PowerPoint Presentation

Health CareSiena Heights UniversityLDR-630 Organization Culture & CommunicationTeam 2 Culture PresentationLisa WhitlatchMichael McCarthyTravis HowellWilliam Baker

Presenter: Lisa Whitlatch1Maple Millennium Medical Center (MMMC) aFreestanding Ambulatory Surgical Center (ASC)Topic: Team 2 Health Care-Less then 1000 Employees-Less then $100 Million in sales-Interviewed four top decision makers: -Eric Page, COO -Frank Senko, R.N. Nurse Manager -Betsy Paruszkiewicz, R.N., Assistance Manager -Dr. Ajay Raman, M.D., Medical Director

Presenter: Lisa Whitlatch2Maple Millennium Medical Center (MMMC)5456 15 Mile Road Sterling Heights, MI 48310

Presenter: Lisa Whitlatch3Leadership and Management Techniques

Presenter: Lisa Whitlatch

4LeadershipMost leadership research has been conducted in business organizations with a secondary emphasis on the military and on government agencies (Kalargyrou, Pescosolido, and Kalargiros, p. 40, 2012).

Leadership Behaviors: Being Considerate;Building Relationships of Trust;Being Trustworthy (Kalargyrou, Pescosolido, and Kalargiros, 2012)

Leadership has often been thought of as based upon inborn personality traits, abilities, or gifts (Kalargyrou, Pescosolido, and Kalargiros, p. 39, 2012).

Presenter: Lisa Whitlatch

Management Sound Management Principles and Techniques:1. Put everything in writing;2. Establish responsibilities for all levels of employees;3. Integrate safety and health with production and quality responsibilities;4. Keep responsibilities general enough to allow and encourage the establishment of objectives in order to achieve the responsibilities; 5. Allow for some responsibilities to be selected by the individual with mutual agreement by the next higher level of management (Gregory, 1991).Specific Motivational Tools:1. Identifying individual attitudes that may affect behavior;2. Use positive reinforcement;3. Establishing group norms (Gregory, 1991).

Presenter: Lisa Whitlatch

Leadership and Management Techniques Eric Page, COO MMMMLeadership or management techniques vary depending on the particular project Hands on with regards to understanding the business; do not micro-manage Hold employees accountable; provide support when needed(E.Page, personal communication, February 7, 2015)

Presenter: Lisa Whitlatch7Leadership and Management TechniquesFrank Senko, R.N., Nurse Manager of MMMCI try to lead by exampleI have an open door policy with my staff Be flexible and understanding to employees needs; treat everyone equally(F. Senko, personal communication, February 7, 2015)

Presenter: Lisa Whitlatch8Leadership and Management TechniquesBetsy Paruszkiewicz, R.N., Assistance Manager of MMMCGood communication skillsOpen, energetic and friendly personality managerial styleNon-judgmental approach with professional and ancillary staffPrompt problem solvingAvailability and visibility at all times:Active team memberAcknowledges and adheres to all standards of patient careRemains calm and effective during any emergency situationAdheres to all staff policies in the Employee HandbookBe available to large staff which may be working in divided areas.Be available and offer to assist patient and familiesBready to step in when needed during very busy daysMeet the needs of a fast paced environment with patient safety; patient the primary concern(B. Paruszkiewicz, personal communication, February 7, 2015)

Presenter: Lisa Whitlatch9Leadership and Management TechniquesDr. Raman, M.D., Medical Director of the MMMC Lead from within the organization and empower employees; come up with solutions and opportunities for growth and developmentBe a boss but still relate to the employees and see things from their perspectiveHave an open door policyGreat communication(Dr. Raman, personal communication, February 7, 2015)

Presenter: Lisa Whitlatch10Motivational Tools and Techniques

Presenter: William Baker

11Motivational Tools and TechniquesMany managers make the mistake of thinking that money is the only compensation and forget thatemployeesalso lookto nonmonetary rewards for their good performance (Daly & Kleiner, 1995)Schein (2010) agrees when he stated that Early theories of employee motivation were almost completely dominated by the assumption that the only incentives available to managers are monetary ones because it was assumed that the only essential motivation of employees was economic self-interest (p.144).

