“Leadership is the ability to guide others without force into a direction or decision that leaves them still feeling empowered and accomplished.”
-Lisa Hanson
INTRODUCTION INTO MGMT 325
The fundamentals of the managerial process (planning, organizing, leading and controlling) are considered in the context of 21st century organizations.
During my co-curricular leadership experience in MGMT 325 Contemporary Organization and Management, I had the opportunity to learn about ways to increases managerial processes such as planning, organizing, leading and controlling. While enrolled in the MGMT 325 course I was given a business report assignment to complete. In the Business report, I was expected to do an analysis of a business event/issue/situation that describes or contradicts a theory or management principle that has been presented in the course. In this assignment, I researched how the Disney corporation was able to find to collaborate and communicate with team members to work towards a common goal. With its new project to commence, Disney was able to clear management structure in place to ensure its new project reach success. Disney also was able to set a positive tone for the rest of the staff by including management that was efficient and well-intentioned. Using the principles of management was an exemplary way for Disney to launch its new project with high expectations of success, not only from the project but employees as well.
OMFS CLINICAL SUPERVISOR
As the OMFS clinical manager, I supervised over 10 sailors as we provided advance dental care to over 2,000 beneficiaries. As the leading surgery clinic , we developed a 35% increase in dental readiness and 100% patient satisfaction. During my time as the clinical supervisor I managed and trained junior sailors while assisting 4 oral surgeons with providing the best dental care to the Beaufort community.
As the the Oral Surgery Supervisor I led 27 Military and Civilian personnel in the treatment of over 3,000 beneficiaries, delivery $1.1 million dollars in care. Streamlined schedules and personnel for 6 Dental providers to improve productivity and efficiency.
Supervised daily operations of the most demanding department, Oral Surgery. On average 50 Marine Recruits were seen daily! Managed 14 Military and Civilian staff in support of six providers in the delivery of $4.6 million in dental care. Actively communicated process improvement goals to increase unit’s efficiency by 25%.
Restructured supply storage area to improve daily operations and comply with The Joint Commission standards. Created new office space to compensate for state-of-the-art radiology equipment to better serve Marine Recruits dental needs.
MGMT 325 Reflection
MGMT 325 Contemporary Organization and Management was one of my favorite courses taken during my time at ODU. One of the main topics that had a major impact on me was the process of doing a investigation. Being a health care professional in the Navy can be a challenging job. There have been many times in my career where co-workers conducted themselves unethically and nothing was done to solve the issue. MGMT 325 broke down the proper way to conduct an investigation from start to finish. One of the most important notes I took from the class was knowing the right time to start an investigation. Most Navy leaders wait until a event has occurred several times before intervention happens. These delays usually end in no resolution due to time elapsed by. I was able to use this concept as a leader to solve small and major issues brought to my attention by junior co-workers. One example that I remember using this method dealt with ordering supplies. Another senior corpsman was in charge of ordering clinical supplies but there are always errors in the inventory system. After several co-workers brought this to my attention, I decided to document the discrepancies, interview witness, and following up with vendors. After a few weeks of investigation, it turned out the senior corpsman was falsifying the order forms due to lack of knowledge and experience. He didn't want to be fired because it would look bad on his evaluation. We were able to find a more suitable replacement as a supply specialist.
Without the useful information learned in MGMT 325 this behavior could have continued for months which would have cost the clinic thousands of dollars.