Finally, the recommendations will be provided after conducting an in-depth evaluation of the case study, identifying the core strategies and assessing the benefits. Most of the recommendations are for immediate implementation, while some span the short to medium term.
Survey Conducted with Managers and Supervisors at
Management Response Grid
LIST OF TABLES
INTRODUCTION
The author worked for Netcare for two years as a Financial Manager at two different hospitals. Non-probability sampling was chosen mainly because the researcher identified the target group.
PROBLEM STATEMENT
LITERATUREREVIEW
The leader facilitates and is part of the decision-making processes, but has control over the followers. The use of a particular leadership style will depend on the person being led by the leader who is a follower/team member.
IMPORTANCE / BENEFITS OF STUDY
Followers change their levels of development depending on the different situation they face in the work environment. By using both models, leaders will be able to determine which leadership style to use at different levels of development.
RESEARCH DESIGN
This research program will be conducted within a time frame of one month (November 15, 2002 to December 17, 2002) for the entire research study. The questionnaire design was chosen because it is cost and time effective for the research project at Kingsway Hospital.
DATA ANALYSIS
NATURE AND FORM OF RESULTS
FACILITIES AND SPECIAL RESOURCES
CONCLUSIONS AND RECOMMENDATIONS
INTRODUCTION
According to Hersey and Blanchard (1993:5), management is a more limited concept compared to leadership, a special type of leadership, and (1993:9) the primary purpose of management is to achieve organizational goals by working with and through. Hersey and Blanchard (1988:4) said, “Achieving change in people's knowledge is the easiest of the four dimensions, followed by behavior change.” However, behavior change involves both positive and negative emotions; hence there is a slightly higher level of difficulty and time involved.
DEFINITION OF LEADERSHIP
Hersey and Blanchard (1988:4) are of the opinion that the most difficult and challenging is the change that people face in an organization which is at the last level of the model. Hersey and Blanchard (1993:8) said: upward mobility within the organization requires a change in the skill mix moving from a low level to a higher level of management.
DEVELOPMENT OF LEADERSHIP THEORIES The various schools of thought on leadership are related,
According to De Beer, Roussow, Moolman and others (1978:8), researchers found that good results were achieved in specific situations by applying specific leadership principles. According to De Beer, Roussow, Moolman et al (1978:9), this theory was developed from a combination of the best practices / principles of successful management used in Japanese and.
THREE APPROACHES TO LEADERSHIP
A discussion of the three attitudes follows, namely Ohio State Leadership Studies, and Rensis Likert's studies and the. Hersey and Blanchard (1998:92) stated that according to the Michigan studies, an employee-oriented leader IS one who has concentrated on the relational aspect of the job;.
IS THERE A BEST STYLE OF LEADERSHIP?
Johnson is of the opinion that the interplay between two dimensions, namely leadership behavior and task structure, is more complex than was suggested by House and Mitchell (1974:81). The Vroom Yetten model is based on a contingency approach with three primary dimensions associated with this model, namely personal characteristics, leader and organizational behavior.
LEADER BEHAVIOR
Hersey and Blanchard stated that the actual behavior of the leader is not the determinant of effective or ineffective styles, but the implementation of appropriate behavior in the environment. Hersey and Blanchard define leadership style as essentially the behavior of the leader as perceived by the follower(s).
LEADER BEHAVI'OR
COMPOSITE MODEL OF LEADERSHIP WITHIN THE CONTEXT OF CORPORATE CULTURE
- Knowledge
Hersey and Blanchard are of the opinion that for successful organizational performance, an effective leader must include, among others, knowledge, attitude, maturity, empathy. Adaptation is one of the three leadership competencies, according to Hersey and Blanchard, which includes behavioral competency. The pinnacle of support must come from the organization's leader, Hersey and Blanchard contend, and must be leveled at various hierarchical levels within the organization.
Hersey and Blanchard strongly believe that managers should match their behavior with the follower's readiness, performance, and demonstrated ability.
EFFECTIVENESS
A manager should not apply different rules to different people, but rather the principle of having the same result for the same action should apply. According to Hersey and Blanchard, appraisal refers to informal daily performance feedback as well as formal reviews. Hersey and Blanchard said it is unrealistic to expect followers to improve their performance if they are not aware or informed that there are performance problems.
Most managers tend to focus on bad news and forget or fail to recognize when things are going well, Hersey and Blanchard (1993:408) argue.
