week 3 HCT321
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School
University of Phoenix *
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Course
321
Subject
Communications
Date
Apr 3, 2024
Type
docx
Pages
2
Uploaded by SargentGiraffePerson1092
1.
Describe the quality of communication in the scenario.
The quality of communication in this scenario is poor. The coordinator was not listening to the staff when they were discussing their concerns regarding the scheduling system. She stated that she would examine things her own way. The staff seemed to be irritated by the way she was speaking to them and handling the situation. The coordinator was not expressing empathy towards her staff's concerns.
2.
Describe the type of conflict illustrated in the scenario.
This situation illustrates an interpersonal conflict about how to handle no show and cancellation appointments. This is an interpersonal conflict because there are more than
two people involved in this disagreement. Several of the pass access team disagree with how the coordinator was handling the scheduling problem. One member was stating she
was told not to schedule same-day appointments unless it was an emergency, another member was becoming emotionally enraged and found it to be wrong, while the coordinator was stating this rule was approved by the CEO. 3.
Explain how the defensive climate created by the conflict will affect the team members' ability to collaborate and communicate in the future.
The defensive climate will affect the team by causing trust issues and may also stop them from speaking up in the future. It will cause the work environment to become hostile and affect the work of the employees. It may feel like they are working in a negative environment. In addition to that, it can lead to a person quitting their job because they are not satisfied with their job. Employees may begin to feel undervalued.
4.
Identify strategies the manager could use to resolve the conflict between the team members to create a supportive climate again.
One strategy the manager could use to resolve this issue is to work with her staff and listen to their concerns. If she listens to her staff and investigates their concerns, she can work with her team to come up with possible solutions to the scheduling problems. By communicating with her staff and listening to their viewpoint and also showing empathy,
it will help to resolve the conflict.
5.
How can the manager improve communication and collaboration between the team members in the future?
To improve communication amongst the team in the workplace, the manager could lead by example. If the manager is using positive communication, her staff will be likely to follow her example and do the same. She could also have a thorough training that teaches techniques to improve interpersonal communication in the workplace. Another method to improve communication would be to use a two-way symmetrical communication system. This system encourages sincere, reliable, and open relationships between managers and employees (Kim, 2018).
Kim, Y. (2018). Enhancing employee communication behaviors for sensemaking and sensegiving in crisis situations. Journal of Communication Management
, 22
(4), 451–475. https://doi.org/10.1108/jcom-03-
2018-0025
6.
Explain how the manager can measure the performance of the team. How can he or she determine if they are progressing or meeting their objectives?
When I was working in the emergency room, we received a score card each month on our performance. Here are several examples of how our performances were measured; by taking the mandatory trainings, capturing over half the emails of new patients, collecting at least 60% of copays and past due balances of patients we registered in the ED, and completing 3 job shadowing for three distinct departments. By having established standards, our manager was able to conduct reports to figure out if we were achieving our desired goals. If we did not achieve our desired goals, our manager would have a one-on-one meeting with us to discuss how we could improve our performance and achieve department goals. Another way to measure performance is by the surveys completed by the patients after their visit.
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