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Brooke Caton, Katie Cornelius, Junko Billheimer & Stephanie SlaughterDr. M. Larson11 February 2013BAMG 554Case 1 AnalysisBarbara Norris: Leading Change in the General Surgery Unit
Introduction and Main CharactersThe case Barbara Norris: Leading Change in the General Surgery Unitrecounts 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 HospitalAdditional 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 GSUMain Management IssuesThe 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 staffFundamental Errors Committed by ManagementThe 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