Polarities and Polarity Management



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Polarities and Polarity Management Polarities and Polarity Management GM500-01/Managers & Leaders Professor Sparks 11/11/2011 GM500-01/Managers & Leaders Professor Sparks 11/11/2011 Kristina Smith, GM500-01 Planning and Taking Action. Kristina Smith, GM500-01 Planning and Taking Action. Polarities and Polarity Management What are Polarities?

Polarities are interdependent opposites which function at its highest when both are present and balance each other (Welp). A polarity is comparable to the Asian belief of “Yin-Yang”. Like Yin-Yang, Polarities are forces of a company or departments strategy that perform best when both are practiced simultaneously. There are several common forms of polarities that can be found in a company.

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Critical Analysis and Encouragement or Planning and Action are just two that you can come across during your career. The way planning and action can complement each other is as such; there is a goal that needs to be reached for a sales department during the first quarter of the upcoming fiscal year, the company will plan for this goal during the third and forth quarter of the previous year and implement the plan (Action) during the first quarter of the next year.

Critical Analysis and Encouragement is a little more complex then planning and Action; for example, you have a team of new trainees, as you train them you analysis their actions and critical areas instead of just telling the trainees what is wrong you explain why it is wrong and how they can go about changing this and becoming more productive (encouragement). Polarities Management on the other hand is more complex than the Polarity factors (Yin-Yang). It is the actual management of the polarities as whole and separate factors.

Polarity Management is the value of both factors and getting the best performance from both without limitations of either factor (Welp). For example; you have a customer service call center that benefits from having more people during times where there are less however the calls are not consistent enough to have staff added the simple solution would be to add additional staff and write off the cost but when the cost is higher than the profit this is not polarity management at its best. The solution would be to reroute calls evenly to the sales department so they can pick up when the peek is higher.

Customer service is always higher in demand then sales in my opinion and based on my previous experience in both sales and customer service call centers, The Polarity Map A Polarity Map is the identification of the up and downsides of each polarity that gives the whole picture in view. Below is a Polarity Map identifying the main issue with the customer service unit within your HMO (health maintenance organization). After reviewing the comments of mediocre customer satisfaction it comes down to the planning and taking action among your team that must be addressed. UPSIDE DOWNSIDE

PLANNING TAKING ACTION L+ L- R+ R- Specific Tasks assigned to individuals Split Dr. Calendar evenly among staff All clients handled with prompt care No support from management Tasks being left undone No coordination Supply staff with needs and support Be consistent and complete all tasks Coordinate with others Calendars left undone Clients being left unattended to Not enough people available UPSIDE DOWNSIDE PLANNING TAKING ACTION L+ L- R+ R- Specific Tasks assigned to individuals Split Dr. Calendar evenly among staff All clients handled with prompt care No support from management

Tasks being left undone No coordination Supply staff with needs and support Be consistent and complete all tasks Coordinate with others Calendars left undone Clients being left unattended to Not enough people available Applying Polarity Management Dealing with customer service issues is a consistent issue in any company. When you have repeated complaints from your clients that have only been handled to the mediocre stature we add on stress of being inconsistent and unreliable. It is my suggestion that we approach the current situation with a plan followed by taking action.

Our clients (patients) are experiencing longer wait times and not enough time with physicians. They are also experiencing significant expense increase because of multiple testing and prescriptions with no generic alternatives. We must act as if we are the patients and the care is being given to us. We need management to support the staff as well as work with them when it is called for. Our first step in our plan is to asses’ appointment calendar. We will designate two days of the week to new client appointments. We will also need to keep alternate these days among the physicians in the office.

If we have everyone taking new appointments then we will have no one available for emergency appointments. This brings me to my next area of focus, emergency appointments will be by appointment only we will no longer accept walk in patients. This will help eliminate longer wait times for the patients with prior appointments. We will have our charge nurse take the calls for emergency appointments and screen these calls to determine if we can set up an appointment for the next day or if we need to have the patient attended to a. s. a. p. The next step in our plan is to address the quality of time spent with physicians.

A typical appointment schedule starts at 9 am and ends as 5 pm and every appointment are 15 minutes long. This gives us three appointments every hour with five minute laps time in between with a total of twenty-one patients daily. The first thing we need to do is categorize the appointments more accurately. If we have a patient who is dealing with blood pressure issues and needs to discuss plan of action options with the physician we need to block out a double appointment time for this patient. Our next issue is expense. Expense is an issue that is not as simple to handle then that as the patient/physician time issue.

We have to have the physicians look deeper into alternative medications to and be more knowledgeable of the patients insurance and what is covered by them at the highest rate. We will also have to take a look at the doubling up of testing there is no reason why a patient should have to pay for a test that was already paid for by the insurance company unless absolutely required. Now that we have a sense of what needs to be addressed and how we will address it we will have to look at the designation of tasks to staff and the support of our management to insure that the plan of action is being taken to its highest ability.

Regular calendars will be assigned to two people and the physicians will be divided among them evenly. We will have the emergency calendar handled by the charge nurse as previously discussed. We will change the time frame of our appointments and start using the categorize system in the upcoming month. We will also generate a list of clients with insurance information and request medical coverage to have on hand for physicians. Taking a look at the polarity map you will notice on one side there are things to do and on the other there is a result if it is not done.

For example if the designated tasks are not completed by staff then the patients will feel the fall out. If the management does not support our staff it will trickle down to the tasks not being completed and ultimately the patients will feel the fall out. We have a strategy plan and an action plan now is the time to implement them. Works Cited Jacobs, R. (n. d. ). Is your organizations engergy working for you or against you? Polarity Management. (n. d. ). Retrieved from http://www. polaritymanagement. com/ Welp, M. (n. d. ). polrty_map_wrksht. Retrieved 2011, from equalvoice: http://www. equalvoice. com/polrty_map_wrksht. pdf

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