CONCLUSION
Leaders operate within the confines of the corporate culture, which affects their behavior and actions and ultimately the leader's effectiveness. The focus of this chapter will be the components of the composite leadership model within the current situation at Kingsway Hospital. This chapter describes the background of Netcare Group and Kingsway Hospital, including organizational structure and financial details.
An overview of the three main competitors is outlined; identify possible threats and the strategies available to Kingsway Hospital to overcome these.
BACKGROUND - NETCARE GROUP
Launched in 1998, Netcare911 has grown to become South Africa's leader in emergency medical services, offering first class emergency medical care to nearly twenty percent of the country's population. According to the owner's book and information given to the directors or established by inquiries, and according to the provisions of § 140A i. The majority of the public is under the misconception that the doctors are employees of Netcare.
Afrox - Afrox Healthcare Limited is located mostly in the South and is recognized as one of the largest private healthcare operators outside the United States.
BACKGROUND TO KINGSWA Y HOSPITAL (PTY) LTD
Being part of the Netcare Group and sharing the same vision, mission and goals, Kingsway must align its core strategies with the corporate vision, mission and goal. Competitive advantages - being part of the Netcare group and providing first-class private healthcare facilities. By actively providing exposure to Kingsway Hospital by transferring the name to the community and industry.
Isipingo Hospital is part of Joint Medical Holdings Limited, consisting of two hospitals and two clinics located in Durban with a staff of five hundred.
Kingsway Hospital Organogram
IDENTIFYING THE LEADERSHIP STYLE
The leader who exhibits authoritarian style behavior assumes that leaders' power derives from their position within the organization and Theory X, which is based on the assumption that people are 34; taking care of you." She succeeded with foresight and vision, having strong interpersonal and interpersonal skills, identifying with people, and making sound judgments about situations involving people. As an effective manager, she was aware that her success depended on the people she worked with.
The compiled model of leadership behavior will be used to determine the leadership style used within the Netcare culture by the current HGM at Kingsway Hospital.
COMPOSITE MODEL OF CURRENT LEADERSHIP
The HGM believes that people will exploit and manipulate the situation whenever sensitivity is involved. They believe that the HGM is a leadership style that is relatively inflexible and unfair. In discussions with doctors and staff, people felt that the HGM did not provide support and guidance.
The HGM's leadership style does not involve providing timely ongoing information or feedback to staff.
SUMMARY OF CURRENT LEADERSHIP STYLE AT KINGSW A Y HOSPITAL
From the preceding review of the HGM's leadership, problems were identified in terms of the assignment described above. Part of the corporate culture is formalized in functional policies and procedures, such as: Accounting Policy, Human Resources Policy, Credit Policy and Purchasing Policy. The message to staff is: It's part of the job, and not meeting the deadline is a career-limiting move (clm).
The staff are of the opinion that managers and senior company managers are out of touch with the hospitals and the day-to-day operational problems.
CONCLUSION
- Interpersonal Skills
- Consistency
- Evaluation
People find it difficult to make personal contact with the HGM because of its rigid attitude. As a result, most employees believe that the HGM does not take Kingsway Hospital and the interests of its staff to heart. There is a strong possibility that the HGM is not aware of the seriousness of his autocratic leadership style, even though MANCO has told him so.
The situation described in the previous chapter suggests that the HGM does not apply consistent leadership styles.
RESULTS OF RESEARCH
People are of the opinion that HGMs are specifically trained and selected to fit into Netcare's corporate culture. Thompson and Strickland in id"strategy represents how the firm balances its competitive "cans" and "shoulds" to develop and protect its strategic space. Gap analysis can help the manager better understand the dynamics of the competitive environment. After completion of evaluating the case study by comparing it to the composite model of leadership a gap has been created between the current situation and where it should be.
Most of the issues raised by physicians, staff and HOM revolve around these skills or lack thereof.
HOW IS THE CURRENT LEADERSHIP STYLE AFFECTING EFFECTIVENESS?
Within this context, a tailored training and development program must be set up to meet specific needs of the HGM. MANCO should be used in the change process as they act as a link and support between the HGM and the rest of the staff. MANCO will be able to provide information, suggestions, feedback to the HGM and the dedicated consultant.
It is important that the HGM is made aware of the autocratic leadership style he uses.
CONCLUSION
BIBLIOGRAPHY
However, a new situation has arisen, and the employees cannot solve the problem themselves. Gain consensus with staff on the proposed changes and allow staff to organize implementation. Obtain staff input on the proposed change, but maintain control over implementation. d).
Make yourself available for discussion, but don't jeopardize your relationship with staff by forcing the issue. D).
CAREERS
