Ms-27 dec 2009
MS-27 Dec-2009
MS-27 : WAGE AND SALARY ADMINISTRATION
1. Discuss the role of compensation. Explain the functions and responsibilities of compensation programme with suitable examples.
2. Discuss the scope and coverage of the minimum wages Act, 1948. Describe the procedure for fixation and revision of minimum wages under the Act.
3. Briefly explain any two methods of job evaluation and their merits and demerits.
4. Explain the need for payment of allowances and fringe benefits. Discuss the systems of payment of dearness allowance. Give examples of some popular fringe benifits practised by corporates.
5. Write short notes on any three of the following :
a) Downsizing
b) Pay Surveys
c) Executive compensation
d) Payment of wages Act, 1936
(e) The marginal productivity theory
6. Read the following case and answer the Questions given at the end :
A public sector consultancy organisation recruited Mr. Alok an expert in a particular field of technical specialisation with Ph.D. and other high qualifications at a senior level, one level below that of a director of the board. The company had a managing director and three functional directors on its board apart from government directors. Mr. Alok at the time of recruitment to the company was working as No. 2 in a Central Government Research Organisation. Since he failed to get selected to the No. 1 slot in that organisation for 'political reasons', according to him. He chose to join the public sector company at one grade higher than that held by him in the government.
After joining the company, Mr. Alok represented to the Management that he should be granted at least three advance increments since in the government research organisation where he had worked, he used to get extra honorarium to the extent of Rs. 50,000 per annum for undertaking outside consultancy work. The management of the company refused to grant the advance increment to him since they felt that Mr. Alok's request cannot be dealt with in violation and it will lead to similar requests from other senior managers in the company. After waiting for a few months, Mr. Alok submitted his resignation from the company. His superior, viz., the functional director concerned (Mr. Rajeev), advised the managing director that Mr. Alok was resinging because his request for higher salary has not been agreed to and that the matter needs review because it would be difficult to recruit another expert of the same calibre as Mr. Alok. The Managing director, however, accepted the resignation of Mr. Alok and ordered that the post be advertised for fresh recruitment. As the recruitment process was on, Mr. Alok on his own chose to withdraw his resignation and rejoined the company apparently on a tacit undertaking given by Mr. Rajeev that his request for higher salary would be reconsidered. The managing director reconsidered the request and approved the grant of three advance increments to Mr. Alok provided he would serve the company at least till the date of his superannuating, which was two years away. The decision was communicated to Mr. Alok.
Mr. Alok once again felt insulted by being asked to agree to an unaceptable condition, viz., undertaking to continue in the company for two more years for the grant of additional increments to his salary. He thought he was fully justified in his case. He did not agree to the condition and after two months again submitted his resignation. Mr. Rajeev discussed the matter with the managing director. The managing director stated
that in return for the additional salary being granted to Mr. Alok which was not being given to any other senior manager of his status, he should display some commitment, to serve the company. Without such a commitment Mr. Alok might wait for an opportunity to look for greener pastures and leave the company after gaining a higher salary, vis-a-vis his other senior colleagues in the organisation. The other employees would feel that the Management can be blackmailed by the so-called experts into granting more benefits with the threat of resignation and the Management would lose its credibility. The managing director, therefore, decided to accept the resignation of Mr. Alok. But Mr. Rajeev and other functional directors of the company were not happy with the decision as
they felt that competitors of the company would gain by Mr. Alok's departure and, therefore, allowing Mr. Alok to quit would jeopardize the company's business interests.
Questions :
1.Do you agree with the Managing Director's approach to the problem ?
2. Do you think that Mr. Alok had reasons to be aggrieved or was he trying to exploit his expertise ?
3. What would be your solution to this case ?
Ms-27 dec 2010
MS-27 Dec-2010
MS-27 : WAGE AND SALARY ADMINISTRATION
Solved book Ms-27 from mehta solutions
Ms-27 dec 2011
MS-27 Dec-2011
MS-27 : WAGE AND SALARY ADMINISTRATION
1.What are the micro level considerations for evolving a compensation policy ? Explain with suitable examples.