Presenter: William Baker

12Motivational Tools and TechniquesPearce (2007) suggest the following ten steps to motivate followers:1. Know your team: Everyone is motivated differently2. Match the people to the skills: People are happier when there abilities match their job3. Work to clearly defined goals: Employees need to know what they are working towards and it has to be achievable.4. Review progress regularly: Regularly evaluate what needs prioritized, what changed, and what needs help.5. Manage failure effectively: Encourage staff, acknowledge their hard work, and let them know your confident with their abilities

*Continued on next slidePresenter: William Baker

6. Consider basic rewards: Offer rewards that fit the situation and the person doing the task.7. Consider higher level rewards: Offer rewards such as advancement for completing a task.8. Involve staff: Involve staff in making decisions that affect them.9. Reduce demotivation: Reduce things like overload, poor systems, and so on10. Refine your management skills: Communication, commitment, listening skills, trust, and so on are all things that can help motivate employees

Presenter: William Baker

Motivational Tools and TechniquesEric Page, COO MMMCPositive interaction, excitement for the task at hand Empower the staff to be involved and take ownership in their roles; money always seem to work wellMake sure staff is compensated correctly so that they understand that they are appreciated and respected(E.Page, personal communication, February 7, 2015)Presenter: William Baker

15Motivational Tools and TechniquesFrank Senko, R.N. Nurse Manager of MMMCAlways have positive interactions with the staffBe honest and supportive when trying to change behavior; recognize positive behavior in staff to motivate(F. Senko, personal communication, February 7, 2015)

Presenter: William Baker

16Motivational Tools and TechniquesBetsy Paruszkiewicz, R.N., Assistance Manager of MMMCSet an ethical, professional example and be a good role model for all staffHave a positive attitude at all timesBe an active listener to all staff questions and concernsInform staff of positive feedback from co-workers and patients/families (praise)The staff works hard all day.....thank themIndividual staff evaluations(B. Paruszkiewicz, personal communication, February 7, 2015)

Presenter: William Baker

17Motivational Tools and TechniquesDr. Raman, M.D., Medical Director of the MMMCMake work fun; if you have to be there at least make employees' time enjoyable (incorporate music in the ORs, Super Bowl squares, group lottery pools, potlucks)Setting benchmarks/goals to achieve individually and as a group and recognizing accomplishmentsNot being afraid to get your hands dirty as a leader (stocking supplies, cleaning the break room, etc)(Dr. Raman, personal communication, February 7, 2015)

Presenter: William Baker

18Communication Methods

Presenter: Travis Howell19Communication MethodsEric Page COO MMMC Mainly written, identify the goal and follow up on the outcome.I look at business as one mission with many roles, once you have identified what needs to happen, you then need to identify who is going to make it happen(E.Page, personal communication, February 7, 2015)

Presenter: Travis HowellCommunication MethodsFrank Senko, R.N. Nurse Manager of MMMCHave regular staff meetingsHave everything in writing / policies and proceduresFollow up with employee questions and concerns. Keep them informed of change(F. Senko, personal communication, February 7, 2015

Presenter: Travis HowellCommunication MethodsBetsy Paruszkiewicz, R.N. Assistance Manager of MMMCVerbal information reinforced with written assignments on a daily basisWritten schedules of the daily patient activity with prompt updatesSignage visible to all staff regarding meetings, special events, etc.Monthly staff meetingsTimely verbal clarification of "rumors" with formal meeting if necessary (B. Paruszkiewicz, personal communication, February 7, 2015)

Presenter: Travis HowellCommunication MethodsDr. Raman, M.D., Medical Director of the MMMC:

Disseminating information through various means such as email, memos, meetings (Started a group email domain for the facility) Transparency: Open & honest communication to establish mutual trust Keeping employees in the loop so they develop a loyalty to the organization and feel a sense of ownership(Dr. Raman, personal communication, February 7, 2015)

