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Why is it said that accountability or ultimate responsibility cannot be delegated??As a manger, what do you say to an employee who says to you, I dont have to do thisits not in my jo

Management in Healthcare I 

Discussion Topic

Please read chapter 29:

Why is it said that accountability or ultimate responsibility cannot be delegated? As a manger, what do you say to an employee who says to you, “I don’t have to do this—it’s not in my job description?” Please include examples from your own professional or academic experience.

At least 250 words. 

APA Format

  

Course Materials 

Required Text or E-Book: McConnell, C. (2015). The Effective Health Care Supervisor, 8th ed. Burlington, MA: Jones and Bartlett Publishers.

Chapter 12 Safety and Workplace Violence

During the 1990’s

Almost two-thirds of non-fatal workplace assaults occurred in hospitals, nursing homes, and residential care facilities, and in most cases involved patients assaulting nurses. 

Factors Predisposing to Violence

Societal factors

easy availability of weapons

high crime rate in the community

Factors Predisposing to Violence (cont’d)

catastrophic life events (for example, illness, accident, or death of loved ones)

Distraught or vengeful spouses or other family members

Factors Predisposing to Violence

Workplace situations

layoffs, job outplacements, mergers, etc.

series of threats or aggressive incidents

jobs that involve handling money, drugs, etc.

Employees working alone, especially late at night

assignments in emergency or psychiatric units

frequent harassment by coworkers or superiors

Factors Predisposing to Violence

Workplace Situations (more)

weapons brought to the work site

interpersonal conflicts in the workplace

chronic labor–management problems

frequent grievances or complaints

poorly lighted and monitored parking areas

Factors Predisposing to Violence

Management deficiencies

inept handling of work problems

Inconsistent or insensitive supervision

failure to act early in the cycle of violence

lack of responsiveness to the warning signs

authoritarian management

lack of staff training in violence prevention

Violence-Prone Individuals

Reputation as a loner

History of drug or alcohol abuse

Obsession with weapons

Involvement with racist hate groups

Tendency to frequently claim unjust treatment; files many grievances

Violence-Prone Individuals

Lack of tolerance for criticism

Low or nonexistent tolerance for frustration

Dramatic change in personality, behavior, or performance

History of violence toward animals, women, and others

Pattern of verbal or physical aggression (threats, intimidation, verbal abuse)

Violence-Prone Individuals

“Hair-trigger” temper

Frequent disputes with superiors

Object of criticism or harassment from coworkers

Mentally disturbed, paranoid, perceives injustice

Tendency to project responsibility for problems onto others

Violence-Prone Individuals

Has made statements suggesting feelings of despair about personal or job-related matters

Is experiencing heightened stress at work or at home

Obsessive behavior toward coworkers

Threats?

Overt threats of violence may be absent, but warning signs are usually present.

Effects of Violence on Victims

Managers must be continually sensitive to the effects of violence and the potential danger to internal customers and external customers.

Management Responsibility

Employers must make every effort to avoid hiring individuals who pose risks to employees and customers. When an employer becomes aware of a dangerous employee, that employer has a duty to investigate, and sometimes discharge, the employee.

Violence-Control Program

Policies and procedures that foster workplace harmony and minimize the potential for violence

Improved Screening of Job Candidates to help eliminate questionable

Education and training of supervisors and workers

Improved Communication

Environmental Factors

Management can take a number of positive steps to ensure that the physical environment promotes safety and that emergency communication processes are in place and functioning.

Avoid Hiring Problem People

Ask applicants:

What kinds of people can’t you get along with?

When did you last time become angry at work?

How did you react to the most difficult situation you faced at work

What kinds of behavior of other did you dislike?

Supervisors:

Timely and sincere employee counseling can often head off severe problems that can lead to violence.

Bomb Threats

Take every such threat seriously.

Keep the caller on the line as long as possible so the call might be traced.

Collect as much information as possible

Take notes; ask the caller to repeat information.

Bomb Threats (more)

Note any unusual phrases used by the caller; this may help identify the caller.

Listen for background noises that may help determine the origin of the call.

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