Barbara Case 

: Documents

1.
Question 01: What are the problems at GSU
            The major problems which are present at General Surgery Unit (GSU) have been the
fact that the unit has been short staffed; the employee morale has become low, stress levels
amongst employees have increased quite drastically. The unit has been facing lowest
employee satisfaction scores.
            Along with this, the turnover ratio has also been the highest amongst all the
departments at Eastern Massachusetts University Hospital (EMU). The problem with GSU
has increased to the level the patient satisfaction scores have been decline at an alarming rate.
The relationship amongst the nursing staff been quite cold and reserved, where no one is
actually ready to help another employee. The unit has been famous for its culture where the
blame game, favoritism and confrontation have been quite a normal method (Boris, 2009).
            In addition to this, another issue at GSU has been the problem of overtime which has
been stopped by the management because of the cost cutting measures. This has made the
matters worse because quite frequently the nurses are on sick leave or they need vacation for
personal reasons, for which Barbara couldnot offer the other staff members an additional pay.
Barbara Norris Leading Change in the General Surgery Unit Case Solution & Answer
            Therefore, in the absence of an RN, she had to call upon an RN from the general float
pool. As they were not completely aware of the specific procedures and care protocol
therefore, it added to the negative effect on the quality of patientcare and also on the staff
dynamics (Boris, 2009).
Question 02: How well does GSU’s reward system fulfill (a)? How well does GSU’s
culture fulfill (b)? How well does GSU’s design-of-jobs fulfill (c)? How well does GSU’s
performance management system fulfill (d)?
            The reward system GSU has not been a very effective one. The employees who are the
nurses feel that they do not get fair reward for their work and their dedication. The nurses
believe they work for humanity and in return they do not get the remuneration they actually
deserve, therefore, it can be said that the reward system at GSU is not performing efficiently.
            The culture has also been quite healthy and positive in the past, where the nurses
interacted with each other regularly. The motivation was quite pivotal in the past where each
nurse was committed to support others; however, things have changed where the support has
actually been quite limited and the nurses have become more introvert.
            The design of job at GSU has been the one major factor of motivating the nurses. The
profession of nursing is all about the passion and desire to serve the humanity. Therefore, it
can be considered as one of the major modes of motivation amongst the nurses. The job
description has been one satisfying element at the GSU.
            Finally, the performance management system at GSU has been quite an issue of
demotivation. Nurses felt they were not given the just reward for their efforts. Along with
this, since the concept of overtime has been eliminated, therefore, the nurses feel even more
demotivated because they do not get paid for extra work or service.
Question 03: How has Barbara Norris done in her first month as Nurse Manager at
GSU? Was she a good choice for the position? Why or why not?
            Barbara Norris has made quite a few efforts in order to align herself with the GSU
unit. She basically decided to run an offsite for the GSU staff. The idea behind this concept
was to actually provide a forum for discussion among members and to develop the unit to
become reactive. She created an open forum for the nurses where they can discuss all their
issues and interact with each other.
            Barbara Norris can be considered as a good choice for the management position
because, because not only is she a graduate from the same school, but she also has friendly
terms with the previous manager Betty Nolan at GSU. Therefore, she could easily contact her
to know the details about her experience at GSU. Nolan can guide her and make her aware
about all the possible situations she might handle at GSU, therefore it can be said that Barbara
is a reasonable choice for the position………………………

2.

