Barbara needs to advocate for the general surgery

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). Barbara needs to advocate for the General Surgery Unit, as their manager, and the patients they care for. It is a safety issue when there is not enough staff. “When nurses are forced to work with high patient-to-nurse ratios, patients die, get infections, get injured, or get sent home too soon without adequate education about how to take care of their illness or injury” (What happens to patients when nurses are short-staffed or work with a high nurse-to-patient ratio?). This can result in unsatisfied patients, legal lawsuits and even death. This understaffed issue also creates unnecessary stress on the nurses in the unit. “They may havea handle on the most pressing tasks, but everything else piles up while waiting for the new hire totake command” (What happens to patients when nurses are short-staffed or work with a high nurse-to-patient ratio?). The risk to Barbara asking to at least replace the five nurses who left is 3
she could get in trouble for asking. What makes her unit more important than other units? She may even be denied a meeting.The next step Barbara needs to do is to boost the moral of the nurses. While she cannot give out raises, she can work with the current staff and spend time with each one of them. Duringthis time, Barbara needs to cover the policies and procedures and answer any questions each nurse has, including covering the performance review procedures, since many nurses are unaware. Barbara also needs to take this time to get to know her nurses personally, find out abouttheir family, what they enjoy at work, where they feel like they need to improve and ask how shecan help better them as a nurse. “Managers ought to know the capabilities, expertise, skill sets of each and every individual” (MSG Management Study Guide). When a manager spends time

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