Please answer these questions based on the case study given below.
Beth Miller is faced with leading a major change.
What type of leadership style did Beth start out with?
What style has she moved to in the first year of her new position?
Beth Miller graduated from an associate degree nursing program in 1989 and returned to school to earn her BSN in 1993. Her first position was on medical-surgical unit. However, when a charge nurse position came open on the oncology unit she applied and was accepted. The unit was well known for its reputation of developing leadership skills.
In 1996, Beth decided to further her education and began taking classes at a well-known university with a strong nursing program and began working towards a Master’s in Nursing Administration. She graduated in 1999.
Case Study #1 First Management Position
In 2000, Beth began searching for a management position. She accepted a position as the manager of a 30-bed Medical Unit with a 2.5 million dollar budget. This unit had gone through several managers in the past ten years. No manager had lasted more than two years and in between managers, the manager of the oncology unit would cover the unit. It had been three years, since there was a manager assigned to only the medical unit. As a result, senior nurses basically ran the unit and liked the way things were. Overtime abuse was rampant and scheduling inequalities was the norm.
When Beth arrived, she received a lukewarm welcome. The senior staff did not want anyone interfering with the way things were and the other nursing staff had been through much disappointment in the past and did not trust that things could change. The Director of Nursing told Beth she was sure Beth could “fix” all the problems on the unit is six months.
Beth immediately began making changes. As an example, she decided that she would computerize all the educational materials that staff would need to print out as needed rather than using a binder that had been in place. She did not anticipate the level of resistance to this to change. The staff had used the binder system for years and was not going to let someone come in and change how they worked. Beth decided this was not an issue worth fighting for and returned to the binder system.
Additionally, Beth used a communication book (something her previous manager did) to remind specific nurses which competences needed renewal. This caused uproar as some staff claimed this information was private and not to be shared. Beth stopped this practice immediately.
Beth noted that the lack of consistent management led to the current toxic situation on the unit. She decided the nursing personnel needed her full attention. She enforced hospital scheduling and discipline policies that had been ignored and she terminated the staff that had a negative influence on the morale of the nursing staff. She replaced them with nurses who had a more positive outlook. She also arranged for breakfast meetings between the physicians and nurses to build teamwork.
Beth also made some changes in her own behavior. She decided to give the staff her full attention and to put them first. She realized she worked for them and they worked for the patients. This was demonstrated by prioritizing staff needs first. For example, their voice and email messages were answered first. They began to know that they were the most important part of her day. The staff slowly began to accept her and she began to feel more comfortable. It was a long year to get to this point.
Reflecting on that first experience, Beth had realized that she made a mistake coming to the unit with the intent to create change. She realized she should have started with just taking note, observing, learning, and valuing before trying to change things. Just as Beth was beginning to feel comfortable with her role as a manager, a major change was announced. For more information on Management Case Study see this: https://www.encyclopedia.com/management/encyclopedias-almanacs-transcripts-and-maps/case-method-analysis
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