A Leadership Challenge

 Topic: A Leadership Challenge

Mary Herzen could not have been happier when she was hired to supervise the Patient services Department at Northside Hospital. At age 45, Mary had been in various patient and bookkeeping capacities for more than 15 years, and she enjoyed both the work and supervising others. This new opportunity came at a perfect time: Just three months earlier, she had lost her job as part of a general reorganization at Central Hospital.

As Patient Services supervisor, Mary oversaw a department made up of a senior services representative and two service reps. It had taken five months to fill the position. The delay was caused in part by the internal job-postion process of notifying and interviewing internal applicatns before advertising outside the organization.

Two Northside employees had applied. Both worked in the Patien Services Departement. Juanita Ramirez, 32, had been wiht Northside for 10 years. She was the senior services rep, with over eight years experience in this department. Sue Williamson, at 26, had less time with Northside and, therefore, less experience in the function. Although both were interviewed for the supervisory position, neither were seen as strong enough candidates for promotion.

When Mary arrived for work on the first day, she met her boss, Chris Sapiro, after completing the new employee paperwork in Personnel. Chris was the on who had interviewed Mary and decided  to hire her. After going over some general guidlilnes and providing further details about the department and its personnel, Chris mentioned to Mary that two of her employees had applied for her job.

Chris continued: "I just mention that because there could be a possible problem with Juanita. I don't know, she might be resentful. Handle it the way you see best."

Chris then took her to the Patient Services Department, where he introduced her to the other emplouees and showed her the office. Mary began to settle in. Later that afternoon, Mary set up individual meetings with each of the employees. She wanted to get to know them personally, learn what theri job duties were and how they did thier jobs. All the meetings went somoothly except the one with Juanita.

Mary could tell from the start that there would be difficulties. Juanita came in reluctantly, sat down, and did not look at Mary. Her crossed arms and unyielding stare at the ceiling conveyed the message: "Don't mess with me." Mary was barely able to get complete sentences from Juanita in response to her questions.

Mary tried to press Juanita on what her job duties and responsibilities were. After a few vague replies and more questions, Juanita said:"Look, I've told you what I do. It's your job to tell me what to do. I don't know beyond that." This kind of exchange went on a little longer, until Mary finally said: "Juanita, if this is as well as we are going to communicate, we're going to have some real problems." That seemed to catch Juanita's attention.

"Don't try to frighten me," Juanita replied tensely. Juanita was clearly chewing over something in her mind. Mary paused, unsure of what to say next. "The only reason you got this job is because you're Anglo," Juanita finally said. "I should have had that job. This hospital is afraid to promote a Chicanointo management."Juanita halted for a moment, her bottom lip starting to quiver. She began crying. "I've been disvriminated against...You're the boss. You're the one who's supposed to know it all. I'm not going to answer any more of your dumb questions. You tell me what I'm supposed to do."

Case Questions:

1. Should chris have informed Mary about the internal applicants before offering Mary the job?

2. Was meetings with each employee as part of Mary’s orientation a good idea?

3. Evaluate the agenda Mary used. How could it be improved?

4. How should Mary respond to the issues Juanita is raising?

5. What are some general issues new managers and supervisors may face when assuming responsibility for a new job

Ans 1.

Yes. It is important to give job applicants all relevant information about the job for which they are applying. This is especially true for information that might be considered negative. The bulk of research in this area makes it clear that “realistic job previews” are very important for creating the most favorable initial job conditions. 

Ans 2.

Although Mary’s idea was backed by good intentions, problems resulted. In general, individual and group meetings both have advantages and isadvantages, and whether one would work better than another for a new supervisor is a matter of personal judgment.One obvious advantage of a group meeting is that certain messages from the new supervisor can be given to everyone at the same time. Another advantage is that the presence of a group has the potential to pressure employees into opening up and sharing what is on their minds. In Mary’s situation, a group meeting could have been especially helpful in this regard, creatingan environment in which Juanita felt additional pressure to be more forthcoming. 50 Case Studies for Management and Supervisory Training 180  It should also be noted that a new supervisor can also follow up a group meeting with individual meetings, thus combining the two methods.

 Ans 3.

Again, the general intention was appropriate, although the execution was not as good as it could have been. The purpose of the introductory meetings is to initiate dialogue. Mary needed to share information as well as receive it. A more suitable agenda would have Mary share information on such matters as her personal background and goals, her leadership style and practices, her priorities for the near term, and how she would like to work with the employees. She should ask each employee for information on their job duties, where they stand on projects, any particular problems they are experiencing, and anything else they can tell Mary that would help her supervise. 

Ans 4.

Mary cannot say whether in fact Juanita is correct or incorrect in her belief that she was a victim of discrimination. It is a discussion that Mary cannot win. Furthermore, she cannot prevent Juanita from taking action on her complaint if she wishes to do so. Mary therefore should not try to argue with Juanita. Indeed, Mary might simply say something to the effect that she cannot respond to Juanita’s opinion but finds it difficult to believe that there was discrimination. Instead, Mary does need to deal directly with Juanita’s intransigence and belligerence. Mary should pause until Juanita is composed, then tackle this matter head on. She should make it clear to Juanita that although she cannot talk about the discrimination matter, she is concerned about Juanita’s current behavior. She should indicate that she expects employees to be forthcoming in dealing with her, just as she wants to be open with them. That is, she should establish a standard of how she wants to be treated by her employees. She should share any other information about how she will supervise. Mary should then indicate that while Juanita’s behavior is perhaps understandable, given her beliefs, it is nonetheless unacceptable. She should indicate that there can be serious problems if Juanita decides to follow a course of action like this. She should present Juanita with a decision about how Juanita wants to proceed. She should then tell Juanita that they will meet again tomorrow, at which time Mary will expect a decision from Juanita.

Ans 5.

There are several common issues facing people when they move into a management or supervisory job. These are issues beyond the traditional orientation concerns facing any new employee. 

First, there is the issue of understanding what the structure of the unit is: Who is doing what? 

Second, there is a concern about evaluating both the functions of the unit and the personnel involved. 

Third, the new manager is interested in learning about any specific problems or opportunities needing quick response. 

Fourth, the new manager is concerned about how to begin influencing employees to receive results in line with his or her goals and priorities