2. Explain the purpose and applicability of the payment of Wages Act, 1936. Discuss the
deductions authorised under the Act with suitable examples.
3. Explain the concepts of Basic wage, Dearness Allowance and Fringe benefits. Discuss the need and purpose of allowances and fringe benefits to be given to the employees.
4. Explain various types of incentives. Discuss the prerequisites of an effective incentive scheme citing suitable examples.
5. Write short notes on any three of the following :
(a) Stock options
(b) Executive compensation
(c) Pay surveys
(d) The marginal productivity theory
(e) Employee's Deposit-linked Insurance scheme.
6. Read the following case and answer the Questions given at the end.
The National Manufacturing Company reached an agreement with its Union on a production incentive scheme to increase production. The company had an unprecedented
demand for its goods and the Union agreed for the incentive scheme. The management was pleased with the assurance of the Union leader to personally undertake the task of implementing the scheme. The management promised to give him a free hand if he could increase the production. The Union did increase production to almost double the original level. As a result the Union gained importance. Any problem could be sorted
out by the Union by its direct access to the chief executive. The management staff as a result became wary of its interaction with the Union. Non-members of Union were discriminated by the union. Its members could get special favours like disposal of their grievances, promotions, and so on. The incentive scheme benefitted primarily the Union members. The scheme' was inequitable as some workers got disproportionately large incentives, some low and some no incentive at all. The second feature was that as the incentive was linked to the Consumer Price Index (CPI) the distortion got further accentuated. However, when the Union tried to misuse its new found powers the management struck back one day by taking disciplinary actions against all the leaders
and the union found all of a sudden that it was without a leader.
Another Union arrived on the scene and the leader had established a rapport with the chief executive and this new Union faithfully followed the tenets of the management but as a price extracted some benefits for its members exclusively. It had a say on all aspects of the management function like recruitment, selection, transfers, job classification, and so on. In return the Union saw to it that production became its exclusive responsibility and it had a hot line with the chief executive for any problem resolution. Again the management became wary that their path should not cross the path of the Union resulting in a confrontation. As the years passed, the Union started agitating for improvement in the wage scales. Because of the incentive scheme, the company found that any improvement in the basic wage would pose greater problems and the primary question before the management was to delink the CPI from the incentive scheme. The Union refused to delink the CPI from the incentive scheme as some of its members were earning an amount equal to, if not more than, the salary as an incentive itself. At the same time workmen with no incentive and being grade barred began to lose. And this resulted in discontentment amongst the workmen. But the dilemma could not be resolved and this led to an explosive situation. A third Union emerged on the scene and this led to intense inter-Union rivalry resulting in indiscipline, loss of production, and violence within the factory premises, as a result of which the company declared a lockout.
When the plant reopened after four months, the Union in power lost its credibility and the new Union had the complete support of the workmen. In the meanwhile, the new HR Manager who joined the company during this period of strife found that a new approach to deal with the problem was very helpful. Normally in discipline and production seemed to return when a realistic approach of meeting the workmen for resolving problems and difficulties was made by HR Manager and the Plant Manager. Simultaneously contact with workmen led to the formation of committees to look after various matters relating to the canteen, working conditions, and welfare functions. The
management also withdrew at the instance of the HR Manager, charge-sheets which were in force for over two to three years. discretion by the old Union leaders was also rectified. This had an immediate effect and the workmen responded favourably and they even, admitted that there was somebody to look into the problems of the workmen. The new Union leaders was happy that the management could develop a rapport not only with the leader but even the workmen and hoped that it could expect the management to rectify the defect of not having revised the wage scales. But this was not an easy task as there were a lot of inequalities that the management wanted to set
The Union, though agreeing with the management, would not agree for a cut in the
wages in any manner to set right the inequalities. The Union not only wanted to cling to the beneficial aspects of the incentive scheme but also insisted that the management somehow give an increase in the basic wages. The management was being drawn into a vicious circle of the incentive scheme being inequitable, but when the Union's attention was being brought to the high incentive categories it reverted to the low basic wage theme. The management remained in a quandry as regards how to convince the workmen, to win over the constituency of workmen, and make managers effective and regain supremacy in production.
