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Effective Decision-Making: A Case Study

Effective decision-making:, leading an organization through timely and impactful action.

Senior leaders at a top New England insurance provider need to develop the skills and behaviors for better, faster decision-making. This virtually delivered program spans four half-day sessions and includes individual assignments, facilitator-led presentations, and simulation decision-making. Over the past two months, this program touched over 100 leaders, providing them with actionable models and frameworks to use back on the job.

For one of New England’s most iconic insurers, senior leaders are challenged to make timely, effective decisions. These leaders face decisions on three levels: ones they translate to their teams, ones they make themselves, and ones they influence. But in a quickly changing, highly regulated market, risk aversion can lead to slow and ineffective decisions. How can senior leaders practice in a safe environment the quick, yet informed, decision-making necessary for the job while simultaneously learning new models and techniques — and without the learning experience burdening their precious time?

The Effective Decision-Making program was artfully designed to immerse senior leaders in 16 hours of hands-on experience, including reflection and feedback activities, applicable exercises, supporting content, and participation in a business simulation to practice the core content of the program. Participants work together in small groups to complete these activities within a limited time frame, replicating the work environment in which these leaders must succeed. Continuous reflection and group discussion around results create real-time learning for leaders. Application exercises then facilitate the simulation experience and their work back on the job. The program employs a variety of learning methodologies, including:

• Individual assignments that incorporate content and frameworks designed to develop effective decision-making skills.
• Guided reflection activities to encourage self-awareness and commitments for action.
• Large group conversations — live discussions focused on peer input around key learning points.
• Small group activities, including virtual role plays designed to build critical interpersonal and leadership skills.
• A dynamic business simulation in which participants are charged with translating, making, and influencing difficult decisions.
• Facilitator-led discussions and presentations.

Learning Objectives

Participants develop and improve skills to:

• Cultivate a leadership mindset that empowers, inspires, and challenges others.
• Translate decisions for stronger team alignment and performance.
• Make better decisions under pressure.
• Influence individuals across the organization.
• Better understand how one’s leadership actions impact business results

Design Highlights

Program agenda.

As a result of the COVID-19 pandemic and the need for social distancing, this program was delivered virtually. However, this didn't preclude the need to give leaders an opportunity to connect with, and learn from, one another. In response to those needs, Insight Experience developed a fully remote, yet highly interactive, offering delivered over four half-day sessions.

Interactive Virtual Learning Format

Effective Decision-Making was designed to promote both individual and group activities and reflection. Participants access the program via a video-conferencing platform that allows them to work together both in large and small groups. Learning content and group discussions are done as one large group, enabling consistency in learning and opportunities to hear from all participants. The business simulation decision-making and reflection activities are conducted in small groups, allowing teams to develop deeper connections and conversations.

Simulation Overview

Participants assume the role of a General Manager for InfoMaster, a message management provider. Their leadership challenge as the GM is to translate the broader IIC organizational goals into strategy for their business, support that strategy though the development of organizational capabilities and product offerings, manage multiple divisions and stakeholders, and consider their contribution and responsibility to the broader organization of which they are a part. 

Success in the simulation is based on how well teams:

• Understand and translate organizational strategy into goals and plans for their business unit.
• Align organizational initiatives and product development with broader strategies.
• Develop employee capabilities required to execute strategic goals.
• Hold stakeholders accountable to commitments and results.
• Communicate with stakeholders and involve others in plans and decision-making.
• Develop their network and their influence within IIC to help support initiatives for the organization

History and Results

Effective Decision-Making was developed in 2020 as an experience for senior-level leaders. After a successful pilot, the program was then rolled out to two more cohorts in 2021 and 2022. The senior-level leaders who participated in the program then requested we offer the same program to their direct reports. After some small adjustments to make the program more appropriate for director-level leaders, the program was launched in 2022 for approximately 100 directors.

Here is what some participants have said about this program:

• “ One of the better programs we've done here at [our organization]. Pace was very quick but content was excellent and approach made it fun .”
• “ Loved the content and the flow. Very nicely organized and managed. Thank you! ”
• “ Really enjoyed the collaborative nature of the simulation.”
• “ It was wonderful and I felt it is a great opportunity. Learnt and reinforced leadership training and what it would take to be successful.”
• “One of the best I've experienced — especially appreciated how the reality of [our organization] was incorporated and it was with similarly situated peers.”
• “This program was great! It gave good insight into how to enhance my skills as leader by adopting the leadership mindset.”
• “Loved the fast pace, having a sim group that had various backgrounds in the company and seeing the results of our decisions at the corporate level.”
• “Great program — I love the concepts highlighted during these sessions.”

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7 Strategies for Improving Your Management Skills

• 09 Jan 2020

Developing managerial skills is important for all professionals. According to the World Economic Forum , people management is one of the top 10 skills needed to thrive in today’s workforce. Additionally, research by Gallup shows companies with talented managers experience greater profitability, increased levels of productivity, and higher employee engagement scores—highlighting how vital management is to an organization’s culture and success.

Whether you’re an aspiring or seasoned manager, there are actions you can take to improve how you oversee and guide people, products, and projects. Here are seven ways to become a better manager and advance your career.

Access your free e-book today.

How to Improve Your Management Skills

1. strengthen your decision-making.

Sound decision-making is a crucial skill for managers. From overseeing a team to leading a critical meeting , being an effective manager requires knowing how to analyze complex business problems and implement a plan for moving forward.

In the online course Management Essentials , the following components—referred to as the “three C’s”—are presented as essential building blocks for a successful decision-making process:

• Constructive conflict: This involves engaging team members in the decision-making process. It invites diverse perspectives and debate and stimulates creative problem-solving.
• Consideration: All stakeholders involved in a decision should feel their viewpoints were fairly considered before a solution is determined. Without this sense of acknowledgment, they may be less inclined to commit to and implement the solution.
• Closure: This is a function that ensures stakeholders are aligned before proceeding. It requires defining what constitutes a project or initiative as “done” within a set period, determining if anything remains to be accomplished, and ensuring everyone agrees as to whether the outcome was a success.

By ensuring your decision-making process encompasses these qualities, you can become a key contributor at your organization and influence the context in which decisions get made.

2. Cultivate Self-Awareness

A high level of self-awareness is critical for managers, and it’s what separates high-performers from their peers in the workplace.

This core tenet of emotional intelligence requires introspection and an honest evaluation of your strengths and weaknesses. Through engaging in self-assessment and turning to trusted colleagues to gain insight into your managerial tendencies, you can chart a path for your professional development that hones in on areas where you need to improve, enabling you to bring out the best in yourself and others.

