Conflict Resolution at General Hospital

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Conflict Resolution at General Hospital

General Hospital is a nonprofit community hospital in the Northeast. Since it was founded in 1968, General Hospital had from 175 beds to 275 beds by 1981. During the 1980s, general hospital had a high occupancy rate averaging 90 percent and had collaborated with a nearby medical center to offer the services it could not provide itself. When the nearby hospital improved its services, the occupancy rate at General Hospital fell to 65% and it was left to handle the less lucrative Medicare and Medicaid patients. General Hospital’s CEO suggested the measures that could be used to salvage the operations of the hospital. This report explores the conflict that stemmed from the changes that the management sought to introduce to salvage the operations at the hospital. Conflict Resolution at General Hospital.

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The mandate of the committee should be simple: to come up with measures that would make the hospital competitive. The advantage of this strategy is that the proposals coming from an-all-representative committee has a likelihood of acceptance by all stakeholders. In this strategy, the views of all stakeholders will be accommodated. Further still, hammer should allow an open debate on the finding that may come out of this committee.

List of references

Hellriegel, D. & Slocum, J. (11th Eds). (2007) Organizational behavior. New York: Cengage Learning.

Kolb, D. & Bartunek, J (1992). Hidden conflict in organizations: uncovering behind-the-scenes disputes. Michigan: Sage Publications.

Lawson, J.W. & Connant, C. (2009). Conflict resolution at general hospital.In P. Wasserman et al. Consultants and consulting organizations directory (545-547). New York: Gale Research co.

Rahim, A. (2010). Managing conflict in organization. Boston: Transaction Publishers.