question archive The following situation was recounted by Ms
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The following situation was recounted by Ms. Jackson, who knew Evelyn Ross for several years and had also, on various occasions, worked in some of the same hospitals as her. Registered Nurse, Evelyn Ross began working at the age of 31 at Benton Hospital, an industrial hospital of Orange County, located just south of Los Angeles. The establishment had a potential of around 150 beds, and 50 to 100 patients weredaily treatments in its clinics. It had been built by a large shipyard, which ensured its management. All employees of company site could, with their dependents, receive medical care through the company's hospitalization plan. The nursing staff was headed by a director, assisted by two assistants in charge of nursing services, one in the hospital, the other, in the clinic. However, the two departments operated in one coordinated unit and exchanged personnel when the charge of Work was getting too heavy in one place or the other. The hospital's medical director, Dr. Peake, was energetic and had usually in pretty brutal ways. Straddling discipline and efficiency, he treated his staff fairly and respected him and was very cooperative. D r Peake had many innovative ideas and had helped to increase the hospital from 75 to 150 beds. His new ideas were discussed at staff conferences attended by the heads of departments or all those who risked suffering the effects of proposed changes.
Evelyn Ross worked as a head nurse, both in the hospital and in the clinic, during the time she worked there. (At the time, Ms. Jackson worked in the clinic, as assistant head nurse). She resigned to enter, as lieutenant, in the corps of nurses of the army, where she served two and a half years, which she spent, for the most part, on assignment in the southern Pacific. Promoted to rank of captain during her period abroad, she was transferred to the reserve when it left the body. Shortly after, she took a training
quarterly to supervision in the operating room.
In the meantime, Ms. Jackson had moved to the East Coast and worked in
a large industrial hospital in Manchester (Vermont), the Hughes Hospital. The
two women wrote to each other during this period and Ms. Jackson wrote that
the operating room supervisor position would soon open at the hospital and
that in her opinion, Evelyn Ross had a good chance of getting the job if she
wanted to settle on the east coast. The applicant applied for the
director of the hospital nursing services, was accepted for the post and
soon began to work on it.
Hughes Hospital had a structure broadly similar to that of
Benton Hospital. He was responding to the request for medical attention from the major
part of the community, while caring for Hughes Steel personnel
Company, the city's main employer. It was equipped with clinics for
emergencies and outpatient care. He had a
potential of 250 beds and clinic staff were treating significantly more
100 sick a day, but it often happened that we did not keep a
exhaustive assessment of the number of patients. The organization of the department
nurse was very similar to that at Benton Hospital, a
important exception: the hospital department and the clinic
operated as two completely independent units. The clinic is
was in a separate building from the hospital; consequently, the
moving a bedridden patient from the clinic to the hospital was a problem
extremely complex. Besides the proper equipment to move
patients were lacking, there was a lack of ward boys, and we had to
resort to beneficiary attendants to carry out this arduous task.
This shortage of personnel and equipment was particularly felt
when emergency patients and accident victims came to the
clinic and had to be transferred to hospital with minimal loss of
time and complications.
The Director of Nursing, Ms. Mahaffey, was approximately 45 years old
and had worked at the hospital for three years. M me Linden was controlling
hospital for six months and Ms. Hartman had worked in the same position at the
clinic for over a year. In the pavilions of the hospital worked 24
qualified nurses, 30 patient attendants and 10 women
housework. In the clinic, staff working with Ms. Hartman are
consisted of 5 qualified nurses, 4 patient attendants and
2 housekeepers. There were only six waiters for all
the three-eight: one available to the entire hospital in the evening shift, one
in the night shift, one in the clinic and in the operating room during
the day shift, and one for each of the two men's pavilions of
the hospital. In charge of supervision in the operating room, Evelyn Ross had
a staff of four nurses, three patient attendants and
of a waiter. In the operating room, nurses worked in
rotation, with guards every night for any emergency surgery.
Evelyn Ross found that the work was very demanding and resulted in
frequently through long hours, but she was very interested in him
which she never seemed to get tired of. She often stayed to help in case
emergencies in surgery, as a number of serious accidents occur
occasionally produced in steelworks served by the hospital. The
strengthening ' efficiency and cleanliness of operating rooms was worth it
praise unreservedly M me Mahaffey.