Related: Emotional Intelligence Skills: What They Are & How to Develop Them

3. Build Trust

Trust reaps numerous benefits in the workplace. According to research outlined in the Harvard Business Review , employees at high-trust companies report:

• Less stress
• More energy at work
• Higher productivity
• Greater engagement

Forge deeper connections with your colleagues by engaging in small talk before meetings and learning more about their lives outside the scope of their work. In addition, encourage inclusive dialogue about personal and professional differences, and be open to diverse viewpoints in discussions.

Doing so can cultivate empathy among your team , leading to a greater sense of camaraderie, belonging, and motivation.

Related: 6 Tips for Managing Global Teams

4. Be a Better Communicator

Strong communication skills are a hallmark of any successful manager. Being in a managerial role involves tackling complex business situations and ensuring your team has the information and tools required to succeed.

When facing challenges like navigating organizational change , be transparent about tasks at hand and instill your team with a shared vision of how your company can benefit from the impending transition. Continually provide updates and reiterate the plan for moving forward to ensure your employees are aligned and understand how their work factors into larger corporate objectives. By developing communication and other interpersonal skills, you’ll set your team up for success.

5. Establish Regular Check-ins

Make it a habit to regularly check in with your employees outside of their annual performance reviews. According to research by Gallup , team members whose managers provide weekly feedback are over:

• Five times more likely to strongly agree they receive meaningful feedback
• Three times more likely to strongly agree they’re motivated to do outstanding work
• Two times more likely to be engaged at work

Keep the conversation informal when delivering feedback , and focus on the person’s progress toward organizational goals rather than their personality. In addition, help them chart a plan for moving forward, and affirm your role as a trusted advisor as they tackle next steps.

6. Carve Out Time for Reflection

Beyond regular check-ins, set a consistent cadence for reflecting on and reviewing your team’s work. In one study by Harvard Business School professors Francesca Gino and Gary Pisano, it was found that call center employees who spent 15 minutes reflecting at the end of the workday performed 23 percent better after 10 days than those who did not.

In a video interview for Management Essentials , HBS Professor Amy Edmondson says reflection is crucial to learning.

“If we don’t have the time and space to reflect on what we’re doing and how we’re doing it, we can’t learn,” Edmondson says. “In so many organizations today, people just feel overly busy. They’re going 24/7 and think, ‘I don’t have time to reflect.’ That’s a huge mistake, because if you don’t have time to reflect, you don’t have time to learn. You’re going to quickly be obsolete. People need the self-discipline and the collective discipline to make time to reflect.”

Schedule reflection sessions shortly after the completion of an initiative or project and invite all members of your team to participate, encouraging candor and debate. Hone in on problems and issues that can be fixed, and plot a corrective action plan so that you don’t encounter the same pitfalls in your upcoming undertakings.

7. Complete Management Training

Beyond your daily work, furthering your education can be an effective way to bolster your management skills.

Through additional training , such as an online management course , you can learn new techniques and tools that enable you to shape organizational processes to your advantage. You can also gain exposure to a network of peers with various backgrounds and perspectives who inform your managerial approach and help you grow professionally.

For Raymond Porch , a manager of diversity programs at Boston Public Schools who took Management Essentials , engaging with fellow learners was the highlight of his HBS Online experience .

“My favorite part of the program was interacting with my cohort members,” Porch says. “I received valuable shared experiences and feedback and was able to be a thought partner around strategies and best practices in varying scenarios.”

Related: 5 Key Benefits of Enrolling in a Management Training Course

How Managers Become Great Leaders

While the terms “management” and “leadership” are often used interchangeably, they encompass different skill sets and goals . Yet, some of the most effective managers also exhibit essential leadership characteristics.

Characteristics of a great leader include:

• Exemplary leadership: Strong leaders often consider themselves as part of the team they manage. They’re concerned with the greater good of their organization and use delegation skills to effectively assign tasks to the appropriate team members. Just as they must provide feedback to their team, great leaders must accept others’ constructive feedback to improve their leadership style.
• Goal-oriented: It’s crucial for leaders to deeply understand their organization’s business goals. Knowing its overall mission allows them to strategically prioritize initiatives and align their team with a common vision.
• Self-motivated: It’s vital that leaders are self-motivated and use time management skills to reach their goals. They must accomplish difficult tasks while inspiring their team to follow suit.

By bolstering your leadership skills , you can strengthen your relationship with your team and empower them to do their best work, ultimately complementing your managerial skills.

Elevating Your Management Skills

Managing people and implementing projects on time and on budget is a business skill that all professionals should strive to master. Through sharpening your soft skills, building self-awareness, and continuing your education, you can gain the skills needed to excel as a manager and lead both your team and organization to success.

Do you want to become a more effective leader and manager? Explore our online leadership and management courses to learn how you can take charge of your professional development and accelerate your career. To find the right course for you, download the free flowchart .

This post was updated on September 2, 2022. It was originally published on January 9, 2020.

About the Author

• Case Studies

Case Study Basics

What is a case study *.

A case study is a snapshot of an organization or an industry wrestling with a dilemma, written to serve a set of pedagogical objectives. Whether raw or cooked , what distinguishes a pedagogical case study from other writing is that it centers on one or more dilemmas. Rather than take in information passively, a case study invites readers to engage the material in the case to solve the problems presented. Whatever the case structure, the best classroom cases all have these attributes: (1)The case discusses issues that allow for a number of different courses of action – the issues discussed are not “no-brainers,” (2) the case makes the management issues as compelling as possible by providing rich background and detail, and (3) the case invites the creative use of analytical management tools.

Case studies are immensely useful as teaching tools and sources of research ideas. They build a reservoir of subject knowledge and help students develop analytical skills. For the faculty, cases provide unparalleled insights into the continually evolving world of management and may inspire further theoretical inquiry.

There are many case formats. A traditional case study presents a management issue or issues calling for resolution and action. It generally breaks off at a decision point with the manager weighing a number of different options. It puts the student in the decision-maker’s shoes and allows the student to understand the stakes involved. In other instances, a case study is more of a forensic exercise. The operations and history of a company or an industry will be presented without reference to a specific dilemma. The instructor will then ask students to comment on how the organization operates, to look for the key success factors, critical relationships, and underlying sources of value. A written case will pre-package appropriate material for students, while an online case may provide a wider variety of topics in a less linear manner.

Choosing Participants for a Case Study

Many organizations cooperate in case studies out of a desire to contribute to management education. They understand the need for management school professors and students to keep current with practice.

