Health Care

Siena Heights University

LDR-630 Organization Culture & Communication
Team 2 Culture Presentation
Lisa Whitlatch
Michael McCarthy
Travis Howell
William Baker

Presenter: Lisa Whitlatch

Maple Millennium Medical Center (MMMC) a

Freestanding Ambulatory Surgical Center
(ASC)
Topic: Team 2 Health Care
-Less then 1000 Employees
-Less then $100 Million in sales
-Interviewed four top decision makers:
-Eric Page, COO
-Frank Senko, R.N. Nurse Manager
-Betsy Paruszkiewicz, R.N., Assistance Manager
-Dr. Ajay Raman, M.D., Medical Director

Presenter: Lisa Whitlatch

Maple Millennium Medical Center (MMMC)

5456 15 Mile Road
Sterling Heights, MI 48310

Presenter: Lisa Whitlatch

Leadership and Management Techniques

Presenter: Lisa Whitlatch

Leadership

Most leadership research has been conducted in business organizations with

a secondary emphasis on the military and on government agencies
(Kalargyrou, Pescosolido, and Kalargiros, p. 40, 2012).

Leadership Behaviors:

Being Considerate;

Building Relationships of Trust;

Being Trustworthy

(Kalargyrou, Pescosolido, and Kalargiros, 2012)

Leadership has often been thought of as based upon inborn personality

traits, abilities, or gifts (Kalargyrou, Pescosolido, and Kalargiros, p. 39,
2012).

Presenter: Lisa Whitlatch

Management

Sound Management Principles and Techniques:

1. Put everything in writing;

2. Establish responsibilities for all levels of employees;

3. Integrate safety and health with production and quality responsibilities;

4. Keep responsibilities general enough to allow and encourage the establishment

of objectives in order to achieve the responsibilities;

5. Allow for some responsibilities to be selected by the individual with mutual

agreement by the next higher level of management (Gregory, 1991).

Specific Motivational Tools:

1. Identifying individual attitudes that may affect behavior;

2. Use positive reinforcement;

3. Establishing group norms (Gregory, 1991).

Presenter: Lisa Whitlatch

Leadership and Management Techniques

Eric Page, COO MMMM
Leadership
Hands
Hold

or management techniques vary depending on the particular project

on with regards to understanding the business; do not micro-manage

employees accountable; provide support when needed

(E.Page, personal communication, February 7, 2015)

Presenter: Lisa Whitlatch

Leadership and Management Techniques

Frank Senko, R.N., Nurse Manager of MMMC
I try to lead by example
I have an open door policy with my staff
Be flexible and understanding to employees needs; treat everyone equally
(F. Senko, personal communication, February 7, 2015)

Presenter: Lisa Whitlatch

Leadership and Management Techniques

Betsy Paruszkiewicz, R.N., Assistance Manager of MMMC
Good

communication skills

Open,

energetic and friendly personality managerial style

Non-judgmental approach with professional and ancillary staff
Prompt problem solving
Availability

and visibility at all times:

Active team member
Acknowledges and adheres to all standards of patient care
Remains calm and effective during any emergency situation
Adheres to all staff policies in the Employee Handbook
Be available to large staff which may be working in divided areas.
Be available and offer to assist patient and families
Bready to step in when needed during very busy days
Meet the needs of a fast paced environment with patient safety; patient the
primary concern
(B. Paruszkiewicz, personal communication, February 7, 2015)
Presenter: Lisa Whitlatch

Leadership and Management Techniques

Dr. Raman, M.D., Medical Director of the MMMC
Lead

from within the organization and empower employees; come up with

solutions and opportunities for growth and development
Be

a boss but still relate to the employees and see things from their
perspective
Have

an open door policy

Great

communication

(Dr. Raman, personal communication, February 7, 2015)

Presenter: Lisa Whitlatch

Motivational Tools and Techniques

Presenter: William Baker

Motivational Tools and Techniques

Many managers make the mistake of thinking that money is the only
compensation and forget thatemployeesalso lookto nonmonetary rewards
for their good performance (Daly & Kleiner, 1995)

Schein (2010) agrees when he stated that Early theories of employee

motivation were almost completely dominated by the assumption that the
only incentives available to managers are monetary ones because it was
assumed that the only essential motivation of employees was economic selfinterest (p.144).

