BUS 443 Emotional Intelligence in Labor Delivery

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Course: Healthcare Management (BUS 443) year: 2018/2019

Instructor: Dr Rasha Alghafes Semester: 2

nd

Page 1 of 2

Course Work Guide

 Individual Assignment (10 marks)

A. Description

? This assignment for the Healthcare management course is an individual paper 

work which is required to be submitted week 7. 

? The assignment consists of two Parts:

PART I: Case Study: quoted from the book (5 MARKS).

Kindly refer to case study page (568) Emotional Intelligence in Labor and Delivery. By following 

the guidelines for the case study write up (please refer to chapter 18-p502), prepare a written 

report for the case using the following format:

? Background statement

? Major problem and secondary issues

? Your role

? Organizational strengths and weaknesses

? Alternatives and recommended solutions

? Answering the case study discussion questions (1,3 & 6)

PART 2: Healthcare in Saudi Arabia: your perspective as a patient/customer (5 

MARKS).

From your perspective as patient in Saudi Arabia, prepare a written report of the areas of

strengths of the hospital(s) you are patient at as well as areas for improvements. List and 

discuss at least 5 areas of strengths and 5 areas for improvements. The report should not 

exceeds 2 pages: using an ‘Arial’ Font of size 12 and a 1.5 spacing

 

B. Mark & Assessment Scheme

? The Project is worth 10% of the total course mark; 5% for the case study analysis paper 

(part 1) and 5% for the second part. 

? For the Case study rubric for grading please refer to figure 18.1 "Derailerd rubric for