Organizations also cooperate in order to gain exposure in management school classrooms. The increased visibility and knowledge about an organization’s operations and culture can lead to subsidiary benefits such as improved recruiting.

Finally, organizations participate because reading a case about their operations and decision making written by a neutral observer can generate useful insights. A case study preserves a moment in time and chronicles an otherwise hidden history. Managers who visit the classroom to view the case discussion generally find the experience invigorating.

The Final Product

Cases are usually written as narratives that take the reader through the events leading to the decision point, including relevant information on the historical, competitive, legal, technical, and political environment facing the organization. A written case study generally runs from 5,000 to 10,000 words of text supplemented with numerous pages of data exhibits. An online raw case may have less original text, but will require students to extract information from multiple original documents, videos of company leaders discussing the challenges, photographs, and links to articles and websites.

The first time a case is taught represents something of a test run. As students react to the material, plan to revise the case to include additional information or to delete data that does not appear useful. If the organization’s managers attend the class, their responses to student comments and questions may suggest some case revisions as well.

The sponsoring professor will generally write a “teaching note” to give other instructors advice on how to structure classroom discussion and useful bits of analysis that can be included to explicate the issues highlighted in the case study.

Finally, one case may inspire another. Either during the case writing process or after a case is done, a second “B” case might be useful to write that outlines what the organization did or that outlines new challenges faced by the organization after the timeframe of the initial case study.

* Portions of this note are adapted from E. Raymond Corey, “Writing Cases and Teaching Notes,” Harvard Business School case 399-077, with updates to reflect Yale School of Management practices for traditional and raw cases.

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Book description

Managers and supervisors will sharpen their analytical and decision-making skills with this new collection of fully reproducible case studies. Based on actual, real-life situations, these exercises prepare supervisors and team leaders for the challenging problems they face in today's complex workplace.

Each case study includes:

Summary of the case

Discussion questions that evoke thought and analysis

Suggested solutions to the problems presented.

Table of contents

• ACKNOWLEDGMENTS
• The Case Studies in This Manual
• Using Case Studies in Training Programs
• Cases and Role Playing
• Questions and Answers About the Cases
• Case Report Worksheet
• Case Analysis Guidelines
• Case Analysis Guidelines Worksheet
• An Invitation to the Reader
• Case Issues Index (1/2)
• Case Issues Index (2/2)
• Background Information
• Case Discussion: How come they make more than me?
• Case Discussion: "She's a Smart Enough Broad"
• Case Discussion: Improving Performance in Business Services
• Approaching the Job of Supervisory Leadership
• Getting Things Under Control?
• Case Discussion: "Looney Tunes on Parade"—Part 1: Getting Started
• Flares in the Night
• Changing the Guard
• Case Discussion:" Looney Tunes on Parade"—Part 2: Kicking into Gear
• Post Mortems
• Case Discussion: "Looney Tunes on Parade"—Part 3: A Time for Action
• Case Discussion: Mary Corey
• Case Discussion: Shipping and Receiving
• Case Discussion: They Came from Docu-Max
• Case Discussion: He's Just Not the Same
• Case Discussion: Special Checking Is Handed a Loss
• Back to the Beginning: Bob Watson
• Beverly Becomes Supervisor
• Case Discussion: Beverly Comes Full Circle
• Case Discussion: It Was Really So Simple
• Case Discussion: Pain in Claims
• Part 2—Betty's Ears Were Burning
• Part 3—The Ice Breaks
• Case Discussion: Don't Let Her Get Behind You
• Case Discussion: Kathy Showers
• Case Discussion: Forgetting Claims
• Case Discussion: Answering the Phone
• Case Discussion: Good News, Bad News
• Case Discussion: Conflict in Customer Service
• Case Discussion: Don't Let an Old Flame Die
• Case Discussion: The Contradiction of Business
• Case Conclusion
• Case Discussion: Problems Behind the Counter
• Case Discussion: Wanted: Good Secretary
• Case Discussion: Another Staff Meeting
• Case Discussion: The Case in Case Analysis
• Case Discussion: A "No" in the Field
• Case Discussion: Buddy Jefferson
• Case Discussion: A Wet Pain in the Neck
• Case Discussion: "Well, excuuse me!"
• Case Discussion: The "B" Is Back
• Part 2—Learning the Ropes?
• Part 3—An Explosive Problem
• Case Discussion: Accidents Happen (1/2)
• Case Discussion: Accidents Happen (2/2)
• Case Discussion: A Leadership Challenge
• Case Discussion: It was Either Some Dress or Some Stain
• Case Discussion: Bad News in Budgets
• Case Discussion: Out of Control
• Case Discussion: What a Waste of Time
• Case Discussion: Getting a Fair Hearing
• Case Discussion: Who's telling the truth?
• Case Discussion: Shouting for Results
• Case Discussion: Fixing Things Over Dinner
• Case Discussion: A System's Migration to New Skills
• Case Discussion: The Worst Part Was That She Often Was Right
• Case Discussion: Lighting a Fire
• Part 2—Stopping the Flow
• Part 3—Finishing the Story
• Case Discussion: Caught in the Act
• Case Discussion: Look Out Ahead
• B.L.'s Style: The Legend Grows
• Part 2—B.L. in Operation
• Part 3—A Problem in Security
• Case Discussion: A Problem in Security (1/2)
• Case Discussion: A Problem in Security (2/2)
• Part 2—Why me? (1/2)
• Part 2—Why me? (2/2)

Product information

• Title: 50 Case Studies for Management and Supervisory Training
• Author(s): Alan Clardy
• Release date: January 1994
• Publisher(s): HRD Press
• ISBN: 9780874259773

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Case Interview Study Samples

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These case studies represent cases across firm styles (McKinsey, Bain, BCG, Deloitte, & more), including interviewer-led and interviewee-led (candidate-led) cases. The video examples demonstrate the nuances of the virtual case interview and include feedback from an MBB coach. The sessions feature consultants or consulting candidates.

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Management Skills in Providing Solutions to Problems Case Study

• To find inspiration for your paper and overcome writer’s block
• As a source of information (ensure proper referencing)
• As a template for you assignment

Introduction

Case studies, theoretical overview, managerial skill, lessons and insights gained, reference list.

Management skills in an organization provide direction and facilitate achievement of goals. Challenges in the management can occur, and the management skills can be effective in preventing issues and providing solutions to problems. The following is a presentation of case studies and their possible solution. Theoretical overview, managerial skills and insights from the case study will also be discussed in the paper.

