The Human Cost of a Management Failure: Organizational Downsizing at General Hospital

By Seth Allcorn; Howell S.Baum et al. | Go to book overview

Chapter 5

The Second Set of Interviews

VAL KASMAN, FEBRUARY 9, 1994

My title, job, and direct reports are the same. I still report to Jacob. I have a lower number of employees. We RIF’d 80 FTEs, and there has been significant attrition since.

I’ve heard that SPC is looking at our positions and I suspect one or more of us will be asked to leave. They might also change my role or I could have the same role but different departments and responsibilities. Above me, the new Director will change things. Jacob could move up or perhaps out. Below me, staff could go or there could be a change in their responsibilities. We aren’t keyed into the process. I don’t know what will happen.

Many of my staff may not be reporting to me or they may be asked to leave. There is a tremendous level of anxiety among the department managers. Jacob might be promoted or asked to leave by the new Director. He might leave voluntarily. His job might be reorganized into a new role. He’s probably stressed about all of this.

The biggest issue is attrition; there is an intense review process before the positions are even brought forward for approval. In the departments, we are looking at reorganizing and flattening. We are also reassigning workloads to cover for vacancies I haven’t filled. We are evaluating product and drugs costs, TQM, and operations improvement.

We’ve done a very good job on the labor budget; it’s cut to a minimum. We are looking at restructuring. That’s positive; everyone is really really looking. They understand they won’t get anything unless they need it. We have improved cost containment. On the negative side, there is lots of stress; people are taking on more work. The department managers see the stress in their staffs and they are taking on their own extra work. There is a lot of tension and anxiety. There is a lot of resentment toward administrators and Dr. Maggiano and Dr. Lewin.

-81-

Notes for this page

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this book

This book has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this book

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this page

Cited page

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited page

Bookmark this page
The Human Cost of a Management Failure: Organizational Downsizing at General Hospital
Table of contents

Table of contents

Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this book

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen
/ 284

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.