Management Principles Report: Analysis of Healthcare, Telus, and Chaos

This report delves into key management principles, examining their application in various scenarios. Part A focuses on changes in the healthcare industry, particularly the adoption of technology and its impact on patient care, using Prairie General Hospital as an example. It highlights the benefits of modern systems like CareWeb, emphasizing cost-effectiveness and improved service. Part B addresses challenges faced by TELUS, specifically customer complaints related to call center responsiveness, and proposes solutions such as increasing employee numbers and implementing automated systems. Finally, Part C explores managing organizational change, using Shell as a case study. It discusses the importance of leadership in adapting to change, planning for transitions, and mitigating employee resistance. The report emphasizes the need for clear communication, strategic planning, and a focus on maintaining stability during periods of organizational upheaval, essential for staying competitive in the market.

Running head: MANAEMENT PRINCIPLES
MANAEMENT PRINCIPLES
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Table of Contents
Part A: Changes in the Healthcare Industry...............................................................................2
Part B: TELUS Troubles............................................................................................................3
Part C: Managing in Chaos........................................................................................................4
References..................................................................................................................................6

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Part A: Changes in the Healthcare Industry
1. The administration and management has been investing money in technology and
structure at Prairie General Hospital. The doctors and the administrators have refused to use
old system of technology and record keeping in healthcare operation of Prairie General
Hospital. The staffs and doctors are always alert as this is the emergency-based service
(Darlow et al.). An example is given about the structural, technological and behavioral
changes with the workflow of the hospital. A middle-aged patient has been brought to the
emergency room for symptoms like dizziness and shortness of breath. Immediately the staffs
of the hospital started their duty regarding the care of the patient. The nurses joined him with
the heart monitoring equipment and started to check his vital signs. The ER doctor logged in
the patient’s identification number and found out that the patient has EKG history. Reviewing
the past records and the current result, the doctor determined that the patient is in the middle
of a heart attack. However, after 10 minutes observation, the doctors decided that he had
blocked artery, clot-busting drugs were given, and he was then taken to emergency
angioplasty to open up the artery. Within a day, he became well.
2. In some hospitals, there is resistance to use modern technology such as CareWeb, which
could provide better service at lower cost. However, it is sad and inefficient from the part of
the hospital that is still using the old technology. Almost 95% of all hospitals use technology
and record keeping system that were executed more than fifty years ago. They are reluctant to
use new technology because this is a new system and they need time and efficiency to cope
up with it. They are mostly habituated with the older system.
3. I would like to provide a presentation on the reasons of investing money in
technology such as CareWeb. I would like to encourage the hospital stuffs including the
doctors and administrators to apply system like CareWeb as this is cost and time –effective

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and it increases the patient’s care and could save lives of thousands (Datt, Rajan and
Tripathi). In this system, more than one million Patients’ records are preserved with all the
previous medical prescriptions and test results. However, the technology such as CareWeb is
profitable as this saves more than one million dollars in a year. The overall system of service
is improved in the hospitals like Prairie General Hospital and it could be used as an example
of implementing the CareWeb.
Part B: TELUS Troubles
1. For reducing customers’ complaints, the TELUS could increase the number of call centers
or employees in the call centre who are able to respond immediately. The complaints are
regarding the responsiveness about the employees, which is occurring due to elimination of
employees and reduction of the number of call centers from 56 to 10. However, if there is
enough number of employees to respond immediately there is chances to reduce the
customers’ complaints.
2. As a manager of a large corporation, I would have to increase the work pressure on each of
the employees. It is not possible to stop the business operation of the organization. Hence, it
is advisable as a manager to increase the workload on each employee and it should relate with
salary incensement plan.
3. A manager should introduce new control measures to encourage employees
quickly change their customer service behaviour such that he should introduce automated
responsive system in the work structure. It would reduce the work pressure of the employees
(Dietrich et al.). The employees would be encouraged towards the customer service
behaviour as the workload is lesser than the before.

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Part C: Managing in Chaos
An organizational change occurred due to some problems in the business operation. I
would like to draw attention on organization problem such as it Shell. Due to change in
leadership within the organization, the new chairperson believed that the corporation needed
to change in processes and structure in order to survive in the market (Wilkinson, Angela and
Kupers). The managers should be careful about these changes and its implementation.
However, the manager should be alert in maintaining that everyone is following the new
process and systems. A minute and detailed observation and determination are required from
part of the managers or leaders to adhere these changes. The leaders should be careful about
that everyone is well adopting these changes and methods should be employed to generate
these changes. However, the important business dealers related to the business operation of
the organization should know the reasons and the procedure for implementing these changes.
The leaders should look this matter very carefully to implement the external business
operation with the alignment of the change requirement.
As a manager, I would like to help my organization in the form of duty and
responsibilities. I would like to show the path aimed at better business operation and growth
(Cameron, Esther and Green). In this case, of Shell, the strategic change could be employed
by centralizing the distribution network. This company has more than 80 operating unit
locally and globally. The leader should identify the areas of resistance that could emerge such
that the losses of control on the market share or to the important stakeholders. However, the
leaders should be careful about this problem and mitigate it as soon as possible. In this case,
adaptation needs to be accelerated.
However, if a leader is able to manage the organizational change, he or she needs to
do the planning of changes and the process to implement the changes. This should be done in
a way that would help in minimizing the employee resistance and cost of the organization

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while maximizing the overall effectiveness to the change. Changes are essential to stay in the
competitive market.
The leaders need to identify the areas of changes that are required within an
organization. He or she should envision the future state of the organization after
implementing the changes and state it clearly to everyone who is involved in the effort to
bring the changes. However, the leaders should maintain stability midst of these changes,
which would reduce the employees’ anxiety. Implementing the changes involves managing or
controlling the transition effectively when an organization is undergoing into changes (Hayes
and John). It could be helpful to create a plan before implementation and allocate the
resources. The administration should appoint taking charge of this change process. However,
the leaders should attempt to create enthusiasm among the employees those are involved in
the change by sharing the visions and goals. The leaders should act as a role model to the
subordinates in the organization.

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References
Cameron, Esther, and Mike Green. Making sense of change management: A complete guide
to the models, tools and techniques of organizational change. Kogan Page Publishers, 2015.
Darlow, Ben, et al. "The association between health care professional attitudes and beliefs
and the attitudes and beliefs, clinical management, and outcomes of patients with low back
pain: a systematic review." European Journal of Pain 16.1 (2012): 3-17.
Datt, Rajan, and Priyanka Tripathi. "Healthcare Web Services by E-
Governance." International Journal of Computer Applications Technology and Research 1.3:
64-69.
Dietrich, Kristin, et al. "Demand response in an isolated system with high wind
integration." IEEE Transactions on Power Systems27.1 (2012): 20-29.
Hayes, John. The theory and practice of change management. Palgrave Macmillan, 2014.
Wilkinson, Angela, and Roland Kupers. "Living in the futures." Harvard Business
Review 91.5 (2013): 118-127.

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