Amit Leadership Challenge.docx

A Leadership Challenge Information about case Mary Herzen could not have been happier when she was hired to supervise the Patient Services Department at North side Hospital. At age 45, Mary had been in various patient and bookkeeping capacities for more than 15 years, and she enjoyed both the work and supervising others. This new opportunity came at a perfect time: Just three months earlier, she had lost her job as part of a general reorganization at Central Hospital. As Patient Services supervisor, Mary oversaw a department made up of a senior services representative and two service reps. It had taken five months to fill the position. The delay was caused in part by the internal job-posting process of notifying and interviewing internal applicants before advertising outside the organization. Two North side employees had applied. Both worked in the Patient Services Department. Juanita Ramirez, 32, had been with North side for 10 years. She was the senior services rep, with over eight years experience in this department. Sue Williamson, at 26, had less time with North side and, therefore, less experience in the function. Although both were interviewed for the supervisory position, neither were seen as strong enough candidates for promotion. When Mary arrived for work on the first day, she met her boss, Chris Sapiro, after completing the new employee paperwork in Personnel. Chris was the one who had interviewed Mary and decided to hire her. After going over some general guidelines and providing further details about the department and its personnel, Chris mentioned to Mary that two of her employees had applied for her job. Chris continued: "I just mention that because there could be a possible problem with Juanita. I don't know, she might be resentful. Handle it the way you see best." Chris then took her to the Patient Services Department, where he introduced her to the other employees and showed her the office. Mary began to settle in. Later that afternoon, Mary set up individual meetings with each of the employees. She wanted to get to know them personally, learn what their job duties were and how they did their jobs. All the meetings went smoothly except the one with Juanita. Mary could tell from the start that there would be difficulties. Juanita came in reluctantly, sat down, and did not look at Mary. Her crossed arms and unyielding stare at the ceiling conveyed the message: "Don't mess with me."

Mary was barely able to get complete sentences from Juanita in response to her questions. Mary tried to press Juanita on what her job duties and responsibilities were. After a few vague replies and more questions, Juanita said: "Look, I've told you what I do. It's your job to tell me what to do. I don't know beyond that." This kind of exchange went on a little longer, until Mary finally said: "Juanita, if this is as well as we are going to communicate, we're going to have some real problems." That seemed to catch Juanita's attention . "Don't try to frighten me," Juanita replied tensely. Juanita was clearly chewing over something in her mind. Mary paused, unsure of what to say next . "The only reason you got this job is because you're Anglo," Juanita finally said. "I should have had that job. This hospital is afraid to promote a Chicano into management." Juanita halted for a moment, her bottom lip starting to quiver. She began crying. "I've been discriminated against You're the boss. You're the one who's supposed to know it all. I'm not going to answer any more of your dumb questions. You tell me what I'm supposed to do."

CASE QUESTIONS

1. How should Mary respond to the issues Juanita is raising? 2. What are some general issues new managers and supervisors may face when assuming responsibility for a new job?

CASE DISCUSSION: A Leadership Challenge Summary Mary Herzen felt lucky to be hired for the supervisory position in the Patient Services Department at Northside Hospital. She had lost a similar job at Central Hospital three months earlier. Chris Sapiros was Mary's boss and had conducted the selection process. It took him five months to fill the position as a re sult of the internal job-announcement and job-interviewing procedures. Two employees in the Patient Services Department had applied for the supervisory job: Juanita Ramirez, 32, who had been in the department for eight years, and Sue Williamson, 26, who had less experience. Both were rejected because they were not seen as strong enough to be promoted. Chris told Mary about this when he met with her on Mary's first day on the job. He suggested that Juanita might be a problem and told Mary to handle it the way she saw best. He then took her to the department, introduced her to the staff, and left her to settle in. Later that day, Mary held meetings with each of her new employees. The meeting with Juanita turned out as predicted: She was defensive, uncommunicative, and noncommittal. For example, Mary wanted to learn what Juanita's job duties were, but could not get adequate replies. Finally, in exasperation, Juanita began arguing that it was Mary's job to tell Juanita what to do. Mary replied that they would have problems if this was as well as they were going to communicate. Juanita then told Mary that she had not been promoted because she was Hispanic, and accused the hospital of discrimination. She began to cry and said she was not going to answer any more questions.

Answers to Case Questions 1. How should Mary respond to the issues Juanita is raising? Mary cannot say whether in fact Juanita is correct or incorrect in her belief that she was a victim of discrimination. It is a discussion that Mary cannot win. Furthermore, she cannot prevent Juanita from taking action on her complaint if she wishes to do so. Mary therefore should not try to argue with Juanita. Indeed, Mary might simply say something to the effect that she cannot respond to Juanita's opinion but finds it difficult to believe that there was discrimination. Instead, Mary does need to deal directly with Juanita's intransigence and belligerence. Mary should pause until Juanita is composed, then tackle this matter head on. She should make it clear to Juanita that although she cannot talk about the discrimination matter, she is concerned about Juanita's current behavior. She should indicate that she expects employees to be forthcoming in dealing with her, just as she wants to be open with them. That is, she should establish a standard of how she wants to be treated by her employees. She should share any other information about how she will supervise. She should then indicate that while Juanita's behavior is perhaps understandable, given her beliefs, it is nonetheless unacceptable. She should indicate that there can be serious problems if Juanita decides to follow a course of action like this. She should present Juanita with a decision about how Juanita wants to proceed. She should then tell Juanita that they will meet again tomorrow, at which time Mary will expect a decision from Juanita.

2. What are some general issues new managers and supervisors may face when assuming responsibility for a new job? There are several common issues facing people when they move into a management or supervisory job. These are issues beyond the traditional orientation concerns facing any new employee. First, there is the issue of understanding what the structure of the unit is: Who is doing what? Second, there is a concern about evaluating both the functions of the unit and the personnel involved. Third, the new manager is interested in learning about any specific problems or opportunities needing quick response. Fourth, the new manager is concerned about how to begin influencing employees to receive results in line with his or her goals and priorities.