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Case study report presentation on Barbara Norris- Leading Change in general Sergery Unit
The case study focuses on Barbara Norris's leadership challenges in the General Surgery Unit at Eastern Massachusetts University Hospital, addressing low employee satisfaction and a confrontational culture. Key issues include lack of motivation, interpersonal conflicts, and ineffective performance reviews, which require simultaneous attention for improvement. Recommendations involve enhancing communication, job enrichment, and recognition to boost staff morale and productivity.
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Case study report presentation on Barbara Norris- Leading Change in general Sergery Unit
- 1. Prepared By S.M. AhsanHabib 1310593 Mahmudul Hasan Shuvo 1421494 Md. Sazzad Hossain 1221046 Md. Hossain Kabir 1
- 2. Case Study on BarbaraNorris: Leading Change in the General Surgery Unit (GSU) 2
- 3. Case Summary Nurse Norris EasternMassachusetts University Hospital (EMU). General Surgery Unit (GSU) New challenge 3
- 4. Case Summary(cont.) Nursing andHealth Care Administration Employee satisfaction GSU and its culture 4
- 5. Condition Of (GSU) Lowestemployee satisfaction Culture of confrontation Blaming and favoritism Staff dissatisfied Unmotivated Patient satisfaction scores average Declining steadily 5
- 6. Difficulties Facing many difficulties Lowmotivation Budget problem Lead to negative effect 6
- 7. Problems There are threebroad problem Barbara has to solve: Lack of motivation and teamwork Interpersonal and intergroup conflict Performance review procedures All of this three issues need to be address at the same time to ensure that the unit perform as Barbara expected. 7
- 8. Unmotivated Short-staffed Stresslevels Relationship Not offer over-time Lacks cohesiveness 8
- 9. Steps of Motivation Develop a transparent communication Clear communication Role-playing Open communication and acknowledgement Conflict management 9
- 10. How to Motivate Periodically assess Informal interviews Announcement of monthly best-staff 10
- 11. Job enrichment Toimprove employee motivation and services, jobs should be modified to increase the motivators present for the employee. To make this concept more usable, Barbara as a manager want to increase the satisfaction of her staff. The process of job enrichment, need to keep in mind these goals: Reduce repetitive work. Increase the employee's feelings of recognition and achievement. Provide opportunities for employee advancement. Provide opportunities for employee growth. 11
- 12. Why enrich job The purpose of job enrichment is to make the position more satisfying to the employee. Employee job satisfaction, reducing turnover, and improving productivity of employees. Want to enrich their staff's positions so that they will be happier, more productive, and less likely to seek a job elsewhere. 12
- 13. Recommendation & Conclusion Address three issues Difficulties lack of enthusiasm 13
- 14.
Editor's Notes
- #7 Difficulties: Barbara Norris facing many difficulties. The GSU which she lead is currently short-staffed and does not perform as she expected. Her staffs have low morale and low motivation to do their daily job. On top of that, there is a cultural issue where confrontation, blaming, and favoritism are typical in her unit. She also facing a budget problem where overtime has been eliminated due to cost cutting measure implemented on the hospital. The budget cut make it difficult to Barbara to allocate a right personnel in case of some staff take a personal or vacation leave. In many cases, she has to rely on nurses from general float pool to cover the staff on leave, but this often lead to negative effect to her staff dynamics because the substitute nurses is not familiar with the GSU.
- #9 Unmotivated: The unit was short-staffed; stress levels were high and employee morale low. In fact, GSU had the lowest employee satisfaction scores and highest employee turnover rate among all of the departments at EMU. And although its patient satisfaction scores were average, they had been declining steadily over the past few years. Furthermore, GSU was infamous for its culture of confrontation, blaming and favoritism. Relationships were tense not only between the nursing staff but also with many of the unit’s attending physicians. To make matters worse, over-time could no longer be offered due to additional cost cutting measures. Hence, if one of her nurses was sick or needed to take personal or vacation time, Barbara could not offer over-time to her own staff to cover such absences but instead had to rely on RNs from the general float pool. But because “floaters” were not familiar with the unit, its specific procedures and care protocols, they more often than not had additional negative effects on staff dynamics and the quality of patient care.
- #10 Steps of motivation: To solve this issue, Barbara needs to reiterate what GSU’s common purpose and goals are and redefine the roles among the nurses. In redefining the role, she should include advice from all her staff to ensure they all agree and make sure that all her staff properly understands their role. She also needs to develop a transparent communication mechanism to solve any discrepancy within her unit. Effective resolution and management of a conflict requires clear communication and a level of understanding of the areas of disagreement. Barbara and the other nurses need to engage in dialogues that address conflict. This will promote openness and trust within the team. Role-playing is an effective method to facilitate learning how to select an appropriate conflict management style for the situation at hand. By providing an environment of open communication and acknowledgement of each individual's standpoint, a forum can be established for the staff to address issues in the future. Learning conflict management strategies will empower the nurses to resolve conflict on early and work better as a team. The training should not be limited to interpersonal or intergroup conflicts; it should include all types of conflict commonly encountered, for example conflicts with doctors and patients. Conflicts are normal and inevitable experiences, therefore nurses need to be educated on the topic of conflict and conflict management strategies to address and effectively resolve conflicts.
- #11 How to Motivate: In addition to the unit goals, each nurse needs to set individual goals as well. Barbara needs to periodically assess her staffs’ motivation and performance. Such assessments include informal interviews with employees to ask questions about their needs, motives, and give them feedback. It is important to give immediate feedback because it assists the staff on how management perceives their performance and it could also be motivating. This keeps nurses engaged, so they feel valued and understand they are a crucial part of the working environment. To address the performance appraisal issues, Barbara needs to start creating a transparent review process. Although she still facing a budget constraint, she can utilize non-monetary approach to reward her staff. This can be in form of formal recognition in staff meeting or announcement of monthly best-staff. Although it would not directly impacted to her staff salary, it can be a great motivational tools for the junior staff to feel recognized. Barbara should also make a system where senior nurses can have a positive feedback in performance review by helping a junior nurses. Whenever possible, Barbara should persuade the hospital director to increase her unit budget. If approved, she could make a proper adjustment to the staff salary and position based on their previous performance.
- #14 Conclusion Barbara needs to address the three issues immediately and simultaneously to ensure that the unit performs as she expects. The difficulties that Barbara may encounter as she works to turn GSU around could result from her staff not being compliant to the changes in the unit and her lack of enthusiasm and delay in feedback.