Listening case study

Listening is an important task in business and can have impacts on the organization. An analyst transfers accounts that were handled by a retired analyst. One of the clients whose account is transferred is Mrs. Crenshaw, a widow.

The two discuss her investments. Mrs. Crenshaw demonstrates fear that she did not have enough to support her in her old age, since she is in her late sixties. She demonstrates her interests in investing limited principle.

The analyst fails to note Mrs. Crenshaw fears and goes ahead to encourage Mrs. Crenshaw to invest higher principle which she quickly signs against. Mrs. Crenshaw was not interested in making changes and opted to be conservative.

Later on, the analyst faces the boss, David Sanders who after meeting with Mrs. Crenshaw son agree to delay changes. The analyst realized that he did not listen to Mrs. Crenshaw and he ended up losing the account to a senior analyst.

The analyst learnt his mistake of not listening and failure to detect the fears of Mrs. Crenshaw earlier. He may have been unable to note Mrs. Crenshaw concerns if he was unable to comprehend her perceived issue, had been given multiple tasks or had been overloaded with problems.

The significant task in listening was her fear in high risk investment, and lack of enough funds to sustain her. She signed the papers too quickly, and the analyst did not note that she was dissatisfied. The analyst can overcome the listening issues by increasing attentiveness, requesting for clarification and obtaining feedback.

Building teams case study

In his new job, Ben is placed in a new team. In his previous job, Ben tackled most of the team’s assignments alone in the team. He has high hopes of working in a team in his new job. Besides the team members having a great balance of diversity in specialization and background, the teams kick off well with good relationships and the members are assigned their work.

Communication plans and schedules are in order until the members are assigned individual work (Ckbooks.com, 2011). Before presenting the work, the team meets a day before to compile the work. Ben is disappointed since only one of the members has completed. The other team members had not completed their tasks.

Ben’s expectation of the team members is turned down, and he wishes he had tackled the team’s work individually. Not all members of the team are determined to achieve results. The team seems to be in social relationships that do not yield results at work. The problem occurred when the work was shared.

The situation could have been prevented if a meeting to check on progress was called a few weeks prior to the day of presentation. The issue can be solved if the team meets and they agree on presenting the best work. Consequently, the team can request for additional time to complete its task. The team should meet before presenting the final work. The group should encourage one another and complete the task as well as exhibit work that is well done.

Managing conflict case study

According to the case study, the employer and employees have a conflict on the management which can be resolved. The boss comes in late and reschedules the day’s program, which causes disorientation and wastage of time.

Time wasted causes the employee to be angry and dissatisfied with the days output. Confronting the boss on the issue is difficult and the employee fears that the boss might not change after all.

The frustration of disorganization can be alleviated if the employee seeks to understand the boss. They can initiate a conversation that will enable the employee get communication earlier in the day. In cases where communication and cooperation is not achievable, the employee can consider compromising.

The employee should avoid competition and choose to be understanding. Emotional communication should also be avoided. Moreover, assumptions should be evaded. Communication will be the most effective approach for the management conflict.

Power and politicking case study

Shane gains a promotion after demonstrating leadership skills. She is an excellent communicator and a skilled problem solver. Shane leads the team to solve decreased sales and mounting customer complains together with a team consisting of other employees. Shane’s presentation earns her a promotion. The team members distance themselves. Their behavior towards Shane changes too. The new position places Shane at a closer level with her boss Athena where their relationship is likely to be affected.

Shane’s performance in the given task seems to be the basis for the promotion. The management has confidence in his ability to be the leader. The rest of the team may perceive that Shane was given credit for the team’s efforts. Balancing of power in the organization will require communication from the senior management to avoid misunderstandings.

Raymond the manager should have made a clarification of Shane’s new position and stated what nature of relationship with the other managers will be expected. Shane can emphasize the team’s effort that was a success and encourage team work in his new position as they maintain the team spirit.

Leading and empowerment case study

Gail was hired in a manufacturing company as an office and production manager. Larry was her supervisor and the plant manager. In her new office, she learnt that employees were inefficient. Kathy one of the employees would come late, pick personal calls and request others to answer the calls in the office.

Larry demonstrated dissatisfaction with Kathy’s behavior in the office. Gail warned Kathy but, there was no change in her habit despite getting warning of termination from Gail. When Kathy was fired, she went to Larry’s office and after a long conversation; Larry said Kathy was not fired.

In another department, Gail made changes and the supervisor Maggie, failed to cooperate. Maggie revealed to Gail that she could only take instructions from Larry. This left Gail feeling undermined. Gail together with Larry ordered supplies for production. Larry was accused Gail of ordering, a task that Larry is in charge of.

The challenges Gail is facing can be overcome if Larry, the boss gains trust and confidence on Gail. There should be clarity in the hierarchy, and the responsibilities be clearly outlined. Healthy relationships can be established over time. Communication should be emphasized. The relevance of Gail position can be considered and then the reporting relationship be spelled out.

According to Friendman and Currall (2001, p. 32) conflict management skills are important in every organizational management. Conflict management consists of negotiations that lead to agreement. Conflict management enhances positive outcomes and reduces negative impacts involved in conflicts. Conflicts can be effectively managed if a balance between concerns for self and concerns for others are balanced. Successful conflict management leads to better results. Communication is an effective component of conflict management.

Reh (2011, p. 1) mentions that team building is an activity that involves motivating employees to work as a team and to view the benefits of team work as their personal benefits. Team building is a continuous process that requires participation of every team member. The team is rewarded as a group.

Cooperation and continued efforts are required for every member is made to understand the success of the team is their success. Setting goals and enhancing communication are important aspects in the team building. Team members can identify with the team’s success and gain motivation. Team members should be made to understand that their combined efforts will yield better results than individuals work.

Leadership and empowerment assists in increasing efficiency in the organization. A leader cannot be able to do all tasks without the assistance of their subordinates. A leader delegates work to be able to attain the organizational goals. A leader can motivate and empower others to accomplish tasks.

They need to trust and be confident that they will be able to achieve the desired results and support them when they need assistance. Communication increases clarity and facilitates the exchange of important information within the organization. Duties can be shared so that overlapping tasks and undesignated tasks are avoided. Responsibility is shared according to skills and ability (Holistic Management, 2008, p. 1).

Reh (2006, p. 1) indicates that listening is a significant skill in management. In communication, it is equally important to listen to others just as it is important to give information. Listening involves letting others talk as one pays attention. Therefore, the listener is able to deduce meaning from the person conveying the message. One can develop the correct perception of an issue and address a problem comprehensively by gaining more understanding.

