CASE STUDY ANALYSIS
3
Introduction
This report aims at analyzing the case of Barbara Norris who had been appointed as
the nurse manager of General Surgery Unit (GSU). The hospital where she had been working,
Eastern Massachusetts Hospital (EMU) experienced a series of discontent among the
members of General Surgery Unit. GSU had been known for its low employ satisfaction rate.
With lesser number of staffs and increased level of stress among the employees, it was
impediment that the department would have a degrading reputation in terms of its working
atmosphere. Moreover, the department carried reputation for its favoritism and blaming
culture. It also needs to be noted that the tension in relationship was not only prevalent
between the nursing stuffs but also included certain physicians. Due to the shortage of
nursing stuffs and unavailability of funds, overtimes could not be offered to the nurses. RN’s
from Float pools were hired who lacked familiarity with the unit and lacked procedures and
protocols. This resulted in the negative outputs and degrading nature of patient care.
The situation at GSU is in complete opposition to the trauma department where Norris
used to work before joining as a manager at GSU. Despite of the drawbacks that are intrinsic
in GSU, Norris applied for the position of manager as the situation appealed to her because of
the challenges presented. As she joined the department, she received request from stuffs for
one-to-one meeting. Such requests elucidated the nature of discontent present in the
department. Barbara considered to seek the help of regular check-in and annual review as
both formal and informal managing tools which she wanted to apply on her subjects,
simultaneously. The aim of this report would be to analyze the trends and series of events that
had been happening in GSU and in that context evaluate the effectiveness of the tools used by
Barbara to mitigate with the flaws of her department.

Case Study Analysis. : Herzberg’s Theory and Middle Range Theory

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