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The Managerial Hot seat


TheManagerial Hot seat

TheManagerial Hot Seat

Identificationof Issues to be addressed

Managersare required to develop an organization’s structure and determinehow the various functions of the establishment will interact. Theyoperate through the functions such as planning, organization,controlling, staffing, and directing. Their roles in the organizationare central and must be clearly understood in the context of overallresponsibilities within the company (Locsin, 2016). Carol Greely hasserved as a registered nurse for 25 years and as a nurse manager formore than ten years. She was given the role of a nurse manager in amedical surgical unit at her place of work which was fondly referredto as the “hot seat” by other workers since it has been presumedshe is expected to stay in the position for only a short periodbefore being replaced by someone else. Carol had limited informationabout her new role and so could not understand why the new positionwas being labeled as the hot seat. A few months into the “hot seat”position, Carol observed numerous undesirable behaviors among herstaff. One, she noticed that the workers in the unit showed the lackof professionalism in their work as they put their social andpersonal lives before the needs of the patients. Second, the nursesviolated the department’s dress code policy. The third issue wasthe high level of absenteeism and level of schedule juggling. Thestaff would just exchange shifts at their pleasure, request forspecific days off, and make last minute changes in their schedules.

Stepby Step Plan to address each Issue

Carol’sdepartment has been plagued by quite a number of issues includingdress code concerns, absenteeism, shift trades, and lack ofcompetence. As such, her desire and goal are to transform the hotseat unit into a real nursing department. This calls for toughdecisions to be made. Carol would require the help and support fromthe human resources (HR) department to achieve her objective.

Itis presumed that professionalism is a key ingredient to deliveringquality health care services and attaining favorable workenvironment. Carol must speak to the HR department to establish aninternal plan to build a professional environment in the workplacewithin the first two months. In the first month, the managementshould consider pulling together the efforts of people from everylevel of employment to address issues emanating in their units andgenerate a report. In the second month, the management can make useof the hospital’s existing resources to address the care standardsand professional guidelines by bringing in training instructors toshare information of the new rules and procedures (Alidina, 2012).After professionalism concept has been boosted, then the next plan ondress code rule is introduced, which will take two months.

Developinga standard dress code for any nurse at the hospital is essential asit helps create a sense of professionalism and patients can easilyidentify hospital staff (White, 2016). To execute this step, Carolshould seek the assistance of the HR team to come up with a dresscode policy for the nurses where they will be required to wear thesame uniform. With the help of the HR department, a dress codeproposal can be drafted and then given to the employees. The policywill entail important elements such as clothing, presentation,footwear, personal hygiene, and jewelry. The drafting will be done inthe third month, and the employees will be given a month to consultand vote on their choices from the selection in the draft. An openforum can be held to discuss on the selections. Upon receivingfeedback from all the nurses on their choices, a report will becompiled at the beginning of the fourth month and the choice with thehighest number of votes will be considered as the choice for all. Aprovisional policy will be given to employees to familiarizethemselves, and then, with the help of the HR personnel, anotherforum will be held to discuss the choices made after which a finalpolicy will be drafted upon the consent from all the nurses. Sinceall nurses will have signed the document, violation of the same willconstitute a disciplinary action which will be administered by thehuman resources department.

Theissues of absenteeism and schedule juggling will be addressed at thebeginning of the fifth month through the sixth. To reduce absenteeismand work shift trades, Carol must work with the HR team tocommunicate work expectations and performance against each objective,enhance teamwork support, assist nurses cope with work and personalpressures, augment mechanisms used to establish work programs,minimize the time spent on non-patient activities, and to addressunderperformance issues that impact other team members. At thebeginning of the fifth month, a questionnaire will be drafted anddelivered to all nurses to collect data on what the problems mightbe. One week will be intended for data collection on the causes ofabsenteeism. The second week will be for data analysis after which aforum will be held to discuss the issues at hand. The HR will help inmobilizing all the nurses to attend the meeting. After the meeting,Carol with the HR personnel will draft policies intended to curbabsenteeism and schedule juggling after which they will be given toall the nurses. The important elements of the policy will include thespecific times a nurse is expected to be at work and clear proceduresto follow when asking for a day off. A supporting document must bepresented as evidence for the need to be absent, failure to which thepermission will not be granted.

Afterformulating all the policies, implementation is the key. Anevaluation plan will, therefore, be drafted in the first week of thesixth month. The remaining weeks of the plan will involve evaluationof the policies to determine whether they are successful. The HRdepartment will assist in monitoring and recording of the employees`absenteeism. Recommendations for the improvement of the policieswill be given upon successful evaluation of the action plan.

Inconclusion, to implement specific rules and standards in worksettings may be challenging and exhaustive. Carol’s determinationto ensure that the hot seat is transformed into a real nursing unitdemands her to influence positive efforts and cooperation to achievethis objective.


Alidina,K. (2012). Professionalism in post-licensure nurses in developedcountries. Journalof Nursing Education and Practice,3(5),128.Retrieved November 28, 2016, fromhttp://www.sciedu.ca/journal/index.php/jnep/article/viewFile/1613/1179

Locsin,A. (2016). The Role of Managers in Health Care. Retrieved November28, 2016, fromhttp://work.chron.com/role-managers-health-care-16590.html

White,J. (2016, July). Dress codes for nurses: Toolto boost professionalism.Retrieved November 28, 2016, fromhttp://www.healthcarebusinesstech.com/nursing-dress-code/