Power and politicking in organization reflects in organizations. To have power means one can influence another. To increase one’s power in an organization, individuals have increased their skills and demonstrated that they are knowledgeable. Employees willingly support leaders whose power is acceptable than one who is coercive. Those who are able to politicize and gain the attention of their bosses as good at performance are able to gain promotion and power in an organization.

Management skills significantly aid in the achievement of goals and objectives in an organization. Management skills are important in production and management of the entire business process. Coordinating activities in an organization require the manger to have adequate information to make appropriate decisions.

Yau and Sculli (1990, p. 33) say that communication is an important skill that enables one to exchange information and gain more knowledge. Listening is part of communication and enables one to gain insights and derive meaning from provided information. Communication also involves making information available to the employees in the organization.

The vision and the goals can be communicated in advance. The hierarchical structure of the organization information can be provided. Individual’s role is clearly outlined to avoid misunderstandings.

Issues that arise in management can be solved, and the organizational goals be achieved. Listening to a client and understanding what they need is a managerial skill. Paying attentiveness and getting clarification is important in every business process. Team building requires motivation for every member.

The motivation can be achieved if every member sees the teams work as their success. Members should continually engage in team work for excellent results to be obtained.

Conflicts can be resolved if there is communication. To manage conflict, negotiations that lead to agreements and compromise are realized. Employees can master the politics and power relations in the organization and gain promotion. Gaining power over others may affect one’s relationship.

Employees can learn to maintain a relationship and recognize team work as collective success. Leaders can effectively delegate responsibilities and attain success. They can trust their employees to make the right decisions. Relationship between managers and their juniors can be clearly outlined.

The case studies provided demonstrate that challenges in management can be overcome. Essential skills as discussed include listening skills, team work, conflict management, understanding power and politics in an organization and adopting leadership and empowerment skills. Management skills improve performance and increase efficiency. Employees require motivation and can learn to maintain healthy relationships in the work place.

Ckbooks. (2011). Power and politics . Web.

Friendman, R. A., & Currall, S. C., (2000). What goes around comes around: The impact of personal conflict style on work conflict and stress . The international Journal of Conflict Management , 11 (1): 32-35. Web.

Holistic Management. (2008). Background information: leadership and empowerment . Web.

Reh, F. J. (2006). Listening is a vital management skill . Web.

Reh, F. J. (2011). Team building . Web.

Yau, W. S. L., and Sculli, D. (1990). Managerial traits and Skills. Journal of management Development , 9 (6): 32- 40.

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IvyPanda. (2019, March 28). Management Skills in Providing Solutions to Problems. https://ivypanda.com/essays/management-skills/

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IvyPanda . (2019) 'Management Skills in Providing Solutions to Problems'. 28 March.

IvyPanda . 2019. "Management Skills in Providing Solutions to Problems." March 28, 2019. https://ivypanda.com/essays/management-skills/.

1. IvyPanda . "Management Skills in Providing Solutions to Problems." March 28, 2019. https://ivypanda.com/essays/management-skills/.

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IvyPanda . "Management Skills in Providing Solutions to Problems." March 28, 2019. https://ivypanda.com/essays/management-skills/.

Case Manager Skills

Learn about the skills that will be most essential for Case Managers in 2024.

Getting Started as a Case Manager

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What Skills Does a Case Manager Need?

Find the important skills for any job.

Types of Skills for Case Managers

Client assessment and personalized planning, resource management and advocacy, communication and interpersonal skills, documentation and compliance, problem-solving and crisis intervention, top hard skills for case managers.

Empowering effective client care through specialized assessment, resource optimization, and adept use of healthcare technology and compliance standards.

• Client Assessment and Evaluation
• Knowledge of Healthcare Systems and Policies
• Resource Management and Allocation
• Case Documentation and Record Keeping
• Data Analysis and Reporting
• Legal and Ethical Compliance
• Crisis Intervention Techniques
• Treatment and Care Planning
• Utilization Review and Cost Containment
• Professional Software Proficiency (e.g., case management databases, EHR systems)

Top Soft Skills for Case Managers

Empowering case managers with empathy, critical thinking, and collaboration to navigate complex challenges and deliver compassionate care.

• Empathy and Compassion
• Active Listening
• Communication and Articulation
• Problem-Solving and Critical Thinking
• Adaptability and Flexibility
• Time Management and Organization
• Conflict Resolution and Mediation
• Cultural Competency and Diversity Awareness
• Teamwork and Collaboration
• Stress Management and Self-Care

Most Important Case Manager Skills in 2024

Client-centered approach, interdisciplinary collaboration, cultural competence and inclusivity, regulatory compliance and ethical standards, resourcefulness and problem-solving, effective communication and advocacy, technology proficiency, self-care and resilience.

Show the Right Skills in Every Application

Case manager skills by experience level, important skills for entry-level case managers, important skills for mid-level case managers, important skills for senior case managers, most underrated skills for case managers, 1. cultural competence, 2. active listening, 3. resilience, how to demonstrate your skills as a case manager in 2024, how you can upskill as a case manager.

• Advance Your Education: Consider pursuing a higher degree or specialized training in areas such as social work, psychology, or healthcare management to deepen your understanding and expand your expertise.
• Obtain Specialized Certifications: Acquire certifications like the Certified Case Manager (CCM) or Accredited Case Manager (ACM) to validate your skills and knowledge in the field.
• Embrace Technology and Data Analytics: Learn to utilize case management software and data analysis tools to streamline processes and inform decision-making.
• Develop Cultural Competence: Engage in training that enhances your ability to work effectively with diverse populations, understanding their unique needs and perspectives.
• Participate in Professional Networks: Join professional associations such as the Case Management Society of America (CMSA) to access resources, networking opportunities, and industry updates.
• Attend Seminars and Conferences: Stay abreast of the latest best practices and innovations in case management by attending relevant events.
• Enhance Communication Skills: Take courses or workshops focused on communication to improve your interactions with clients, healthcare providers, and other stakeholders.
• Focus on Self-Care and Resilience: Learn strategies to maintain your well-being and resilience, which is crucial for sustaining a long and effective career in case management.
• Volunteer for Diverse Caseloads: Broaden your experience by taking on a variety of cases, which can provide insight into different challenges and solutions.
• Practice Reflective Supervision: Regularly engage in reflective supervision to critically analyze your work, gain feedback, and identify areas for growth.

Skill FAQs for Case Managers

What are the emerging skills for case managers today, how can case managers effectivley develop their soft skills, how important is technical expertise for case managers.