Questions :
(a) Identify the problems and their causes in the case.
(b) Under the given situation, how are the problems to be remedied ?
(c) As a human resource manager, how do you deal with this case, especially then the Union is demanding a settlement ?
(d) Suggest various principles and strategies the management has to keep in mind while formulating a wage incentive scheme for the employees.
Ms-26 JUNE 2007
MS-26 June-2007
MS-26 : ORGANISATIONAL DYNAMICS
1. Define Role Analysis and discuss its needs and uses in an organisation. Briefly describe the process of Comprehensive Role Analysis (CRA) as a tool to define and clarify the boundaries of the focal roles.
2. Why do groups get formed ? What are the stages of group development ? Explain with suitable examples.
3-., What is Empowerment ? Describe the concept and role of Empowerment Audit in the day-to-duy functioning of an organisation, with suitable examples .
4- What is the concept and process of Organisational Learning ? Briefly discuss various mechanisms of Organisational Learning, with examples.
5. Write short notes on any three of the following
(i) The Psychological Approach to Alienation
(ii) Bases of Power
(iii) Cfoss cultural dynamics
(iv) social responsibility of an organisation
(v) Tenets of Strategic Alliances
6. Please read the case and answer the questions given at the end.
Donnelly Mirrors, a small company employing about 7'50 workers, manufactures practically all of the rear-view mirrors for all of the automobiles produced in America. Even though it is privately held corporation, it has developed a participative management style where the workers are actively and genuinely involved in the governance of the company. This may be one of the reasons why the company has been enjoying continuous success over the years.
The participative system started in 1952 and initially, the employees simply participated in cost saving efforts and they Shared those savings among themselves and with the company. The cost savings resulted from efficient use of labour, materials and machines. Emplo yees were assured that they would not lose jobs because of introduction of technologically advanced machinery or change in production methods. This resulted in reduced resistance for change on the part of employees.
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The employees became so involved in cost reduction efforts and activities that they started to volunteer various ways of improving operational efficiency including selection of equipment and machines. Various problem solving grcups were formed for various operational areas and in order to achieve efficient coordination among all the groups and activities, a linking-pin organizational structure was adopted, whereby, members of various groups make decisions relative to their own tasks and these decisions are presented to the next higher level of managernent for consideration.
There are no time clocks and even though workers get paid on a salary basis, their working times are not closely watchecl or scrutinized. There is sufficient group cohesion so 'that the workers do not take undue advantage of these relaxed rules. If a member is late or absent for a good reason, other workers in the group will cover his work. If someone misses work frequently, he becomes answerable to other group members. The group selects its own leader and together the members set their own production goals within the general framework of the objectives of the organization and are responsible for meeting such goals.
The company has formed a committee comprised of representatives both from ernployees as well as management and the committee handles all personnel matters such as pay policies, fringe benefits and employee grievances. Since the wcrkers are represented in this committee, all decisions made by this committee are easily accepted by all, Pay scales are also recommended to the managemeht by this committee and these are consistent with the industry practices. As per pay policies, the company is guaranteed a return of 5.2% on its investment and the balance of the profits is shared with the employees. If a 5.2% return is not achieved in a given year, the. deficit is compensated from the earning of the following year before any additional bonuses are given to the employees.
Because of its reputation for employee treatment, it attracts a large number of applicants for jobs, but because the turnover rate is very low, the company can select the best from this pool of applicants. The company is like a close-knit family and enjoys a reputation for productivity, quality and employee loyalty and dedication.
