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Barbara Norris
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BY GROUP 3
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BLDR SECTION 6

How well has Barbara Norris done in her first month as a Nurse Manager of GSU? Was
she a good choice for position?
Barbara was very enthusiastic about her new job at GSU as the nurse manager.
At the very beginning of her tenure at GSU, she personally met the entire staff of
29 to take their views on the current situation at the hospital as well as the
difficulties being faced by them. This she did by meeting the staff members
outside the working hours, showing her commitment.
The result of this was she decided to implement a new performance
management system.
These one on one meeting gave her great insights on the staff morale and
attitude. She prioritized all these problems on the basis of importance and set a
workable plan to address them.

What changes is she trying to make and why?


Barbara wanted to completely transform the hospitals environment by
implementing a new performance management system. She also wanted to
control the cost as she was the nurses manager. The responsibility of controlling
the operating cost of the hospital was her responsibility. This was especially
difficult as there was a lay off happening there and the hospital was doing none
too well due to the recession in the market. She did not like laying off people she
had been working with for so long. Three nurses had already left the job and
there was an immediate requirement of new nurses to fill their places. However
due to the recession and the financial troubles at the hospital, finding funds for
this was proving especially difficult.
Due to this the existing nurses were overloaded with work, but they were not
being compensated for this extra load. Hence they were losing motivation.

What are the three obstacles that she should anticipate and how should she address
them?
The three major issues or obstacles in front of Barbara are:

Lack of motivation and teamwork among her staff due to management


policies
Interpersonal and intergroup conflict
Non transparent performance review procedures and concerns raised by
her staff due to this

In order to address these three issues, it is very important for Barbara to have
her staff aligned to the management goals of saving cost and having maximum

productivity. It is important that the staff know about the current situation of the
department. To convey the message, frequent meetings and discussions with the
staff must be scheduled. Barbara should learn from the experience she had with
Betty on the skills of getting along with her staff. Barbara needs to gain respect
from her staff. One way of doing this is by involving her staff in the important
decisions of their unit and more importantly on the decisions related to the staff
members personally. Frequent meetings may also result in reducing the conflicts
among the staff members. She should make the staff believe that their job is still
more of patient oriented and less of administration oriented.
Barbara should be very clear on the capabilities of her staff. She must ensure
each one is given the job which they are interested in. if she could find someone
in her team who is more interested in admin jobs should be chosen for that role
so that people who are not interested in doing that can be spared.
Regarding the performance review procedure, a well-defined policy should be
designed and a meeting for all staff members must be carried out to explain the
process of review. Barbara must also conduct one on one meeting with each
member and let them know the expectations from that person, his current status
and set objectives for each one of them. The staff should be well aware of where
they stand before the official performance review is out for each one.
All of the steps if implemented properly will help her address the three obstacles
that she should anticipate. Communication and involvement of staff are the key
measures which have to be taken to reduce these obstacles.

Please device an action plan for Norris based on the Kotters 8 steps for change.
The action plan for Norris will include following steps.
1. Create Urgency:
Norris can create urgency in GSU
By creating situation that shows the threats of working in a current
atmosphere and how is it impacting the organisation as a whole.
By showing employees how the current culture in the department is
going to affect organisations financials and effectively how it is
going to affect employees future in the organisation
2. Form a Powerful Coalition
Norris should convince people that change is necessary.
She can do this by:
identifying the true leaders in GSU
Asking for an emotional commitment from these key people.
Working on team building within your change coalition. ( She can
arrange few gatherings of all employees where they are needed to
play games in groups)
3. Create a vision for change:
A clear vision can help everyone understand why you're asking them to do
something. When people see for themselves what you're trying to achieve,
then the directives they're given tend to make more sense.

4.

5.

6.

7.

8.

So Norris should first create a vision statement for GSU


She should prepare a vision speech and practise it often.
Communicate the vision
Norris can do following things to have better communication in the
department
Have frequent meeting of the employees
Monitor employee satisfaction in the department periodically
Address peoples concerns, anxieties openly and honestly
Remove obstacles
Norris can remove obstacles in following ways:
Identify people who are reluctant to change and help them see
whats needed
Recognise and reward people for making change happen
Take immediate action to remove barriers (human or any other
barrier)
Create short term wins
Norris should set short term goals along with long term goals. She should
take care that goals are achievable, with little room for failure
Norris can do following things:
Look for sure-fire projects that you can implement without help from
any strong critics of the change.
Don't choose early targets that are expensive.
Thoroughly analyse the potential pros and cons of your targets. If
you don't succeed with an early goal, it can hurt your entire change
initiative.
Reward the people who help you meet the targets.
Build on the change
Norris can build on the change in following ways:
After every win, analyze what went right, and what needs
improving.
Set goals to continue building on the momentum you've achieved.
Learn about kaizen , the idea of continuous improvement.
Anchor the changes in corporate culture
Norris should herself lead by example and learn how Betty and her
team used to move ahead together. Once she gains the respect of her
staff, conflicts may reduce and the unit will have a helping culture
which will ensure that the administration oriented work is completed
with ease so that the staff can focus more on the patient oriented
tasks. This will not only improve the employee satisfaction but also
help GSU to regain the losing trust of the patients.

Not bad; but give specific names and specific plans rather than generic ones.

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