Nearly 65, Dr. McMillan, the hospital's medical director,
had worked, as a doctor at the Hughes Steel Company, for more than
20 years. He usually arrived in his offices at the hospital at nine o'clock.
morning, dictated answers to his correspondence, made
occasionally tours to some of the hospital pavilions (in particular
showing extremely rarely at the clinic), left quickly
lunch at noon and did not return to the ' hospital two or three times a week,
for a few hours after the midday meal. During his tours
fortuitous in the pavilions, he stopped at the nurses' floor office,
asked if everything was okay, before saying "Alright!" Very well! " and of
continue on his way. When Dr. McMillan suffered a heart attack enough
serious to prevent him from keeping his post at the hospital, it was necessary to find a
new medical director. The president of the steelworks company
knew the shipyard and knew that Dr. Peake had worked at the
Benton Hospital. He contacted him to see if he would be interested in the post of
medical director of the hospital. D r Peake agreed. He occupied the new
post with the blunt and forceful manner he was accustomed to
and toured the clinic and hospital daily. He was going
often a lot of time talking to patients, nurses,
attendants and staff physicians.
After about a month of in-depth observation of the current work of the
clinic and hospital, Dr. Peake held a conference with Ms. Mahaffey
and those responsible for nursing staff. He criticized "the attitude no
professional "of several nurses, and stated that many
patients had complained to him about the care they were receiving. II
asked why so many nurses seemed absent,
their pavilions during his morning tours. M me Mahaffey replied that
nurses were allowed to leave the lodges at intervals
between 9 a.m. and 11 a.m. for a coffee in the dining room of
hospital and that the time taken for this did not lead to an audit
rigorous. D r Peake also spoke to Dr. Dr. Allbright, staff physician
responsible for the clinic, as well as its nurses, in order to know
why patients often had to wait extremely long
to see a doctor there. (Most of this information came from
M me Jackson, assistant controller of the clinic). Clinic staff
recognized that this one really knew a "bottleneck",
while considering that the latter was mainly due to a shortage of
staff when it was needed most, to the difficulties
caused by the need to transport patients to the hospital and to
the absence of satisfactory laboratories in the clinic itself. D r Peake advised staff that new buildings under construction
at the hospital would be used by the clinic establishments. In the meantime, he
would try, he said, to help them find a way to simplify the
situation.
During the second week of August, that year, Ms.
Mahaffey asked Evelyn Ross to come to her office.
M me Mahaffey: Madam, D r Peake told me that you've worked with
him at Benton Hospital. I knew that ' he had been for a while,
but I did not know that c ' was during the period when you were working there. He had me
said you knew the scheme that worked there between the clinic and
hospital and asked me to release you from your current job, so that
you can help coordinate the units of our clinic and
our hospital.
M me Ross: I'm sorry for what I hear. I am very happy to
my current position. Will I be working in the clinic or the hospital?
M me Mahaffey: Both. I want you to know that in my
eyes M me Linden provides a very competent control and I do not want
not that it suffers from this new provision. Besides, I want to know
everything that's going on there. I expect at least one report from you
daily. I don't see what Dr. Peake expects you to do
what has already been done. It must recruit more people, s ' he wants
of this establishment a model hospital. Since his arrival here, he has
terminal to criticize.
M me Ross: I'll do my best. I know the structure that Dr. Peake
had in Benton. I may be able to contribute to its application here.
A few hours later, Dr. Peake walked into Evelyn's office
Ross, in the operating room unit.
D r Peake: Hi, Rossie, I have a new job for you.
M me Ross: M me Mahaffey told me about.
D r Peake: You know how things went in Benton. I
want units here to be organized exactly the same
way. During the last few months, I have made sure that another
doctor comes to help at the clinic during peak hours and we
recruited two additional patient attendants, but
things hardly seem to be improving. Maybe you can
help me find the causes of the difficulties. Our new program
construction has started and when it is completed I want the
two units operate as an integrated unit. I am bored of
steer clear of surgery - because you did a good job at it - but
I think you can help me improve the operation
joint units of the clinic and hospital.
M me Ross: I can try, Doctor.
D r Peake: Perfect! Now I don't want you to go through that
whatever - if you have any problems, come
directly see me.
Informed of the difficult relationship existing between Dr. Peake and Ms.