The major facts of the case that focus on organizational behavior are as follows:
            Since Barbara Norris has taken over the managerial role at Eastern Massachusetts
University Hospital (EMU), the different issues have actually come up which have made the
department go down in terms of performance. The case indicates that the overall departmental
performance has been on a decline because of the increasing turnover, low morale and poor
communication amongst the nurses.
            On part of the management, Barbara Norris who has been appointed recently as the
manager of the unit is not only concerned with the current situation, she is also wondering
how she can actually overcome the issues and makes the department work along the lines of
being a rather positive and profit oriented unit.
Context
            The dynamics of the situation of the presented case indicate that the GSU has been
facing issues related to organizational behavior. The context indicates that the nurses and the
management were facing different issues. The culture has also been quite healthy and positive
in the past, where the nurses interacted with each other regularly. The motivation was actually
the most pivotal part at GSU in the past where each and every nurse was committed to support
others. Things however, have changed where the sustainability among the nurses has reduced
and become limited and the nurses have become more introverts.
Problems
            The major problems which are described in the case indicate that General Surgery
Unit (GSU) has been the facing the short staffed; the employee morale has become low, stress
levels amongst employees have increased quite drastically. The unit has been facing lowest
employee satisfaction scores.
            Moreover, the turnover ratio at the department is also the highest as compared to other
unites at Eastern Massachusetts University Hospital (EMU). Along with this, GSU has been
facing the issue of increased patient satisfaction scores have been reduced at an alarming rate.
The connection between the nursing staff wit fellow colleagues has been quite cold and
reserve, where no one is actually ready to help another employee. The unit has been renowned
for its culture where the element of favorism has been quite evident and the nurses feel
deprived off being motivated by the management.
            In addition to this, another issue at GSU has been the problem of overtime which has
been stopped by the management because of the cost cutting measures. This has made the
matters worse because quite frequently the nurses are on sick leave or they need vacation for
personal reasons, for which Barbara could not offer the other staff members an additional pay.
Proposed Solutions
            Based on the above presented issues, the possible solutions or the alternatives for the
problem faced by the General Surgery Unit (GSU) are as follows: 
Hiring new staff:
            As the case states, the unit has been facing the issue of high turnover and low retention
of employees. The unit has been under severe pressure where Barbara Norris is unable to find
a replacement for the nurses that have left the unit. As the case states, she is restricted to hire
new nurses; therefore the issue has actually risen at the General Surgery Unit (GSU).
            To overcome this issue, the most appropriate method shall be to hire more nurses.
Although it might incur cost, but in the long run it shall reduce the increasing and excessive
work load of the current nurses. As the case states, if a nurse was on off, Norris could not find
a replacement because of the limited staff, therefore, the most obvious alternate where the
nurses have been feeling excessive stress has led to high turnover. In such a situation, hiring
new staff can be one of the most potential and feasible solutions.
Stronger Communication:
            As the case states, the relationship amongst the nursing staff been quite cold and
reserved, where no one is actually ready to help another employee, to overcome this issue, the
department should conduct regular meeting and interactive sessions amongst the nurses so
that they shall come closer to another. Moreover, by strengthening the communication, it shall
help in reducing the amount of blame game nurses have been into where they have been not
supporting each other................
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3. Lien slides
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4.

Grew up in a little town in Western Massachusetts in USHer female parent and grandmas
were nurses. and she developed a deep regard and esteem for the profession at an early phase.
By the clip she entered high school. she wanted to be a nurse Graduating with awards from
the “Nursing Program” at Eastern Massachusetts University. Start the work at EMU –
Emergency Room ( x4 year )

Move to EMU – Trauma Unit ( x1 year )Pregnant with her first kidChange the work in Part-
time footing.

1~2 displacements per hebdomad ( Several year ) Pregnant with her 2nd kidFull clip
homemaker and concentrated on her immature household. give up her work After her childs
were in grade-school ( primary school ) . she resume back to the Full-time Nurse at EMU –
Trauma Unit ( x? year ) When her childs entered high-school. Barbara began the coursework
for “Master Program in Nursing and Health Care Administration” ( Barbara’s mentor & A ;
friend. Betty Nolan. her nurse director. besides promote her to prosecute the Masterss in
Nursing Administration ) After Barbara completed the plan.

Nurse director from EMU’s GSU announced her retirement. Barbara applied for this vacancy

Reason1: She welcomed the chance to present at EMUReason2: She want to take the
challenge to turn the unit about After a series of interviews with different parties ( inc. EMU’s
Nursing Director & A ; Administrative Leadership ) . Barbara was offered the occupation and
go the Nurse Manager in EMU’s GSU Betty Nolan ( Barbara’s wise man. trusted friend & A ;
nurse director ) advise her that don’t take the offer. she value Betty’s advise but she
Confirmed to Travel Ahead because of she would wish to take the new challenge in her
calling. every bit good as the GSU Job was a good chance for her to the following measure
Nursing Director. John Frappewell congratulated her and hope that she can turn around GSU
and make it fast Economy is in the downswing. as the result…

