Decision-Making

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The decision-making process occurs at all levels of management. However, the top executive managers, middle level managers, and front line managers are responsible for guiding the decision making process within their healthcare organizations (Liebler & McConnell, 2008,p.148). CEO’s are responsible for guiding the actions and behaviors of their employees to collectively achieve the organization’s goals. The mission and vision statement are the foundation of what direction the healthcare agency is heading. The CEO and top level executives are responsible for developing code of ethics and code of conduct to align with accreditation, licensing, and federal and state laws. Decision-making is a commitment of time, human resources and operating costs to a set of alternatives. Liebler and McConnell (2008) argue, In the planning process, the step involving the choice among alternatives is designated the decision making phase. Decision-making is choosing from among the alternatives to determine the course of action. Alternatives may be limited or abundant; in any case, there must be at least two options, or there is no decision, only forced choice (p.152). The commitment in the decision-making process is also a commitment of the top executives allowing flexibility and vagueness in some of the decisions made. Flexibility and vagueness is needed for the unexpected circumstances, risks and unknowns in the decision-making process. Capital expenditures for equipment, vehicles and buildings are examples of leaving flexibility in decision-making because of prorated coast of obsolete and old equipment (Liebler & McConnell, 2008, 150). The steps in the decision-making process consist of: (a) agenda building, including problem definiti... ... middle of paper ... ...umanely” (p.439). The third alternative is a plan of action that allows the healthcare manager to correct William’s behavior to align with the organization’s rules, codes of conduct and policies. Documenting William’s behavior and conduct that is in violation of the organizational guidelines allows room for follow-up and a reference. The manager should continue to monitor William and document tardiness, calling in sick without proper notice, and taking long lunch breaks. Informing William that his performance will be monitored within a specific time frame (e.g. daily), and that a follow-up review (e.g. weekly review, monthly review) will occur within a specific timeframe is the best course of action. However, progressively documented disciplinary actions must be recorded by all healthcare managers to prevent liability (See Table III, The Disciplinary Process).

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