Leading and Managing Organizational Change

Organizational Change
LEADING AND MANAGING
ORGANISATIONAL CHANGE -
964169

Organizational Change
Table of Contents
Introduction..............................................................................................................................3
Problem statements...................................................................................................................3
Recommendation/Solutions......................................................................................................4
Conclusion................................................................................................................................5
Bibliography..............................................................................................................................6

Organizational Change
Introduction
Barbara Norris has been recently appointed as the Nurse Manager for the General Surgery
Unit at the Eastern Massachusetts University Hospital. The General Surgery Unit of EMU
has not been performing well and is experiencing a number of issues in relation to its human
resources. Barbara Norris had an idea about the prevailing conditions but she took up the
challenge to turn things around for the General Surgery Unit. Therefore, in this report, we
will discuss the issues that are being experienced by the human resources working in the
surgery unit and how they can be addressed.
Problem statements
The General Surgery Unit at EMU is experiencing a number of problems with respect to its
human resource management practices. Some of these problems are discussed below:
First of all, the surgery unit is experiencing very high labor turnover ratios, which has
resulted in a shortage of staff members. Due to the shortage of staff members, the unit is
failing to perform its day-to-day functions and operations smoothly, which is having an
adverse impact on employee morale and motivation levels (Mohamed, Lai, Daskalaki, &
Saridakis, 2016).
Secondly, the work culture in the surgery unit is not up to the mark. The work culture in the
surgery unit has become negative over a period of time. The employees are not ready to work
with each other in teams and are talking ill about each other at their back. The employees in
the surgery unit feel that they are given tasks on the basis of the relation that they have with
their seniors and not on the basis of their caliber.
Thirdly, the management of the surgery unit is failing to recognize and reward the efforts that
are being made by the employees for the achievement of organizational goals and objectives.
There is no system of performance appraisal in the unit and the employees receive negative
feedbacks from different sources rather than getting feedback from Barbara Norris herself.
The employees in the surgery unit are engaged in their jobs and are also ready to go an extra
mile for the wellbeing of the patients, but they feel that their seniors do not acknowledge their
efforts and value their inputs.