Impact 1: EMU’s gross decreased aggressively while costs continued to increase Impact 2:
Hospital leading squad make a hard determination to steer the infirmary through the economic
crisis and maintain it remain afloat. Impact 3: Freeze hiring. halt Over-time allowance and
decreased displacement derived functions. Barbara takes the new function but incubus merely
get down …

Barbara’s NetworkBetty NolanBarbara’s Ex-Boss ( before she takes the new function )Job
Role: Nurse Manager at EMU – Trauma UnitMentor & A ; Trusted FriendPromote her to
prosecute the Masters in Nursing and Health Care Administration. Betty advised to Barbara
“Do non take the occupation. GSU is a lost cause. Spare yourself the heartache and
aggravation”

John FrappewellBarbara’s New-Boss ( After she takes the new function )Job Role: Nursing
Director at EMUExpect she can turn around the unit ( i. e. GSU ) and turn it fast

Barbara’s Role & A ; ResponsibilityJob Role:Nurse Manager at GSU’s ESU for 1 month
merely

Duty:Pull offing the StaffSchedulingSpecify the budget for the unit

Entire x33 individual staffx25 Registered Nurses ( RN )x8 Patient Care Assistants ( PCAs )

Staff Turnover Ratex2 RNs left since she take the Nurse director function in the first month
x3 RNs left anterior she join the unit in six months before( Hiring replacing is non allowed
because of late instituted hiring freezing at EMU )
GSU’s employee one-year public presentation reappraisal mechanismEx-Nurse
ManagerStaffs’ one-year public presentation reappraisals are uncomplete. inaccurate & A ;
non-transparent

New-Nurse Manager ( i. e. Barbara )Regular informal check-ins and formal one-year

reappraisal is a critical direction tools Open communicating is necessaryTransparent
reappraisal system required

GSU’s ProblemBarbara ( GSU’s Nurse Manager )TiredOverwhelmed

Persons ( GSU’s Teammates )OverworkedEmployee Stress Level were highEmployee morale

are LowSenior nurses were frequently critical and complained the newer nurses behind their
dorsum instead than assisting and mentoring them Different unit’s RNs ( include both new
and more tenured nurses ) w ere frustrated with the GSU’s PCAs that they had unequal
preparation and skill sets Unfair and non crystalline degrees of public presentation reappraisal
process Work isn’t acknowledged and part does non experience valued. no affair this is verbal
or compensatory for her attempt Not plenty chance to larn and turn

No one genuinely defends their involvements or advocators on our behalf Job is going more
disposal centered instead than patient centered.

Team ( GSU as a whole )Lowest employee satisfaction tonssHigh turnover and low keeping
rates among all of the other sections at EMU Even though the patient satisfaction tonss were
mean now. but tends to be Worsening steadily over the past few old ages Infamous for the
civilization of confrontation. struggle. blaming. and favouritism. relationship Dissatisfaction
with staffing

Small input on affairs that affect us greatlyLack of coaction and teamworkInterpersonal and
intergroup struggleDoctors non respect nurses ( e. g. handle them like order takers instead
than care givers ) Administrators care more about money than patient attention

Relationship were tense non merely between the nursing staff ( i. e. internal ) but besides with
many unit’s go toing doctors Economy is in the downswing. as the result…Impact 1: EMU’s
gross decreased aggressively while costs continued to increase Impact 2: Hospital leading
squad make a hard determination to steer the infirmary through the economic crisis and
maintain it remain afloat. Impact 3: Decreased displacement derived functions.

Impact 4: Cost cut for Over-Time Allowance ( Great impact if the nurses who were ill or
needed to take personal or holiday clip. Barbara could non offer over-time to her staff to cover
such absences but alternatively … Fully rely on RNs from the general float pool ( limited
resources ) RNs from the general float pool were non familiar with the unit. it specific
processs and attention protocols. Additional negative effects on staff kineticss and quality of
patient attention Impact 5: Short-handed ( Hiring the replacing are non allowed because of the
late instituted hiring freezing at EMU )

Trauma Unit Atmosphere( Barbara’s ex-working topographic point )Close-knit group who
worked good together as a squadColleagues are friends ( tiffin or dinner together. even have
socialized outside of work ) Helping civilizationEvery teammates respect and well-liked Betty
( i. e. Harmony atmosphere ) High repute from Betty. the Nurse Manager from Trauma Unit
in EMU. Betty earned the repute as a antiphonal director who acknowledged her staff and
sought their input on of import determination relevant to the unit

