ABSTRACT

In this chapter, the authors suggest their Gear Train Model that strong human relations is like the “lubrication” of the management system, essential to keeping their system components in good working condition and preventing the entire system from “overheating” and breaking down. They looks at things like job descriptions and assignments, pay scales and promotions, capacity charts, skills training and development, career development tracks, span of control, motivational programs, onboarding, and retention. A unit manager in a large city hospital in the mid-South received a disciplinary report on Barbara, a new Patient Care Assistant who was within her 90-day probation period. Several things are happening in the story, but at the core of the conflict is the relationship between Sally and Barbara and the friction caused by their attitudes toward each other and their roles. Respect for people leads to valuing their inherent worth and potential while working diligently to guide them toward bringing their unique contribution to the organization.