BAMG 554 CASE 1 - Brooke Caton Katie Cornelius Junko...

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Brooke Caton, Katie Cornelius, Junko Billheimer & Stephanie Slaughter Dr. M. Larson 11 February 2013 BAMG 554 Case 1 Analysis Barbara Norris: Leading Change in the General Surgery Unit
Introduction and Main Characters The case Barbara Norris: Leading Change in the General Surgery Unit recounts the various management blunders in the General Surgery Unit (GSU) at Eastern Massachusetts University Hospital (EMU). We identified numerous stakeholders in the operations of the GSU who are listed below with their roles in the scenario. The main characters involved in the development of the case who served in management roles are the following: Barbara Norris, nurse manager responsible for the staff, scheduling, and budget of the GSU Betty Nolan, retired nurse manager and mentor and friend of Barbara John Frappewell, nursing director and Barbara's boss Upper- level management of Eastern Massachusetts University Hospital Additional stakeholders affected by the operations of the General Surgery Unit are: The 25 registered nurses and eight patient care assistants employed in the GSU The registered nurses in the general float pool The patients cared for in the GSU Main Management Issues The combination of the constraint placed on the operations of hospital by budget cuts necessitated by the economic downturn and the distinct culture of the GSU highlights several different management issues. The main management issues that we noted that are specific to the General Surgery Unit are the following: A negative cultural environment resistant to collaboration and mutual accountability High employee turnover due to stress and job dissatisfaction
Elimination of employee benefits and a hiring freeze to combat the rising costs of hospital operations No formal system of review, recognition, and feedback for GSU staff Inadequate training for regular and floating staff Fundamental Errors Committed by Management The overarching management issues listed above shed light on various fundamental errors in management that occurred throughout the development of the case. Two of the errors that we noticed were committed by Barbara's authority figures. The first was that while the GSU was notorious for high turnover, low employee satisfaction, and high stress levels, there was no indication that John Frappewell and other upper-level managers at the hospital had made an honest effort to investigate the causes of the poor operations of the GSU. John simply demanded

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