Managerial Problem Solving
The assignment is about the managerial problem-solving situation at workplace. The Pacific Private Specialist Centre is the chosen centre owned and run by Qml Pathology. The Specialists Doctors have their own consult room in the Doctors Specialist Centre. However, the Qml Pathology provides staff to the Specialist Doctors in a cheaper lease terms. The supervisor Adwin organizes the staff and Doctors to operate the specialists centre peacefully. The organizational system is not enough to maintain the peaceful work environment at Qml Pathology. Presently, the staff, Specialists Doctors and patients are facing several problems. The staff is facing major problems due to autonomy of specialist doctors. The problems are ultimately affecting the smooth relationship among staff, doctors and patients of Qml Pathology. The aim of the assignment is to identify problem with specific reasons and find out suitable solution to wipe out the problem from Qml Pathology.
The supervisor Adwin maintains a logbook to note down the daily report of Qml Pathology. The logbook provides the necessary information to detect of identify the issues, which are creating several problems at the work environment. The Pacific Private Specialist Centre has thirteen staff to assist the specialists’ doctors. However, staff of Pacific Private Specialist Centre is dissatisfied with the autocratic behaviour of the doctors. The supervisor Adwin schedules the daily chart to organize the staff in accordance with the doctors’ schedule. Recently, the specialist doctors are changing their visiting schedule. This system is compelling the staff to stay at Pacific Private Specialist Centre after the end of their duty hours. The frequent changes in doctors’ reception are generating the dissatisfaction among the staff members of Pacifi ........
The supervisor Adwin maintains a logbook to note down the daily report of Qml Pathology. The logbook provides the necessary information to detect of identify the issues, which are creating several problems at the work environment. The Pacific Private Specialist Centre has thirteen staff to assist the specialists’ doctors. However, staff of Pacific Private Specialist Centre is dissatisfied with the autocratic behaviour of the doctors. The supervisor Adwin schedules the daily chart to organize the staff in accordance with the doctors’ schedule. Recently, the specialist doctors are changing their visiting schedule. This system is compelling the staff to stay at Pacific Private Specialist Centre after the end of their duty hours. The frequent changes in doctors’ reception are generating the dissatisfaction among the staff members of Pacific Private Specialist Centre. The manager Carolyn Hind oversees the schedule in absence of the supervisor Adwin. Sudden changes in the doctors’ schedule put the supervisor in a hazardous situation to arranger staff, which can adjust with the doctors’ schedule. Running late report of the doctors becomes the daily issue for Adwin. In many cases, the doctors used to inform the supervisor or manager before thirty minutes of their reception time. The single call of a doctor has the potentiality to compel Adwin or Carolyn Hind to reshuffle the duty hours of staff members in accordance with the changed visiting hours of that particular specialist doctor. On the other hand, some doctors require a staff member to stay back with him at the end of duty shift. The TOIL system is not enough to suppress the dissatisfaction among the receptionist staff. In some cases, receptionist has to work for more than 38 hours due to this dismissal. However, the QML EBA allows the upper limit for 38 hours for staff and provides bank TOIL facility for those staff. The crux of the problem is sudden changes in the behaviour of specialist doctors.
The logbook where Adwin writes down the daily schedule including the reshuffled duty presents the accurate report of specialist doctors as well as staff members. This logbook helps to identify the difficulties of this problem (Yoder-Wise, 2014). The aim of this alternative pathway is to treat the symptom, but not the problem directly. In accordance with the daily report of supervisor Adwin, the authority of Qml Pathology is losing their potentiality and the specialist centre is ruling by the autonomy of the specialist doctors. The staff members are working at the specialist centre under a very cheap lease agreement. Therefore, Qml Pathology is facing the upcoming employee turnover in their specialist centre. The dissatisfaction level of the reception staff is deteriorating the reputation of Qml Pathology. The patients are not getting the proper attention from the reception staffs. The personal agitation of the receptionists affects their service quality towards patients. The specialist doctors have a higher sense of ownership than the manager of Qml Pathology does. The staff members have well developed skills to support the doctors at their duty. Therefore, autocratic behavior of the specialist doctors is responsible for creating the staff members highly anxious at their workplace. In this context, some staff members have complained to the supervisor Adwin to focus on this overruling behavior of the specialists Doctors. Adwin receives three memo sheets with the tick mark on the option of ‘Dr. Issues’ including the frequent duty shifting of the doctors. Two other staff members submit request for assistance form. The report of Liasion Room, presents the public review over the unprofessional behavior of the care workers including specialist doctors. The egocentric activities of the doctors are exploiting the values of Qml Pathology. This assessment provides an alert to the supervisor Adwin and the manager Carolyn Hind about the probable employee turnover in the Pacific Private Specialist Centre.
