Read the mini-case, Big Changes at a Small Hospital *BELOW* and answer the quest
ID: 450852 • Letter: R
Question
Read the mini-case, Big Changes at a Small Hospital *BELOW* and answer the questions:
1. Consider the factors from the situational leadership theory outlined in Figure 13.4 (BELOW). Apply these factors to Jacobs and Windber.
2. How do you think Jacobs would score on the least preferred coworker ( LPC) scale? Why?
3. Based on the success of Windber, in what range would you guess the overall situational favorability might fall for Jacobs on the continuum illustrated in Figure 13.6 (BELOW)?
*TEXT BELOW*
Big Changes for a Small Hospital
As F. Nicholas Jacobs toured the Windber Medical Center facility, he was dismayed by the industrial pink-painted walls, the circa-1970 furniture, and the snow leaking through the windows of the conference room. Employees earned 30 percent less than their counterparts in the area, and turnover was steep. As Windber’s newest president, Jacobs knew he was the facility’s last hope—if he couldn’t successfully turn around the aging facility, it would mean closing the doors forever.
Coming to Windber Medical Center in 1997, Jacobs was keenly aware that the hospital could be the next in a series of small hospitals that had fallen victim to a struggling economy. Determined to see that not happen, he began by making connections with the employees of the hospital and the community at large. Jacobs’s first step was to interview the employees to find out firsthand what they wanted for the Windber community and the medical center. He also looked to members of local community groups like the local library, the Agency on Aging, and local politicians and asked these groups what they wanted from their local medical facility. When Jacobs realized that octogenarians made up a larger percentage of the population in Windber, Pennsylvania, than in all of Dade County, Florida, he made it a priority to provide more options to seniors for improving their health and quality of life. He set forth a vision of a medical center that was more of a community center—a center that would allow members of the community to exercise in a state-of-the-art facility while having access to professionals to answer health-related questions. Jacobs realized that keeping people in the community both physically and mentally healthy also meant keeping the hospital financially healthy. He made the center’s new preventative care philosophy clear to the public: “Work out at our hospital so you can stay out of our hospital.”
Jacobs’s efforts have paid off—in an era when small hospitals are closing left and right, Windber Medical Center is thriving. Under Jacobs’s leadership Windber has established an affiliation with the Planetree treatment system, which integrates meditation, massage, music, and other holistic methods into traditional health care. Windber’s wellness center, which offers fitness training, yoga, and acupuncture, among other treatments, opened in January 2000 and now generates over $500,000 annually. Gone are the pink walls and dated furniture—replaced with fountains, plants, and modern artwork. Jacobs recruited a former hotel manager to oversee food service. And despite the dismissal of about 32 employees (those used to a more traditional hospital setting had a tough time in the new environment), the staff has nearly doubled to 450 employees, and pay has improved. Windber has raised more than $50 million in public and private funding and has forged research partnerships with the Walter Reed Army Health System and the University of Pittsburgh, among others. The Windber Research Institute, Windber’s heart disease reversal program, has treated about 250 patients.
*Figure 13.4 & 13.6 Pictured Below In Order*
Explanation / Answer
Ques 1: Consider the factors from the situational leadership theory outlined in fig. Apply these factors to Jacob and Windber?
Answer:
Situational Leadership in context to the case:
S1- Directive:
Jacobs knew that hospital was urging for new data based on the customer survey. He directed for customer survey, community demands and expectations of an ideal hospital, local politicians etc.
S2- Coaching:
He made the community aware of the necessity of keeping physical and mental health upkeep. He initated the programe of preventive care philosophy where he said in public that “work out at our hospital so you can stay out of your hospital”
S3- Supporting:
He showed an attitude of support and understanding with the employees. He conducted a one to one meeting with each individual to know the employees interest and their orientation with company interests.
S4- Delegating:
He appointed a former hotel manager to check the food services and also managed a staff doubling from the previous numbers to 450 employees. Windber did open its own research institute and heart disease reversal program.
Ques2: How do you think Jacobs would score on the least preferred coworker scale? Why? Answer:
Score of Jacobs in LPC Scale:
According to the case description, Jacob would have scored fairly in the LPC scale. Jacobs can be considered as a lowLPC leader as for him it was important that the people of his organization should know what they want from their Windber community and produce better results. He saw that their morals were down and thus affected their performance. He also realized that their pay was 30%less than their counterparts and thus lead to lowered standards of work.
Thus he ensured that there are better skilled people who are paid for the worth of their efforts. Also he ensure that there are more specialized people engaged for different works so as to enhance standards. He also made sure that the seniors of Windber set their priority to improve their health and quality of life to set as initiating example of growth of Windber.
The community did dismissed 32 employees based on their low performance standards as they were unable to adapt to the new environment. Windber also recruited new employees and the staff nearly doubled including specialized staff for various tasks.
Thus as in such unfavorable situation Jacob did kept ensured that performance
of the community in terms of diversification, employee skill development and job enrichment can only set new standards for such small hospitals.
Ques3: Based on the success on the Windber, in what range would you guess the situational favorability might fall for Jacobs on the continuum illustrated in the fig.?
Answer:
Situational Favorability:
The situational favorability was very low, i.e. octant 8. Here leaders showing low LPC can prove to be better leaders. As explained, Jacobs was highly task oriented and thus wanted that the company should reach new heights. Thus he ensured that the employee’s are always motivated and produce excellent results by creating improved benchmarks every time.
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