Barbara Norris Case Study

The mentoring program for new grads at this facility has been very successful. The facility has found that the mentoring program builds confidence in the new grads and respect for the mentor. It makes the new grads believe they are wanted and helps them adapt to the

The most common styles she employs are democratic leadership, laissez-faire leadership, and shared leadership. Her position as a liaison between upper management and the nurse leads contributes to her need to regularly switch from a position of leader to follower and back again, keeping her not only extremely busy, but out of the office for most of the day. To lead her team, she must change tactics all day long, from one task to another. The leadership styles democratic leadership, laissez-faire leadership, and shared leadership all have one thing in common, these styles allow for the nurse manager to permit her team of nurse leads, the power to lead themselves. The nurse manager is capable of putting large amounts of responsibility in their subordinate’s hands, knowing that they are skilled and qualified to make decisions without interference (Giddens, J., 2013, p.376). These styles tend to work effectively for the Surgical Services Nurse Manager because her team of nurse leads are experienced and capable of performing their jobs with little to no feedback. While each of these three leadership styles: democratic leadership, laissez-faire leadership, and shared leadership, share some similarities, they are all slightly different, with some being more effective than others. Of the leadership styles she engages in, her use of shared leadership is most effective, while her use of the laissez-faire

Managerial problems due to absence of successful correspondence causing communication breakdown issues. Additionally no feedback when individuals expanded or transferred to another support manager.

When Ruth Cummings was made the branch manager, she was told to make the store one of the best in the system. He failed to share the vision of where the organization is going and how Ruth can contribute as an individual.

A positive force for change centers on the nurse’s strong desire to change current practices. The combination of the turnover rate, low morale, and higher percentage of new nurses, is the driving

Good performance is rewarded through timely job promotions, special recognition and in some cases monetary rewards and incentives.

- Currently there are no outreach services for the community. The hospital has been functioning

7. Establish mentoring programs to assist fellow employees in their continuing corporate development [ (Gomez-Mejla, Balkin, & Cardy, 2010) ]. Finding, retaining, and maximizing the potential of our employees is just good business. Mentoring will help ensure each employee is able to maximize his/her personal and corporate potential. We should consider adding mentoring to our annual performance objectives.

The basic purpose of meeting of a sensible pioneer or supervisor will be on making such a social undertaking which can finish a strategy gainfully and satisfactorily chairmen in an association should focus on making the current get-together to a choice gathering.

This unit has me thinking a lot about how things have been where I work. My director left her husband shortly after Christmas 2015. Prior to her leaving, the library was a huge part of her life. I now get why. She was in a miserable marriage and the only thing she felt good at was her job. Since she has left him, her priorities have changed dramatically. All of her programs have suffered, our patrons no longer ask for her assistance – since she is hardly there, she snaps at her staff for making decisions without her – again she isn’t there much to ask her prior, she now finds ways to take no responsibility for her part in the decisions she has made. Initially, we made excuses for her, such as "She is finding herself," or "She just needs time to adjust" or "Once things settle down, things will be back to normal around here." Needless to say, we are still waiting and it has been almost 10 months. Her leadership style has completely changed. She used to fight for the library, now it’s someone else’s problem or worse, it’s someone else’s fault. When discussing the programs dropping in attendance she said,

* Development of an induction program to welcome new employees and introduce them to our organisation

Oh yes, good sight. You're absolutely right for highlighting this sentence, '' you don't want to know that,sweetie." being a mother myself, If I was in the same spot as where Barbara was with her daughter, I probably would say the same thing. when I was reading the essay, I felt as I was sitting in the same room as Barbara and her daughter. I have all these imaginations in my head, how they interacting to situation as they were

In 2012, the nursing director over critical care informed me that she had been asked to assume leadership responsibility for the emergency department and the air medical team, in addition to critical care. Consequently, with the added responsibility, she asked if I would consider leaving my current position as the nurse manager over Surgical Intensive Care (SICU), to accept a new position as the operations

3. Discuss the roles that emotions, attitudes, and stress are playing in the GSU. Will these factors be difficult to change? Why or why not?

As nurse manager Barbara is responsible for managing the staff, scheduling and budgeting for the unit. Her staff includes twenty-five registered nurses and eight patient care assistants (PCA’s). The unit is known for its culture of confrontation, blaming, and favoritism. The staff is dissatisfied, unmotivated, and not functioning as a team to deliver quality patient care. In Barbara’s first month she has lost two RN’s and due to a hiring freeze at EMU Barbara was not able to replace the positions. The unit is short staffed, stress levels are high and employee morale is low. Barbara meets individually with twenty or so staff members and comes to the conclusion that no one is happy and she has a lot of work to do. There are multiple groups that Barbara has identified issues with and she must come up with an action plan to manage the discrepancies. She has found issues in downward management which involves senior nurses, newer nurses, and patient care assistants, and in upward management including administrators and physicians,