Challenges of Mid-Level Management - Essay Example

? Challenges of Mid-Level Management Challenges of Mid-Level Management In many organizations, there are issues that are likely toaffect the daily operations of the business. In health care, for example, the public sector is faced with a number of challenges that arise occasionally. To prevent or reduce the cases that come up regularly, it has become a common occurrence to hire managers and specialists to handle such situations. This is to find feasible solutions for these problems, and assist in bringing the organization to the expected level of operation (Wheatley, 2006). Professionalism is required in the health care sector, as with any other field present in modern time. The code of ethics that run every business should be transferred to fields in the health care environment (Jonsen, Siegler & Winslade, 1998). This is to prevent the rise in cases of breach in contract between clients and their care givers. This paper will examine challenges that mid-level management faces when it comes to ethics in the health care environment. Management in many organizations have a daunting task of checking on what their employees do at every turn. However, they should be at the front trying to ensure that the ethical codes in the working environment are followed (Jonsen, Siegler & Winslade, 1998). In doing so, their subordinates will be keen on continuing the trend, making the working place an ethical environment. Furthermore, it will be possible to have a truthful and honest nature among professionals in the field involved (Ransom, Maulik & Nash, 2005). It is imperative for management to balance between the organization’s needs and their clients’. Failure to do this may imply that there is lack of ethical standards in the organization, leading to a lack of faith in the system (Wheatley, 2006). All decisions made by administrators must be weighed carefully. This is to provide a lasting positive impact on the organization’s revenue, its staff, and patients. This is a tough duty, but one that must be carried to completion, without fail (Wheatley, 2006). One of the core issues that affect health care administrators is the conflict of interest. Here, administrators are brought or weighed down by the fact that; their relationship with financial institutions may force them to make decisions that do not cater to their patients’ desires and wants (Ransom, Maulik & Nash, 2005). This is often seen with the insurance policies that cover patients once they are in for severe cases that warrant medical attention (Jonsen, Siegler & Winslade, 1998). It is also a common occurrence to see physicians and professional doctors getting into pacts with these financial institutions, which coerce them into getting capital for their institution through patients (Wheatley, 2006). This is sometimes seen through continuous tests and procedures that are unnecessary, and prove costly to the individuals involved. It is up to the health care administrators to restrain and warn physicians from entering into pacts with these financial institutions (Jonsen, Siegler & Winslade, 1998). This is with a rise in the ethical dilemmas the administration is being put through, and the challenge that faces mid-level management in the health care field, in the 21st century (Wheatley, 2006). Another frightening task that comes up is the need to provide appropriate medical care, over the cost of management. Nowadays, it has become common practice for parties in the health care sector to react to the changing economic climate (Fletcher et al. 1997). The weak economy, for example, has a number of non-profit organizations turning uninsured patients away, or even refusing to aid in organ transplant (Morrison, 2011). These financial pressures that emerge daily are restricting the provision of health care services to all, and the non-adherence to the ethical obligations that bind every physician in the field. Systematic policies need to be implemented in hospitals. This is to prevent organizations from taking advantage of individuals who are less fortunate to have cash to pay for medical attention (Wheatley, 2006). There is the issue of patient autonomy. Physicians in the field say that it is an overwhelming task trying to do what is right. This is while going against the wishes of patients in their care (Morrison, 2011). It becomes challenging, for instance, when patients does not want to be kept on life support, but the family wants to keep them alive through the machine (Owen, 1990). Physicians are faced with legal challenges, which require them to relate to patients in their care by respecting their autonomy. Groups are coming up to ensure physicians are protected from such prosecution if the need arises (Ransom, Maulik & Nash, 2005). The changes in times have prompted the acquisition of more nurses in the health care environment. Nurses play a crucial role in caring for, and protecting patients. A well-known fact is that, nurses are the most active care givers in the health care environment, yet the most underserved and unrecognised of the care givers (Fletcher et al. 1997). This is true because they work more hours than certified doctors in shifts, day in and day out, to cater to the needs of patients. Challenges arise when management needs to convince nurses to care for patients, when there is minimal benefit in play (Morrison, 2011). They are keen to address their moral distress, which they sometimes feel when taking care of patients, and not getting the recognition they deserve (Wheatley, 2006). This is either financial or