Clinician Moves into Senior Management - Case Study Example

A Case Study with Reference to Bolman and Deal Four Frames To make a career shift from ones professional practice into management in the same area without prior training on the same requires extra special skills. There is a thin line that exists between leadership and management. These two, as is commonly noted, are very vital aspects when it comes to the running of any organization. However, Lee Bolman and Terrence Deal in their work formulated the Four Frames that accurately distinguish them (Bolman and Deal, 2003). This insight helps to alert the manager on when to act more like a leader and when to act like a manager since both may play part at different instances. In their work, Bolman and Deal (2003) found out an excellent approach in imparting both academic and entrepreneurial discipline in an individual professional. The balance upon attainment of these techniques results in good management qualities from an individual. The main objective of the skills acquisition is to ensure a smooth transition from clinical practice into new management roles. This study attempts to summarize the Four Frames in order to make a highlight of the distinct qualities that an individual must adopt to perform effective managerial roles. Case Study: Clinician Moves into Senior Management As a practicing clinician, one may feel the burden of moving into a new position of a senior manager since it requires some skills to transform from an ordinary practitioner into a more specialized role of a senior manager. To achieve this new role, Parry and Horton (1999), confirmed that holistic leadership and desired characteristics thereof involves assumption of greater importance to academics. The said leadership requires engagement ability and diverse approach to solve the difficult decision making problem. The tasks and roles that the new manager has to face require enlightenment that will best be suited by the use of Bolman and Deal recommended variety of approaches (Curran et al 2003). As a clinician, to make the relevant transformation, one must change the mindset and adopt the best leadership and management practices as outlined in Bolman and Deal (2003) study. Caution and confidence must be exercised. This is because some conflicts and relationship issues are involved as highlighted below. Managerial Conflicts There are a number of conflicting issues involved as the clinician tries to adapt into the new unfamiliar managerial duties. These challenges have been classified into their respective Bolman and Deal Frames and possible solutions follow in form of qualities to adopt from Bolman and Deal (2003) study. Conservative versus change conflict: the manager will get into conflicting options initially as to whether to make new practical approaches to various issues or to stick to old ones. Fresh policy formulation may appear necessary in non performing hospital departments like public relations, but an overhaul may also not the best. Learning the system enables proper course of action through extensive thought. This falls in the Structural Framework of the Bolman and Deal model. Assertiveness versus tolerance: empowerment and dialogue are useful in Human Resource Frame while its full adoption may jeopardize the need to be assertive and stamp authority over employees, which also may deliver results. The manager may be in conflict with the approach to use when this Frame is in contest with unfavorable environment required to enhance servant incorporation in the running of the organization. Clinical Politics versus conforming conflict: the manager may find it hard on whether to allow political advocacy or whether to apply coercion in some instances. Political Framework may not work if it is negated by lack of such environment as would allow it to deliver results. Involvement of linkages to represent lower clinical staff in the administration of the hospital may be in contention. Formation of a sort of coalition with clinical juniors is a tough decision to make for any manager. This would at first appear as if the manger gives away power to his juniors. Inspiration versus bossing: Symbolic Framework may not work until the manager involves in inspirational involvement with the juniors as well as formulation of a vision for the clinical institution. The manger may for instance formulate a vision that by the next five to ten years, the institution will be delivering services on a regional target, which only becomes a reality through constant inspirations and motivation to the staff. On the other hand, prophetic approach may not work since the factors at hand would determine whether the junior clinical staff would take the inspiration positively and deliver or would find it hard to adopt. Other conflicts that the manager would face are intrapersonal conflicts, for instance, the change from practicing role into a more unfamiliar leadership and management role may leave the manger torn in between going back to practicing while managerial roles are not fully completed. Compliance to a specific area may be hard especially when management pressure may seem unbearable, finding relieve in the act of shifting time between the two. The best approach is to take time to comprehend the demands of a manger and to leave behind the former roles to the rest of the staff. Relationship change: Relationship with former colleagues in the lower cadre may become sour and sometimes frustrate the manager since some managerial duties might bring it at stake. Bolman and Deal Solutions To adopt the useful tips Parry and Horton (1999) highlighted the main personal skills to be adopted by a leader and manager influenced by Bolman and Deal’s approach. The manager must learn the organization’s aspects in fine details so as define the best approach. Leadership and management skills have been distinguished as discussed in the following sections. Leadership Qualities Change driven approach: The leader should be flexible enough in order to accommodate the change and ensure