Ron Ventura: Case Study with Report Writing

Introduction

A dilemma is the worst state of confusion an institution should avoid at all cost. The core functioning ability of an institution such as health care facility depends on its pragmatic decision making as well as data analysis. The decision to keep for instance a health practitioner in a given department or to terminate his or her contract depends overly to the role of the practitioner in terms to diligence in duty and the interaction within the rest of staff at large (Chamorro-Premuzic and Winsborough, 2015, p. 12). Besides, an organizational culture goes along in dictating the norms of a given institution, and this should not be ignored.

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The case of Ron Ventura is one that exemplifies other similar cases in several institutions. The weight of the matter inters to decision making, therefore, lies with the chief of cardiovascular center Andy Prescott squarely. Evidently, things are not working in the vascular surgeon department. A lot of resentment seems to have laid the crack between the idolized and no-nonsense chief of vascular surgery Ventura with his colleagues in the medical department. This is one of the Departments that attract a lot of revenue for the hospital currently as a result of candidness and excellent job the chief of vascular surgery, Ventura is doing with his team (Moliterno, 2011, p. 62).

In spite of his good work and salvaging the hospital department, the rest of the staff are not free to work with Ventra. The skeptic attitude of other professionals is because of his behavioral practices of demeaning his counterparts. In fact, Prescott makes damming statement "in the two years Ron has worked with us, he has hurt morale in the vascular surgery division and more within the cardiovascular center." The department is on the verge of collapsing once again if the interest of other shareholders is not taken into account. Conversely, Ron has done the perfect work ever in the same department and removing him, through contract termination is likely to plunge one of the best performing hospital departments into the drain.

Ideally, because of Ron's clever work, the management cannot get out him. The remaining surgery officials must both be extrinsically and intrinsically be motivated. This is one of the underlying roles of a manager whether enduring in slippery challenges (Nohria, Groysberg and Lee, 2008, p. 42). Importantly, Prescott must assert the drive to acquire in the team as he spurs them towards excellence. Through the zeal of "to acquire," there is a delight when the drive is fulfilled, and discontentment is thwarted. Additionally, bonding is an integral part of people working together. Bonding is a Phenomenon ignited by the management through a variety of inclusions in teamwork and encouraging togetherness in service.

According to Levinson Harry, there are people are abrasive. They are difficult to work along with; they tend to underrate any idea advanced by others whether good or bad. Mostly, those who surround the weather in workplaces or at homes find them as offensive. In reality, they are perfectionists and shrewd in all their undertakings (Nicholson, 2003, p.58). It is hypothesized that such individuals are extremely intelligent. Armed with the passion for perfection, accuracy and the sense of completeness, they are pushy and in most aces counted to do their jobs perfectly. Ventura like the rest is counted within s such pool of people.

Conclusion

Finding lasting solution issues within the working environment remains most important task. Concerning Ventura and other colleagues at work, it is important t that professional ethics and ethos are reinforced by all standards. The first step is to involve the workers and integrating them into groups. By doing this, they are made to know their roles as well as appreciating their diversities. Secondly, in diversity, this is always an act of accommodation (Levinson, 1978, p. 21). People of different race, ethnic, color, customs and so on are taken through to appreciate accommodation of each other's view in spite of disagreeing with them ideologically. Lastly, the professional ethics and work standards are observed with no one crossing aloof. Each professional is reminded his or her role in making the institution a better place than he or she found it.

References

Chamorro-Premuzic, T. and Winsborough, D., 2015. Personality Tests Can Help Balance a Team. Harvard Business Review, 4.

Levinson, H., 1978. The abrasive personality. Reprint Service, Harvard Business Review.

Moliterno, D.J., 2011. A randomized twobytwo comparison of highdose bolus tirofiban versus abciximab and unfractionated heparin versus bivalirudin during percutaneous coronary revascularization and stent placemen (TENACITY) study trial. Catheterization and Cardiovascular Interventions, 77(7), pp.1001-1009.

Nicholson, N., 2003. How to motivate your problem people. Harvard business review, 81(1), pp.56-65.

Nohria, N., Groysberg, B. and Lee, L.E., 2008. Employee motivation: A powerful new model.