https://padlet.com/mcdaniels15/o72z40st5wyg Manager and Employee Problems Chapter 14 Case Study en-us 2017-09-19 13:53:54 UTC 2026-03-17 08:19:21 UTC hello@padlet.com https://padlet-assets.s3.amazonaws.com/icons/Folder.png mcdaniels15 https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189143074 2017-09-20 01:37:53 UTC https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189143074 mcdaniels15 https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189143152 2017-09-20 01:38:23 UTC https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189143152 mcdaniels15 https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189143214 "Always is a dangerous word"

Dr. Benson gave an order to nurse Molly. Molly carried out the order, opposite of what Dr. Benson gave. Dr. Benson requested the supervisor, Penny, write up the error as a written warning. Penny meets with Molly to discuss. Molly is angry, becomes defensive and blames Dr. Benson for hurriedly giving her the wrong order. She is argumentative and speaks over her supervisor. Penny chooses to take this opportunity to tell Molly it appears she is never wrong, and always manipulates the situation to put herself in the right. Molly wants specific instances and Penny is not prepared with any. The conversation is brought back to Dr. Benson's complaint and Molly fiercely denies any wrong and walks away. Penny immediately regrets her personal input in the meeting. ]]> 2017-09-20 01:38:50 UTC https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189143214 gstoner https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189891888 Sheila McDaniel  
Gladys Stoner]]> 2017-09-21 18:25:47 UTC https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189891888 gstoner https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189892365 2017-09-21 18:26:58 UTC https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189892365 mcdaniels15 https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189974025

• Explanation of problem
• Employee behavior
• Assumptions
• Personal opinion
• No supporting facts
• Documentation 

]]> 2017-09-22 01:20:12 UTC https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189974025 mcdaniels15 https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189977426 2017-09-22 01:51:16 UTC https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189977426 mcdaniels15 https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189979803 Andersen, E. (2013). 9 ways to     deal with difficult employees. Forbes. Retrieved from https://www.forbes.com/sites/erikaandersen/2013/11/21/

Fallon, L. F. & McConnell, C. R. (2014). Human resource management in health care: Principles and practice (2nd ed.). Burlington MA: Jones and Bartlett Publishers

Frandsen, B. (2014). Nursing leadership: Management & leadership styles. American Association of Nurse Assessment Coordination (AANAC). Retrieved from www.aanac.org

Heathfield, S. M.  (2017).  What is progressive discipline?  The Balance.  Retrieved from https://www.thebalance.com/

"Seven Principles of Effective Progressive Discipline."  (2017).  Retrieved from https://www.nolo.com/




]]> 2017-09-22 02:12:42 UTC https://padlet.com/mcdaniels15/o72z40st5wyg/wish/189979803 gstoner https://padlet.com/mcdaniels15/o72z40st5wyg/wish/190329561 **  An employee management strategy that provides a spectrum of responses to employee issues.

**  Concept is based on a coaching model that will help employees improve.

**  Its focus and goal is retention, rather than termination.  Managers are to help improve employee performance and renew their dedication to their job.

**  Provides flexibility within a consistent framework.

** Lays the proper foundation for a fair termination process.]]> 2017-09-23 03:14:17 UTC https://padlet.com/mcdaniels15/o72z40st5wyg/wish/190329561 mcdaniels15 https://padlet.com/mcdaniels15/o72z40st5wyg/wish/190498404 When discipling an employee, managers need to coordinate with their human resources department and know their organizations policies and procedures. Managers must not be intimidated by an employee and must respond when behavior warrants. Personal opinions and predispositions must be set aside. Rules, procedures and disciplinary action must be clearly explained to all staff. Lastly, documenting the behavior or performance issues build the file to support the discipline. Just as in our nursing documentation, if it is documented, it didn't happen. Managers must (a) prevent; (b) educate; (c) be available; (d) communicate; and (d) document to build a successful team, attain unit goals and provide quality care to  patients.]]> 2017-09-24 03:15:38 UTC https://padlet.com/mcdaniels15/o72z40st5wyg/wish/190498404 gstoner https://padlet.com/mcdaniels15/o72z40st5wyg/wish/190517060 COMMUNICATION
     *  Managers and employees need to listen to one another
     *  Timing is essential.  Managers must address concerns to employees before disciplinary action is required.

DOCUMENTATION
     *  Managers must have specific facts and examples of unacceptable behaviors or poor performance.
     *  If disciplinary action is warranted, choose a private setting.  Have a Human Resource (HR) representative available and present if needed.     

RESOURCES
     *  HR Policies and Procedures
     *  Unit Policies and Procedures
* Employee Assistant Program (EAP)

     ]]> 2017-09-24 08:19:55 UTC https://padlet.com/mcdaniels15/o72z40st5wyg/wish/190517060 gstoner https://padlet.com/mcdaniels15/o72z40st5wyg/wish/190518394 **  A manager's key responsibility is to address employees' needs, concerns, and issues which are inevitable in the workplace.

**  In current practices, disciplinary action is typically accomplished in a progressive method.  Improving and correcting the behavior is the goal, rather than termination.

** Managers and employees have responsibilities to each other, their specific work area, and their institution. Organization policies and expectations should be clear for all parties to adhere to. Employees are expected to produce or deliver services. Managers are expected to lead so team members will follow. ]]> 2017-09-24 08:32:25 UTC https://padlet.com/mcdaniels15/o72z40st5wyg/wish/190518394 mcdaniels15 https://padlet.com/mcdaniels15/o72z40st5wyg/wish/191023394 1. What critical error did nurse Penny Jerome make in her one-on-one exchange with Molly Stern?
Penny brought her personal opinion into the discipline meeting with Molly, generalizing the issue. This took her off track and left her vulnerable making her concerns unprovable. Penny also stated that she was writing her up on the request of Dr. Benson. She also only spoke with Dr. Benson regarding the issue.
2. Why was that particular action wrong?
Penny made the conversation personal, stating Molly was "always" right and "never" admitted wrong. She generalized the issue. Penny was writing her up, following her organization policies and procedures, not on the physicians demand and she should have remained neutral and allowed her to giver her version of the situation.
3. How to resolve the misunderstanding?
Penny could arrange a meeting with both parties and mediate a conversation so each can hear the other's concerns. A witness is important if she feels the conversation could become heated. HR can also be called upon to assist.
4. How to handle employees that are always right?
Timing, address the situation and discuss as they arise
Be available, listen actively and get a feel for the unit issues.
One on One sessions with employee to talk about concerns, offer counseling, clear explanations and consequences.
Document issues that affect behavior and performance.

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