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Course: Healthcare Management (BUS 443) Instructor: Dr Rasha Alghafes year: 2018/2019 Semester: 2nd Course Work Guide Individual Assignment (10 marks) A. Description  This assignment for the Healthcare management course is an individual paper work which is required to be submitted week 7.  The assignment consists of two Parts: PART I: Case Study: quoted from the book (5 MARKS). Kindly refer to case study page (568) Emotional Intelligence in Labor and Delivery. By following the guidelines for the case study write up (please refer to chapter 18-p502), prepare a written report for the case using the following format:       Background statement Major problem and secondary issues Your role Organizational strengths and weaknesses Alternatives and recommended solutions Answering the case study discussion questions (1,3 & 6) PART 2: Healthcare in Saudi Arabia: your perspective as a patient/customer (5 MARKS). From your perspective as patient in Saudi Arabia, prepare a written report of the areas of strengths of the hospital(s) you are patient at as well as areas for improvements. List and discuss at least 5 areas of strengths and 5 areas for improvements. The report should not exceeds 2 pages: using an ‘Arial’ Font of size 12 and a 1.5 spacing B. Mark & Assessment Scheme  The Project is worth 10% of the total course mark; 5% for the case study analysis paper (part 1) and 5% for the second part.  For the Case study rubric for grading please refer to figure 18.1 "Derailerd rubric for grading written case studies" Page 1 of 2 Course: Healthcare Management (BUS 443) Instructor: Dr Rasha Alghafes year: 2018/2019 Semester: 2nd C. Academic Integrity  No cheating or plagiarism will be tolerated. Any student that is found guilty of cheating or plagiarism will be turned over to the Dean of Students for disciplinary proceedings in accordance with the university’s policies, rules and regulations. Page 2 of 2 502 CHAPTER 18 HEALTH CARE MANAGEMENT CASE STUDIES AND GUIDELINES CASE STUDY WRITE-UP 503 Background Statement What is going on in this case as it relates to the identified major problem? What are (only) the key points the reader needs to know in order to understand how you will “solve” the case? Summarize the scenario in your own words—do not simply regurgitate the case. Briefly describe the organization, setting, situation, who is involved, who decides what, and so on. Major Problems and Secondary Issues Specifically identify the major and secondary problems. What are the real issues? What are the differences? Can secondary issues become major problems? Present analysis of the causes and effects. Fully explain your reasoning. • Identify at least two, but no more than three, potential alternative solutions” to address the major problem from the management level you have selected. This is where you are being asked to think outside of the box.” Were there possibilities not suggested by the text? How would each of these solutions improve the situation, and to what degree? Identify the strengths and weaknesses of each approach. The best choice may not be affordable; as managers we have to “satisfice,” that is, make the best choice available at that time. Is one more cost-effective than the other(s)? Would one of them take too long to implement before experiencing the needed results? Do you have the expertise and resources to implement the solution? In developing your alternative solutions, keep in mind the strengths and weaknesses of the organization as they relate to the major problem. Having a great community reputation, for example, will likely have little bearing on whether you should fire the head of surgery. However, significant financial eserves may be relevant in trying to increase access for patients in outlying areas. Remember, there is no one right or wrong solution, only better or worse solutions. The difference will be in how you analyze and present them. • Select the best alternative solution to implement. In the step above, you analyzed each potential alternative in terms of the strengths and weaknesses of each. Through this process it should have become evident which alternative has the best chance of successfully addressing the major problem. Your final challenge is to identify how and when you will know whether your proposed alternative solution worked. To do this, you must identify ways to evaluate your solution. For example, if the desired outcome of your solution is increased revenue, when will this occur, and to what degree? Increased revenue will be one of your evaluation metrics, but you will need to outline specifically what you expect to happen. A sufficient response in this example could be “increase revenue by 5% by end of third quarter.” Note that regardless of which metrics you choose, you need to be able to measure them. At this point in the case it may be necessary to “assume” some things. For example, if a desired outcome is increased patient satisfaction, you can assume the organization already measures this and simply state your expected quantitative improvement and time frame (e.g., "improve patient satisfaction by 10 percentage points within six months”). However, be sure to state any assumptions you are making (e.g., “We assume the organization already tracks patient satisfaction and it is currently at 30%"). Your Role In a sentence or short paragraph, declare from which role you will address the major problem, whether you are a senior manager, departmental manager, or an outside consultant called in to advise. Regardless of your choice, you must justify in writing why you chose that role. What are the advantages and disadvantages of your selected role? Be specific. Organizational Strengths and Weaknesses Identify the strengths and weaknesses that exist in relation to the major problem. Again, your focus here should be in describing what the organization is capable of doing (and not capable of doing) with respect to addressing the major problem. Thus, the identified strengths and weaknesses should include those at the managerial level of the problem. For example, if you have chosen to address the problem from the departmental perspective and the department is understaffed, that is a weakness worthy of mentioning. Be sure to remember to include any strengths/weaknesses that may be related to diversity issues. Alternatives and Recommended Solutions Describe the two to three alternative solutions you came up with. What feasible strategies would you recommend? What are the pros and cons? State what should be done—why, how, and by whom. Be specific. CASE STUDY WRITE-UP Evaluation How will you know when you've gotten there? There must be measurable goals put in place with the recommendations. Money is easiest to measure; what else can be measured? What evaluation plan would you put in place to assess whether you are reaching your goals? Prepare a written report of the case using the following format. 