Case Study Analysis: Oakbrook Medical Systems

In this wooing study, a division manager faces several potential human preference issues and communication challenges. To hand over background, Oak Brook Medical Systems developed their infirmary Supply course of study in response to changes in the healthcare mart and staffed the social unit with highly competent committed personnel. The company values teamwork, shares an entrepreneurial spirit, and the group of committed self-starters provides customers with quality products and service.The divisions highly qualified strategic managing theater director has been with the company for 12 years, serving in her legitimate position for 18 months, and has been credited for developing a scheme that added $40 million to the business unit. Increasing the number of qualified and committed women into focal point could in like manner carry plus implications for the company because shifting demographics call for sweet perspectives to meet changing customer expectations to sustain market growth and to exceed competitors.The strategy director hopes that her efforts exit be recognized and rewarded with career advancement. Division revenues currently reflect exceptional annual growth at nearly 35 percent, but there are indications that communication and morale indispensableness to be improved within the unit. Workers in the division who largely be to be motivated to meet corporate goals also share jaundice towards their team leader.Anecdotal reports both from management and competent people under her control indicate that the directors results-oriented communication style has generated allegations of curtness and disdain from co-workers (ORourke, 2010, pp. 290, 291). There seems to be a disconnect between perceptions of productivity, fairness and good communication, and this case study identifies both short-term concerns and latent internal threats to long-run profitability.Senior management largely finds favorable market conditions and collaborative workers for producing impressive hospital Supply Division growth rather than singling away the divisions strategy director for exemplary leadership. Although considered a valuable asset, the strategy directors communication problems with colleagues and subordinates have stirred greater concern during discussions of her prospective in the division. The strategy director, on the other hand, justifies her communication approach by considering frankness to be an integral part of getting the job done. contempt her business units success, the strategy director has indicated that she feels overlooked and preclude by management, possibly because of racial or gender favoritism. The unit lacks real 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 profits and long-term viability.Cultural sensitiveness is critical to a managers success (OR ourke, 2010). So far, elder management has not brought concerns about discontent in the division to the directors attention. Senior managers need to address the concerns of the directors colleagues and subordinates regarding her offensive communication style, as good as the strategy directors concerns about possible racial and gender discrimination to shop arrogate 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 nature of personnel issues requires studious action and the intercultural dimension in the case study highlights the need for careful message planning and delivery.Senior management needs to convey a cause message of non-discrimination to both the strategy director and everyone else in the business unit without sen ding signals that authoritarian management will be rewarded. ORourke (2010) suggests that utile managers deliver purposeful messages in ways that fulfill an organizations mission. Managers who avoid dealing with or ignore personnel concerns about discrimination can foment misunderstanding and create conditions ripe for otherwise gaga charges.A fourth-year manager would be in the best position to come about 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 become a mentor to strategy director by listening to her concerns about fairness and helping her to make adjustments to her communication approach that will improve 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 run long-term morale for co-workers, too. Segal (2009) indicates that critical nonverbal cues often determine whether or not a communication partner is listening, understanding the message, or cares. some(a) of the most important nonverbal cues include tone of voice, gaze, body position, and assimilation that become significant in conversations and determine the way we talk, listen, look, move, and react. She also points out that building stress management and emotional 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 surmise and misunderstanding lie at the center of the current problems in the division. current discontent could undermine sustainability and declining morale could drive away otherwise good workers if the situation is mishandled.However, morale should quickly improve in the division with actions that beef up the companys commitment to attracting and sustaining quality personnel while providing a clear path for the strategy director to meet her career goals. Colleagues and subordinates will be more inclined to respect the strategy director if they happen 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 solid care.ReferencesORourke, J. (2010). Management Communications A Case-Analysis Approach (4th ed. ). Upper buck River, NJ Pearson/Prentice Hall. Segal, J. (2009). EQ tool 3 The pulley improving nonverbal communication. Retrieved from Blog posted to EQ Emotional Intelligence Central, archived at http//www. emotionalintelligencecentral. org/eq/ nonverbal_communication. html