Case: Nursing Staff
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University of the East
Recto, Manila
Graduate School
NURSING STAFF
(Case Study)
Submitted in partial fulfillment
Of the course requirement
In HBO 510 Human Behavior in Organization
Blandina S. Panelo, Ph.D.C.
Professor
Randy C. Olap
Lorbie Torres
Zhang Chaoyi
February 17, 2007
2nd Semester, S.Y. 2006-2007
BACKGROUND
This action took place on the general surgery floor of a small hospital in western Wisconsin. For several months the hospital trustees had debated the feasibility of building an addition that would have moved all critical-care facilities into a modern, fully equipped building. However, just last month, the decision was made not to expand but to modernize the present facilities. During the period of this decision-making, the administrative organization of the hospital changed markedly. A new administrator from a large city hospital took over and brought in a new nursing head and several new nursing supervisors.
Eight old-time registered nurses, three licensed practical nurses, and two nurses aides staff the general surgery floor during the 3-11 p.m. shift. Molly, the new nursing supervisor for this shift, reported for the first time on Saturday night. She observed during the shift that there were several infractions of sterile procedures, that on two occasions practical nurses administered injections (which, by law, must be handled by the registered nurses), and that there was a tendency for nurses to congregate at the nursing station for long periods of time.
The first thing that Molly did when she went on shift Tuesday night was to call the entire staff together. She said that they should know that she expected all of them to adhere strictly to sterile procedures, that there must be no abrogation of R.N. responsibilities, and that “coffee klatching” at the nursing station must be kept to a minimum. To the best of Mollys knowledge things improved on Wednesday and Thursday nights; but by the middle of the following week, she sensed a return to the general laxness that was evident when she first took over.
Molly waited until the next Monday. That night she met with each of her staff members individually in a quiet room. With each person, she reiterated her determination to “run a tight ship, medically,” and then asked for cooperation. From most of the staff members, she got no meaningful replies. However, one of the older R.N.s looked her in the eye and said, “Weve handled this floor in our own way for a number of years, and weve had no problems. Our record is as good as any in the hospital. We dont need your big-city ways here. And since the new addition wont be built, the chances are that you wont be here for long anyway.”
STATEMENT OF THE PROBLEM
This case aims to determine the impact of individual differences in supervising a group. Specifically, it will answer the following questions:
What individual differences were the sources of dilemma facing Molly?
What are the factors affecting the behavior of the subordinates, especially the older R.N.?
TIME CONTEXT
The situation happened during the takeover of new administrators and nursing supervisors in a small hospital in western Wisconsin.
POINT OF VIEW
Molly, the newly assigned supervisor for night shift
OBJECTIVES
A. Short Term
to avoid infractions of sterile procedures
to minimize long period of congregation in the nursing station “coffee klatching”
to improve individual performance
B. Long Term
to improve performance of the hospital as a whole
to develop harmonious working relationship in the group
ANALYSIS
INDIVIDUAL DIFFERENCES
Individual differs from one another because of various factors. These factors include demographic differences, like emotional maturity, gender, race and ethnicity. Other factors are personality, aptitude, ability, intelligence and leadership preferences.
POWER DISTANCE
Power distance is a dimension that refers to the degree to which the members of a society accept differences in power and status among themselves. It influences attitudes