DOING IT THE
£ASy
WAY
Hospital executives—at all
levels—like most non-profit organization heads, often have to do
things the hard way. If we had
to follow so-called 'union regulations' in this field of charity, education, or the like, our ten to fifteen hours a day would cause at
least minor explosions. The problem is one which unfortunately
does not get much thought—despite its being such a familiar
problem and one which many an
executive comments on to the
effect, "Why, yes, — I have
thought about it a lot!" Like so
many major questions which
never get a priority, this one too
is snowed under by the demands-
of-the-routine: the pipe is leaking, the main fuse has blown, the
Board is meeting, we're already
at 99.9 per cent of capacity, and
what have you.
This article is an attempt to
bring a few suggestions to our
harried supervisors of one ilk or
another. We have gathered a few
conclusions from two sources: the
time and motion studies (their
by-products, really) and some
serious deliberation. There are
some executives who schedule an
Hour Of Deliberation (to be distinguished from "thinking") just
as they do their lunch or staff
meeting.
The following few simple
statements can be reasonably
well demonstrated:
1. Your work CAN be made
easier.
2. Your job CAN be simplified.
3. The work and jobs of em-
RESENTMENT OF CRITICISM RESISTANCE TO CHANGE
INSECURITY
DOING IT THE
£ASy
WAY
Hospital executives—at all
levels—like most non-profit organization heads, often have to do
things the hard way. If we had
to follow so-called 'union regulations' in this field of charity, education, or the like, our ten to fifteen hours a day would cause at
least minor explosions. The problem is one which unfortunately
does not get much thought—despite its being such a familiar
problem and one which many an
executive comments on to the
effect, "Why, yes, — I have
thought about it a lot!" Like so
many major questions which
never get a priority, this one too
is snowed under by the demands-
of-the-routine: the pipe is leaking, the main fuse has blown, the
Board is meeting, we're already
at 99.9 per cent of capacity, and
what have you.
This article is an attempt to
bring a few suggestions to our
harried supervisors of one ilk or
another. We have gathered a few
conclusions from two sources: the
time and motion studies (their
by-products, really) and some
serious deliberation. There are
some executives who schedule an
Hour Of Deliberation (to be distinguished from "thinking") just
as they do their lunch or staff
meeting.
The following few simple
statements can be reasonably
well demonstrated:
1. Your work CAN be made
easier.
2. Your job CAN be simplified.
3. The work and jobs of em-
RESENTMENT OF CRITICISM RESISTANCE TO CHANGE
INSECURITY
