Case Study Analysis: Oakbrook Medical Systems

In this case study, a component manager faces several likely human resource issues and communion challenges. To furnish background, Oak Brook Medical outlines demonstrable their Hospital bring home the bacon theatrical role in response to changes in the healthcare food market and staffed the unit with highly qualified affiliated personnel. The company values teamwork, shares an entrepreneurial spirit, and the gathering of committed self-starters provides customers with lumber products and service.The divisions highly qualified strategic handler has been with the company for 12 years, serving in her veritable position for 18 months, and has been impute for developing a dodge that added $40 million to the business unit. Increasing the summate of qualified and committed women into counsel could besides acquit positively charged implications for the company because change over demographics call for new perspectives to get through changing customer expectations to sustain market addition and to byperform competitors.The dodge manager hopes that her efforts allow for be recognized and rewarded with career advancement. character revenues currently reflect exceptional one-year growth at nearly 35 percent, but there are indications that converse and team spirit lease to be amend within the unit. Workers in the division who generally seem to be motivated to fall in corporate goals also share insolence towards their team leader.Anecdotal reports both from management and adequate people under her supervision bear witness that the handlers results-oriented conversation entitle has generated allegations of curtness and condescension from co-workers (ORourke, 2010, pp. 290, 291). There seems to be a disconnect between perceptions of productivity, integrity and effective communication, and this case study identifies both short-term concerns and latent internal threats to semipermanent profitability.Senior management largely ac know ledges favorable market conditions and collaborative workers for producing impressive Hospital bestow Division growth rather than singling out the divisions dodging music handler for exemplary leadership. Although considered a valuable asset, the system directors communication problems with colleagues and subordinates save stirred greater concern during discussions of her prospective in the division. The strategy director, on the former(a) hand, justifies her communication approach by considering straightness to be an integral part of acquiring the job done. Despite her business units success, the strategy director has indicated that she feels overlook and frustrated by management, possibly because of racial or gender secernment. The unit lacks significant representation of women and people of color in its management ranks (ORourke, 2010, pp. 290, 291). Gender and racial sensitivities carry serious implications for managers concerned with short-term gelt and long-term v iability.Cultural sensitivity is critical to a managers success (ORourke, 2010). So far, sr. management has not brought concerns wellhead-nigh discontent in the division to the directors attention. Senior managers need to finish the concerns of the directors colleagues and subordinates regarding her objectionable communication style, as well as the strategy directors concerns about practicable racial and gender discrimination to subscribe to captivate long-term strategic choices for the division and company.ORourke (2010) also identifies skills essential for cross-cultural communication, including a capacity to accept the relativity of ones knowledge and perceptions, a capacity to be nonjudgmental, and a tolerance for ambiguity (p. 288). The sensitive character of personnel issues requires thoughtful action and the intercultural balance in the case study highlights the need for careful message planning and delivery.Senior management needs to convey a crystallize message of n on-discrimination to both the strategy director and everyone else in the business unit without send signals that authoritarian management testament be rewarded. ORourke (2010) suggests that effective managers deliver resolute messages in musical modes that fulfill an cheeks mission. Managers who avoid dealing with or ignore personnel concerns about discrimination can foment misapprehension and pee conditions ripe for other than unwarranted charges.A aged(a) manager would be in the stovepipe position to communicate the divisions strategic vision while addressing the strategy directors shortcomings and the units morale in a positive way. Newly assigned to the Hospital Supply Division, the senior manager also has a unique opportunity to turn over a mentor to strategy director by listening to her concerns about fairness and share her to make adjustments to her communication approach that will ameliorate her standing with colleagues, subordinates, as well as senior management. Most of the face-to-face communication between the senior manager and strategy director will involve communicatory cues that will influence long-term morale for co-workers, too. Segal (2009) indicates that critical nonverbal cues often place whether or not a communication partner is listening, understanding the message, or cares. round of the most important nonverbal cues include tone of voice, gaze, body position, and concentration that become significant in conversations and determine the way we talk, listen, look, move, and react. She also points out that building try management and activated awareness skills improve nonverbal communication and demonstrate emotional intelligence (para. 10, 14). It cannot be overstated that the senior manager will need to be an exemplary communicator with empathy for team members because mistrust and misunderstanding lie at the center of the current problems in the division. Ongoing discontent could cave sustainability and declining morale could drive away otherwise effective workers if the situation is mishandled.However, morale should chop-chop improve in the division with actions that fortify the companys commitment to attracting and sustaining prize personnel while providing a finish up path for the strategy director to meet her career goals. Colleagues and subordinates will be more(prenominal) inclined to respect the strategy director if they witness her transformation to embrace a more collaborative communication style. In addition, management will need to be more prepared to acknowledge the strategy directors role in the teams continued success. With appropriate action, Oak Brook Medical Systems Hospital Supply Division will be in a strong position to retain quality personnel who can provide customers unbendable care.ReferencesORourke, J. (2010). Management Communications A Case-Analysis cuddle (4th ed. ). Upper Saddle River, NJ Pearson/scholar Hall. Segal, J. (2009). EQ tool 3 The pulley Improving nonv erbal communication. Retrieved from Blog post to EQ Emotional Intelligence Central, archived at http//www. emotionalintelligencecentral. org/eq/nonverbal_communication. html