GSU’s Off-site Meeting( like townhall meeting )AimSupply a forum to get down the
treatment between GSU’s staff and Barbara Inspire the beginning of the “Turnaround” state of
affairs

ParticipantsGSU’s staff who need non on responsibility and able to go to the Off-site meeting

Procedure ( Original: 1hr = & gt ; Now: 1. 5hrs )Each teammate write down 2~3 things that
most defeated or trouble oneself them Brabara reexamine the remark one by one and name
down all the issues After consolidate all the input. Barbara asked if anyone would wish to
portion the remark / followup ( Result: Wholly Silence ) Asked 2nd clip ( Consequence:
Again…Completely Silence )

Sharing from the Teammates( inc. Megan Mahoney > Jennifer Goodwin > Louise Scribner )
Barbara tried to shut the session and inquire if anyone have any effectual solution? Silent once
more and she make some proposal

Feedback ( General )Lack of coaction and teamworkInterpersonal and intergroup

struggleDoctors non respect nurses ( e. g. handle them like order takers instead than care
givers ) Administrators care more about money than patient
attentionFavoritismDissatisfaction with staffingDegrees and public presentation reappraisal
processSmall input on affairs that affect us greatlyNo one genuinely defends our
involvements or advocators on our behalfS

Feedback ( Persons )Megan Mahoney:Role & A ; Responsibility: Nursing school

alumnusDuration: Work in this unit about a twelvemonthRemarks: Upset with some Senior
Nurses – Not plenty chance to larn and turn ( Often get the indirect negative messages and
feedback behind her. maintain her feeling that everything go incorrect but won’t reference to
her straight or in a straightforward manner )

Jennifer Goodwin:Role & A ; Duty:Strong accomplishment set particularly with new

engineerings andFantastic bedside modeWilling to give the aid to others who work in this
unitDuration: Work in GSU for 10 yearRemarks:Upset with the bing public presentation
reappraisal procedure. as the consequence no “Feedback” is provided from the director Unfair
wages system and does non seems to honor the good performing artists ( same one-year salary
addition irrespective how’s the public presentation ) Work isn’t acknowledged and part does
non experience valued. no affair this is verbal or compensatory for her attempt

Louise ScribnerRole & A ; Duty:Delivered really good attention to patientsBut Resistant to

ChangeQuick to complaint and come across every bit scratchy to her colleagues Duration:
[ electronic mail protected ]= [ electronic mail protected ]+ [ electronic mail protected ]
Remarks:Job is going more disposal centered instead than patient centered Frustrated on non
adequate clip to make her work. such that she need to make up one’s mind which attention
she can give Reason 1: Not enough nurses

Reason 2: Staff are non experience plenty ( Iraqi National Congress. Junior nurses & A ;
PCAs )

Suggestion from BarbaraInvolve everyone for staffing determination during the squad
meeting ( e. g. engaging determination for a nurse or secretarial helper to treat the paperwork
in the Saturday afternoon. this is what they have for Full Time Equivalent FTE ) Open and
crystalline treatment with the squad ( e. g. how much budget we have. how to apportion in
each countries. even how to cut resources ) Interpersonal and intergroup struggle

Learning CycleImportant v. s. UrgentHow to use larning rhythm to Barbara’s state of affairs?

What the undertakings that are of import and pressing which you would manage with
precedence if you were in Barbara’s place? Concrete experience ( Experiencing ) :Refer to
“GSU’s Problem” – After Barbara became the nursing manager. she experienced GSU’s jobs
first manus. Before she joined the occupation. she got information on the state of affairs via
her web ( Betty Nolan and John Frappewell )

Brooding observation ( Reflecting ) :Barbara took the jobs on board and arranged off-site to
listen to her staff and explore possible solutions

Abstract conceptualisation ( Abstracting out ) :Refer to above table – “Suggestion from

Barbara” . Barbara made suggestions to the issues raised by her staff in the offsite and asked
her squad for buy-in on execution

Active experimentation ( Experimenting ) :Not mentioned in the instance – this should be the
execution phase after Barbara’s suggestions have been accepted by her squad

