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Problem 1 : Internal Rift between new and old staff

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Problem 1 : Internal Rift between new and old staff

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qs 1) external staff (from other areas) and new staff

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consequences: patients are not getting the quality healthcare because now docs had to juggled admin and clinical works. (overworked. less efficiency. might make fatal mistakes.)

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staff involved: existing AGV staff and new staff from other states

Developmental level:
existing AGV staff: high commitment, low-moderate competence
new staff: high competence, low commitment

Leadership style:
existing AGV staff: directing
new staff: supporting

Concrete measures:
support new staff's efforts in communicating more with the existing staff so there is less segregation (eg. team bonding)

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staff involved: "the few staff..."

developmental levels: D2 (low competence, low commitment)

leadership style: S2 (coaching) needs to be directive and supportive behaviour

concrete measures: S2

directive behaviour: produce report before inspection team arrives - setting deadlines

supportive behaviour: leaders being supportive listening to staff and asking for input due to culture of lack initiative. doctors think that staff have low competency.

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Nurses/Staff: Low commitment, low competence
Doctors: High commitment, high competence

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Staff Involved: Doctors, Management Staff, Maintenance Staff, Admin Staff -> AGV staff

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Staff Involved: Doctors, Management Staff, Maintenance Staff, Admin Staff -> AGV staff

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Towards the nurses/staffs: Directing
Towards the doctors: Delegating

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2) developmental level of external staff: low commitment, moderate commitment

developmental level of internal staff: high commitment, low competence

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Developmental Level (AGV Staff): Low Competence, Low Commitment (D2)

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Developmental Level (AGV Staff): Low Competence, Low Commitment (D2)

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Low Competence: Basic aspect of any job is to get along with colleagues or to at least not let personal emotions affect one's work. Also, doctors should be able to delegate and lead a team.
Low Commitment: If the staff were commited to their jobs, they would not have let their personal issues stand in the way of their work. Also, if they were commited to the leader (the doctor), they would follow through with the word they were delegated.

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Directing:
- Communicate the goal/expectations clearly (i.e., proper documentation)
- Give specific instructions as to how to do up proper documentation (this could be to follow the doctor's instructions)

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Staff involved: new and old staff

Developmental level: D3; they show mod-high competence and low commitment (other factors are in play affecting their commitment to work, e.g. their salaries not being paid on time)

Leadership style: S3 Supporting

Concrete measures: Leaders should delegate day-to-day tasks to subordinates. Subordinates should also take the initiative to source for tasks.

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For doctors, he need to let them do their jobs in an hands off manner. as long as he got the admin staff to do the work, the doctors should be able to just focus more on the clinical work as they are high competence and committed 

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For doctors, he need to let them do their jobs in an hands off manner. as long as he got the admin staff to do the work, the doctors should be able to just focus more on the clinical work as they are high competence and committed 

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- Perhaps there should be a higher form of authority in charge of delegating the work instead of the doctors.
- There should be programs in place to foster better understanding among the staff and to qualm any animosity.

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Problem 3 - Lack of proper documentation

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Problem 3 - Lack of proper documentation

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Staff involved - the staff responsible for documentation
Development style: D2
Leadership style: S2
Concrete Measure:
Teach and guide the staff in documenting
Focus on encouragement for proper documentation