Mahaffey, Evelyn Ross was particularly reluctant to bypass the director
nursing staff, his immediate superior. She then decided that he
better to observe regular channels of communication.
She introduced herself to her new job and discussed the plans and ideas of the
D r Peake on the integration of the two units with ladies Linden
Hartman. She also explained to them the reason why he had it.
chosen for the job: she had worked at Benton Hospital under her
direction. They had learned that Ladies Ross and Jackson had
worked at this hospital while Dr. Peake was there.
None of the directors looked very surprised. M me Linden noticed
the case sounded like another of Dr.
Peake.
Ladies Linden and Hartman appeared concerned about the staff shortage
and declared that any change which would improve the situation would be the
welcome.
At the time, personnel issues were acute
particular to the hospital. Several staff members were off
disease and the number of patients was greater than usual. The
clinic was only open on Saturdays and Sundays for emergencies.
A nurse and two orderlies were on call during
on weekends, but without being rushed. Evelyn Ross organized the transfer
of the two patient attendants at the hospital during the weekend. M me
Linden was delighted with the extra help. The following Wednesday, the clinic
was very late in his work, due to the occurrence of a
emergency. Evelyn Ross went to M me Linden to see if anyone
could spend the afternoon there to assist, which resulted in the
following conversation:
M me Ross: M me Hartman is submerged. She had to deal with an emergency and
the other patients are not seen. Are you able to send
someone to help?
M me Linden: I will send someone to the clinic. They have one
sufficient help! There are too few of us here.
Evelyn Ross went to one of the pavilions and found there, in the kitchen,
two of the orderlies having a coffee. She
asked if they had any free time.
One of them replied, "Of course. We didn't have much to
to do this afternoon ".
Evelyn Ross returned to M me Linden and told him the episode. She
asked for one of the patient attendants to be sent to the clinic, to
give a hand. M me Linden accepted grudgingly.
Shortly thereafter, Ms. Linden took a two-week vacation. M me Mahaffey
asked Evelyn Ross to look after the hospital unit until her
return. From then on, it faced the problem of developing jobs in the
time of all nurses, patient attendants,
room boys and housekeepers working in the unit
hospitable. D r Peake was also asked to launch a study
to determine the staffing needs in the various pavilions of
hospital and clinic departments, and participate in
planning the layout of new equipment in extensions
buildings. During the two week absence of Ms. Linden,
Evelyn Ross discovered (1) that one lodge had more nurses than one
other, despite equivalent workloads and (2) that the women of
housekeeping did not perform the cleaning for which they were responsible and that
some did not even know the nature of their obligations. In
cooperation with Ms. Hartman and with the consent and permission of Ms.
Mahaffey, Evelyn Ross reassigned nursing staff,
so as to ensure that all the pavilions have equal numbers, in relation to
their workloads. She organized the timetables so as to
provide support from the clinic, depending on availability, to the hospital during
weekends and instructed housekeepers on their
tasks.
Patient care appeared, quantitatively and qualitatively,
progressively improve, and the placement of employees in tasks that
occupied them and in which they understood their obligations seemed
increase the satisfaction of the majority of them. Patients reported
improving the care received since the changes were made. D r
Peake praised Ladies Ross and Mahaffey for the success of the new
program.
Two days after the M back from vacation I Linden Evelyn Ross was
called to the office of the director of nurses.
M me Mahaffey: Madam M me Linden requested his transfer to the room
operation, because she doesn't think you will get along, all
both. She's doing a good job in the hospital and I don't want to lose her. AT
from now on you will not interfere with the operation of
the hospital unit and its staff. There, M me Linden will attend
of all.
M me Ross: I do not understand, ma'am. Do you mean that my
work stops there?
M me Mahaffey: No. You will continue to work at the clinic and there
contribute to the creation of new departments, as the
continuation of the construction program. I really don't see what has
made Dr. Peake think you would be able to do anything to
improve the situation. He will just have to understand that we
are understaffed.
Evelyn Ross walked out of the interview in confusion over her exact status,
because she knew that Dr. Peake would expect her to continue trying to
coordinate the two units.
By bringing out the relevant theoretical notions, answer the three
following questions.
1. What is (or are) the problem (s)?
2. What are the causes and consequences of the problem (s)?
3. Explain, providing as much detail as possible, how this
situation should be handled and why.