Undertakings which are defined as “important and urgent” : crises. pressing jobs. deadline-
driven undertakings Refer to “GSU’s problems” – single jobs should be given precedence
Easier to get down with persons – to understand their jobs ( attention and empathy ) Pressing
jobs as stress degree is high and staff morale is low – more nurses may discontinue and
Barbara can non afford farther loss of staff A formal assessment system should be introduced
to every single – clear aims for each person. apprehensible and just compensation system to
actuate the squad to set in more attempt A acquisition and development program should be
prepared for every person to increase transparence of their calling waies 1

PassageOrganization Analysis FrameworkSuccess follow by FailureWhat type of Transition

Barbara is confronting?Passage Phase:Passage from a “Nursing Program graduate” at Eastern
MassachusettsUniversity to “Registered Nurse ( RN ) ” at Emergency Room > Focus on the
Technical Tasks like how to take care the patient and work with the squad at Emergency
Room Transition from “RN” at Emergency Room to “RN” at “Trauma Unit > Keep focal
point on proficient Tasks ( i. e. occupation nature still be the same ) but environment. people
and proficient country have changed. Passage from “Full-Time RN” to “Part Time RN” after
she give the birth > Keep focal point on proficient undertaking but her focal point was shifted
to the household instead than work Passage from “Part-Time RN” to “Full clip housewife”
after she give the birth for her 2nd kid > Give up her calling life and focal point to her
household Passage from “Full Time housewife” back to Full-Time “RN” at Trauma Unit>
Focus on Technical Tasks at Trauma Unit as what she worked before Passage from “Full-
Time Nurse” at Trauma Unit to “Nurse Manager” at GSU after she alumnus from the Nursing
and Health Care Administration Master class > Focus more on interpersonal undertakings
instead than proficient work

After Barbara on-board. what is the cardinal nonsubjective and outlook from her foreman.
John Frappewell ( Nursing Director at EMU ) ? And what type of passage GSU is
confronting? GSU Transition John & A ; Barbara understand that there have tonss of jobs in
GSU nowadays ( inc. Infamous for the civilization of confrontation. struggle. blaming.
favouritism. relationship job. etc ) . John expected that Barbara can take the squad to do the
passage and aid to turn around the current state of affairs fast.
Definition of “Turnaround”The squad have tonss of issues presents and direction squad
attempt to specify some scheme and action program to repair the issues and restart the
operation back to normal

Barbara’s attackUnder the “Turnaround” state of affairs. this is necessary to give the “Hope”
to all her staff in order to get the better of the feeling of desperation. In add-on. motive and
reenergize them are some possible ways help to repair the issue. In order to setup a good
starting point to turnaround the current state of affairs. Barbara have setup an off-site meeting
with her squad to put to death her program:Supply a forum to get down the treatment between
members of the unit Inspire the beginning of the “turnaround”

What challenge Barbara is confronting during the passage?Sink or swim mentality – Zero
support ( human resources and budget ) . mentoring and counsel from her direct study ( John
Frappewell. Nursing Direction at EMU ) . merely allow her pull off the work by herself even
non give her a clear way. end scene and outlook Leadership development – Zero preparation
or support is provided to Barbara Today’s capablenesss are frequently non what you need
tomorrow – Barbara’s state of affairs even worst because of her occupation was switching
from the proficient undertakings to the interpersonal undertakings. which is wholly irrelevant
from her old on the job experience. Flat. fast organisation have reduced mentoring – Flat
construction like GSU’s subordinates wholly reported to her but she’s study to the Nursing
Director at the same clip. “Hazing mentality”

Group: Problem Solving Skill & A ; Decision MakingN/AGroup decision-making procedure

is non applicable in this instance because: The squad is non required to do determination on
turning the state of affairs around – merely Barbara is Trust. resonance and bonding have to
be built before any effectual determination could be made ( hold to decide squad struggles
foremost )

But Barbara could better future group decision-making procedure after work outing all the
pressing jobs by the followerss: Establish a consequences goaded constructionClear functions
and duties in the determination devising procedure Be transparent in
communicationsEstablish norms to ease sharing of all informationConstruct a collaborative
climePromote the sharing of alone informationReinforce members for sharing conflicting or
negative information Create an unfastened civilization to construct trustGive the squad
member certain grade of liberty to do determination