500 CHAPTER 18 HEALTH CARE MANAGEMENT CASE STUDIES AND GUIDELINES CASE STUDY ANALYSIS 501 Case studies are thus widely used as learning methods in the education of health care managers . This will lead you to begin to understand the secondary, or underlying, issues. It is and administrators. Cases require the student to think, reason, develop critical thinking and important to note here that you may end up with more than one “major" problem; analytic skills, identify underlying causes of problems, use creative abilities, make decisions, your challenge is to identify the one that has the greatest potential to alter the situation and, in the case of group work, deal with personality conflicts and change. Generally, health for the better if addressed successfully. care management utilizes two types of case studies: diagnostic and descriptive. In a diagnostic case study, a major issue or problem will need to be identified and addressed. A descriptive TIP: Sketch out the relationships between your major and secondary problems case study usually presents a theme or describes a situation or series of events. There is not in a flowchart-like manner. Apply reasoning to how and why the problems necessarily a major problem presented, and thus the objective is more of discussing the theme developed; always answer the question, "WHY?” While we only know in terms of management challenges. Regardless of the type, case studies can be daunting at what the case tells us, we need to think about underlying motivators while first, and a good strategy for how to tackle the case study is needed. we read. Play "devil's advocate” to test these causal relationships to help ensure you are on the right track. CASE STUDY ANALYSIS • Conduct some initial research on your identified major problem/issue. The research will likely help frame the major problem and reinforce its relationships to Based on more than two decades of experience using the case study method in the classroom your potential secondary problems. For example, if the problem you have identi- and in faculty workshops, we recommend that students work in teams and use the following fied deals with employee supervision, research what types of things need to be guidelines for case studies. considered when supervising employees (e.g., performance reviews, hiring/firing • Read (or watch) the case carefully several times. The first time you read it, read it processes, related potential legal issues, discrimination and/or diversity issues, quickly, trying to pick up the high-level issues and players. In successive readings, mentoring, confidentiality, etc.). Be sure to consider any potential diversity issues become absorbed in the situation in such a way that you see yourself intimately and the impact they may have. Only by gaining an understanding of the relevant involved with the personalities, problems, and conflicts. management issues surrounding the major problem can you begin to develop potential solutions. TIP: Highlight sentences that may be important in identifying the main issue or theme of the case, and strike out those sentences that are "nice to know.” TIP: Utilize academic and trade journals as the major focus of your research. but not critical to the issues in the case. This will help you to filter out the Websites can only get you so far, and academic/trade journals will provide "noise" in the case. you with more in-depth and directly relevant information As the case starts to become more familiar to you, begin to ask yourself the following Important note: If you are working in teams on the case study, we highly recommend types of questions and jot down your thoughts: you complete all of the above steps individually, and then come together as a group to compare notes. This will help to ensure you have done the best job of analyzing 1. What is really going on this case? Generally speaking, what types of managerial issues are there (e.g., human resources, leadership, legal, confidentiality, quality • Now that you have identified the major problem, decide from which management level control, conflict management, etc.)? you want to “solve” the problem. Is the problem best addressed from a departmental 2. Can you describe in one sentence the major issue/problem? Make a list of all perspective (e.g., supervisor, director, manager), a senior executive perspective (e.g., of the problems you can identify. Analyze this list to see if you can determine vice presidents), an organizational perspective (e.g., CEO, board of directors), or how these problems relate to each other. Are some problems the cause of other perhaps from an outside perspective (e.g., consultant)? Note that in order to make problems? If so, highlight the causal problems to see if a pattern develops. For this decision, you must understand the roles and responsibilities of each of these ion, you? Chatham YEOL mustarlig deepejzuhuis there loss of revertext IS-SUSTER the case. 1 Course: Health Management 443 Year: 2018-19 Instructor: Dr Rasha Alghafes Semester: 2nd RUBRICS FOR CASE STUDY/LEVELS OF ACHIEVEMENT (Total 10 Points) Sl.No Basis/Criteria EXEMPLARY (4Points) ACCOMPLISHED (3 Points) EMERGING (2 points) BEGINNING (1 Point) 1. This section was well The concept of the case The concept of the The content of the case Introduction (20%) organized, presented the study section had one case study section had study section was not main focus on the study limitation one limitations, clearly written and section, included adequate Included irrelevant Had a disjointed focus, difficult to understand content, summarized information, failed to Incorrect information information when needed. explain concepts 2 Analysis and evaluation of Presents an insightful and Presents a thorough Presents a superficial Fails to make an issues/problems (20%) thorough analysis of all analysis of most of the or incomplete analysis analysis/argument at all. identified issues/problems issues identified missing of some of the Argument fails to answer : includes all necessary some necessary reasons identified issues; omits the issue. No creativity reasons necessary calculations expressed. 