done in a good manner. They only interviewed Keith without even advertising the job. In order to hire a new manager, the following should have been followed;
• Choosing of the hiring option
• Defining of the criteria of selection
• Posting of the job vacancy
• Assessing and selecting the right candidate
• Extending the offer
• Setting up the successful candidate
• Welcoming the new manager to the people that he will the leading
This shows that there is a definite way of hiring managers. Without interviewing several people, then it would be very difficult to get the right person.
2.2 Duplicating of the army system in the hospital
Keith applied the method of organizing the army’s work schedule to the hospital cafeteria. He decided to plan the menus monthly just as it had been done in the army canteen. The system was very successful in the army but it wouldn’t have worked in the hospital cafeteria where the workers had been used to flexibility and a ‘family’ working environment. The idea was successful in the army because it ensured that all items for a specific day were in the storeroom when necessary. The needs of the hospital cafeteria were different from that of the army and duplication of the system could not have worked for the hospital.
2.3 Inappropriate style of leadership
When Keith was still new to his managerial position, he started forcing regimentation upon the women. The women had not been used to this during Ann’s tenure. Keith was so rigid with time such that the women decided to be leaving as soon as they time was over even if there was some activity not finished. He forced the women to leave the area in which they had been used to eating. He was absent in most cases such that the women were not paid overtime since he was the one to authorize this payments. He didn’t listen when the women complained about their problems at work. Managers should not tell their workers to adjust to a new system overnight. For proper management, new recruited managers should:
• Introduce changes gradually
• Become a role model for the staff
• Making inquiries about the methods left by the former manager
• Involving the management team when making crucial changes
2.4 Lack of inclusive management
Having been used to the “family atmosphere” of work created by Anne, it would have been very difficult for the staff to adapt to different style. If Keith wanted to successfully manage the women, we should have made more consultation on how the women used to e managed during Ann’s tenure. He should have asked them what they wanted to be changed and what they felt was okay the way they were. He changed many things in the cafeteria without seeking advice from Dev or some other experienced people. Some of the channels to be used for consultation are:
• Open meetings-He could have held open meetings with the women in order to find their dissatisfactions.
• Informal meetings-The management mingles with people during their work or breaks and checks out some issues of concern to them.
Some of the situations when consulting the employees is necessary are:
• When there are changes in processes, procedures and policies.
• Hazards, risks and control measures including policies, procedures and safe working practices.