Presenter: William Baker

Motivational Tools and Techniques

Pearce (2007) suggest the following ten steps to motivate
followers:
1. Know your team: Everyone is motivated differently
2. Match the people to the skills: People are happier when there
abilities match their job
3. Work to clearly defined goals: Employees need to know what they
are working towards and it has to be achievable.
4. Review progress regularly: Regularly evaluate what needs
prioritized, what changed, and what needs help.
5. Manage failure effectively: Encourage staff, acknowledge their hard
work, and let them know your confident with their abilities
*Continued on next slide
Presenter: William Baker

6. Consider basic rewards: Offer rewards that fit the situation and the
person doing the task.
7. Consider higher level rewards: Offer rewards such as advancement
for completing a task.
8. Involve staff: Involve staff in making decisions that affect them.
9. Reduce demotivation: Reduce things like overload, poor systems,
and so on
10. Refine your management skills: Communication, commitment,
listening skills, trust, and so on are all things that can help motivate
employees

Presenter: William Baker

Motivational Tools and Techniques

Eric Page, COO MMMC
Positive

interaction, excitement for the task at hand

Empower

the staff to be involved and take ownership in their roles; money

always seem to work well
Make

sure staff is compensated correctly so that they understand that they are
appreciated and respected
(E.Page, personal communication, February 7, 2015)

Presenter: William Baker

Motivational Tools and Techniques

Frank Senko, R.N. Nurse Manager of MMMC
Always

have positive interactions with the staff

Be

honest and supportive when trying to change behavior; recognize positive

behavior in staff to motivate
(F. Senko, personal communication, February 7, 2015)

Presenter: William Baker

Motivational Tools and Techniques

Betsy Paruszkiewicz, R.N., Assistance Manager of MMMC
Set

an ethical, professional example and be a good role model for all staff

Have
Be

a positive attitude at all times

an active listener to all staff questions and concerns

Inform

staff of positive feedback from co-workers and

patients/families (praise)

The

staff works hard all day.....thank them

Individual

staff evaluations

(B. Paruszkiewicz, personal communication, February 7, 2015)

Presenter: William Baker

Motivational Tools and Techniques

Dr. Raman, M.D., Medical Director of the MMMC
Make

work fun; if you have to be there at least make employees' time

enjoyable (incorporate music in the ORs, Super Bowl squares, group lottery
pools, potlucks)
Setting

benchmarks/goals to achieve individually and as a group and

recognizing accomplishments
Not

being afraid to get your hands dirty as a leader (stocking supplies, cleaning
the break room, etc)
(Dr. Raman, personal communication, February 7, 2015)

Presenter: William Baker

Communication Methods

Presenter: Travis Howell

Communication Methods
Eric Page COO MMMC
Mainly

written, identify the goal and follow up on the outcome.

look at business as one mission with many roles, once you have identified
what needs to happen, you then need to identify who is going to make it happen
(E.Page, personal communication, February 7, 2015)

Presenter: Travis Howell

Communication Methods
Frank Senko, R.N. Nurse Manager of MMMC
Have

regular staff meetings

Have

everything in writing / policies and procedures

Follow

up with employee questions and concerns. Keep them informed of

change
(F. Senko, personal communication, February 7, 2015

Presenter: Travis Howell

Communication Methods
Betsy Paruszkiewicz, R.N. Assistance Manager of MMMC
Verbal

information reinforced with written assignments on a daily basis

Written

schedules of the daily patient activity with prompt updates

Signage

visible to all staff regarding meetings, special events, etc.

