A large health-care corporation recently purchased a small, 50-bed rural nursing

Question

A large health-care corporation recently purchased a small, 50-bed rural nursing home director of nursing was brought in to replace the former one, who had retired after 30 years. The new director addressed the staff members at the reception held to welcome him. "My philos that you cannot manage anything that you haven't measured. Everyone tells me that you have all been doing an excellent job here. With my measurement approach, we will be able to analyze everything you do and become more efficient than ever." The nursing staff members soon found out what the new director meant by his measurement approach. Every bath, episode of incontinence care, feeding of a resident, or trip off the unit had to be counted, and the amount of time each activity required had to be recorded. Nurse managers were required to review these data with staff members every week, questioning any time that was not accounted for. Time spent talking with families or consulting with other staff members was considered time wasted unless the staff member could justify the "interruption" in his or her work. No one complained openly about the change, but absenteeism rates increased rapidly. Personal day and vacation time requests soared. ophy is Staff members nearing retirement crowded the tiny personnel office, overwhelming the single staff member with their requests to "tell me how soon I can retire with full benefits." The director of nursing found that shortage of staff was becoming a serious problem and that no new applications were coming in, despite the fact that this rural area offered few good job opportunities. 1. What evidence of resistance to change can you find in this case study? 2. What kind of resistance to change did the staff members exhibit? 3·If you were a staff nurse at this facility, how do you think you would have reacted to this change in administration? 4. Why did staff members resist this change? 5. What could the director of nursing do to increase acceptance of this change? What could the urse managers and staff nurses do?

Explanation / Answer

1 Answer to the first question.

Evidence of resistance to change is below

Absenteeism rates increased rapidly

Personal day and vacation time request soared

Staff members start thinking of retiring early

Staff shortage became a serious problem

2) Answer to the second question.

Unwillingness to come for the work was the main resistance to change exhibited by the staff members.

Many retired early and many staff members applied for too many personal day and vacation time.

3) Answer to the Third question

If I were a staff nurse at this facility I would have reacted to this change positively but putting forward few suggestions. I would have requested for more resources since recording of job effort takes much time and would ask for a change in Time wasted concept.

4) Answer for the 4th question

Staff members resisted the change because they were unable to follow the change and also it interrupted their daily work routine.

5) Answer for the 5th question.

The director of the nursing could have conducted training and awareness program for the change implemented. Nursing staff could have given more in-depth understanding and benefits of the change.

Nurse Managers and staff nurses could have asked for more training on the new change and could have requested for phase by phase implementation of the change.

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