otherwise. Another morality issue administrators may have with the nurses is the position they take on clients who are financially stable. This is at the expense of another patient, in need of the same care, but lacks the capacity to get some because of their financial position (Fletcher et al. 1997). It is a case of robbing one individual, to pay the other. Nurses know this, and many at times, question whether what they are doing is noble. If patients are kept on life support, for years on end while the family is engrossed in a legal battle on whether to take them off it, nurses are always there. They are present to ensure that these patients are protected. This is not forgetting that another less fortunate individual need the same attention (Morrison, 2011). Equal treatment and preferential treatment is another issue that faces management. Patients, depending on their role and position in society, may dictate whether they get treated differently from other individuals (Ransom, Maulik & Nash, 2005). Donors, influential people, trustees and their families can have elite care, and it may come in diverse forms. This may range from the occasional drop-in by the hospital administrator to ensure they are getting treated right by the hospital, to longer consultations by physicians (Morrison, 2011). All these forms of preferred treatment give rise to questionable ethical standards hospital caregivers are used to, and what they are supposed to give (Fletcher et al. 1997). By addressing these challenges, it becomes easier to handle patients, whether influential or not. It is also a tough task trying to deal with patients and religion. This is in case patients refuse treatment based on the religious standing. If physicians get to go against the patient’s wishes, physicians should be at liberty to disclose this to them. This is regardless of the ramifications that may accompany such information, or actions. It is vital for patients to know they can put their trust and faith in their physicians (Fletcher et al. 1997). However, if there is no communication between the two parties, it is highly likely that one of them is breaking some code of ethics that bound them to that field. Through this information, patients can then make their own choices on the next course of action. This takes away the health institution’s hand in the matter, and they can avoid any legal ramifications that come their way afterwards (Ransom, Maulik & Nash, 2005). Confidentiality is a key component in such a business industry. Doctor-patient privileges should extend beyond the confines of the hospital. This means that, physicians may not disclose information about their patients even to their spouses (Fletcher et al. 1997). However, this confidentiality should not give physicians the right to deny information to relevant authorities when needed (Ransom, Maulik & Nash, 2005). If the police need information about a patient, do they have to wait to get a court order to satisfy this need, especially if it is a matter of life and death? Administrators in all fields should be capable of comprehending the urgency of situations, and find time to contribute in all ways imaginable (Morrison, 2011). They might assist in protecting the lives of other individuals. This is if this information can help prevent the occurrence of a tragedy. Health reforms should be an issue of concern among administrators in the health industry. The crucial nature of knowing the benefits of health care reforms may assist in shaping the health care environment for the best (Fletcher et al. 1997). Patients, physicians, and nurses alike may get the benefit of comprehending the changes that these reforms bring about, and what exactly to do with such changes (Ransom, Maulik & Nash, 2005). Medical insurance should not be a cause for worry as the new reforms many countries are advocating for must cater for the needs of many individuals. Universal coverage is already in play in some countries, and it is high time other developed countries embrace it. This can prevent the tussle that mid-level management engages in every time individuals need treatment, but cannot access it because of their medical cover (Morrison, 2011). In conclusion, administrators have a hard time tackling issues that arise from the above challenges. It becomes strenuous trying to figure out ways of fixing the problem, and at the same time, remain ethical in their dealings. In these harsh economic times, it is quite evident that the health care sector is becoming much more business-oriented. Administrators must, therefore, have their patients and their welfare at heart before making life changing decisions for them. This might reduce the challenges they face as management in their daily lives protecting and taking care of others (Fletcher et al. 1997). References Fletcher, J., Lombardo, P., Marshall, M., & Miller, F. (1997). Introduction to clinical ethics. London: Macmillan Publishers. Jonsen A., Siegler M., & Winslade W. (1998) Clinical ethics: A practical approach to ethical decisions in clinical medicine (4th ed.). New York: McGraw Hill. Morrison, E. E. (2011). Ethics in health administration: A practical approach for decision makers. Boston: Jones and Bartlett.   Owen, H. (1990). In search of leaders. San Francisco: Wiley.  Ransom, S. B., Maulik, S. J., & Nash, D. B. (2005). The healthcare quality book: Vision, strategy, and tools. Chicago: Health Administration Press. Wheatley, M. J. (2006). Leadership and the new science: Discovering order in a chaotic world (3rd ed.). San Francisco: Berrett-Koehler Publishers. Read More