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Upswing: Departmental Schisms

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A Healthcare Consulting Engagement

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Upswing: Departmental Schisms

  1. 1. Upswing: Departmental Schisms Future Directions 1
  2. 2. Agenda  Introductions  Overview  Methodology  Data diagnosis  Future directions 2
  3. 3. Overview  Upswing, a mid-size healthcare organization, requested an evaluation of alignment amongst employees with a focus on the finance department regarding what it means to be successful at Upswing, as well as recommendations for improvement on making Upswing more active, driven, and operationally effective as a team.  PME Consulting analyzed the organization using a scientifically tested theoretical framework to understand the underlying factors, with emphasis on helpful mechanisms and structure, and offer suggestions for improvement through a collaborative process with Upswing. 3
  4. 4. Working Hypothesis Data suggests a misalignment in Upswing between finance and other departments regarding leadership, management practices, structures and systems. This may contribute to a poor work climate, which affects the employees’ perception of their role and task in Upswing. 4
  5. 5. Methodology  Archival data (job descriptions, organizational structure etc.)  Director’s meeting at Upswing  Interviews with Chief Program Officer, Executive Director, eight Program Directors and nine members of the finance department  Organizational survey was administered to the finance, administration, and facilities departments 5
  6. 6. Leadership  Good personal interactions with staff  Feeling that leadership is making an effort to address issues and help fix them  Perceived role ambiguity between Chief Program Officer and Executive Director  Lack of alignment between leader/followers within finance department  Feeling in finance department sometimes program directors task finance employees directly creating lack of clarity in reporting structure 6
  7. 7. Management Practices  Feeling in finance of having too many/short deadlines or unrealistic expectations on employees and a heavy workload for the finance department  Actively seeking ways to improve communication from the top down  Program Directors feel empowered to do their job and make decisions  Staff and management identify a need for confidence in leadership  Staff and management identify a need for better training  Finance department rated management practices a 3.39 (out of 5) on the Likert Scale while other departments rated it a 4.0 7
  8. 8. Survey: Management Practice 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 Q21 Q22 Q23 Q24 Q25 Q26 Fiscal Department Average Other Department Average Q21 To what extent do the managers give employees the autonomy they need to do their job effectively? Q22 To what extent do managers show concern for their employees? Q23 How motivated and encouraged do you feel by your direct manager? Q24 How often does your manager hold people accountable for their actions? Q25 To what degree do you see your manager express concern for the client? Q26 How well does your manager encourage communication up, down, and across the organization? 8
  9. 9. Structure  Perception that field staff are resistant to change  Lack of adherence to established protocol  Teamwork has been cited in a few instances as an area of concern  Perception of other departments not working well with finance 9
  10. 10. System  Obtaining and prioritizing funds for training  Value in director and staff meetings is questioned  Finance feels protocol is not being followed  Emails are not always answered, leaving communication gaps between departments 10
  11. 11. Intervention: Leadership  Leadership conference/mentorship program o Comprehensive review of mission and strategy o Deliberate effort to improve organizational chart to help with the understanding of roles and structures o Gain buy-in from all program directors 11
  12. 12. Intervention: Management Practices  Department developmental exercise o Cross-functional job shadow program o Training on leadership and authority 12
  13. 13. Intervention: Systems and Structures  Work priorities for the deadlines given and a realization of the workload finance is operating under from top leadership (program directors)  Conduct a department head monthly meeting on best practices 13
  14. 14. 14 Thank You!

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