Leadership at Advocate Good Samaritan Hospital

Q1.

He believed in the aspect of continuous improvement and this made him be a role model to others in the company as he encouraged them to continue improving their operations. He made crucial decisions on behalf of the company which led the company into doing great. He encouraged unity among the employees and the management which enabled the team to work in unison thus providing quality services.

Q2.

 Kearn’s approach is broadly applicable in almost all sectors in the organization. Though there are so many competitors in the market, Kearn believes that if all the employees in the company continued to work together. According to his approach, there is no end to the provision of quality products and services. Hence there is room for more and more improvement and hence all stakeholders should work towards continually improving all their operations. Therefore the approach is quite applicable in all settings of the organization. With the use of this approach, the company is likely to be competent in the increased competition and the high expectations from the customers (Evans 2014).

Q3.

Kearn’s allowed the senior managers to be taking the calls of the customers with problems. This was a nice practice to start with as it enhanced customers to be satisfied. Most of the customers have a belief that their problems can only be solved by the senior managers in any company. Hence the implementation of this practice in the company allowed the customer's cases to be solved more efficiently as the senior managers are able to talk to the customers apologizing for the mistakes and offering to rectify the problem for the customers (Evans 2014).

Part B

Q1.

Leaders have the knowledge of the patients’ requirement thus they are in a position to ensure that the customers’ needs are met. They have an organized way of managing the operations within the hospital (Evans 2014).

Q2.

The leadership appears to be more transformational as they use strategies and styles that focus more on team-building, the motivation of workers and collaboration of laborers at different levels in the organization.

 

Q3.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Evans, J. R. (2014). Quality and performance excellence: Management, organization, and strategy. Mason, OH: South-Western/Cengage Learning.