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Running head: BARBARA NORRIS CASE 1Barbara Norris CaseName Institutional AffiliationDate
BARBARA NORRIS CASE 2Barbara Norris Case# What needs to change and why?The General Surgery Unit (GSU) faces a number of challenges that have led to sub-optimal performance levels. One of the principal challenges facing the unit is under-staffing. Short staffing is largely a result of low employee motivation which has, in turn, fostered high employeeturnover. To mitigate the short-staffing challenge, Norris should first address the issues that have contributed to short-staffing i.e., low employee motivation and high turnover. The degree of employee turnover at the unit has reached critical levels. Compared to other departments at the Eastern Massachusetts University Hospital (EMU), the GSU unit accounts forthe highest level of employee turnover. High employee turnover has led to short-staffing which has, in turn, impact delivery of services. The inability of the unit to comprehensively meet the needs of the patients has resulted in low customer satisfaction. As highlighted by Groysberg, Bell, & Nohria (2009: p. 1), the degree of patient satisfaction at the unit has been declining at an alarming speed.Another thing that needs to change is the level of harmony at the unit. Inferentially, there is a there is great disunity between employees at the organization. In particular terms, the connection between the nurses and other members of staff is in the least cold and reserved with staff members demonstrating an unwillingness to assist each other in the completion of regular tasks. The GSU unit is notorious for its culture where tasks are allocated based on favoritism (Groysberg, Bell, & Nohria, 2009: p. 1), and subsequently, the nurses become demotivated.Furthermore, if Norris is to enhance the level of performance at the GSU, she must address resistance to change. Using the case of Louise, Norris noted that although the quality of service delivered to patients was high, she demonstrated resistance to change, was quick to complain, could easily come across as abrasive to her colleagues (Groysberg, Bell, & Nohria, 2009: p. 4).