that the organization’s activities do not come to an abrupt end in times of changes. The change from a clinician to a senior manager should be an act of art as Curran et al (2003) reported. Cooperation: Change is addressed through interactive cooperation by the stakeholders. The leadership ensures that the group works as a team and the necessary measures to enhance team building are put in place. The clinician in the new role as a manager will find a lot of insight in closely working together with the rest of the team. Influence: Effective leadership in the new role of a senior manager will operate only if the power of communication of ideas and information will be formulated. The power of influence can only take effect if efficient strategies to relay new ideas and the subsequent feedback to the original source are clear and functional. Recognition: There must be deliberate plans to accommodate political criticism while upholding the vision and the organizational culture adopted over the past. The clinician will not only find allies in possible critics but will also promote understanding and respect which will translate to better results. Symbolic approach: There has to be a prophetic approach to the dealings with the practices of the organization which are like a ritual (Tobin, 1993). The plans laid aside should closely identify with the organization and evaluations must appease the natives. The promoted clinician must adopt a specialized language or formulate one if not present. This works towards capturing the soul of the practices, eventually understanding how to effectively communicate and deliver the desired results. Ethical commitment: Effective leadership pays attention to ethical issues where commitments must be made to offer near-to professional quality leadership. Risks involved must be tackled prior to assumption of the position. Self knowledge and evaluation must go hand in hand with effective transformation from a clinician to a senior manger. These qualities of a leader are however intangible. Management Qualities Hierarchy based: Authority must be emphasized in order to make it clear to everyone including the subordinates that things must be done in a particular protocol. To establish management role, the new manager must bring out hierarchy status and point out who is responsible for what and answerable to whom. This ensures a more responsible approach by every role player in the organization. Change tackling: Efficiency is enhanced to facilitate proper running of the organization and ensures accommodation by due procedures. Importance is placed on positions held and there is clear efficiency improvement plans b each position holder. As a manger, change is the order of the day and familiarization of tackling it as a routine is important. Organization: Management adopts organizational approach for constraints towards stability. The new manger must bring forth skills to organize the rest of the role players to achieve results. Goal setting: There is much reliance on predetermined targets and accountability where politics often go ignored. There has to be a well decided routine when to deviate from this and adopt the leadership quality that accommodates politics. Experimentation: Goals and missions are set to bring up empirical results which are analyzed and implemented if desired. The new manager must strategize and formulate plans to make this a reality. Room for research and tests must be available to ensure growth and departure from obliterated techniques. Measurable results: The results must be realistic and tangible for instance in terms of ratios and units. Other qualities must be transformed into real measurable units to assess the performance of the new manager. Prideaux: Making Transition from Health Professional to Manager According to Prideaux (1993), health officials who make a career transformation from their specialized area to management roles often face serious adjustment challenges. Their new career destination may not match that of a practicing medical professional. The main challenges that they face in this respect are with regard to the transition techniques and settling in the new job designation. Buchanan, Simone, Diane and Alison (1997) highlighted the challenges met by doctors who later engage in hospital management. There are relevant adjustments that can be well adopted without losing focus on the job according to Donohew and Kushner (2008). The application of techniques such as Bolman and Deal should be brought forward to ensure assistance towards development of the managers into effective players Prideaux (1993). References Bolman L. G., & Deal T. E., (2003). Reframing Organizations (3rd Edition illustrated). Hoboken, New Jersey: John Wiley and Sons. Buchanan D., Simone J., Diane P. & Alison S., (1997). Doctor in the process- The engagement of clinical directors in hospital management. Management in Medicine, 11(3): 132 – 156. Retrieved from http://www.emeraldinsight.com/journals.htm?articleid=1411452&show=html Curran J., Takata S. R. & Individual Authors, (2003). Lecture on Bolman and Deal. Chapters 1 and 2. Retrieved from http://www.csudh.edu/dearhabermas/aglect07.htm Donohew, B. L. & Kushner B. S. N., (2008). Coaches as organizational leaders: An application of Bolman and Deal’s leadership framework. Paper presented at the annual meeting of the MWERA Annual Meeting, Westin Great Southern Hotel, Columbus, Ohio. Retrieved from http://www.allacademic.com/meta/p275468_index.html Parry E. & Horton M. J., (1998). Finding, not looking for leadership: A case study using the Bolman and Deal model. Leadership & Organizational Studies, 5: 122-130, doi:10.1177/107179199900500411 Prideaux G. (1993). Making the transition from health professional to manager. Australian Health Review. 16 (1): 43-50. Retrieved from: http://www.ncbi.nlm.nih.gov/pubmed/10127672 Tobin M. (1993) Transition from clinician to manager- a case study. Australian Health Review. 16 (1): 51-59. Retrieved from: http://www.ncbi.nlm.nih.gov/pubmed/10160973 Read More