Questions
(a) Does the success of the company reflect a general statement that profit sharing and employee involvement in company affairs is highly motivating for employees ?
(b) How do you think that the group dynamics is at work in this organization ? How are the group goals integrated with the organizational goals ?
(c) Do you think there is enough group cohesiveness in this company so that the individuals would not violate group rules and norms ?
Ms-26 JUNE 2008
MS-26 June-2008
MS-26 : ORGANISATIONAL DYNAMICS
1. Discuss the process and stages for formation of groups in an organisation. Why is cohesiveness important for group effectiveness ?
2. Explain Burnout and identify the factors responsible for Burnout. Discuss individual and organisational interventions to cope with Burnout
3. Review the process of delegation and the forces leading to delegation. Cite suitable illustrations from organizational context.
4. Explain the importance of Business Ethics in the present day context. Discuss various ethical issues in management functions. Give examples.
5. Write short notes on any three of the following :
(a) Strategic alliances
(b) Cross-cultural issues
(c) Empowerment
(d) Role analysis technique
(e) Alienation
Ms-26 JUNE 2009
MS-26 June-2009
MS-26 : ORGANISATIONAL DYNAMICS BOOK solutions
Ms-26 JUNE 2010
MS-26 June-2010
MS-26 : ORGANISATIONAL DYNAMICS
1. Explain the group process in the organizational context, and differentiate between natural and created groups.
2. Discuss the notion of 'Power' in relation to organizational dynamics. Discuss the classification of power bases.
3. How is diversity management crucial in creating and maintaining organizational effectiveness ?
4. What are the facets of organisational culture ? Establish the linkage between Organizational Culture and Climate.
5. Write short notes on any three of the following :
a) Strategic Alliances
b) Causes and correlates of Alienation
c) Burnout
d) Transformational leadership
(e) Organizational Ethics
Read the following cases carefully and answer the questions given at the end.
6. The Roopchand Departmental Stores, New Delhi, has a separate section to sell winter garments. This section consists of two groups : permanent clerks and temporary clerks appointed during winter season. Unfortunately, this section has always witnessed a tug-of-war situation between permanent and temporary clerks. The story begins thus.
The permanent clerks, by virtue of their long and fruitful association in the Departmental
Stores, had developed intimate social relations among themselves. Usually, they take their lunch and tea together. They worked, like a well-knit group, in close proximity and not surprisingly, developed close relations even after the work is over. The slack period starting from April to September every year had given them wonderful opportunity to sit together, discuss about matters of common interest, peep into each other's minds and, if possible, solve their problems to mutual advantage. Presently all of them are unmarried
with the exception of two. The temporary clerks were school girls who are normally appointed before the commencement of winter. Often, they have complained about their work in the Winter Garments Section and two of the clerks even desired transfer to some other section after a short stay. The reasons are quite obvious : The permanent clerks bothered little about helping the newcomers. If the newcomer is not able to strike a deal with a customer, often, the permanent clerks joined hands in making uncharitable criticism before the Section-in-charge. Being small in number, the temporary clerks could not resist the frequent onslaughts, which are at times irritating and insinuating. The temporary clerks had very little scope to blow off their "steam". In this heated atmosphere, the determination of commission on sales remained a contentious issue. The permanent clerks had, through an informal understanding, agreed not to boost up sales. They feared, inherently, that fluctuations in sales would lead to fluctuation in employment. At the same time, they could not tolerate the sight of a temporary sales person pocketing a fair-share of commission. They always felt that the temporary ones do not deserve any commission, because they have not contributed anything on a continual basis for the development of the Department. Suffering from an inflated ego, they also believed that they had the right temperament and skill to boost up sales. Thus, in every way, the temporary sales clerks are inferior to them. Recently an unhappy situation has developed when one of the temporary clerks is able to make a substantial sale to one of her acquaintances. Now, the permanent clerks began to make a hue and cry regarding the commission payment. The poor sales clerk came to the Assistant Sales Manager with tears after having been scolded bitterly by the permanent clerks for having sold a few sweaters in their absence.
