To rate: The situation: "I think it is better to be efficient with my time when talking with someone, rather than worry about the other person's needs, so that I can get on with my real work." Introduction: In this situation, there is a need to explain the behaviour or outlook of mine towards being efficient with my time when talking with someone, rather than worry about the other person's needs, so that I can get on with my real work.

Question

At the end of 2014, a large university hospital in the Netherlands launched a procurement tender exercise for surgical suture material. The rationale for hospital management to initiate this procedure was cost-cutting and standardization. The award criteria were focussed on the most economically advantageous tender. There were different suppliers on the market that were able to produce and deliver high-quality surgical suture material for a lower price than was currently being paid. Consequently, the tender was awarded to a new supplier.The top managers and purchasing manager who initiated the tender trod carefully and implemented this relatively small-scale change initiative according to some basic change management principles (e.g. Kotter, 2012): they built a guiding coalition that incorporated renowned medical specialists, they consulted department heads and they communicated the change to surgeons through different channels. Furthermore, it was recorded in the tender that the new…

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Question

Chapter 1, Problem 11SL

Summary Introduction

To rate:

The situation: "I think it is better to be efficient with my time when talking with someone, rather than worry about the other person's needs, so that I can get on with my real work."

Introduction:

In this situation, there is a need to explain the behaviour or outlook of mine towards being efficient with my time when talking with someone, rather than worry about the other person's needs, so that I can get on with my real work.

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At the end of 2014, a large university hospital in the Netherlands launched a procurement tender exercise for surgical suture material. The rationale for hospital management to initiate this procedure was cost-cutting and standardization. The award criteria were focussed on the most economically advantageous tender. There were different suppliers on the market that were able to produce and deliver high-quality surgical suture material for a lower price than was currently being paid. Consequently, the tender was awarded to a new supplier.The top managers and purchasing manager who initiated the tender trod carefully and implemented this relatively small-scale change initiative according to some basic change management principles (e.g. Kotter, 2012): they built a guiding coalition that incorporated renowned medical specialists, they consulted department heads and they communicated the change to surgeons through different channels. Furthermore, it was recorded in the tender that the new…

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