Question

Chapter 1 outlines a transformational style of management, emphasizing values, empowerment, communication, trust/accountability, and rewards. Some people say that transformation is completely unrealistic; you must enforce order, they say, to have accountability. 1Do you agree or disagree? 2How is accountability achieved in high-performing, transformational HCOs? Post a minimum of 500 words to summarize and discuss your answer using specific text references.

Answer 1

The statement supports theory X of motivation and management and emphasises on the use of force to bring about any meaningful change. The same is not significant in today's high performance work environment, where autocratic, self styled, stick wielding bosses have given way to new generation of managers who believe in participative style of management and empowering the employees, so that they can take part in decision making process, contribute to the success of organisation by adding variety to viewpoints and generating ideas through brainstorming to reach constructive solutions to work related issues. The accountability comes with authority. Responsibility needs to be created by empowerment so that the indicidual can take ownership of the process and deliver.

A HCO is a very high accountability zone, where an individual's ownership of work, deidication and commitment to tasks can save precious lives. In high performing Healthcare Organisations, employees need to be honest to their work, which is a a function of reciprocation. The more the organisation cares for the employee, more he /she is likely to deliver. This reciprocating relationship can be started from the employer by making the employee feel that he / she is an asset to the organisation and his /her efforts are valuable for the success of organisation. the more he /she is empowered, better becomes the output, leading to belongingness for the organisation and a sense of duty towards the customers / patients.