Barbara Norris business leadersip case study

7/25/2019 Barbara Norris business leadersip case study

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Business Leadership

Barbara Norris Case Analysis

Section: 6 Group: 4


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Q1 How well has Barbara Norris done in her rst !onth as nurse

!ana"er o# GS$% &as she a "ood choice #or the position%

Amid her frst month as nurse manager o GSU she attempted to understand the

operation o new unit and see how distinctive it is rom her old trauma unit.

She was a good choice or the position or the accompanying reasons:

1. She made use o her past experience and learnings rom her earlier

manager to begin implementing the necessary changes which were

reuired. !nitiated changes using past experience and learning.

". She implemented an open communication channel by running an o#site.

$. She listened to the issues persistently and included the sta# again in

coming out with solutions to the problems. %ncouraged participative

problem solving.

&. She assured the sta# that she is going to include them in the decision

ma'ing process going ahead and they will have more say in the wor'ing o

the unit.

(. She too' anonymous eedbac's which drew out the real sentiments o the

sta# ) also read aloud their responses and reuested their remar's which

is again including the sta# in the whole process *iagnosed problems

+. She watched each o her sta# and had a perspective about every

individual this helped her in 'eeping trac' o each individual and assist

whenever necessary. %valuated each individual and their potential.

,. She recorded every one o the issues recogni-ed by the sta# and began to

wor' on it and also ac'nowledged that her exincumbent did not 'eep up

some o the vital management tools li'e ormal review records and

inormal chec'ins and decided to maintain it to build cohesion and better

resolution o problems going ahead. /repared ground to introduce ormal

perormance management.

0. She also announced the commencement o a monthly best sta# this was

to recogni-e the e#orts o the employees and motivate them to perorm

better. ommenced recognition program.


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2hat ! have mentioned in the yellow highlight is a way o writing the same

thing which you have done. 2hether she was a good choice is not 3ustifed

by statements li'e 4her mother was a nurse or she li'ed the 3ob or she is a

graduate. !t is 3ustifed by the above actions she too'.

Q' &hat chan"es is she tryin" to !a(e and why%

!ncrease 5otivation among sta#

!ncrease interpersonal bonding between peers

hange o perormance review procedures

6he sta# is expected to ocus their e#orts on those tas's that will provide them

desirable rewards. 7nce the sta# achieves the expected perormance8 there

aren9t any rewards that motivate them to continue these behaviours and

collaborate with the team. ence the sta# needs to be continuously motivated to

perorm their tas's and collaborate.

Another obstacle that ;arbara has identifed is the lac' o intellectual transer

and training that goes on at GSU. Some sta# members perorm duties beyond

their 3ob descriptions while others don9t even perorm their routine tas's. 6he

more experienced sta# should invest time in training the new sta#. 6his should

be included in the perormance.

;arbara must fnd a way to motivate her sta# to put orth the e#ort that she

wants to see. 6he employees need to view the outcomes or rewards assomething positive or them and not a routine yearly process.

As company is acing economic crisis and shortage in sta#8 ;arbara will probably

need to develop rewards that do not involve fnancial compensation or time

o#. 6he sta# is loo'ing or some recognition and

constructive eedbac'8 which could build an emotional connection among the

members o the unit and which are within her power to provide even in di department and try to devise a


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transparent and air review process and should communicate to all the nurses.

;y this she will regain the trusto all the employees.

'* +rainin" pro"ra!

;arbara must organise training programs or new recruits and specialised

programs or experienced nurses on how to wor' with advanced euipment.

5otivational training should be included to 'eep employees motivated. 6his will

improve tea! buildin" and cohesi0eness*

-* Goal settin"

;ecause o cost cutting measures in the organisations many changes were made

in the system. ;arbara should create new goals or her department. All the

process and operations should align with the goals. A leader must set goals and

directions or sub ordinates. 6his will create transparent wor( en0iron!ent

and e!ployee en"a"e!ent*

+he priorities o# course are not #ocused* &hat are the obstacles% +he

worst can be hirin" #reee and nance because they are e2ternal in

nature* Can "oal settin" be an obst or #acilitator%

Q4* .lease de0ice an action plan #or Norris based on the 3otters 5

steps #or chan"e*

Action .lan:

1* Create $r"ency: ;arbara should get in touch with > department and try to

devise a transparent and air review process to regain the trust o all the

employees. She should try to create transparent wor' environment and increase

motivation and interpersonal bonding among sta#.

'* or! a power#ul coalition: !dentiy change supporters and committed

people rom 3uniors and experienced sta# who would lead the cause o change in

the system. ;arbara should motivate them to be ace o change in the

organi-ation. ould have given names o people to be included

-* Create a 0ision #or chan"e: ?ind out how the new action plan will help to

achieve the goals o hospital in a better way. %xperienced sta# has to lead rom

the ront and motivate 3unior sta# to help in implementing new action plan.

ould have suggested a vision.

4*Co!!unicate the 0ision: Ater implementing all changes in the procedures8

it should be communicated to the sta# during a meeting. Also8 ;arbara should

ma'e one o the experienced nurses supervisor who can chec' whether the new

action plan is being implemented or not. ould have suggested how to

communicate the vision one on one8 meetings8 boards8 o# sites8 through

coalition etc.


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7* /e!o0e 8bstacles:;arbara has to ma'e sure that the new plan is enorced

strictly and issue warning to those people who are not collaborating or who are

resistant to wor' according to new rules. ! the employees still resist even ater

warning8 she can ta'e stricter action li'e termination o the employee to set an

example. ould have specifed what obstacle and how

6* Create short ter! wins: !dentiy the sta# who achieves the targets

according to new action plan and reward them. /ublicly announce how their

collaboration and teamwor' helped whole sta# in achieving their goal. 6his will

motivate others also to achieve the goal and it will improve overall perormances

rom the sta#. ould speciy the short wins and its meaure.

9* ont declare 0ictory too early: ;arbara should not be satisfed with the

success o action plan in initial stages and should not become complacent. She

should try to maintain the same level o enthusiasm in the employees or long

term. ould have indicated the metrics or successs

5* Anchor the chan"es in your depart!ent culture: 5a'e teamwor' and

collaboration a part o culture. %very member o sta# be it experienced or new

should be willing to sacrifce his own goal or the team goal. ould have included

the how the change would be perpetuated@ e.g8 by having S7/s or various

actions8 reuent surveys o patient satisaction and nurse satisaction8 having an

ombudsman to handle complaints8 etc.

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Barbara Norris business leadersip case study