Individual: Problem Solving Skill & A ; Decision Making

Don’t think the theories in the notes are applicable to this instance though Barbara is seeking
to work out the problems… She doesn’t have any pick but to repair the job so fundamentally I
don’t believe she has determination to make… re the job work outing. I think we already
cover under assorted subdivisions. like motive / transition…

MotivationWhat is Barbara’s motive taken the new function even she realize that the squad
has tonss of jobs? Intrinsic Motivation:1 ) Born to be a nurse ( Her female parent and
grandmas were nurses. she developed a deep regard and esteem for the profession at an early
phase ) 2 ) She understand that tonss of the issues in EMU’s GSU. but she would wish to take
the challenges and use for the Nurse director station because of the undermentioned ground:
Reason1: She welcomed the chance to remain at EMU

Reason2: She want to take the challenge to turn the unit around

Extrinsic Motivation:1 ) Betty Nolan ( Barbara’s wise man. trusted friend & A ; nurse director
) advise her that don’t take the offer ; Barbara value Betty’s advise but she confirmed to take
the offer because of she love to take the new challenge in her calling. every bit good as the
GSU Job was a good chance let her to traveling frontward 2 ) Even though she understands
the new occupation is tough. due to the economic system is in the downswing and it’s better
to accept the offer and procure her occupation.

Nurses are all de-motivated. what sort of the schemes can assist to actuate them?

Problems:Our work isn’t acknowledged and our part frequently does non experience
valuedOur public presentation reappraisal system is a enigma. unjust and does non look to
really honor good performing artists. In add-on. there have no “Feedback” . “Recognition” &
A ; “Acknowledgement” from the direction degree no affair this is verbal or compensatory on
their attempt Different unit’s RNs ( include both new and more tenured nurses ) were
frustrated with the GSU’s PCAs that they had unequal preparation and accomplishment sets

Solutions:Extrinsic Motivation:Use anticipation to put a clear outlooks and ends puting for the
squad and each person. every bit good as provide adequate support like preparation and
advice to the PCAs Pay strategy regulations to do the compensation bundle transparent. just
and apprehensible Build-up the equity / justness civilization in the squad

Ensure equity in wage reappraisal and assessment to minimise favouritism Increase

procedural equity to cut down inequality and better transparence Intrinsic
Motivation:Motivate the staff who love their work and take attention of the patient.
Motivation can be in the signifier of Goal Setting ( e. g. Define the one-year aim more focal
point on return attention the patient instead than pay attending to the disposal work ) and Job
Design ( e. g. assign the occupation function base from their interested and professional
countries )

What is the job from the bing public presentation reappraisal system? How can we work out
it? ProblemUpset with the bing reappraisal procedure. as the consequence no “Feedback” is
provided Unfair about the wages system ( same one-year salary addition irrespective how’s
the public presentation ) No acknowledgement no affair this is verbal or compensatory for her
attempt

SolutionUsing anticipation to actuate the staff:Make public presentation criterions clear & A ;
accomplishableBe clear about what behaviours you desireConfirm staff belief that they can
accomplish criterionsSupply support as needed ( developing. advice. etc )Find out what staff
value & A ; use multiple wagessReward behaviours and public presentation – be
consistentMake certain wagess are noticed & amp ; linkages are clearWagess should be
related to the public presentation. and just plenty for everyone
Wagess can assist to actuate her:Pay ( base. benefits. public presentation related )
GiftsRecognitionDevelopment chances ( human capital )Interesting and disputing
workStatusFlexibility ( yearss away. control of agendas. et

Others:Regular informal check-ins and formal one-year reappraisal with all the staff Open
treatment and communicating all the clipReview system should be crystalline

Fair and crystalline reappraisal procedure is necessary. but Barbara may non hold influence to
do certain the salary to the full aligned with the single public presentation. Any
acknowledgement she can do?