2.5 Unfair reprimand and hiring
Ms. Madison gave a letter of reprimand to Julia without any justified reason. Keith replaced Angela Stefanopoulos as the kitchen supervisor. She was replaced by Ms. McCormack. Madison was educated but not experienced. She asked for so many suggestions such that the women that her inappropriate for the job. Keith also signed the women work which wasn’t in their in job description. This made them angry and dissatisfied by that. Mopping floors has never been part of their work.
3 Statement of Key Problems
Three major problems have been identified as major. The main problems are:
3.1 Inappropriate style of leadership
Because leadership is imperative to work force, satisfaction and performance (Ahmad, 2001), wrong style of leadership would reduce efficiency of the work done by the women. For example forced regimentation upon the workers made them angry. Keith’s absenteeism during overtime made the situation worse. Removing the “family atmosphere” working environment was uncalled for. He also forced the women to be having their meals at the “ladies lounge”.
3.2 Unfair reprimand and hiring
Managers should not be fast to replacing experienced workers within their organizations. When Angela Stefanopoulos was replaced by Ms. Madison, the women went to solve their kitchen problem with Julia who was more experienced. Madison felt that she was losing control. By reprimanding Julia, she made other women to feel insecure since they saw it as unfair. Julia, Allen and most of the women were upset by Madison’s actions.
3.3 Lack of sufficient inclusive management
Managers and supervisors have important role to play in helping attain success of the company. The success can only be attained where they are sufficient communication across for changes that need to be made. The inclusive management can be in two way process. It can be between the managers themselves and between the managers and their staff. Keith didn’t consult his staff before he made any changes to the system in which they were used to. He didn’t consult them before he introduced changes to the menu and their schedule.
4 Generation and evaluation of a range of solutions
4.1 Solution for inappropriate style of leadership
4.1.1 Path goal theory-the participative and transformational leadership style
The theory provides that correct leadership is the correct method of leading the workers.
4.1.1.1 Advantages
• This type of leadership encourages positive change of the employees.-it encourages action, inspires others and increases performance of staff.
• Increasing productivity-the workers will be encouraged and they will achieve a lot.
4.1.2 Sending Keith to leadership workshops
The failure by Keith to fully understand the way to handle women working at the hospital cafeteria resulted in him applying leadership style which was very inappropriate. If he is sent to workshops which train on how to handle women used to being managed by an easy flexible lady, he will get more skills required to handle them. This will make him to understand the feelings of the employees and hence he will adapt to different situations that might be encountered in days to come (Brislin, 2006).
4.1.2.1 Advantages
• Sending him to leadership workshops would be cheaper compared to hiring another person who is qualified.
• Company prudence-the hospital cafeteria would be able to prevent such problems of misunderstanding between Manager and the staff from occurring again in future.
4.1.2.2 Disadvantages
• Psychological problems-Taking him to leadership workshop would make him question his experience as a canteen leader for his battalion.
• Time-consuming-sending an employee to school is time consuming since he will have to travel to the venue and spend time there.
• Trainings are usually costly. The expensive may come also as the food and transport charges incurred during the workshop.
4.2 Solutions for lack of inclusive management
4.2.1 Applying inclusive management
Formal arrangements that will enable inclusion of employees in decision making can be made. Such arrangements will help the employees bring forward any suggestion on what they can contribute and what they feel need to be change along justifications. Keith should have involved the employees more before making changes that the workers would not have liked. Consulting them on important matters like arrival times and changing of menu would have gone a long way in promoting his reputation upon the staff and he could have gained the confidence of the women. He could have consulted Angela more often since she was the assistant to Ann and therefore he knew how Ann used to handle the staff. He should have listened to concerns raised by the staff. He should have also considered what workers said and give them equal chance to be heard.
4.2.1.1 Advantages
• Consultations enable the managers and supervisors to understanding the feelings of the workers and they are able to take necessary action.
• Consultations ensures that problems like those experienced by Keith and Dev does not happen in an organization since the problem will be dealt with in early stages.
4.2.1.2 Disadvantages
• Not all people will be pleased by some changes made due to consultations. This is usually the case where there are conflicts of interests.
4.2.2 Consulting other managerial staff
Newly recruited managers should consult other managers who they find there. Keith should have consulted the managers who were above him. He should have asked Dev the best way he could do handle the staff without interfering with the harmony of the cafeteria.
4.3 Solutions to unfair reprimand and hiring
4.3.1 Conducting good interviews
Before employees are hired they should always be interviewed in order to ensure that they have skills and experience. Interviews should always be conducted in a manner that ensures that the most competitive candidate is hired.
4.3.1.1 Advantages
• Conducting interviews ensures that skilled and qualified people are employed by the organization. If Keith had interviewed the post Supervisor, he would have got a better experienced employee.
• Interviews give a chance to find fresh outlook on the industry that a company may need to stay need to stay competitive.
4.3.1.2 Disadvantages
• Time-consuming-Interviews are time consuming and is inappropriate where there the positions needs to be filled urgently. It also takes more time to train new employees how the organization works.
• Extra cost- Conducting an interview is expensive exercise since extra costs have to be met.
4.3.2 Avoiding replacing workers without good reason to do so
Employees who have stayed in a in a work place for so long should not be replaced easily. This is because they will have got so much experience than other people and their post won’t be easily to fill. Keith should not have replaced Angela with some graduate who was educated but had no experience.
4.3.2.1 Advantages
• Replacing some workers opens space for new more qualified workers.
• It increases the chances of getting the correct person for certain the job.
4.3.2.2 Disadvantages
• Some supervisors can use this as a way of fighting the employees who they are not in good terms with. Madison used this reason to send a letter of reprimand to Julia.
• The organization can lose important workers because a supervisor replaced a worker who was so skilled in the area in which he/she worked. Keith made the cafeteria to lose an important worker by replacing Angela.
5 Recommendations
5.1 Style of leadership
In comparison to leadership training workshop, this solution is better because the only cost incurred is the awareness training costs for Keith. According to the Path-goal theory, the leader is obligated to assist subordinates in achieving their goal, which impacts their motivation and satisfaction level (Jermier, 1996). A participative leader involves the sharing of problem solving by consulting their subordinates before finalizing their decision. This is most effective when the task is unstructured and complex, employees’ skill levels are high and are given internal locus of control (Huang, 2014). This would be the most effective for the hospital’s cafeteria.
The use of transformational leadership is necessary in hospitality industry. In essence, transformation leadership is a style of leadership where the leader takes the obligation of determining the needed change, creating vision to guide the change through inspiration, and consequently finding ways to execute the change with the members. This type of leadership emphasizes on the objective rather than the process (Huang, 2014). Hence, each member or employee in an organization is included in the decision making process. This implies that they can give suggestion to what needs to be done then consequently proceed to make the required changes.
5.2 Increase inclusive management
Keith should increase the consultations with the staff. He should ask them what they think that should be maintained the way it they are and what they think should be changed. Talking to the workers more often about their feelings towards the work makes them feel better. He should not only talk but also do some of the things that his staff tells him. This would increase their productivity.
5.3 Fairness in replacing, reprimanding and hiring
They should reprimand their staff only when necessary. All staff should be interviewed thoroughly to ensure that highly qualified staffs are recruited. No one should be replaced without the knowledge of the hospital director, Mr. Dev.
In addition, the director, Mr Dev, should study the nature of the organization, and research to ensure recruited employees meet the standards.
5.0 Implementation

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Recommendations Who What When/Where How Cost
1. Increase inclusive management Keith He should consult his staff more and taken into consideration their views. Within the next ten days Consulting No cost
2. Style of leadership

Keith
He needs to change his style of leadership in order to suite the workers
Within the next one week
Awareness training
Awareness training costs
3. Fair reprimand and hiring Madison and Julia Madison should be evaluated for qualification, letter of reprimand should be nullified Within the next one year Through interview Interviewing cost

6. Reference
Ahmad, K. 2001. Corporate Leadership and Workforce Motivation in Malaysia. International Journal of Commerce and Management.
Ahmad, K.2001. Corporate Leadership and Workforce Motivation in Malaysia. International Journal of Commerce and Management.
Brislin, R. 2006. Cultural Intelligence: Understanding behaviours that serve people’s goals. Group & Organization Management.
Brislin, R. 2006. Cultural Intelligence: Understanding behaviours that serve people’s goals. Group & Organization Management.
Jermier, J. M. 1996. The path-goal theory of leadership: A subtextual analysis. Leadership Quarterly.
Huang, Q. M. 2014. The impact of participative leadership on job performance and organizational citizenship behavior: distinguishing between the mediating effects of affective and cognitive trust. The International Journal of Human Resource Management.
Huang, Q. M. 2014. The impact of participative leadership on job performance and organizational citizenship behavior: distinguishing between the mediating effects of affective and cognitive trust. The International Journal of Human Resource Management.
Permier, J. M. 2012. The path-goal theory of leadership: A subtextual analysis. Leadership Quarterly

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