Case Manager Education

More Skills for Related Roles

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Fostering customer loyalty and business growth through personalized relationship management

Leading customer satisfaction, ensuring service excellence through team management

Driving customer satisfaction and loyalty through proactive relationship management

Navigating healthcare networks, ensuring seamless patient referrals and care transitions

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Tourism Management M.T.M.

CSU's online master's in tourism management helps you develop your business management acumen, enhance your knowledge of industry practices, and understand the social and environmental impacts of global tourism — so you can live the lifestyle you love while working to create positive experiences for others.

Gain the advanced skills to thrive in an evolving industry

Global events, an evolving market, and new technology have all changed the way people engage in tourism activities. As a result, more consumers now seek regional experiences with greater personalization and a focus on sustainable, meaningful, and authentic experiences.

Start building the industry-specific knowledge you need to become a well-rounded leader in a tourism management role.

Learn a whole-system approach

Gain foundational skills as you study a holistic, integrated approach to sustainable tourism management. Explore technological and strategic business solutions that can help you operate a more agile, streamlined operation. Investigate the social and environmental impacts of this evolving industry as you learn to balance the ethical treatment of people and resources while running a profitable venture.

Throughout this master’s program, you will learn:

• Financial management processes and tools
• Effective marketing and communication strategies
• How to use data to gain insight and guide business decisions
• How to strategically and ethically manage both people and resources

Inspired by exploring the outdoors or regional cultures? Looking to align who you are with what you do? Tourism offers many options for shifting into a new career or advancing into a management role within the industry.

Build the specialized skills to make a meaningful impact on the world while doing something you love.

Gain a competitive career advantage with employers specializing in:

• Hospitality and resort management
• Outdoor and adventure travel
• Tourism management
• Destination management or marketing
• Event management
• Cruise management
• Agritourism

Start your own tourism venture

Our graduates have established roles in a variety of tourism settings all over the country and world. Some examples are numerous hotels, City Parks and Recreation Departments, and more specifically – Beaver Creek Resorts, The Cliff Lodge – Snowbird, Visit Fort Collins, Vail Resorts, U.S. Forest Service, Into the Vineyard - Wine-Inspired Travel, Adventure Sixty North, Natural Habitat Adventures, Colorado Forest Restoration Institute, Yellowstone Campgrounds, Cruise Norway, Steamboat Spring Chamber of Commerce, Universal Studios Beijing, and Taiwan Ministry of Tourism.

Graduates work in tourism positions relating to marketing, operations, event planning, and some have even founded their own companies. This program has helped students enter the tourism industry, as well as elevate their career if they were already in the tourism field.

"My online learning experience with CSU was amazing. All the professors were amazing and got back to me in a timely manner. They are so knowledgeable, helpful, and kind. They answered all my questions. I’m grateful to be part of this community."

Current role : Founder, Adumu Safaris

"The Tourism Management program at CSU significantly elevated my expertise in sustainable tourism and adventure travel and expanded my network of social entrepreneurs. With this knowledge, I established Adumu Safaris, a socially responsible safari tour company aimed at empowering my Maasai tribe in Tanzania through community-accountable ecotourism. CSU's training equipped me with leadership, finance, and sustainable tourism skills, which I now use to create transformative journeys for travelers."

Caroline R.

"My graduate program at CSU has been instrumental in my current position, where I oversee multiple departments within a hotel/lodge. The ski area management certification and M.T.M. skills I gained are vital in running a successful resort. Learning about resort finances, creating memorable guest experiences, and fostering guest loyalty have been invaluable. Connecting with professors, like skiing with one at Snowbird, provided valuable insights. My advice to current and prospective students: Engage with professors to gain informative career guidance. CSU's program equipped me with the knowledge and tools necessary for success in my industry, particularly in hotel operations and finance."

As a student in CSU’s online tourism management master’s program, you receive the same education, learn from the same faculty, and earn the same regionally accredited degree as students on campus. Additionally, you can expect:

• The Ability to Graduate in Less than a Year: In just nine months you can earn an industry-specific master’s degree that helps set you apart when seeking employment or advancement in the tourism industry.
• A Focus on People and the Planet: Learn to provide meaningful travel experiences for clients while making business decisions grounded in sustainability and social responsibility. Explore the types and extent of tourism impacts on natural resources. Discover methods for reducing the ecological footprint of tourism activities and destinations. Learn how to increase tourism's contribution to natural resource conservation while improving human welfare in the process.
• Preparation in Fact-Based Decision-Making: This program incorporates courses in global tourism policy (NRRT 662) and two courses in quantitative analysis (NRRT 601 and 602) to equip you with the knowledge needed to make smart, meaningful business decisions driven by data.

Alan Bright, Ph.D.

Alan's teaching responsibilities include on-campus and distance coursework for the M.T.M. program and courses in the natural resource tourism program. Alan's primary research interests center around theoretical applications of social psychological constructs toward the management of natural resources, including values, attitudes, behavior, and the complexity with which people think about issues. These constructs are also considered in the context of attitude and behavior change. Alan's teaching interests focus on development and administration of coursework in the tourism undergraduate and graduate programs.

Christina T. Cavaliere, Ph.D.

Cavaliere is an environmental social scientist with a focus on linking tourism and biocultural conservation. Her areas of research involve the human dimensions of socio-ecological systems including tourism impacts. She serves as an Assistant Professor of Human Dimensions of Natural Resources in the Warner College of Natural Resources at Colorado State University in Fort Collins, Colorado. Dr. Cavaliere investigates aspects of sustainability and climate change impacts related to gender, conservation, aviation, wildlife, and governance. View Dr. Cavaliere’s full bio .

Stuart Cottrell, Ph.D.

Stuart teaches courses in ecotourism, sustainable tourism development, protected area management, and research in human dimensions of natural resources. His research focus includes sustainable tourism, travel and tourism behavior, visitor impact management, and public perceptions of landscape disturbance issues. Present projects involve a National Science Foundation grant to examine land management agency and water provider perception of pine beetle impacts on water quality. As a former resident fellow with the School for Global and Environmental Sustainability, Stuart conducted a preliminary study of the impacts of mountain pine beetle infestation on recreation and tourism, which led to the present NSF project. One of the highlights of Stuart's teaching involves the monitoring of diseased corals and volunteer based conservation projects for an NGO in the Bahamas.

David Knight, Ph.D.

