Metropolitan Hospital, Case Study Example

Metropolitan Hospital has experienced a number of important changes in recent years that have created a more balanced managerial workforce between males and females. These experiences have been significant in supporting the expansion of females in important management positions; however, this journey has been difficult from the very beginning. It is evident that Metropolitan Hospital adopted a predominantly male management structure for many years, which demonstrated its preference for males in leadership and managerial positions. Under these circumstances, it was evident that the organization perhaps had a preference for male management due to longstanding perspectives regarding the need for males in these positions. Male dominance in management positions in many industries is not a new concept, so it was not surprising that Metropolitan Hospital represented some of the same ideals and beliefs regarding management teams.

The historical nature of male dominance in managerial positions has been in existence throughout the centuries; therefore, it is evident that Metropolitan Hospital adhered to some of the standards that were already established within this industry and across other industries. These outdated beliefs and expectations are not a surprise, yet they represent a serious challenge to the integrity of modern organizations, particularly when females possess the knowledge, experience, and skillset in order to fill these positions in a successful manner. This is an ongoing problem that continues to plague many organizations and also poses a threat to the integrity of the workforce in many ways. These factors have been largely instrumental in shaping how organizations respond to change and to manage different experiences effectively to achieve effective outcomes. It is evident that organizations such as Metropolitan Hospital have much at stake with their management teams in order to remain competitive. Therefore, a male-dominated management team would no longer suffice.

.By implementing a significant change in the diversity of the management team at Metropolitan Hospital, there were significant opportunities for growth and change within the organization. By making changes within the organization, it was evident that the lack of support for female managers was substantial; therefore, it posed a serious threat to the integrity of the organization and its mission. It was also evident that females were not treated as equals to their male counterparts, which threatened the growth of the organization and its capacity to serve its patient population over the long term. Women were unable to be effective contributors to the organization, not for lack of trying, but because they were not given a chance to prove themselves to their male counterparts.

By enabling women at Metropolitan Hospital to have a true voice and to be able to express themselves, they have become active contributors to the organization in managerial roles, thereby creating an environment that is conducive to change and progress. These efforts have been largely effective in shifting the tide at Metropolitan Hospital, where almost half of the management staff is now women. This is a very important statistic because it demonstrates the value of acceptance and in shifting attitudes and beliefs towards equality in the hiring process. This is an important reminder of the challenges associated with facilitating a change in longstanding beliefs and perspectives regarding males as the driving force in the management field. By enabling women to have a chance to prove themselves in these positions, a greater sense of equality and support is largely evident, and this provides a greater understanding of the challenges and risks associated with the management infrastructure at the organization. With women in leadership roles, there is a greater opportunity to examine the importance of women in the healthcare industry and their ability to provide expert knowledge and guidance regarding matters of critical importance to the success of these organizations on many different levels. These opportunities support the diversity of the management team and its longstanding impact on the success of the organization and its many objectives.

Women in management is a significant trend that continues to address the lack of diversity that exists in many management teams across many industries. In healthcare organizations, for example, females typically fill the majority of nursing roles; however, managers have historically been male across many areas. Therefore, it has been necessary to modify this framework and to recognize the valuable contributions of females to the healthcare workforce as a means of supporting their professional growth and maturity.

Recent trends indicate that females have become increasingly prevalent in leadership roles, thereby increasing their potential for growth in these positions (Burke & Davidson, 2014). At the same time, women must exercise caution when they are appointed to management positions because they are not necessarily valued in the same context as their male counterparts (Billing, 2011). This represents a serious challenge to female managers because they are unable to gain the level of respect and support that they deserve in these positions (Billing, 2011). Therefore, attitudes and perceptions regarding female managers must change on a gradual basis in order to achieve success in these roles (Billing, 2011). In order to accomplish these objectives, attitudes and perceptions regarding females in the workplace setting must be addressed, including the challenges that are associated with gender bias for many females (Roberts, 2011). These factors pose a serious threat to the integrity of organizations and require a greater understanding of the challenges of patient care and the support of developing new strategies for growth and change to accommodate females in management positions more openly and effectively (Roberts, 2011).

References

Billing, Y. D. (2011). Are women in management victims of the phantom of the male norm?. Gender, Work & Organization, 18(3), 298-317.

Burke, R. J., & Davidson, M. J., (2011). Women in Management Worldwide: Progress and Prospects–An Overview. Women in Management Worldwide, 1.

Roberts, J. H. (2011). An investigation of the potential gender bias impacting senior management positions (Doctoral dissertation, Capella University).