Case Analysis
Summary
Chapter 4 of the book entails the process involved in the training of staffs to implement the effectiveness of managerial services in a healthcare organization. The training programs in the Montgomery County Maryland Health Department were aimed at improving the services and managerial services within the organization. The strategy used was the introduction of a training program which would enhance the organizational performance. The training program also involved the need of promoting some nurses for senior managers such as the Area Nurse Supervisors (ANS) (Broad, 1997). Some of the key players in the program included Heidi Hoffman as the coordinator of County Health Department while Dr. Martin P. Wasserman was the health officer. Moreover, the on-the-job training program was facilitated with a contract signed between the trainees and the health department to ensure that the services rendered during the training were payable. Furthermore, the training program yielded positive results that facilitated the improvement of managerial services (Broad, 1997). The trainees gained experience in nursing managerial services while their previous positions were filled by other trainees in the program hence; creating a health department that had various professionals with experience in every field.
Question 1
On-the-job experience is a system of training that involves the incorporation of other added services offered to the healthcare organization with the aim of acquiring new skills that would help an individual in progressing their career. The County Health Department would offer payments to the trainees who have been added other responsibilities towards the achieving of the required skills suitable for the job completion. Therefore, payments would enhance the performance of the trainees as well as implement the training experience in improving the overall performance of the healthcare organization. Working out of class is a system that would be used to enhance the training program with a fee on top of their basic payments. Additionally, the human resource function can help in enforcing the on-the-job training programs within the organization. For instance, the human resource department would ensure that every trainee gains experience throughout the training process. The human resource can as well help in evaluating the performance of the trainees as well as supervising the training process (Shanafelt et al., 2017). Additionally, the human resource department helps in ensuring that the trainees meet the minimum qualifications needed for the development of the healthcare organizations.
Question 2
The challenges facing the training process was the resistance caused by some nurses in the organization. The challenges can be overcome by introducing an incentive payment procedure that would attract the trainees in the organization. Similarly, the organization can enhance communication between the trainees and the management. Communication would create a good working condition between the organizational stakeholders which would enhance the training program with minimal resistance (Tyler et al., 2014). Additionally, the management can evaluate steps to improve self-interest within the trainees as well as enhancing trust within the management. Some trainees are believed to resist changes in an organization, and the best way is to promote the education program that would create awareness within the organization hence; improve the training programs.
Question 3
The criterion for selecting the trainees in an organization would be based on the purpose of the management of improving the services within the organization. For example, healthcare organizations would evaluate the academic qualifications of an individual before hiring their services. The characteristics of upward mobility can be achieved by an individual with the need for improving their skills in a career. Therefore, most health practitioners portray a managerial characteristic when in need of extra learning skills (Choi, Lee, & Jacobs, 2015). Furthermore, trainees can be obtained through their commitment towards an activity which would act as a criterion in selecting the trainees. Moreover, interviews, experience, and the evaluation of communication and listening skills can as well be used to select the best trainees in an organization.
References
Broad, M. L. (1997). Transfer concepts and research overview. Transferring learning to the workplace, 17, 1-18.
Choi, Y. J., Lee, C., & Jacobs, R. L. (2015). The hierarchical linear relationship among structured on-the-job training activities, trainee characteristics, trainer characteristics, training environment characteristics, and organizational characteristics of workers in small and medium-sized enterprises. Human Resource Development International, 18(5), 499-520.
Shanafelt, T. D., Lightner, D. J., Conley, C. R., Petrou, S. P., Richardson, J. W., Schroeder, P. J., & Brown, W. A. (2017, November). An organization model to assist individual physicians, scientists, and senior health care administrators with personal and professional needs. Mayo Clinic Proceedings, 92(11), 1688-1696.
Tyler, D. A., Lepore, M., Shield, R. R., Looze, J., & Miller, S. C. (2014). Overcoming resistance to culture change: Nursing home administrators’ use of education, training, and communication. Gerontology & geriatrics education, 35(4), 321-336.
