21 Mar Why is it said that accountability or ultimate responsibility cannot be delegated??As a manger, what do you say to an employee who says to you, I dont have to do thisits not in my jo
Management in Healthcare I
Discussion Topic
Please read chapter 29:
Why is it said that accountability or ultimate responsibility cannot be delegated? As a manger, what do you say to an employee who says to you, “I don’t have to do this—it’s not in my job description?” Please include examples from your own professional or academic experience.
At least 250 words.
APA Format
Course Materials
Required Text or E-Book: McConnell, C. (2015). The Effective Health Care Supervisor, 8th ed. Burlington, MA: Jones and Bartlett Publishers.
Chapter 12 Safety and Workplace Violence
During the 1990’s
Almost two-thirds of non-fatal workplace assaults occurred in hospitals, nursing homes, and residential care facilities, and in most cases involved patients assaulting nurses.
Factors Predisposing to Violence
Societal factors
easy availability of weapons
high crime rate in the community
Factors Predisposing to Violence (cont’d)
catastrophic life events (for example, illness, accident, or death of loved ones)
Distraught or vengeful spouses or other family members
Factors Predisposing to Violence
Workplace situations
layoffs, job outplacements, mergers, etc.
series of threats or aggressive incidents
jobs that involve handling money, drugs, etc.
Employees working alone, especially late at night
assignments in emergency or psychiatric units
frequent harassment by coworkers or superiors
Factors Predisposing to Violence
Workplace Situations (more)
weapons brought to the work site
interpersonal conflicts in the workplace
chronic labor–management problems
frequent grievances or complaints
poorly lighted and monitored parking areas
Factors Predisposing to Violence
Management deficiencies
inept handling of work problems
Inconsistent or insensitive supervision
failure to act early in the cycle of violence
lack of responsiveness to the warning signs
authoritarian management
lack of staff training in violence prevention
Violence-Prone Individuals
Reputation as a loner
History of drug or alcohol abuse
Obsession with weapons
Involvement with racist hate groups
Tendency to frequently claim unjust treatment; files many grievances
Violence-Prone Individuals
Lack of tolerance for criticism
Low or nonexistent tolerance for frustration
Dramatic change in personality, behavior, or performance
History of violence toward animals, women, and others
Pattern of verbal or physical aggression (threats, intimidation, verbal abuse)
Violence-Prone Individuals
“Hair-trigger” temper
Frequent disputes with superiors
Object of criticism or harassment from coworkers
Mentally disturbed, paranoid, perceives injustice
Tendency to project responsibility for problems onto others
Violence-Prone Individuals
Has made statements suggesting feelings of despair about personal or job-related matters
Is experiencing heightened stress at work or at home
Obsessive behavior toward coworkers
Threats?
Overt threats of violence may be absent, but warning signs are usually present.
Effects of Violence on Victims
Managers must be continually sensitive to the effects of violence and the potential danger to internal customers and external customers.
Management Responsibility
Employers must make every effort to avoid hiring individuals who pose risks to employees and customers. When an employer becomes aware of a dangerous employee, that employer has a duty to investigate, and sometimes discharge, the employee.
Violence-Control Program
Policies and procedures that foster workplace harmony and minimize the potential for violence
Improved Screening of Job Candidates to help eliminate questionable
Education and training of supervisors and workers
Improved Communication
Environmental Factors
Management can take a number of positive steps to ensure that the physical environment promotes safety and that emergency communication processes are in place and functioning.
Avoid Hiring Problem People
Ask applicants:
What kinds of people can’t you get along with?
When did you last time become angry at work?
How did you react to the most difficult situation you faced at work
What kinds of behavior of other did you dislike?
Supervisors:
Timely and sincere employee counseling can often head off severe problems that can lead to violence.
Bomb Threats
Take every such threat seriously.
Keep the caller on the line as long as possible so the call might be traced.
Collect as much information as possible
Take notes; ask the caller to repeat information.
Bomb Threats (more)
Note any unusual phrases used by the caller; this may help identify the caller.
Listen for background noises that may help determine the origin of the call.
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