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The president of Medford University appointed a task force to design a new fringe benefits package for employees due to financial pressures. She appointed the chief administrator of the hospital to chair the task force and one of her key assistants as secretary. This decision allowed input from different departments to create a package that fit the organization better and increased employee buy-in. However, the president needed to monitor for conflicts of interest as task force members would consider their own interests. She balanced decision management by the task force with decision control retained by herself. The hospital administrator's expertise and use of subcommittees further increased buy-in while focusing on specific areas. The president should not commit to all proposals due to potential conflicts and retain final decision power using her
The president of Medford University appointed a task force to design a new fringe benefits package for employees due to financial pressures. She appointed the chief administrator of the hospital to chair the task force and one of her key assistants as secretary. This decision allowed input from different departments to create a package that fit the organization better and increased employee buy-in. However, the president needed to monitor for conflicts of interest as task force members would consider their own interests. She balanced decision management by the task force with decision control retained by herself. The hospital administrator's expertise and use of subcommittees further increased buy-in while focusing on specific areas. The president should not commit to all proposals due to potential conflicts and retain final decision power using her
The president of Medford University appointed a task force to design a new fringe benefits package for employees due to financial pressures. She appointed the chief administrator of the hospital to chair the task force and one of her key assistants as secretary. This decision allowed input from different departments to create a package that fit the organization better and increased employee buy-in. However, the president needed to monitor for conflicts of interest as task force members would consider their own interests. She balanced decision management by the task force with decision control retained by herself. The hospital administrator's expertise and use of subcommittees further increased buy-in while focusing on specific areas. The president should not commit to all proposals due to potential conflicts and retain final decision power using her
Analyzing Managerial Decisions: Medford University Rodolfo Handal MBA 540 June 16, 2014 Dr. Patrick Murphy
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Analyzing Managerial Decisions: Medford University As the internal and external environment of firms change, firms are forced to adapt to change and sometime, this requires restructuring certain areas of an organization. In the case of Medford, the firm was forced to design a new fringe benefits package (Brickley, Smith, & Zimmerman, 2009, 387), that was triggered by significant financial pressures. In order to design this new benefits package, the president of the university appointed the chief administrator of the hospital as the chair of the task force...the president also appointed one of her key assistants, the vice provost, to serve as the secretary of the task force (Brickley, Smith, & Zimmerman, 2009, p.387). The decision of the president could have been strategic, considering many factors that would help in the process.
One of the main reasons the president could have appointed a task force to design the benefits package include that the task force involved individuals from different departments. For this reason, the members of the task force were more knowledgeable about the environment and what could have been a better fit for the organization. In addition, this decision could have been taken in order to increase employee buy-in. Brickley, Smith, & Zimmerman (2009), note that employees often are suspicious that management-initiated decisions benefit managers at the expense of other employees; managers frequently suggest that they grant decision rights to groups of employees specifically to increase employee buy-in (p.379).
Given that the task force is composed of employees from different levels, the president cannot assume that the members will act in the best interests of the firm. Although this set-up may increase employee buy-in, it creates a conflict of interest as employees will be also concerned about their well-being. For this reason, the president could ensure that the decision management process is managed by the task force, while the decision control process is managed by herself. This will ensure that any conflicts of interest are properly monitored and controlled.
One of the main reasons that the president of the university could have selected the administrator of the hospital is because he/she probably is more knowledgeable about this area, health insurance and benefits. In addition, the chair delegated work to subcommittees in charge of areas such as health insurance committee, a retirement committee and so on. This could have been a strategy in order to increase buy-in and also to have individuals in each sub-committee more focused on specific areas that those individuals might be more knowledgeable about.
Even though the president have assigned a lot of decision making power to other individuals, the president should not commit to all items proposed by the committee as there might be conflicts of interest that the president might have to address. In addition, the president most likely possess specific knowledge in different areas that the other individuals in the task force may not have. While the recommendations made by the committee should be taken seriously, there should be some independence in the process and the president should retain the power to make any justified modifications.
The president most likely appointed a key assistant as secretary of the task force as this person would serve as an information and conflict channel for the president. This key person could communicate everything that happens in the task force and keep the president abreast. In Analyzing Managerial Decisions 3
addition, the president could have placed a key assistant in this position as this would ensure that the members of the task force knew that they were being monitored and that any adverse actions and conversations could be reported to the president.
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Reference Brickley, J., Smith, C., & Zimmerman, J. (2009). Managerial economics and organizational architecture (5th ed.). New York: McGraw Hill/Irwin.
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