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Intro to Healthcare Management

Giving Feedback—Empathy or Attributions? Discussion Prompt Reply to each Peer about their post.

Giving Feedback—Empathy or Attributions? Discussion Reply 1 Georgina:

Hi Prof,

What are the behaviors that seem to bother Eileen?

The behaviors that seem to bother Eileen was when she was speaking Geoffrey was either reading a news paper or showing some disrespectful attitude. Geoffrey should have respect Eileen and listen to the information she was giving them as their manager. During Eileen’s presentation, Geoffrey was sitting on his seat and looks bored to death with what Eileen lectured in the meeting. Besides, he does not participate in the conversations during the meeting. Eileen realized Geoffrey was being unfriendly and proud, which got her to conclude is the reason Geoffrey cannot keep his team together. They all leave because of his attitude.

What assumptions—explicit and implicit—do you think Eileen is operating under in this situation?

Implicit theories are unconscious preconceptions about how people behave and how the world works. Eileen recognized Geoffrey’s behavior, she can: change, improve the organizations by finding and sharing, challenging, and changing the mental models and mindsets of theirs and others. Eileen should have a word with Geoffrey and make it clear to him how she thinks of his behavior and additionally ask his opinions on the training to check if he was paying attention. Eileen should ask him why his staff members cannot stay for the entire meeting; they all seem to run away. Also, she should call one by one of his team members to ask them how they feel about work. I used to work in an urgent care, sometimes our manager was behaving funny, because he was a manager to the: nurse practitioners, radiology technologies, and he was just medical assistant. It was hard for him to organize things well because of how much money he made, it made him feel like he was being used.

References

Buchbinder, S. B. (2017). Introduction to Health Care Management. Burlington: Jones & Bartlett Learning.

Giving Feedback—Empathy or Attributions?Discussion Reply 2 Priscilla:

One of the behaviors that seem to bother Eileen is Geoffrey’s lack of participation in the workshop by lounging in his chair and showing on his face an expression of being bored. Another behavior that seem to bother Eileen is when Geoffrey does not contribute to any of the discussions, but instead, he reads the sports pages of the newspaper while she is talking, which is considered as rude and not being respectful.

In this situation, I think Eileen is operating under both explicit and implicit assumptions. The explicit assumption is when Eileen decided to write Geoffrey a memo stating the negative effects of his behavior and how not participating can have an effect on the group. The implicit assumption is when Eileen is observing Geoffrey’s behavior during the course of the last three meetings and thinking to herself that if this continue, it will be critically dysfunctional for Geoffrey as he go about the organization.

The feedback I would recommend Eileen give Geoffrey is to talk to him in person about his behavior and how it can have a negative effect on the group rather than writing a memo to him. It is the most effective way when it comes to correcting a person’s behavior. When speaking to Geoffrey, Eileen should state how she feels about the whole situation and give him positive criticism. This can help to spark awareness to Geoffrey, making him realize that what he is doing can hurt the organization. Furthermore, Eileen should suggest that Geoffrey study or use what he already knows about organizational behavior because it can help him as a manager. According to Buchbinder and Shanks (2017), “The manager who is skilled in organizational behavior will be able to work effectively with employees and colleagues across the organization, assisting and influencing them to support and achieve organization goals” (p. 79).

Reference:

Buchbinder, S. B., & Shanks, N. H. (2017). Introduction to Health Care Management (3rd ed.). Burlington, MA: Jones & Bartlett Learning.

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