Besides salary accommodation. there have figure of wagess above to actuate the staff like the
followerss Pay ( base. benefits. public presentation related )GiftsRecognitionDevelopment
chances ( human capital )Interesting and disputing workStatusFlexibility ( yearss away.
control of agendas. etc )

PowerNetworkSocial InfluenceWhat is Barabara’s web every bit mentioned from the

instance?NetworkSocial Arena ( Former Employer & A ; Friends )Betty Nolan: Barbara’s
wise man & A ; friend. her nurse director. besides promote her to prosecute the Masterss in
Nursing Administration. Social Arena ( Current Employer )John Frappewell: Barbara’s
foreman in the new function – Nursing Director. anticipate she can turn around the unit ( i. e.
GSU ) and turn it fast Social Arena ( Subordinates )x25 Registered Nurses ( RN ) and x8
Patient Case Assistants ( PCAs ) Social Arena ( Family )Her hubby & A ; two Childs

TeamworkConflict ManagementAlone InformationPsychological SafetyLeadershipWhat’s the

Conflict at GSU?Q1 ) Different unit’s RNs ( include both new and more tenured nurses ) were
frustrated with the GSU’s PCAs that they had unequal preparation and skill sets A1 ) Enough
resources and support should be provided to PCAs in order to excite the Team effectivity by
bettering the employee’s ability. motive and coordination

I think the jobs are more personal instead than conflictual as the squad lacks communicating
and interaction. The lone struggles I can believe of are the struggles between the squad of
nurses and the direction because of under-resourced. deficiency of transparence. favoritism.
deficiency of communicating. outlooks do non fit with each other.

Would the regular unit meeting can build-up the community and better teamworkcivilization?

Yes. Open communicating in the regular unit meeting can assist to build-up the challenge
premise and promote argument in order to minimise the Affective squad struggle

Organizational ChangeWhat is the job from GSU during the alteration?ProblemTop Urgent
Change but Barbara’s Power is low > Hard to do any alteration. what she can make is
required gradual physique to institutionalization but this is take clip to make so. Ill-defined
Vision for the Change: Barbara’s new foreman. John Frappewell expected that she can turn
around the unit ( i. e. GSU ) and do it fast after she on-board. But he ne’er mentioned the item
of the alteration. why we need the alteration. how can we do it. what do the unit want to be?
What’s the outlook and aim for the alteration? What is the Goal Setting? Zero support from
Barabara’s new foreman. John Frappewell ( include human resource and budget. particularly
EMU is engaging freeze now )

Credibility – As comparison to rest of the Nurse directors from some other units. Barbara is
cipher and with zero repute within the squad. This is rather difficult for her to originate the
alteration at this minute Communication – Mis-communication within the squad

Training – Not adequate staff and all staff are non experience plenty ( include Junior nurses &
A ; PCAs ) . even it will impact the senior staff as they need to give the counsel every bit
good as reserve the clip to manage the disposal paperwork Technical – Current wages system
is unjust and no

Feedback” is provided from the director. This unjust wages system seems does non honor to
the good performing artists. In add-on. Work isn’t acknowledged and part does non
experience valued. no affair this is verbal or compensatory for her attempt Resister – Lots of
the staff are non willing to alter and bad oral cavity to the others. it will greatly impact the
executing of the alterationCultural – Teammates from GSU ever believed that the bing jobs
can non be fixed anyhow. they feel desperation about the current state of affairs and merely
allow it travel.

Solution:Alternatively of inquiring Barbara aid to turnaround the state of affairs. the vision
and end scene should be clear plenty and good defined from John ( such that Barbara
understand what’s the outlook and specify the corresponding action to accomplish the end ) In
add-on. six type of the alteration levers she can see

Enabling ( i. e. Raise consciousness for marks )Credibility – Get the external party ( like her
foreman John ) to do the influence and actuate the squad ; In add-on. it can assist to increase
her credibleness because of everyone realize that even the senior direction support her action
program Communication – Setup a town hall meeting ( like the off-site meeting ) for sharing
the issues. specify the possible solution and communicate algother. Training – Provide plenty
preparation to the staff ( particularly to the Junior RN. RN from the float pool and PCA ) . It
can assist to actuate the non-experience staff every bit good as release the work load from the
senior staff ( e. g. Guidance and on-job preparation ) Substantive ( i. e. Facilitate acceptance
by marks )