Presenter: Travis HowellChange ImplementationPractices

Presenter: Michael McCarthy

24Change ImplementationPracticesJohn P. Kotter (1998) describes change in a series of steps in his article Winning at Change. These steps are as follows:1. Establish a sense of urgency.2. Form a powerful guiding coalition.3. Create a vision.4. Communicate the vision.5. Empower others to act on the vision.6. Plan for and create short term wins.7. Consolidate improvements and produce still more change.8. Institutionalize new approaches.(pg. 29)

Presenter: Michael McCarthyChange ImplementationPracticesEric Page COO MMMCIdentify an area of need and then identify the individual or team needed to implement the change. As a leader, I first try and identify the possible road blocks that will possibly trip up the change process and try to avoid or have solutions prior to implementation. Then I gather the team or individual, explain the need for change, get their buy in and motivation for the change and have the implementation begin.With any big change, I would always suggest a wrap up meeting or celebration to discuss the success or challenges of the change. And always be available as a resource for the change process.Mr. Page then went on to state that an individual or group does not want to make a mandatory change without seeing it through.(E.Page, personal communication, February 7, 2015)

Presenter: Michael McCarthyChange ImplementationPracticesFrank Senko, R.N. Nurse Manager of MMMCSmall Change:Form a small subcommittee to take a look at the issue or problemBrainstorm ideas and involve the staff that will mostly be affected by the change.

Large Change:Follow the standard guidelines for implementing a root cause analysis of the specific problem or area that needs to be changed.

Always look at current practices and use the evidence from the current based practices that support the need for specific change.(F. Senko, personal communication, February 7, 2015)

Presenter: Michael McCarthyChange ImplementationPracticesBetsy Paruszkiewicz, R.N. Assistance Manager of MMMC1) At a staff meeting, identify a problem area and discuss methods of change.2) Outline steps to improve or initiate a process, using all staff suggestions.3) Steps should be within the standards of care dictated by governing body.4) Designate a start and end date for new process for at least 60 days.5) Evaluate process during implementation phase, this would be a trial phase.6) Evaluate and summarize the results.7) Integrate permanent practice change and document the entire process.8) Communicate the entire results to all staff members involved.(B. Paruszkiewicz, personal communication, February 7, 2015)

Presenter: Michael McCarthyChange ImplementationPracticesDr. Raman, M.D., Medical Director of the MMMC

Communication, Communication, Communication!Make employees know and understand what, why, and the goal behind the change and how it will benefit the organization.Provide adequate time and training for implementing the change. Assess demonstrated proficiency and provide additional assistant/support if needed.Always ensure there is a backup or contingent plan.(Dr. Raman, personal communication, February 7, 2015)

Presenter: Michael McCarthyReferencesDaly, D., & Kleiner, B. H. (1995). How to motivate problem employees.Work Study,44(2), 5. Retrieved from http://search.proquest.com/docview/218379794?accountid=28644Gregory, E. (1991). Motivational management techniques for safety and health. 36(1), 29-29. Retrieved from http://search.proquest.com/docview/200357459?accountid=28644Kotter, J. (1998). Winning At Change. Leader to Leader, 27-33. Retrieved March 13, 2015.Kalargyrou, V., Pescosolido, A., & Kalargiros, E. (2012). Leadership skills in management education. 16(4), 25-25. Retrieved from http://search.proquest.com.ezproxy.sienaheights.edu:2048/docview/10378 2790?accountid=28644Pearce, C. (2007). Ten steps to staff motivation: Chris Pearce offers a guide to help nursing leaders motivate their staff. Nursing Management [Harrow], 13(9), 21. Retrieved from http://go.galegroup.com.ezproxy.sienaheights.edu:2048/ps/i.do?id=GALE%7CA159328771&v=2.1&u=lom_sienahul&it=r&p=GPS&sw=w&asid=a301746af55a651057b952c0c733405cSchein, Edgar H. (2010-07-16). Organizational Culture and Leadership (The Jossey-Bass Business & Management Series) (p. 144). Wiley. Kindle Edition.

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