Organizational Development for Health Care

Ronald G. Spaeth, FACHE, has over 42 years experience within the health care industry for which he received a very notable award for his contributions. Spaeth “earned his bachelor of arts degree from Western Reserve University in Ohio and his master’s in business administration degree from the University of Chicago in Illinois” (Grazier, 2005). His experience within the healthcare industry includes president, faculty member, and being chief executive officer that includes many different types of institutions and systems. According to his interview, Spaeth “has served on numerous boards, including the Board of Trustees of the Illinois Hospital Association, Board of Directors of the American Hospital Association, and Board of Governors of the American College of Healthcare Executives” (Grazier, 2005). Spaeth was also “the recipient American College of HealthCare Executive’s 2005 Gold Medal Award, an honor conferred on outstanding healthcare leaders for their contributions to the field” (Grazier, 2005).

Spaeth’s philosophy was evident in his leadership style, which “is to find the best and brightest professionals, work with them on the strategic plans and goals of the organization, ensure that they are able to achieve their goals, and then stay out of their way” (Grazier, 2005). Spaeth contributes the success of his leadership style by giving everyone who is qualified a chance, regardless the industry from which they have gained the experience. Although someone may have a background in banking, if their qualifications allowed them to accomplish the goals of the organization, Spaeth believed they deserved a chance and opportunity to showcase their skills. Without being a micromanager, Spaeth believes that mangers are allowed to develop their skill set.

After reading and studying Spaeth’s leadership style, the school of management that he uses the most is the human resources school of management. “The human resources school understands that employees are creative and competent and that much of their talent is largely untapped by their employers” (Dunn, 2010). Finding those employees who have untapped potential, Spaeth believes that healthcare institutions are run like businesses and that “people who have worked through challenges in the business sector are perhaps better prepared to face the business-related challenges in healthcare” (Grazier, 2005). Under the human resource school of management, employees are most productive when they feel they are a part of the decision making, and Spaeth reiterates this by discouraging micro-management.