The document summarizes a study conducted by PME Consulting of the finance department at Upswing, a healthcare organization. The study found misalignment between finance and other departments regarding leadership, management practices, structures, and systems. Interviews and surveys revealed issues like a lack of clarity in leadership roles, unrealistic deadlines in finance, and perceived lack of cooperation between departments. Recommendations included a leadership conference to improve strategy alignment, cross-training between departments, establishing work priorities and deadlines, and monthly meetings between department heads.

1. Upswing: Departmental Schisms
Future Directions
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2. Agenda
 Introductions
 Overview
 Methodology
 Data diagnosis
 Future directions
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3. Overview
 Upswing, a mid-size healthcare organization,
requested an evaluation of alignment amongst
employees with a focus on the finance department
regarding what it means to be successful at Upswing,
as well as recommendations for improvement on
making Upswing more active, driven, and
operationally effective as a team.
 PME Consulting analyzed the organization using a
scientifically tested theoretical framework to
understand the underlying factors, with emphasis on
helpful mechanisms and structure, and offer
suggestions for improvement through a collaborative
process with Upswing.
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4. Working Hypothesis
Data suggests a misalignment in Upswing
between finance and other departments regarding
leadership, management practices, structures and
systems. This may contribute to a poor work
climate, which affects the employees’ perception of
their role and task in Upswing.
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5. Methodology
 Archival data (job descriptions, organizational
structure etc.)
 Director’s meeting at Upswing
 Interviews with Chief Program Officer, Executive
Director, eight Program Directors and nine members
of the finance department
 Organizational survey was administered to the
finance, administration, and facilities departments
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6. Leadership
 Good personal interactions with staff
 Feeling that leadership is making an effort to
address issues and help fix them
 Perceived role ambiguity between Chief Program
Officer and Executive Director
 Lack of alignment between leader/followers within
finance department
 Feeling in finance department sometimes
program directors task finance employees directly
creating lack of clarity in reporting structure
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7. Management Practices
 Feeling in finance of having too many/short deadlines
or unrealistic expectations on employees and a heavy
workload for the finance department
 Actively seeking ways to improve communication from
the top down
 Program Directors feel empowered to do their job and
make decisions
 Staff and management identify a need for confidence
in leadership
 Staff and management identify a need for better
training
 Finance department rated management practices a
3.39 (out of 5) on the Likert Scale while other
departments rated it a 4.0
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8. Survey: Management Practice
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0.5
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1.5
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2.5
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3.5
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4.5
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Q21 Q22 Q23 Q24 Q25 Q26
Fiscal Department Average
Other Department Average
Q21 To what extent do the managers give employees the autonomy they need to do their job effectively?
Q22 To what extent do managers show concern for their employees?
Q23 How motivated and encouraged do you feel by your direct manager?
Q24 How often does your manager hold people accountable for their actions?
Q25 To what degree do you see your manager express concern for the client?
Q26 How well does your manager encourage communication up, down, and across the organization?
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9. Structure
 Perception that field staff are resistant to change
 Lack of adherence to established protocol
 Teamwork has been cited in a few instances as
an area of concern
 Perception of other departments not working well
with finance
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10. System
 Obtaining and prioritizing funds for training
 Value in director and staff meetings is questioned
 Finance feels protocol is not being followed
 Emails are not always answered, leaving
communication gaps between departments
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11. Intervention: Leadership
 Leadership conference/mentorship program
o Comprehensive review of mission and strategy
o Deliberate effort to improve organizational chart to
help with the understanding of roles and structures
o Gain buy-in from all program directors
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12. Intervention: Management Practices
 Department developmental exercise
o Cross-functional job shadow program
o Training on leadership and authority
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13. Intervention: Systems and Structures
 Work priorities for the deadlines given and a
realization of the workload finance is operating
under from top leadership (program directors)
 Conduct a department head monthly meeting on
best practices
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14. 14
Thank You!