Monthly

staff meetings

Timely

verbal clarification of "rumors" with formal meeting if necessary

(B. Paruszkiewicz, personal communication, February 7, 2015)

Presenter: Travis Howell

Communication Methods
Dr. Raman, M.D., Medical Director of the MMMC:
Disseminating information through various means such as email, memos,
meetings (Started a group email domain for the facility)
Transparency: Open & honest communication to establish mutual trust
Keeping employees in the loop so they develop a loyalty to the
organization and feel a sense of ownership

(Dr. Raman, personal communication, February 7, 2015)

Presenter: Travis Howell

Change ImplementationPractices

Presenter: Michael McCarthy

Change ImplementationPractices

John P. Kotter (1998) describes change in a series of steps in his article

Winning at Change. These steps are as follows:

1. Establish a sense of urgency.

2. Form a powerful guiding coalition.

3. Create a vision.

4. Communicate the vision.

5. Empower others to act on the vision.

6. Plan for and create short term wins.

7. Consolidate improvements and produce still more change.

8. Institutionalize new approaches.

(pg. 29)

Presenter: Michael McCarthy

Change ImplementationPractices
Eric Page COO MMMC
Identify

an area of need and then identify the individual or team needed to

implement the change.
As

a leader, I first try and identify the possible road blocks that will possibly trip up
the change process and try to avoid or have solutions prior to implementation. Then I
gather the team or individual, explain the need for change, get their buy in and
motivation for the change and have the implementation begin.
With

any big change, I would always suggest a wrap up meeting or celebration to

discuss the success or challenges of the change. And always be available as a resource
for the change process.
Mr. Page

then went on to state that an individual or group does not want to make a
mandatory change without seeing it through.
(E.Page, personal communication, February 7, 2015)

Presenter: Michael McCarthy

Change ImplementationPractices
Frank Senko, R.N. Nurse Manager of MMMC
Small

Change:

Form a small subcommittee to take a look at the issue or problem

Brainstorm ideas and involve the staff that will mostly be affected by the change.

Large

Change:
Follow the standard guidelines for implementing a root cause analysis of the
specific problem or area that needs to be changed.

Always

look at current practices and use the evidence from the current based
practices that support the need for specific change.
(F. Senko, personal communication, February 7, 2015)
Presenter: Michael McCarthy

Change ImplementationPractices
Betsy Paruszkiewicz, R.N. Assistance Manager of MMMC
1) At a staff meeting, identify a problem area and discuss methods of change.
2) Outline steps to improve or initiate a process, using all staff suggestions.
3) Steps should be within the standards of care dictated by governing body.
4) Designate a start and end date for new process for at least 60 days.
5) Evaluate process during implementation phase, this would be a trial phase.
6) Evaluate and summarize the results.
7) Integrate permanent practice change and document the entire process.
8) Communicate the entire results to all staff members involved.
(B. Paruszkiewicz, personal communication, February 7, 2015)

Presenter: Michael McCarthy

Change ImplementationPractices
Dr. Raman, M.D., Medical Director of the MMMC
Communication,

Communication, Communication!

Make

employees know and understand what, why, and the goal behind the
change and how it will benefit the organization.
Provide
Assess

adequate time and training for implementing the change.

demonstrated proficiency and provide additional assistant/support if

needed.
Always

ensure there is a backup or contingent plan.

(Dr. Raman, personal communication, February 7, 2015)

Presenter: Michael McCarthy

References
Daly, D., & Kleiner, B. H. (1995). How to motivate problem employees.Work
Study,44(2), 5. Retrieved from http://search.proquest.com/docview/218379794?
accountid=28644
Gregory, E. (1991). Motivational management techniques for safety and
health. 36(1), 29-29. Retrieved from
http://search.proquest.com/docview/200357459?accountid=28644
Kotter, J. (1998). Winning At Change. Leader to Leader, 27-33. Retrieved March 13,
2015.
Kalargyrou, V., Pescosolido, A., & Kalargiros, E. (2012). Leadership skills in
management education. 16(4), 25-25. Retrieved from
http://search.proquest.com.ezproxy.sienaheights.edu:2048/docview/10378
2790?accountid=28644
Pearce, C. (2007). Ten steps to staff motivation: Chris Pearce offers a guide to
help nursing leaders motivate their staff. Nursing Management [Harrow], 13(9),
21. Retrieved from
http://go.galegroup.com.ezproxy.sienaheights.edu:2048/ps/i.do?id=GALE%7CA15
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52c0c733405c
Schein, Edgar H. (2010-07-16). Organizational Culture and Leadership (The
Jossey-Bass Business & Management Series) (p. 144). Wiley. Kindle Edition.