What problems does Galen Healthcare have that will affect its communications?
Galen Healthcare’s main problem is that its membership organizations are spread apart geographically since healthcare facilities are located in different places. For this reason, communicating with the management and leaders in each facility becomes challenging. Galen finds it difficult to synchronize communication, ensure that all facilities receive memoranda or other forms of communication bearing important information, and receive feedback from various facilities.
What specific problems does Mr. Gunerson have as a result of his communications to materials managers?
What advice would you give to Gunerson to help solve his and Galen’s problems?
For Gunerson to resolve the problem, it is important that he heeds Friberg’s advice. When organizations make drastic changes and decisions, personal communication with heads or managers is important so that their needs and issues could be addressed. Friberg suggested that Gunerson meet with local managers so he could establish positive relationships, communicate the goals and purpose of the changes in purchasing, and solicit feedback from the latter. Gunerson should do so by visiting all local facilities. If this strategy proves to be time consuming and expensive, then Gunerson should arrange a meeting with all local heads at a particular date, time, and place of convenience. In this way, Gunerson would be able to personally meet all local managers and appropriately communicate with them. Gunerson should also show that he is interested in soliciting local managers’ feedback about the changes at Galen. In this way, local managers feel valued and they would become more open and willing to collaborate with Gunerson when it comes to negotiating with suppliers and agreeing to purchasing contracts.
