Case Study:
Issues with Delegating Discipline
You are the supervisor of the oncology unit. One of your closest friends and colleagues is Paula, the supervisor of the medical unit. Frequently, you cover for each other in the event of absence or emergency. Today, Paula stops at your offi ce to let you know that she will be gone for 7 days to attend a management workshop on the East Coast. She asks that you check on the unit during her absence. She also asks that you pay particularly close attention to Mary Jones, an employee on her unit. She states that Mary, who has worked at the hospital for 4 years, has been counseled repeatedly about her unexcused absences from work and has recently received a written reprimand specifying that she will be terminated if there is another unexcused absence. Paula anticipates that Mary may attempt to break the rules during her absence. She asks that you follow through on this disciplinary plan in the event that Mary again takes an unexcused absence. Her instructions to you are to terminate Mary if she fails to show up for work this week for any reason. When you arrive at work the next day, you fi nd that Mary called in sick 20 minutes after the shift was to begin. The hospital’s policy is that employees are to notify the staffi ng offi ce of illness no less than 2 hours before the beginning of their shift. When you attempt to contact Mary by telephone at home, there is no answer. Later in the day, you fi nally reach Mary and ask that she come in to your offi ce early the next morning to speak about her inadequate notice of sick time. Mary arrives 45 minutes late the next morning. You are already agitated and angry with her. You inform her that she is to be terminated for any rule broken during Paula’s absence and that this action is being taken in accord with the disciplinary contract that had been established earlier. Mary is furious. She states that you have no right to fi re her because you are not her “real boss” and that Paula should face her herself. She goes on to say that “Paula told me that the disciplinary contract was just a way of formalizing that we had talked and that I shouldn’t take it too seriously.” Mary also says, “Besides, I didn’t get sick until I was getting ready for work. The hospital rules state that I have 12 sick days each year.” Although you feel certain that Paula was very clear about her position in reviewing the disciplinary contract with Mary, you begin to feel uncomfortable with being placed in the position of having to take such serious corrective action without having been involved in prior disciplinary review sessions. You are, however, also aware that this employee has been breaking rules for some time and that this is just one in a succession of absences. You also know that Paula is counting on you to provide consistency of leadership in her absence.
Question : Discuss how you will handle the situation. Was it appropriate for Paula to delegate this responsibility to you? Is it appropriate for one manager to carry out another manager’s disciplinary plan? Does it matter that a written disciplinary contract had already been established?
Your answer must be typed, double-spaced, Times New Roman font (size 12), one-inch margins on all sides, APA format and also include references.