Reference no: EM134042067

Question

You are the Vice President for Clinical Affairs (VPCA) of a tertiary-care hospital. A recently promoted reporting manager hired a young woman to supervise development of a large community outreach program and to coordinate the program. During the first four months of her employment, several behavioural problems came to your attention: (1) complaints from community physicians that the coordinator criticizes other physicians in public; (2) concerns from two community leaders that the coordinator is not truthful; and (3) written reports about the project that label and blame others, sometimes in language that is disrespectful. You have spoken several times to your manager reportee to whom the coordinator reports about these problems. The manager reported other dissatisfactions with the coordinator's performance, but he showed no sign of dealing with the behaviour. Two more complaints have just come in, one from an influential community leader.

1. What would be the most appropriate conflict management style for you to exercise with the community physicians and leaders? Provide justification for your selection.

2. What signs of derailment are evident in your recently promoted reporting manager?

3. You decide to hold a coaching session with your reporting manager. Using the OALFA process, outline the key components of your session, making them specific to the facts outlined in the case.

4. Explain which four leading and managing practices would prove most useful to address the situation created by the Young Hiree, giving justification for your selection.