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Part I: Case Study Analysis:
Two Case Studies must be completed. Case Study Analysis format:
· Will include:
· Introduction
· Body (i.e., summary, details, specifics to case – unless assignment is specific)
· Comprehensive answers to the questions provided at the end of the case
Order will be evaluated on the following points:
· Content
· Clarity
· Completeness
We Only Wanted to “Scare” Management Into Making Changes!
A small group of nurses, employed at a large community hospital, were unhappy about their work environment and would meet daily during lunch to discuss the situation. There had been a recent change in the hospital’s senior management, which caused a high level of uncertainty and anxiety among the nursing staff. The nurses felt overworked due in part to the industry’s current nursing shortage. Their wages and benefits had been stagnant with no salary market adjustments for the past two years. The nurses saw the situation as management requiring them to do more work with fewer resources, with no appreciation or recognition of their efforts. Whenever the nurses approached management with their concerns, they perceived them as falling on deaf ears since no changes were made.
Feeling like they had no other choice, the nurses contacted a labor union. The labor union began an organizing effort in the hospital shortly thereafter, holding an aggressive campaign over a six-week period. There was tremendous peer pressure, as some of the well-respected nursing staff became active leaders for unionization, although they were not part of the initial group of nurses who had first contacted the union. The election was held and the union was voted in by two thirds of the nursing staff. In the weeks that followed, the original group of nurses remarked that they were surprised by the union’s victory; they had only wanted to “scare” management into making changes to their work environment.
QUESTIONS
1. Using Herzberg’s Two-Factor Theory, explain why the nurses were motivated to contact the labor union.
2. Using Blake/Mouton’s Managerial Grid, explain the leadership style displayed by management to the nursing staff.
3. Compare and contrast formal and informal groups. (Note: include in your answer (1) why management needs to be aware of informal groups within their organizations, and (2) why people join informal groups).
4. Explain the French and Raven model of power. Who displayed power(s) in this case and why?
Reference:
Borkowski, N. (2005). Organizational Behavior in Health Care. Sudbury, MA:
Jones and Bartlett Publishers.
Where Did Ms. Zamora Go Wrong?
Ramila Zamora looked forward to her recent promotion to management and was looking forward to her transfer within the large county hospital to another nursing unit. She was enthusiastic and hopeful about working together with other nurses to improve patient care through effective teamwork. She felt that she was well prepared to lead and supervise and was grateful for the opportunity.
Ms. Zamora was provided very little information about her predecessor and knew less about her subordinates. She was stymied and baffled about the behavior of the nursing staff during her first team meeting. Ms. Zamora introduced herself to the group and with what she thought was great enthusiasm, distributed her agenda and immediately began to delegate tasks to the team members. She noticed that three of the five members began to look at each other and roll their eyes. As she continued to read the list of responsibilities, designating team members to the various tasks, two members got up and began pouring coffee and speaking softly to each other. Ms. Zamora was exasperated. She told them that the meeting was over and that she did not want to take any more time away from their jobs then was necessary.
She returned to her new office feeling deflated and discouraged. She asked herself several questions. What went wrong? Why did the nursing staff treat her so rudely? Had she made a grave career mistake? What should she do?
Issues to consider:
1. What stage of group development was the group in?
2. What are the leader’s tasks in this stage?
3. What are the members’ tasks in this stage?
4. Reconstruct the group meeting and put yourself in the role of Ms. Zamorra.
Other Issues to Consider:
Using Hersey and Blanchard’s Situational Leadership Theory, explain what style of leadership Ramila Zamora should have used given the current situation. Why?
Reference:
Bachay, J. (2005). Case Study – Where Did Ms. Zamora Go Wrong? In N. Borkowski, Organizational Behavior in Health Care, Sudbury, MD: Jones and Bartlett Publishers. Reprinted with Permission.
Part I: Case Study Analysis:
Two Case Studies must be completed. Case Study Analysis format:
· Will include:
· Introduction
· Body (i.e., summary, details, specifics to case – unless assignment is specific)
· Comprehensive answers to the questions provided at the end of the case
Order will be evaluated on the following points:
· Content
· Clarity
· Completeness
We Only Wanted to “Scare” Management Into Making Changes!
A small group of nurses, employed at a large community hospital, were unhappy about their work environment and would meet daily during lunch to discuss the situation. There had been a recent change in the hospital’s senior management, which caused a high level of uncertainty and anxiety among the nursing staff. The nurses felt overworked due in part to the industry’s current nursing shortage. Their wages and benefits had been stagnant with no salary market adjustments for the past two years. The nurses saw the situation as management requiring them to do more work with fewer resources, with no appreciation or recognition of their efforts. Whenever the nurses approached management with their concerns, they perceived them as falling on deaf ears since no changes were made.
Feeling like they had no other choice, the nurses contacted a labor union. The labor union began an organizing effort in the hospital shortly thereafter, holding an aggressive campaign over a six-week period. There was tremendous peer pressure, as some of the well-respected nursing staff became active leaders for unionization, although they were not part of the initial group of nurses who had first contacted the union. The election was held and the union was voted in by two thirds of the nursing staff. In the weeks that followed, the original group of nurses remarked that they were surprised by the union’s victory; they had only wanted to “scare” management into making changes to their work environment.
QUESTIONS
1. Using Herzberg’s Two-Factor Theory, explain why the nurses were motivated to contact the labor union.
2. Using Blake/Mouton’s Managerial Grid, explain the leadership style displayed by management to the nursing staff.
3. Compare and contrast formal and informal groups. (Note: include in your answer (1) why management needs to be aware of informal groups within their organizations, and (2) why people join informal groups).
4. Explain the French and Raven model of power. Who displayed power(s) in this case and why?
Reference:
Borkowski, N. (2005). Organizational Behavior in Health Care. Sudbury, MA:
Jones and Bartlett Publishers.
Where Did Ms. Zamora Go Wrong?
Ramila Zamora looked forward to her recent promotion to management and was looking forward to her transfer within the large county hospital to another nursing unit. She was enthusiastic and hopeful about working together with other nurses to improve patient care through effective teamwork. She felt that she was well prepared to lead and supervise and was grateful for the opportunity.
Ms. Zamora was provided very little information about her predecessor and knew less about her subordinates. She was stymied and baffled about the behavior of the nursing staff during her first team meeting. Ms. Zamora introduced herself to the group and with what she thought was great enthusiasm, distributed her agenda and immediately began to delegate tasks to the team members. She noticed that three of the five members began to look at each other and roll their eyes. As she continued to read the list of responsibilities, designating team members to the various tasks, two members got up and began pouring coffee and speaking softly to each other. Ms. Zamora was exasperated. She told them that the meeting was over and that she did not want to take any more time away from their jobs then was necessary.
She returned to her new office feeling deflated and discouraged. She asked herself several questions. What went wrong? Why did the nursing staff treat her so rudely? Had she made a grave career mistake? What should she do?
Issues to consider:
1. What stage of group development was the group in?
2. What are the leader’s tasks in this stage?
3. What are the members’ tasks in this stage?
4. Reconstruct the group meeting and put yourself in the role of Ms. Zamorra.
Other Issues to Consider:
Using Hersey and Blanchard’s Situational Leadership Theory, explain what style of leadership Ramila Zamora should have used given the current situation. Why?
Reference:
Bachay, J. (2005). Case Study – Where Did Ms. Zamora Go Wrong? In N. Borkowski, Organizational Behavior in Health Care, Sudbury, MD: Jones and Bartlett Publishers. Reprinted with Permission.