David has developed a unique transnational skill-set in sustainability and tourism management living and working in the U.S., Spain, the Philippines, Peru, and China. Drawing from experience as director, educator, researcher, consultant, collaborator, and confidant, David’s growing university-level leadership underscores his passion for partnerships and diversity in working with real-world organizations and communities to provide tangible, experiential learning opportunities for students. His research and consulting projects for organizations operating from local to international levels have analyzed a variety of sustainability and tourism issues pertaining to National Parks, Chinese tourist behavior, marine protected areas, and rural (e.g., Machu Picchu) community development. Ultimately, David hopes to employ his experience, compassion, and intellect to support institutions of higher learning in empowering diverse communities through exceptional outreach, student recruitment/retention, advising, teaching, and research activities.

Mike Manfredo, Ph.D. Head

Michael’s research focus is on understanding human thought about wildlife and natural resources. The goals of his current research program are: to increase the availability of human dimensions information relevant to wildlife and natural resource management; to provide for increased understanding of the role of human dimensions information in natural resources decision-making; to facilitate the integration of human dimension information into the natural resource decision-making process.

Dr. Sarah Walker

Dr. Sarah Walker’s research uses an environmental justice lens to investigate the role well-being can play in helping us better understand people’s relationships with their environments. Specifically , she studies human well-being in the context of climate resilience and adaptation in vulnerable communities around the world. Her work also investigates the well-being benefits of spending time in nature. Sarah received her PhD from Colorado State University and is currently completing her post-doctoral training at University of Colorado Boulder. She’s an avid hiker and cyclist, and loves being in the classroom with students.

Lina Xiong, Ph.D.

Lina Xiong is an assistant professor in the Department of Human Dimensions of Natural Resources. She is also called "Dr. Bear," because her last name in Chinese means bear. Dr. Bear came to the U.S. in 2006 from mainland China. Lina completed her Ph.D. in Business Administration from Temple University in Philadelphia. Before coming to CSU, Dr. Bear had taught many business courses in the College of Business at Marshall University. Her teaching assignment at CSU includes tourism strategic management, tourism marketing, and advanced lodging in the Master of Tourism Management program. She is also responsible for developing several M.T.M. courses in mandarin. Dr. Bear's research interests include service management, internal branding, employee brand motivation, and customer loyalty. She has published several articles in hospitality management journals. Recently, Dr. Bear's dissertation, titled, "Employee Brand Internalization: The Central Route to a Brand Aligned Workforce," has received a Highly Commended Award of the 2014 Emerald/EFMD Outstanding Doctoral Research Awards in the Hospitality Management category. This is a prestigious international annual award presented by Emerald and the European Foundation for Management Development (EFMD). She has worked in hospitality and tourism businesses in both China and the U.S.

What is tourism management?

Tourism management is a field of study that explores the theory and practice of creating, overseeing, and marketing tourism ventures. Management professionals in the tourism industry typically require skills in leadership, finance, and business operations. The online tourism management program offered by CSU has a unique focus on natural resource management and tourism policy.

What can I do with a degree in tourism management?

As the industry continues to evolve, there are many new and unique opportunities for professionals with an advanced tourism management degree. Graduates of the online Master of Tourism Management program will be qualified to work in fields that include: hospitality and resort management, outdoor and adventure travel, event management, agri-tourism, ecotourism, and more. Anyone intending to create their own tourism enterprise will also benefit from completing this program.

Why study tourism management?

There are numerous rewarding career opportunities in the tourism industry for people with the right skills. In the U.S. alone, tourism supports more than 15 million jobs and generates nearly $2 trillion in economic output, according to the U.S. Travel Association. Working in this industry is often appealing to individuals with a passion for travel, exploration, adventure, and the outdoor lifestyle. The primary goal of tourism ventures is to provide customers and clients with positive experiences.

What jobs can I get with a tourism management degree?

Graduates of the tourism management master’s program gain the managerial skills to create entrepreneurial ventures, or take leadership roles in the industry. Career opportunities in tourism management range from agri-tourism to hospitality and resort management. Students gain the skills to build careers as tourism program directors, event coordinators, sales managers, account executives, marketing managers, customer experience managers, and many others.

What is the average salary for hospitality and tourism?

Salaries vary widely in the hospitality and tourism industry depending on the specific job, region, and other factors. According to Glassdoor, the average annual salary (U.S.) for a tourism marketing manager is $80,673, and the average salary for a hotel manager is $59,461. The median annual salary for a resort manager is $46,342, according to PayScale.com.

What is sustainable tourism management? What is ecotourism management?

Sustainable tourism management is an approach to the business of tourism that values the environment and social responsibility as much as profit. Ecotourism is a subset of sustainable tourism that primarily focuses on exotic, remote, and/or threatened natural areas such as rainforests, coral reefs, and other fragile ecosystems. The typical goal of ecotourism is to promote the conservation of these areas by helping tourists experience them while creating minimal or no environmental impact. A portion of profits from some ecotourism ventures may also be used to help fund various conservation efforts.

Can I get a graduate certificates along with this master’s degree?

Yes. You can apply up to 12 credits of the Communication for Conservation certificate toward the Master of Tourism Management degree.

What is the average timeframe to complete the program?

The online Master of Tourism Management can be completed in two semesters. However, for students who are working full-time, this is likely an unrealistic timeframe. The average student completes the program in two years, but some students may take longer. The flexible, online program allows you to earn your degree at a pace that suits your lifestyle and goals.

Are summer classes an option?

No. All coursework in the program is during the fall and spring semesters.

What fees should I expect to pay in addition to tuition?

In addition to the tuition, students will pay a $32/semester technology fee. There will also be an added cost for books and texts.

The Master of Tourism Management requires completion of 30 credits, with a minimum of four elective credits.

All courses are eight weeks with some courses offered the first part of a semester and others in the second part of a semester. Please work with a Program Coordinator to determine your approved course plan:

Kathryn Metzger Program Coordinator, Tourism Enterprise Program (970) 491-7617 [email protected]

Linda Sawyers Program Coordinator, Tourism Enterprise Program (970) 491-7592 [email protected]

M.T.M. Curriculum

Fall semester: first 8-week session.

• NRRT 600 – Tourism Industry Concepts and Practices (2 cr.)
• NRRT 620 – Organizational Management in Tourism (2 cr.)
• NRRT 655 – Tourism Marketing Concepts and Applications (2 cr.)
• NRRT 679A – Current Topics in Nature-Based Tourism (1 cr.)

Fall Semester: Second 8-week Session

• NRRT 608 – Nature, Outdoor Recreation - Human Well-Being (2 cr.)
• NRRT 615 – Sustainable Tourism Development Foundations (2 cr.)
• NRRT 650 – Financial Management in Tourism (2 cr.)
• NRRT 679B – Current Topics in Nature-Based Tourism (1 cr.)

