Reference no: EM132803674

The Southern Health Network (SHN) is responsible for all hospitals in the Illawarra. One small regional hospital focusing on rehabilitation services has undergone many changes over the past decade. These changes have resulted as successive governments attempt to keep the hospital open in the face of challenges relating to aging buildings and equipment, soaring staff costs and strong community sentiment to keep their hospital open. Further, a recent series of articles published by the Illawarra Mercury and the Sydney Morning herald have suggested staff are being treated unfairly, forced to do too much overtime, and are expected to do menial work beneath the requirements of their requisite professional duties. The media have unanimously attacked the Director's lack of control and direction, writing similar stories. The latest inflammatory article pictured the hospital's Deputy Director in a hostile standoff with her staff. The caption read: "Ailing local hospital unable to heal itself".

As a result of this, and other issues, changes to SHN management have just been implemented. The Director of Nursing responsible for overall management, and reporting to the SHN executive, has been promoted to a more senior position at another hospital. The Deputy Director at the local hospital has been promoted to the Director's position and a new Deputy appointed also from 'within the ranks'. The Director of Nursing and her Deputy are responsible for managing senior medical staff such as Doctors, allied health staff such as social-workers and physiotherapists etc., nursing staff, admin staff and cleaners. Often these allied staff are coupled together into functional teams for problem-solving and clinical services. Problems have now arisen with some staff as morale is low and many staff are de-motivated due to a lack of resources, a negative realignment of personal values with organisational goals, reduced incentives, a lack of belief in the organisation and themselves, and an aging workforce. Other measures taken have seen an abolishment of the staff social club, a hold on all training for 12 months, and a reduction in paid overtime.

While the former Director - Pat - had a management approach based on her tendencies towards N-AFF (High-nAff), her replacement - Jo - seems to be driven by an approach which is more about N-POW (High-nPow). Staff responses to the new appointment have been generally negative although much of the discussion has been behind closed doors. Of particular concern to staff is the social club. Almost all staff were members of the club, and social occasions were held regularly with good attendance. Club members feel that the loss of their long-term patron - Pat - will sound the death knell of the whole organisation.

Recently, pressure from the community, the media, and NSW Health has given rise to doubts as to whether the SHN would be able to deal with any kind of medical epidemic. Early reports on the Covid-19 Coronavirus is about the test the hospital's preparedness and overall capabilities. This test will also challenge the management team and their ability to hold everything together during this upcoming crisis.

Use Self Determination Theory to improve the conditions in the organisation and increase the motivation of employees. Develop a 5 point action plan for what the organisation should do.

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Point 5: