Paid to Make Decisions Carrie’s Case Study Case Study


The administration of healthcare facilities requires a solid framework for decision-making that considers essential procedures and interactions between personnel. Depending on their fashion and approach, managers implement their decision-making in various ways, especially since there are different tools and methods available to them. What is essential to know is that the approach taken by a manager may not be welcomed by different employees, which creates problems and further dilemmas. The case research “Paid to Make Decisions” explores the gap in decision-making perceptions of a nursing supervisor, Carrie, at an emergency division and the personnel. The variations in opinions have led to opposition to change on the part of the emergency employees in addition to a misunderstanding on the part of the supervisor.

Weaknesses in Manager’s Final Statement

In her statement about decision-making and nurse administration, Carrie mentioned that the participation of staff was not important to her. The proven truth that she did not want to engage her subordinates in a dialog in regards to the modifications in the department pointed to her excessive independence. The supervisor said that she was “paid to make decisions” and that she “did not try to avoid accountability by encouraging workers to make selections,” which pointed to a high degree of control and an approach that does not embrace other people. Collaborative efforts could have saved the problem with the dearth of consensus between the manager and nurses, and their absence represents the fundamental weak point of Carrie’s statement.

Disadvantages within the Manager’s Approach Toward Change

The sudden changes that happened at the emergency division of County Hospital were a shock to staff who had been used to the usual day by day processes. Nurses did not should comply with a strict costume code or adjust to a no-phone coverage as a result of the previous manager, which was called “the invisible supervisor,” did not enforce the foundations upon them. However, when Carrie was employed to supervise the management and make changes to the department, her work turned clearly seen to the staff. The staff did not adhere to modifications well because Carrier was insisting on complying with rules that were not thought-about important by the workers because they did not improve the quality of services. The enforcement of such regulations as restrictions with schedule changes, no food and drinks at the workplace, punishments for tardiness, and others were seen as aggressive. The method was not welcomed as a end result of the manager was making all decisions on her own, failing to engage nurses in a dialogue. It might have been helpful for Carrier to interview her subordinates in regards to the modifications that have been made and what impact they might have on the work course of.

Influence of the Manager’s Behaviors

With the arrival of Carrie as the brand new nursing manager at the emergency department, the leadership type changed from laissez-faire to authoritative. Such a big shift with no prior dialogue and collaboration couldn’t have had some other impact. The nurses on the division have been dissatisfied with the management type because nobody had ready them for the changes that may be enforced. While Carrie was devoted to the job and tried to streamline processes and set up a cohesive set of rules, the shortage of consideration for the opinions of different individuals is a major disadvantage in her management habits. Because of this, the implementations at the department have been met with hostility and a basic lack of understanding of why the modifications would need to occur. What can be notable is that the department was not missing in the quality facet of companies. Despite the very fact that some nurses would have their meals within the office or phone residence, they cared for his or her sufferers. Thus, the authoritative adjustments that Carrie had remodeled a brief period of time had an adverse effect on the attitudes and behaviors of nurses.

Initial Approach That Should Have Been Implemented

Prior to implementing the plan for the emergency department changes, Carrie ought to have interviewed the workers and requested them about their opinions and perceptions. A comprehensive evaluation of the benefits and downsides of the prevailing nursing administration framework might have pointed to the particular points that should be modified. The employees, which offers with patients on an on an everyday basis foundation, is extra more doubtless to notice problems with the management. Therefore, when initially approaching the plan for emergency division improvement, Carrie should have been extra attentive to the setting within the team and listened to their suggestions. The radical method that she wanted to take could have been balanced by the creative concepts of her subordinates, making the process to change implementation easier and more tolerable among the many staff. In addition, attending to know every employee personally could have given Carrie an concept of particular person wants and conditions which will require a flexible schedule or the ability to make telephone calls when necessary.

Salvaging the Situation

Carrie ought to hold common conferences with nurses and ask them about their perceptions of the modifications. Nurses may have fascinating and progressive ideas on how their work could be improved. A collaborative effort is crucial for salvaging the scenario on the department because, with out it, the radical changes would exasperate additional opposition from staff. To facilitate such an effort, it is recommended for Carrie to acknowledge the limitations of her approach and talk to nurses that the critical goal is to enhance everyone’s work. Since the manager’s actions had an incredible impact on the perceptions of employees and their attitudes toward change, it is crucial to create an environment of understanding and mutual respect. The adjustments on the department, therefore, must be revisited within the type of a dialog and collaborative effort that would engage both the manager and her subordinates. It may be a good suggestion to implement a system of suggestions that might enable nurses to offer nameless stories on the processes on the emergency division. Such an strategy would supply Carrie a better concept of what aspects of labor require the most attention.

The exploration of the case study revealed the significance of collaboration with workers when it comes to nursing management. Caring for patients is a complex process that requires dedication on the a part of personnel, and making sudden and unsupported changes to the nursing setting may be met with opposition and hostility. Nursing managers who start working at a model new facility should keep away from the “paid to make decisions” narrative and as an alternative have interaction staff in a dialog about their needs and expectations of the work course of. The example of Carrie confirmed that the nursing management setting is complex and multi-dimensional, which is why it is crucial to interact staff within the decision-making course of.

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