CFM CASE STUDY ANALYSIS

By:- ARVIND RAJ VERMA

Section:-G| Roll no:-PGP/35/314

1)What changes is Barbara Norris trying to make at GSU and why?

Ans:- GSU was short on staff; stress levels were high and employees morale were low. Along
with that GSU had lowest employee satisfaction score and highest employee turnover ratio.
Further, GSU was infamous for his culture of confrontation, blaming and favoritism. There was
complete sense of disrespect among nurses towards each other and more towards the values
of the organization. People were talking on each other's back and they were least interested to
do their daily work. There was no scope of learning for the new joiners.

Barbara Norris who was recently elected as the Nurse manager in the GSU unit vowed to
resolve the ongoing crisis in the department. She wanted to bring more of transparent and fair
culture by eliminating the gap that lies between the management and the employees.

She had a vision that nurses of her department must be proactive while transmitting there
problems to the management team and the onus of finding the solution to a given problem
must lie on everybody. In this way there would be more togetherness among the people of the
organization and everyone will start loving each other's company which will ultimately create
an atmosphere of collaborative learning and thus help the unit to create a more friendly work
culture for its employees.

2) What are the three obstacles to effecting change Norris should anticipate and how should
she address them?

Ans:- The path to glory doesn't goes through the bed of roses but through hardships and
challenges. Norris had a vision in her mind but a successful implementation is a different ball
game all together.

The three hindrances that lies in front of Norris were:-

1) The Unit was facing budgetary constraints where even though there was continuous
requirement for new hiring ,still the unit can't proceed and hire nurses because of freezing in
hiring of new employees.

Solution:- Barbara could try to bring the problem in the notice of director of nurses and seek
his/her perspective on this issue and if possible could seek a reprieve from the freezing process.
2) She was in a dilemma of how she can install a fair and transparent culture in the institution.
She was in confusion whether the regular unit meeting are sufficient enough to build an
healthier culture in the workplace.

3) Barbara was aware of the fact that she could somehow instill a fair and transparent review
process for its nurses, but she might not have any influence regarding, making salary increases
commensurate with review outcome.

3) Devise an action plan for Barbara Norris

Ans:- Barbara Norris took the first step correctly by conducting a regular unit meeting, because
it would keep her in touch with the ongoing problems in the unit.

She should also keep a track on the feedback given to the nurses of her unit by the patients.
She can also have one-to-one session (if required) to make each nurses aware about her short
comings and at the same time help them to overcome it. She is responsible for the hygiene of
her employees, so she should be the one who should act as a bridge between the management
and the nurses, time after time making the management team aware of the general problems
faced by the nurses of her unit.

She should promote collaborative learning by asking the senior nurses to take the leadership
role and help their junior colleagues to cope up and learn the standard practices followed at her
unit.