Barbara Norris:Action Plan
Barbara Norris:Action Plan
BarbaraNorris is faced with resistance from members of the team because shelacks an efficient action plan. As it appears, the current groupculture does not esteem teamwork and collaboration. Additionally, theunderstaffed nature of the institution is a contributing factor tothe low level of competence. The fact that tasks are allocated basedon favoritisms and relationships makes the team members not to put intheir full potential (Groysberg,Bell & Nohria, 2013).However, an execution of a proper action plan is the most strategicway that will allow Barbara to defend the staff interests and managethe various relationships.
Tobegin with, it will be vital for Barbara to handle the relationshipwith her staff or to manage down. The step will necessitate her tohave problem solving and decision-making skills. Here, it will forceher not only to be mindful of the organizational philosophies, butalso what she deems right for the group interests. Because Barbara isattempting to create a lasting solution, she is left with no choicebut to be the agent of motivation and transition (Nigam,2014).Moreover, an intrinsic drive is what will allow her to be successfulin the activities of the new role that she has taken. Based on herbackground, Barbara is born a nurse and she understands thatnurturing healthy relationships with the staff is a spontaneouscomponent if she has to stay in Massachusetts University Hospital’sGeneral Service Unit (Cummings& Worley, 2014).At this level, managing staff will call for articulate goal formationand showing focus on patient care and administrative mandates.
Similarly,managing her superiors will require Barbara to apply the idea of hopeas a way of making it clear that their goals and expectations areattainable. This step will necessitate her to provide adequatesupport in the form of training and advice to the superiors.Barbara’s transparency in sharing her views will facilitate theprocess of up-management. As a result, the directors will see sensein need for fairness in building both equity and culture of justicein the organization. Furthermore, this step will oblige Barbara towarrant justness in appraisals and pay reviews. As a result, theelement of favoritism will be minimized while bureaucratic fairnesswill be enhanced (Nigam,2014).The success in managing up will help to curb discrimination and boosttransparency.
Tocare for the immediate work environment or manage laterally in thehealthcare system, Barbara needs to be mindful of friendship with thepatients and everyone at her level. Being loyal to the group willenable her to influence agreement and partnership building. However,because the existing sub-groups are already defective, Barbara has toform new ones. In case people may feel pressure, she should be promptin conforming to change. Obeying transition within the health systemis important in the sense that it will allow Barbara to accomplishtasks based on her jurisdictions (Cummings& Worley, 2014).In other words, she will always obey the authorities, traditions, aswell as policies
Conclusively,an effective action plan will be highly beneficial to Barbara and herrole in managing relationships. Using expectancy will help hermotivate the staff and ensure the clarity and success of tasks. Beingclear regarding the behaviors she desires will enable the staff tobelieve that they can attain high standards. Usually, fairness in astrategic plan allows a team leader to find ease in motivating staffmembers who seem to love what they do when caring for patients.
Cummings,T. G., & Worley, C. G. (2014). Organizationdevelopment and change.Cengage learning.
Groysberg,B., Bell, D., & Nohria, N. (2013). BarbaraNorris: Leading change in the general surgery unit.Harvard Business School.
Nigam,A., (2014). Improving hospital efficiency a process model oforganizational change commitments. MedicalCare Research and Review, 71(1),21-42.