Technical – Align the wages system with the alteration enterprise and single public
presentation. Fairness is of import in the wages system and this is the manner to actuate the
staff contributed with better public presentation Political – Private talk / confront all the
obstructionist within the squad ( included job shapers. staff who are non willing to do the
alteration. or staff with bad oral cavity all the clip ) . it will greatly impact the squad morale
and atmosphere Cultural – Tell a success narrative to the squad ( e. g. Role theoretical account
and good illustration at Trauma Unit. her ex-working topographic point )

x8 Core Tasks from ManagerBarbara joined the squad as a new leader. What challenges are
she confronting andhow can she get the better of? Problems:– Short-handed– High emphasis
degree– Low employee morale: lowest employee satisfaction tonss and highest employee
turnover rate – Patient satisfaction tonss are worsening steadily– There is a civilization of
confrontation. faulting & A ; favouritism– Tense relationship between nursing staff & A ;
doctors
Solutions: ( from Lesson 1 notes )– Eight nucleus undertakings1. Diagnosing your state of
affairs – same as above jobs2. Measuring your exposures – may confront opposition when
presenting alterations to the squad ; new to the squad so do non hold a deep bonding with the
squad members ; under the force per unit area of the Director to repair the state of affairs
rapidly 3. Accelerating your larning – speaking to squad members. foreman. peers… 4.
Working with your new foreman – communicating

5. Building you team – communicating6. Making partnerships – constructing webs – get

foreman. subsidiaries. equals and perchance external parties ( e. g. adviser ) to back up the
alteration enterprise 7. Achieving alignment – acquire buy-in from cardinal stakeholders on
the alteration aims and executions 8. Prioritizing to win – make up one’s mind what are the
most urgent jobs to turn to foremost ; construct up personal credibleness for the alterations ;
construct resonance with squad

OthersCould Barbara talk with her foreman ( Director of Nurses. John Frappewell ) to
“Reprieve from engaging freezing and acquire more staff for GSU” ( Q from Case ) ?

Not possible in the short term as the economic system is in the downswing. it is extremely
improbable that the infirmary would change by reversal its policy. The economic state of
affairs is non something that Barbara could turnaround.

What should she state her foreman who was await for the position study ( Q fromCase ) ?

Merely state her the truth and allow her stamp realize that have tonss of issues right now.
OverworkedEmployee Stress Level were highEmployee morale are LowSenior nurses were
frequently critical and complained the newer nurses behind their dorsum instead than assisting
and mentoring them Different unit’s RNs ( include both new and more tenured??nurses ) were
frustrated with the GSU’s PCAs that they had unequal preparation and skill sets Unfair and
non crystalline degrees of public presentation reappraisal process Work isn’t acknowledged
and part does non experience valued. no affair this is verbal or compensatory for her attempt
Not plenty chance to larn and turn
No one genuinely defends their involvements or advocators on our behalf Job is going more
disposal centered instead than patient centered. Ill-famed for the civilization of confrontation.
struggle. blaming. and favouritism. relationship

What actions can Barbara take under current passage ( from Jen ) ?

Refer to Sections “8 x8 Core Tasks from Manager” and “4 Motivation” .

As a leader. how can Barbara act upon the squad ( from Jen ) ?

Rational persuasion: Use of facts. logic logical thinking in a non-emotional mode Pressure:
Menaces. guilt. castigating another’s judgement on non-rational evidences Inspirational
entreaties: Arousing enthusiasm for values. ideals. aspirations Consultation: Seeks
engagement of others be aftering ; willing to modify determination based on others’ input
Ingratiating: Praise. flattery. friendliness

Personal entreaties: Reminders of friendly relationship. trueness to group to actuate

understanding Coalition edifice: Create sub-group to do others to experience force per unit
area to conform Exchange: Reciprocation of benefits in order toaccomplish undertaking
Legalizing tactics: Mention to higher authorization. tradition. regulations. or policies

What possible challenges Barbara might hold in her program ( from Jen ) ?

She might confront opposition from the squad because:The team civilization does non value
coaction and teamworkThe squad is under staffed and therefore do non hold extra resources to
back up the alteration initiatives The squad experience that their assignments are given based
on relationships and favouritisms so they might non set in 100 % attempt on the alteration
initiatives The squad feels that no 1 genuinely defends their involvements or advocators on
their behalf. This deficiency of trust might impede the execution of Barbara’s program Her
squad is non motivated
They do non have acknowledgment and grasp for the work they did They do non hold a clear
calling way and no support on preparation and development The compensation system is non
crystalline and does non hold a concrete procedure to follow Favouritism is co