Reference no: EM133206853
Case: You have just been hired as the new general manager for an EMS agency that is in deep moral, financial, and organizational trouble. This is the job of a lifetime, and you have decided to pack up and move across the country to take it. The company has been losing money, and employee retention is at an all-time low with past employees citing long hours, low pay, and bad supervisors as the reason for leaving. Equipment is old, and the mechanics just shrug their shoulders when asked to fix something. The few loyal employees really want to turn things around but have been unable to get anyone in upper management on board with their ideas.
As the new general manager, you will be responsible for a company that has the following personnel:
50 employees;
three full-time mechanics;
full-time employees, which include 10 advanced life support (ALS), 20 basic life support (BLS), one registered nurse (RN);
three daytime supervisors and three night supervisors, who are ALS but do not ride a truck and instead are confined to offices;
two on-call part-time supervisors, who are BLS but report they normally work 12-hour shifts from 7:00 AM to 7:00 PM referred to as day cars;
two supply managers, who buy supplies and keep inventory;
several office personnel, who do the billing, invoicing, and other clerical work; and
non-EMS employees, who work a 40-hour week. EMS works 48 hours-two 24-hour shifts a week. BLS personnel work either a day car or as driver for ALS, but they never know which because the supervisors put up a weekly schedule.
Question: Analyze the roles and responsibilities of management needed in this situation by explaining your approach to the new position and your efforts to turn the situation around. Make sure to use information from your Required Unit Resources as well as personal experience. As you progress through upcoming assignments, you will build on this scenario as a manager and leader in EMS.