1. What is a labor union? Do you agree or disagree with its purpose? Defend your answer.

1. Define procedural justice. How does it relate to unions?

1. Discuss the commonly encountered barriers to effective communication in the organizational setting.

1. you will read the attached article in this week's module "U.S. Health System Performance: A National Scorecard" and chapter 11 in your textbook "Public Health 101". Consider the five main indicator domains. Post a discussion that provides an example of measurement (specific dimension/indicator) for each of the five domains and includes where the U.S ranks in relation to the global benchmark. Assess the result and describe the rationale for your assessment of the U.S standing.

https://learn.mchs.edu/courses/574/files/64436/download?wrap=1

• Outcomes
• Quality
• Access to care
• Equity
• Efficiency

1. Case: Charting a Course for Conflict Resolution: "It's a Policy" The setting is an 82-bed hospital located in a small city. One day an employee of the maintenance department asked the supervisor, George Mann, for an hour or two off to take care of some personal business. Mann agreed, and asked the employee to stop at the garden equipment dealership and buy several small lawnmower parts the department required. While transacting business at a local bank the employee was seen by Sally Carter, the supervisor of both human resources and payroll, who was in the bank on hospital business. Carter asked the employee what he was doing there and was told the visit was personal. Upon returning to the hospital, Sally Carter examined the employee's time card. The employee had not punched out to indicate when he had left the hospital. Carter noted the time the employee returned, and after the normal working day she marked the card to indicate an absence of two hours on personal business. Carter advised the chief executive officer (CEO), Jane Arnold, of what she had done, citing a longstanding policy (in their dusty, and some would say infrequently used, policy manual) requiring an employee to punch out when leaving the premises on personal business. The CEO agreed with Sally Carter's action. Carter advised Mann of the action and stated that the employee would not be paid for the two hours he was gone. Mann was angry. He said he had told the employee not to punch out because he had asked him to pick up some parts on his trip; however, Mann conceded that the employee's personal business was probably the greater part of the trip. Carter replied that Mann had no business doing what he had done and that it was hisMann'spoor management that had caused the employee to suffer. Mann appealed to the CEO to reopen the matter based on his claim that there was an

important side to the story that she had not yet heard. Jane Arnold agreed to hear both managers state their position.

Instruction:

1.In either paragraph form or as a list of points, develop the argument you would be advancing if you were in George Mann's position. 2. In similar fashion, thoroughly develop the argument you would advance if you were in Sally Carter's position. 3. Assuming the position of CEO, Jane Arnold, render a decision. Document your decision in whatever detail may be necessary, complete with explanation of why you decided in this fashion. 4. Based on the foregoing, outline whatever stepspolicy changes, guidelines, payroll requirements, or whateveryou believe should be considered to minimize the chances of similar conflict in the future.

6. Case: A Matter of Motivation: The Delayed Promotion With considerable advance notice, the director of health information management (HIM) resigned to take a similar position in a hospital in another state. Within the department it was commonly assumed that you, the assistant director, would be appointed director; however, a month after the former director's departure the department was still running without a director. Day-to-day operations had apparently been left in your hands ("apparently," because nothing had been said to you), but the hospital's chief operating officer had begun to make some of the administrative decisions affecting the department. After another month had passed you learned through the grapevine that the hospital had interviewed several candidates for the position of director of health information management. Nobody had been hired. During the next few weeks you tried several times to discuss your uncertain status with the chief operating officer. Each time you tried you were told simply to "keep doing what you're doing." Four months after the previous director's departure you were promoted to director of HIM. The first instruction you received from the chief operating officer was to abolish the position of assistant director.

Instructions 1.Thoroughly analyze and describe the likely state of your ability to motivate yourself in your new position. In the process, comment to whatever extent you feel necessary on your level of confidence in the relative stability of your position and how this might affect your performance. 2.Describe the most likely motivational state of your HIM staff at the time you assumed the director's position, and explain in detail why this state probably exists.

7.Case: The Long, Loud Silence As the director of health information services recently hired from another organization, it did not take you long to discover that morale in the department had been at a low ebb for quite some time. As you became acquainted with each of your employees, you quickly became inundated with complaints and other evidence of discontent. Most of the complaints concerned problems with administration, the financial division, and the records-related practices of physicians, but there were also a few complaints by staff about other members of the department and a couple of thinly veiled charges concerning health information services personnel who "carry tales to administration." In listening to the problems it occurred to you that there were a number of common threads running through them, and that a great deal of misunderstanding could be cleared up if the gripes were aired in open fashion with the entire group. You then planned a staff meeting for that purpose and asked all employees to be prepared to air their complaintsexcept those involving specific other department staffat the meeting. Most of the employees seemed to think such a staff meeting was a good idea, and several assured you they would be ready to speak up. Your first staff meeting, however, turned out to be brief. When offered the opportunity to air their gripes, nobody spoke. This resultsilencewas the same at your next staff meeting four weeks later, although in the intervening period you were steadily bombarded with complaints from individuals. This experience left you frustrated because you regarded many of the complaints as problems of the group rather than problems of individuals.

Instructions 1.Describe in detail what you believe you can do to get the group off dead center and to open up about what is bothering them. 2.Describe how you might approach the specific problem of one or more of your employees carrying complaints outside of the department (that is, "carrying tales to administration"). 3.Describe several means of organizational communication at your disposal that you believe might be applied in helping to address this department's problems.