Spring Semester: First 8-week Session

• NRRT 601 – Quantitative Analysis in Tourism I (2 cr.)
• NRRT 677 – Project Management and Event Planning (2 cr.)
• NRRT 671 – Strategic Management for Travel and Tourism (2 cr.)
• NRRT 567 – Tourism Entrepreneurship (2 cr.)

Spring Semester: Second 8-week Session

• NRRT 609 – Tourism and Conservation (2 cr.)
• NRRT 625 – Communication/Conflict Management in Tourism (2 cr.)
• NRRT 678 – Tourism Leadership (2 cr.)
• NRRT 667 – Applied Experiential Learning in Tourism (2 cr.)

Elective Options:

Students can take the electives listed below or other electives may be approved by an advisor.

You may substitute some of the M.T.M. courses with electives from the Communication for Conservation graduate certificate program.

The are some additional options, such as RRM 520 – Lodging Management , available as well. Please contact your Program Coordinator to determine your approved course plan.

Application Deadlines

Start your application online and upload materials directly into the online system. You can save your progress and return any time.

Applications are reviewed once they are completed. You can expect to be notified of your application status within two weeks of submitting all application materials.

1 Review Admission Requirements

The tourism management master's degree requires that students have the following:

• Bachelor's degree from a regionally-accredited institution.
• A 3.0 GPA on all undergraduate coursework. For applicants who do not meet the 3.000 cumulative GPA requirement, this is an alternative admission pathway. Applicants can gain formal admission if they have a cumulative GPA between 2.800 and 3.000 or have a cumulative GPA below 2.800 and have taken six credits of regular, graduate‐level coursework (500 level or higher) at CSU and obtain a B or better in all courses.
• GRE scores are not required.

2 Prepare Application Materials

• A Statement of Purpose essay describing how this program aligns with your goals and why you’re applying for this degree.
• Your Resume or Curriculum Vitae (CV).
• Two letters of recommendation (generally from professional or academic references).
• One transcript from EACH university attended (if previous course work has been completed at Colorado State University-Fort Collins, transcripts are not required).

Please Note: Students may be unconditionally admitted and registered in their first semester of courses with an unofficial transcript. Official transcripts must be submitted, prior to or during your first semester, before you can register for your second semester of graduate work. Failure to meet this condition will result in your dismissal from the Graduate School.

• Digital Transcripts must be submitted by the originating institution using a secure service such as parchment, eScrip-Safe, the National Student Clearinghouse, or e-Quals. Transcripts received via e-mail are considered unofficial. Use institution code 4075 for Colorado State University or [email protected] if the secure service requires an email address.
• Graduate Admissions
• Colorado State University - Office of Admissions
• 1062 Campus Delivery
• Fort Collins, CO 80523-1062

3 Complete Online Application

Complete the online graduate application and pay the nonrefundable application processing fee (payable online). As soon as you have completed the required information, please submit your application. Your application will not be reviewed until it is complete and all required materials have been received.

• Select "Tourism Management (M.T.M.) – Distance" when choosing the program of study.

4 Request Official Transcripts

Request one official transcript of all collegiate work completed from all institutions attended. Transcripts from Colorado State University are not required. Transcripts must be received directly from the originating institution to be considered official.

Electronic (preferred): Digital Transcripts must be submitted by the originating institution using a secure service such as parchment, eScrip-Safe, the National Student Clearinghouse, or e-Quals. Transcripts received via emails are considered unofficial. Use institution code 4075 for Colorado State University or [email protected] if the secure service requires an email address.

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RN Case Manager - Federal Employee Plan

How is this role important to our work.

Utilizing key principles of case management, the RN Specialist will research and analyze the member’s health needs and health care cost drivers and will work closely with an interdisciplinary care team to ensure members have an effective plan of care that leads to optimal, cost-effective outcomes. Leveraging clinical expertise, strong critical thinking skills and a keen business sense, the RN Specialist will work closely with the member and their family to avoid unnecessary hospitalizations and emergency department utilization, optimize site of care whenever possible, and ensure evidence-based treatment is being applied. An experienced case manager with managed care experience will be successful in this role.

A Day in the Life:

• Receives referral for member identified with high cost, complex medical conditions and telephonically outreaches to the member, family and providers to engage in complex case management program.
• Conducts clinical assessments with members and providers utilizing motivational interviewing; gathers, analyzes, synthesizes and prioritizes member needs and opportunities based upon the clinical assessment and research and collaborates with the interdisciplinary care team to develop a comprehensive plan of care.
• Collaborates and communicates with the health care team; e.g. member, family, designated representative, health care provider on a plan of care that produces positive clinical results and promotes high–quality, cost effective outcomes.
• Identifies relevant BCBSMN and community resources and facilitates program and network referrals.
• Monitors, evaluates, and updates plan of care over time.
• Ensures member data is documented according to BCBSMN application protocol and regulatory standards.
• Maintains outstanding level of service at all points of customer contact.
• Understands the strategic and financial goals of the department, complex care management teams, and the enterprise
• Knowledgeable of health plan operations (e.g. networks, eligibility, benefits)
• Promotes innovative solutions to improve day to day functions and enhance the overall operation of the department.
• Collaborates with interdisciplinary care team to develop a comprehensive plan of care to identify key strategic interventions to address member’s needs and health care cost drivers.
• Engage providers telephonically in reviewing and understanding treatment plans, including alignment with benefits and medical reimbursement policies to facilitate optimal treatment plans, care coordination, and transition of care between settings. 
• Identifies and implements cost saving opportunities to ensure optimal and cost-effective health outcomes.

Nice to Have:

• 2+ years of managed care experience; e.g. case management/health coach, utilization management and/or auditing experience (may be included in the 5 years relevant clinical experience)
• Cultural competency.  Experience working across races and cultures .

Required Skills and Experiences:

• Registered nurse with current MN license and with no restrictions
• All relevant experience including work, education, transferable skills, and military experience will be considered.
• 5 years relevant clinical care experience
• CCM Certificate or ability to obtain within 3 years of starting in the position
• Excellent telephonic skills  
• Keen business skills          
• Excellent communication skills
• Excellent conceptual thinking skills
• Excellent relationship management skills
• Excellent organizational skills
• Computer application proficiency
• Strong resiliency and flexibility skills
• Excellent research, analytical, and creative problem-solving skills
• Flexibility to work varied hours

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