Please respond to this 4 peers’ Discussion Prompts
ALL citations and references needs to be APA 7th edition format. (200-250 words each
you must also post substantive responses to at least two of your classmates’ or instructor’s posts in this thread. Your response should include elements such as follow-up questions, further exploration of topics from the initial post, or requests for further clarification or explanation on some points made by your classmates.
Providing evidence or information from external sources in your posts will strengthen the points you are making and improve your overall score on the weekly Discussion Board activity.
If we go based on Kotter’s perspective, no you can not be a leader and a manager because of the underlying theory that leaders want to change the world and managers want to maintain the current functions. Leaders want to build upon what is being currently done and drive forward change to benefit the entire company, while managers want to keep everything the status quo and maintain stability for the company (Northouse, 2018)
Zaleznik, however, sees that leaders and managers are distinct and different. Managers want to work to solve the problems of the company from a non-emotional standpoint, while leaders are still performing the same tasks with an emotional attachment to the problem solving (Northouse, 2018).
Personally, I feel that managers can be leaders, and vice versa, but that doesn’t necessarily mean that all leaders are managers, or all managers are leaders. There doesn’t always have to be an emotional connection to figuring out the best way to solve a problem, and there doesn’t always have to be a wish for status quo or a desire for change. Leading your staff, especially as a manager, means supporting them through the mission, vision, and values of the company. While most people don’t necessarily have an emotional attachment or desire to change these aspects, it does take secure leadership and management to create a cohesive workplace. Sometimes this means we are going to be implementing a new system in order to better serve our patients or staff, sometimes this means staying the course. But what is most important is acknowledging your manager is there for your team, in all the ups and downs, and is engaged in what needs to be done to either maintain or progress the teams current work environment.
I look forward to any feedback on this.
Peers # 2
Hello all. Happy week 1.
While leadership and management do have similarities, they both involve people working together to accomplish goals. Both leaders and managers have influence over the people they are working with. They do have distinct differences. Kotter believes that the principal function of a manager is to “provide order and consistency to organizations”. Kotter believes that the main function of a leader is to “produce change and movement”. Zaleznik argues that management and leadership not only serve different functions, but individuals who manage vs. lead are distinctly different types of people. Zaleznik goes so far as to suggest that as managers work to solve problems, they limit the choices of the people they work with. That they are reactive and act with little emotional involvement. In contrast, he describes leaders as people who are involved and emotionally active. He also describes leaders as individuals who “change the way people think about what is possible” (Northouse, 2021).
I think that a person can be both a leader and a manager. What sets leaders and managers apart is a leader’s ability to inspire and empower the people they are working with. I’ve often heard the two described as – managers tell their staff what to do, and leaders inspire their staff to take action. An effective leader can get people to work together, doing tasks they don’t necessarily want to do, in a way that is fulfilling and enjoyable.
It is important to consider because management is associated with establishing order and consistency and leadership is associated with change and movement. These seem like opposing purposes. But work needs to be done and goals need to be achieved. It is very advantageous to have a person that can function to plan, organize and problem-solve in a way that is motivating and inspiring.
Peers # 3
Project management provides people with a powerful set of tools that improves their ability to plan, implement, and manage activities to accomplish specific objectives (Larson & Gray, 2014). Project management is also a results-oriented management style that places a premium on building collaborative relationships among a diverse cast of characters (Larson & Gray, 2014). Project management zeros in on work with a defined end point and a specific goal, not the routine day-to-day operations of an organization (Eby, 2020). Healthcare project management concerns any projects that seek to improve the functioning of a healthcare organization. As the industry continues to evolve, there are increasing pressures to save money and be efficient while improving the quality of patient care (Eby, 2020).
In recent years, project management in healthcare has become even more important. With a wide range of issues affecting the evolving industry, project management has become increasingly vital. These issues include new and complicated systems for electronic health records need continual monitoring and improvement, new technologies need tracking and improvement, and new emerging regulations (Eby, 2020). An example of how project management is becoming increasingly more important is improving efficiency of operating room use and improving consistency in operating room start times. Say a hospital identified that it had delayed start times for daily operating room use, often 30 minutes or more after the scheduled start time. With proper project management, the hospital could institute a project that sets up processes to address the various reasons for the delays (Eby, 2020). These reasons could include how patients are prepped, how the operating rooms are staffed, or keeping surgeons on schedule.
Peers # 4
Good Evening Everyone,
According to Larson & Gray (2014), project management offers a set of tools to help plan, implement, and manage activities to achieve an objective. Project Management has a beginning and an ending. Typically, consisting of four phases: defining, planning, executing, and closing. During the project, “the project manager has the ability to plan, schedule, motivate, and control temporary processes (Larson & Gray, 2014).”
Project management is important to a healthcare organization (HCO) because it helps improve the facilities’ processes, helps control cost, manages risk, and improves patient satisfaction. Gordon & Pollack (2018) states that project management within an HCO can typically help align the organization with a smooth integration process, which could consist of management change, a complication in practice, and streamlined processes that may affect patients or potential patients. Meaning project management can help a facility adapt to changes to address the clinical and financial effects that a new process could hinder.
In my opinion, I do believe it has become more important in recent years. Healthcare is changing each day; therefore, policies are changing, allowing project managers to keep everyone on the same page.