3. Identifying Organizational Make appropriate and Make appropriate but Make little connections Fails to use any evidence Strengths and weaknesses (20%) powerful connections somewhat vague between issues from the text reading; between identified connections between identified and the uses no appropriate issues/problems and the identified issues/problems concepts studied in the sources strategic concepts studied and concepts studied in course readings; in the course readings and the course readings and supplements case lectures, supplements lectures; demonstrates study if at all with case study with strengths limited command of the incomplete research and weaknesses, relevant strengths and weaknesses and documentation and thoughtful research tools studied; supplements and documents all sources case study with limited of information research 4. Recommendations on effective Supports diagnosis and Supports diagnosis and Little action suggested Fails to come up with any solutions/strategies (20%) opinions with strong opinions with limited and/inappropriate suggestion or arguments and well reasoning and evidence; solutions proposed to recommendation to the documented evidence presents a somewhat one the issues in the case issue in the case study. sided argument; study. demonstrates little engagement with idea presented Writing skills and flow of ideas Demonstrates clarity, Occasional grammar Writing is very little No proper flow of idea 5. (20%) conciseness and grammar or speling errors focused, rambling or and language. Writing is correctness; formatting is but still a clear contains errors ;lacks not organized. No appropriate and writing is presentation of ideas; lacks organization and guidelines followed free of grammar and organization follow some spelling errors guidelines Total mark 100 /10 EMOTIONAL INTELLIGENCE IN LABOR AND DELIVERY 569 Emotional Intelligence in Labor and Delivery—Case for Chapters 2, 12, and 13 The baby is delivered. It is clear that the baby is anencephalic and has very poor circulation. The nurses wrap the baby in blankets and hand the baby to Mrs. Ford for her to view. Dr. Jones says there is no reason to call in a neonatologist and that this baby will obviously only live a few hours at most. Mrs. Ford requests to have her baby fed. Dr. Jones says it is okay to do that and requests the baby be put on a cardio-respiratory monitor with an IV tube for feeding. Ms. Smith is concerned about this, since she knows it will prolong the life of the child, and this would be considered futile care. She wonders how to handle this concern since she realizes Dr. Jones will probably yell at her if she is to question his orders again. Louis Rubino and Brenda Freshman DISCUSSION QUESTIONS 1. What is your opinion of Dr. Jones's emotional intelligence (EI)? Based on a scale of 1–10, with 1 being lowest, how would you rate Dr. Jones? Why? 2. Repeat this process for Ms. Smith, the nurse manager. 3. Do you think there should be any consequences for Dr. Jones as a result of his behavior? What can be done? 4. Should Ms. Smith question Dr. Jones's orders for feeding the terminal baby? How would she do this? It is Sunday night in Labor and Delivery. An obviously pregnant full-term mother, Mrs. Ford, presents herself, saying her doctor, Dr. Jones, told her to come to the hospital to deliver her baby. The mother tells Ms. Smith, the nurse manager of L&D that the doctor has informed her that the baby has anencephaly, and she understands that the baby will not be expected to live very long after delivery. Ms. Smith is very concerned, since the unit did not receive any prior word about Mrs. Ford coming to the hospital, nor did the unit receive the prenatal record, which is required to be submitted by the 36th week of pregnancy per hospital policy. Ms. Smith proceeds to call Dr. Jones to ask for orders and to get more information regarding Mrs. Ford's condition. Dr. Jones gets very upset with the phone call, says that he just completed a delivery and was trying to get a couple hours of sleep before he came to the hospital to deliver Mrs. Ford's anencephalic baby. He yells that he will be there shortly now that she has woken him and tells her to start prepping for a C-section and hangs up. Ms. Smith realizes the survivability of the baby is not possible and that no measure will be able to save the life of the baby once delivered. Ms. Smith understands that in these cases, it is the nurses' job to use whatever measures necessary to make the baby and mother as comfortable as possible so the baby can have a dignified death. Ms. Smith is agitated at Dr. Jones's response. First, he was obviously in the wrong in not notifying the hospital about Mrs. Ford coming in, let alone not sending in the prenatal record. When Dr. Jones enters the unit, he is obviously upset but gets even more upset when Ms. Smith questions why he intends to do a C-section. Ms. Smith could tell that Mrs. Ford was not expecting a C-section based on her comments to her. Dr. Jones dismisses Ms. Smith's comments about doing a vaginal delivery and begrudgingly he does do a vaginal birth, complaining during it about how he will now have to reschedule his whole day, since it will take much longer than a C-section. 5. What about the patient, Mrs. Ford? What is her stake in all this? Should she get involved in the obvious conflict occurring around her? 6. What should the hospital do to try to educate the staff about emotional intelligence? Explain your answer. 7. How could teamwork training help this Neonatal ICU team? Explain your answer. 568
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Running Head: EMOTIONAL INTELLIGENCE IN LABOR AND DELIVERY

Emotional Intelligence in Labor and Delivery Case Study

Student name

Institution

Date

1

EMOTIONAL INTELLIGENCE IN LABOR AND DELIVERY

2

Case Study
Background statement
This is case whereby it deals with emotional intelligence in Labor and Delivery
and it involves Mrs. Ford who was told by Dr. Jones to come to the hospital to deliver
her baby. Dr. Jones does not give out information or any record that Mrs. Ford will be
coming to deliver in the hospital. Ms. Smith who is the nurse manager in the Labor and
Delivery works according to prenatal records or prior information given to her by Dr.
Jones. In this organization Dr. Jones is the one that makes decisions on what should be
done by Labor and Delivery nurse manager, MS. Smith. Some of the key points that
one needs to solve the case includes; time management, personal assessment,
organizational culture and concerns, employee assistant programs and bioethical
issues.
Major problems and secondary issues.
The major problem in the organization is the poor management. Nurse manager
takes orders directly from the doctor even if it is not in th...


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