The above-mentioned problem is a challenge to the problem solving ability of the supervisor as well as the manager of QML Pathology (Prilla et al., 2012). In this context, the process of dissolving a problem is best suitable to wipe out the dissatisfaction among the employees. Adwin and Carolyn Hind invited the owner of QML technology and Prof. Morris as the representative of specialist doctors to discuss over this difficult problem. The joint meeting of the team members minutely investigated over the problem and pointed out every possible reason to arise this difficulty. The board has adopted the dissolving a problem strategy to find out the best suitable solution of this problem. At the initial stage, they have followed the logbook in order to get an overview about the problem. The daily record of supervisor and manager is the accurate evidence of the sudden changes in the daily schedule of specialist doctor to visit the specialist centre. On the other hand, three submitted memo with the request of changing the autonomy of the specialist doctors. Similarly, two submitted memo of assistance form with appeal to smooth the schedule time of their duty hours. The board have decided to set a rigid principle to cut down the over ruling behavior of the specialist doctors. The principles set included-
- The doctors have to pay penalty for dismissing their duty hours without informing the supervisor before 8 hours. However, this prior informing will enables the supervisor or manager to reschedule the shifting of receptionist staff with prior informing facility.
- The specialist doctors can reschedule their duty hors once in a week. This system will facilitate the staff members to adjust their over time service which is not more than 38 hours.
- The specialist doctors have to take permission from the supervisor or manager if he needs extra hours to provide service to the patients. This point refers that if a specialist doctor faces the overloading pressure of patients, the super visor will provide his staff to handle the situation.
- The doctor can get the facility to have more than two staff members to control the work pressure. In this case, he needs to appeal to the supervisor or manager to have this facility and he have to pay 5% salary of that particular day to the supervisor. This payment will be given to the staff member, which will do this over time duty.
- The Qml pathology is fully covered with CCTV camera. The CCTV footage will provide the all necessary evidence to the committee which will help them to take any problem solving decision.
The board has decided to call every specialist doctors in the assembly room in order to inform them about this new policy. In the meeting, at first they have discussed about the difficulties and then listen to the doctor in order to gather their viewpoints. On the next day, they make some trivia changes in the new policy. The solution, which is taken by the board member of Qml pathology, is handed over to every specialist doctors individually. The supervisor provides two printed copy to the Specialists doctors. The first copy is the original one, which is to be handed over to the supervisor after putting their signature. The second copy is to be kept to the doctors for future reference. The supervisor buys required CCTV camera and necessary equipment to implement the system.
The assignment is a detailed study of managerial problem solving situation. Pacific Private Specialist Centre is the chosen care service provider, which is popular for several specialist doctors. The doctor specialist centre owned and run by QML Pathology. This report elaborately describes the major problem of staff members who are confused with the overruling behavior of the specialist doctors. The specialist doctors are general employees of the specialist centre, but they are treating the staff members in such a way that they are the owner of the specialist centre. The frequent reshuffling of daily schedule in accordance with the logbook of the supervisor, Adwin evidenced the overruling behavior of the specialist doctors. The joint meeting of supervisor, manager, owner and a specialist doctor find out a solution to wipe out this problem. They have decided to set a principle especially for the group of doctors and added it to the official policy of Qml Pathology.