Case Study on Yorkville Ambulance

Running Head: AMBULANCE YORKVILL CASE ANALYSIS
Case Analysis:
Yorkville Ambulance

AMBULANCE YORKVILL CASE ANALYSIS
Case Analysis Form – Ivey
In order to deal with the enormous workload in the organization, The Company seeks
assistance in putting together a sustainable human resource plan. This is simply due to
insufficient time to build relationships with employees. There are two main issues here:
Employee communications and personal leadership. The issues are summarized below:
General Information
AYV is a public company created by the Government of Yorkville in June 2007 to provide
an emergency medical service.
It unifies all ambulance services under a single entity.
A total of about 900 employees work for Ambulance Yorkville, including 850
paramedics, 40 dispatchers, and 15 nurses.
Employee communications
As MCMC and air ambulance representatives are both based in Moncton, they have no
employee communication because their workers are spread out across Yorkville.
Managers on the front line have a heavy burden of administrative duties, such as
scheduling paramedics. Currently, only email can be used to communicate because it is
the easiest way to get a response.
The focus of the collective agreement was more on hospital employees and less on AYV.
Concerns have been raised about the level of engagement by paramedics
A risk of multiple disconnected cultures emerging exists.
HR learned about serious issues too late to have an impact and front-line management
has already acted. Occasionally, HR had to change the manager's position after it had
been made. Thus, there has begun to be friction between HR and Operations.
There are squabbles between dispatch and paramedics. While this is a typical
occurrence in emergency services, it is unsatisfactory and may be getting worse.
Personal leadership
Since paramedics have little opportunity to advance in their organization, they are not
usually driven by advancement. They occasionally express concern about the new
system.
Managers who used to work for private companies are aware of their loss of freedom
now that they work for a larger corporation.
Across the organization, employee experiences vary due to different management styles
among the Operations Managers or Regional Managers.
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AMBULANCE YORKVILL CASE ANALYSIS
A lack of motivation among managers to adapt to new and changing standard
procedures.
Assumptions
Improved consistency of care through a centralized approach to emergency care
protocols.
In less than a year, the management team has put together a fully functional, highly
professional, state-of-the-art service.
Immediate Issues/Symptoms
Explain (list from most to
least severe)
Who is involved? What is
their role and responsibility
in creating or resolving this
issue?
Impact on costs, quality,
customer service, or
innovation?
1. RHA and CUPE. RHA
managers started to feel
that the union's
perspective on issues
would win out against
management's.
Regional Health Authority,
CUPE, HR, management
were involved.
Along with hospital
operations, management
should concentrate on
Para medicine.
The HR's reactive approach
created a tense situation
between CUPE and RHA.
Any internal departmental
concerns were forwarded
to the provincial
Department of Human
Resources, which meant
they never had an
opportunity to settle them
and were reliant on the
union's perspective on
everything.
Their decision-making skills
will be affected, and they
will be less interested in
organizational goals or
functions.
2. The focus of collective
agreement which was
written to cover the entire
health system remained
on hospital operation and
little did they mentioned
about AYV employees
Employees and HR were
both involved.
The agreement should
take into account the
employees' needs and
concerns.
HR should be capable of
understanding the
This would have an effect
on the employees' attitude
toward their jobs. This
would demotivate
employees, reducing the
quality of their work. This
would have an impact on
the productivity.
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AMBULANCE YORKVILL CASE ANALYSIS
situation and develop
suitable strategies as a
result.
Employees that lose focus
on their task have an
impact on customer
service quality.
Failure to meet the
organization's objectives
3. Employee relations are
hampered by the nature of
the business
(They have no employee
communication because
their workers are spread
out across Yorkville.)
Senior managers- Due to a
lack of time, they have
been unable to develop a
strategic human resources
plan.
MCMC and air ambulance
employees- they are
situated primarily in
Moncton, however some
employees are dispersed
around Yorkville.
Front-line managers-
having a large number of
administrative
responsibilities
Employees were not
socialized, causing them to
be estranged from one
another, generating an
unwelcomed atmosphere,
and a feeling of
hopelessness.
Low workplace
productivity and
communication owing to
interpersonal conflict.
There is no team
communication or
engagement to boost job
morale.
4. Concerns over the level of
engagement by
paramedics
Paramedics – they are not
generally motivated by
career progression
As they have few
opportunities to advance
in their companies, they
occasionally voice concern
about the new system.
If they are constantly
demotivated, they would
have less enthusiasm in
their work.
5. Danger of multiple
disconnected cultures
emerging.
Managers- feel their lack
of freedom
Employees- their
experience differs across
the organization, based on
differing management
styles
They have lost the
freedom which they used
to enjoy while working as
an independent contract,
and they now feel bound
to follow sops and yet no
one cares about their
opinion.
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AMBULANCE YORKVILL CASE ANALYSIS
It creates a sense of
discrimination among
employees when certain
employees get information
sessions regarding
policies and others do not.
6. Friction between HR and
Operations
Front-line managers- They
have shown that they lack
decision-making abilities.
HR- they discovered the
seriousness of the issues
too late to have an impact.
Seen as a leadership and
authority contradiction
When HR has to change a
manager's position at a
later period, it causes a
wedge between them and
the manager, making the
organization unorganized
7. There are quarrels
between dispatch and
paramedics.
Dispatch and paramedics
employees
It is unfavorable and is
likely to worsen, causing
delays in action.
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AMBULANCE YORKVILL CASE ANALYSIS
Root Cause/Basic Underlying Issues
Explain (list from most to
least severe)
Who is involved? What is
their role and
responsibility in creating
or resolving this issue?
Impact on costs, quality,
customer service, or
innovation?
1. Group members'
conflicts and a lack of
communication
Senior managers- They
are unable to interact
effectively with their
staff due to a shortage
of time.
Front-line managers-
they are overloaded
with administrative
responsibilities.
MCMC and air
ambulance employees-
less interaction
because employees
are on the road most
of their time in their
vehicles
HR- Employees are
usually looking for a
reply from them.
Organization members
don't get along,
reducing the quality of
work and the
organization's overall
culture.
Work isn't well-
rounded, and there's
minimal
communication.
If they put their heads
together, they can
reduce disagreements
and perform things to
the best of their
abilities.
2. Organizational
Inconsistency.
Rather than focusing
solely on hospital
operations, equal
attention should be
paid to para-medicine.
Instead than issuing
policies to the
employees, they
should be discussed
first and leaders needs
to ask for the opinions
to generate a vision
Lack of information
exchange among
group members leads
to a loss of
productivity; there is
no teamwork and
tasks are handled in a
chaotic fashion.
Meetings essential for
effective
decentralization were
not held, resulting in
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