Health Management

Health Management


















Health Management

Problem Statement

Main Problem

                Dr. Jenner has problems controlling his temper and his passionate and unbridled explosions affect the calm working environment as well as the productivity of the other working staff in the hospital.

Subsidiary Problem

                The poor manner with which Dr. Jenner handles his anger problems places the hospital in a management crisis over whether to relieve him of his duties or condone his unprofessional manners within the establishment. His supervisor is currently experiencing a dilemma since on one hand; he could sack the doctor and become grossly understaffed. Conversely, he could overlook the doctor’s conduct and have to work on handling cases of temper outbursts on a regular note.

Brief Analysis

                The hospital in the case study is experiencing problems within the staff. One of the superior members of staff, Dr. Jenner has exhibited problems with anger management over a long period. His case is significant to the whole hospital since Dr. Jenner is very skilled in his duties. Furthermore, has developed a strong network of previous and new, high-profile patients and has won the support of the hospital board members. The issue arises with the installation of a new supervisor, Dr. Lemont who is now faced with problem of maintaining a problematic first-class doctor or sacking him and dealing with the consequences of losing a valuable member of staff. Making the decision on how to approach different types of unprofessional in the hospital is a difficult task for administrators. This is because their choices are often accompanied by grave political and economic consequences. Conversely, it is imperative to realize that professional demeanor is a key requirement for all hospital staff regardless of their status, experience or influence.

Case Analysis


                After repeatedly being informed of his anger management problems in the workplace, Dr. Jenner has been unable to curb the vice. As a result, he has created friction, enmity and chaos within the hospital and among the residents, fellow colleagues and board members.




                Dr. Jenner is a unique practitioner having excellent skills, numerous years of experience and networks with different patients, groups and organization. Within the hospital, he is the only doctor with the highest individual rating making him a very valuable member of staff. Therefore, he handles all the major profile accounts for the hospital including rich and prominent athletes, a local football club and other affluent community members. Relying on one expert doctor within the organization creates an over-dependence that results in pride, carelessness and general non-professionalism (Rau, 2012; Popa, Arafat, LorinPurcarea, Lala, Ovidiu, &Bobirnac, 2010). Second, the hospital administration has made no other attempt to replace Dr. Jenner despite his unprofessional conduct for several years.


                After being informed of his unprofessional conduct on several occasions, Dr Jenner considers the warning but after a short period, reverts to explicitly breaking out in fits of anger. SO far, he has been unable to display professional behavior while handling patients and colleagues.


                Due to his position as a chief practitioner, Dr Jenner has taken advantage of his skills and experience to manipulate the rest of the hospital staff including his former supervisor. Instead of rectifying his conduct, Dr. Jenner sought to continue the undesirable trend. Practitioners are expected to be professional and impartial while carrying out duties in official capacities as they represent the face of the establishment (Anoosheh, Ahmadi, Faghihzadeh, &Vaismoradi, 2008).


                Dr. Jenner presented a difficult management decision for the chief administrator, Dr. Lemont since the practitioner with temper problems threatened peace and reputation of the whole establishment.


                Dr. Lemont was being pushed to make a professional decision concerning Dr. Jenner. On one hand, Dr. Jenner was single handedly contributing significantly towards the growth of the hospital by attracting high profile patients as well as earning the support of the board. Conversely, Dr. Lemont was contemplating to sack the doctor as his actions were having adverse effects on the rest of the hospital staff. However, Dr. Lemont would have to deal with the backlash since Dr. Jenner’s popularity would assist him in retaining his position in the establishment. The situation in the hospital pointed towards the need to employ more high ranking and skilled practitioner in the event that one of them is dismissed on the grounds of being unprofessional (Jaramillo, Mulki, & Boles 2011).




























Anoosheh, M., Ahmadi, F., Faghihzadeh, S., &Vaismoradi, M. (2008). Causes and management of nursing practice errors: a questionnaire survey of hospital nurses in Iran. International Nursing Review, Vol. 55(3), pp. 288-295.

Jaramillo, F., Mulki, J., & Boles, J. S. (2011). Workplace Stressors, Job Attitude, and Job Behaviors: Is Interpersonal Conflict The Missing Link? Journal of Personal Selling & Sales Management, Vol. 31(3), pp. 339-356.

Popa, F., Arafat, R., LorinPurcarea, V., Lala, A., Ovidiu, P., &Bobirnac, G. (2010). Occupational Burnout levels in Emergency Medicine – a stage 2 nationwide study and analysis. Journal of Medicine & Life, 3(4), 449-453.

Rau, J. (2012). Doctors Admit to Unprofessional Behavior in Study at 3 Chicago Hospitals. Medscape.


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