In the context of the workplace in today's dynamic business world, managers are often faced with dilemmas in terms of decision making. Top down decisions are often questioned from a middle managers point of view due to various reasons based on their innate values and qualities. Many a times, managers who disagree with certain decisions made by top management have problems identifying from their perspective and are rendered 'helpless' in trying to change their viewpoint on the decisions made. This report aims to identify with a specific scenario in the context of changing the business operations based on quality of work to that of profitability in relation to the case ...view middle of the document...
Sally however, strongly disagrees with this strategic actions due to reasons such as a decrease in patient care and the future rigidity for change from the perspective of the medical chiefs as they will be the one in charge of the new strategic move. The following portion of the report will indicate the various issues that the case presents via the main ethical perspectives related.
3.0 Ethical Perspectives & Issues
With the use of the S-T-A-R decision making model, this portion aims to cover the 'See' portion of the acronym which refers to identifying the ethical dimension in which the decision is based on as well as how the characters communicate in relation to their respective ethical positions (Talk).
3.1 Sally's Perspective
The underlying concern from Sally is that the new strategic move for AMC is one that will undoubtedly compromise its standard of care, in other words quality. This factor has been sought after by countless hospitals around so as to propel the company forward in this aspect. However, till date, the case suggests that there is no 'hard evidence' relating to the current strategy of using Evidence Based Management to do that. Sally's perspective on the situation is one that is linked to the deontological perspective. According to Raiton (2001, 4783), deontology refers to ethics governed by rules, rule-based ethics in other words, professional ethics in the context of this case. Staveren (2007, 23) substantiates this by indicating that the deontological approach regards morality as a duty, or a moral rule to be followed. This is due to Sally's view being aligned with that of the basis of how a hospital should be run, people centred rather than profit centred. From the Evidence Based Management perspective, one way that Sally can present her case to Mark is by hard evidence. Although there is not really any available externally, what she can do is to implement this concept into her own department and track its return on investment to show its potential towards to organisation as a whole.
3.2 Mark's Perspective
Mark's perspective on the situation at AMC is one that has to be looked at from a CEO's point of view. This is to say that he has to be concerned with the sustainability of the organisation on the whole. Profits have to be looked at in order to sustain the business. In his eyes, due to the lack of hard evidence, Evidence Based Management has not been seen to be reaping any potential profits as compared to other hospitals around that facilitate the Center of Excellence approach. This is probably one of the key factors that influenced his decision to move from evidence based management to that of the Center of excellence approach. It can be said that from this perspective, Mark has undertaken the Utilitarian perspective in his strategic choice. According to Velesquez (2001, 8), Utilitarianism is a general term for any view that holds that actions and policies should be evaluated on the basis...