The temporary clerks were always anxious to show good performance so as to earn a position in the department. To prevent this, the permanent clerks used to furnish false information about garments' quality, negotiable price etc. Whenever the temporary clerk sought the help of a senior in selling the garments to the customer, the latter would take over and claim the commission on sale herself. The temporary clerks were often assigned
to insignificant tasks like arranging displays, rearranging garments, bringing garments from stores, etc., and were prevented from striking it rich with customers. At every stage the temporary ones are taken for a ride by the permanent clerks.
Questions :
a) Explain the behaviour of permanent clerks in the Winter Garments Section from group point of view.
b) What action strategies would you evolve to improve the situation ?
7. Sonia was the head of the marketing services division at the Triumph Management Group Head office based in Bangalore. On face it appeared Sonia was very lucky as she had it all - a high profile job with a big company, high pay along with stock options, a likeable enthusiastic team of co-workers. On the personal front Sonia's husband was a senior financial specialist with a multinational firm and they had a daughter who was going to a reputed school with a good housekeeper to look after the daughter and home.
On the job front, Sonia was liked not only by her colleagues but by her subordinates as well as her superiors for her total commitment to the task assigned to her, communication abilities and pleasant personality. The board of the Triumph Management Group were deliberating on the merging of this company with their sister concern Trident Value Group so as to gain strategic competence. After this decision was tentatively communicated there seemed to be visible certain working conditions leading to manager's level of perceived stress. The most stressful organizational change events were the frequent changes in instructions, policies and procedures, facing unexpected crises and deadlines and sudden increase in the activity level or pace of work.
Sonia realised that stress was affecting her team's performance because many of her
managers complained about work overload, absence of a proper feedback and only communication was received when performance was found to be unsatisfactory, along with role conflict and ambiguity. Sonia, at her level tried to address these issues by frankly telling her subordinates that the management had not given clear guidelines on how the organizational changes were going to affect this firm's employees.
So till such instructions were received, they (employees) continue to work as per the current requirement. She also advised them to do regular physical exercise and ensure a proper intake of balanced diet so as to reduce stress.
Very soon Sonia also started feeling that stress was affecting her performance. She recalled the turn of events after receiving oral information on the managements decision to elevate her to the post of Vice President (marketing). She had made two presentations of two important issues to the board during the past 1.5 months. And they were reasonably good based on the feedback received from her superior. Sonia remembered
that at the time of the presentation though 'keyed up', her presentation had revealed a lot of enthusiasm, energy and confidence. She had been able to answer almost all the questions put forward to her by the board members.
But after the presentations, Sonia started feeling that at the work place, her schedule was dominated by one crisis after another. On most of the days when she came home it was very late, giving her hardly any time to talk and play with her daughter or talk to her husband. Many of her work days started at 7 a.m. and continued till almost 10 p.m. She longed for quality time specially to be with her family and also pursue her passion of playing the 'Veena', her favourite musical instrument. Finally one fine day Sonia presented her resignation letter to her superior quoting "personal reasons" as the reason for leaving.
Question for discussion :
1. How do you perceive the working environment, contributing to the rising level of stress in the organisation ?
2. What methods of stress management would you suggest to the organisation in the above case, to reduce stress at the individual employee level and organisational level ?
Ms-26 JUNE 2011
MS-26 June-2011
MS-26 : ORGANISATIONAL DYNAMICS
1. Briefly describe different stages of Group Development and discuss the effects of Group Processes on Team Performance.
2. What is organisational stress ? Explain how stress could be minimised by organisational strategies. Explain with suitable examples.
3.What is Transformational Leadership ? Discuss the need for Transformational Leaders in organisations and how individuals could be changed with the help of transformational leadership.
4. Explain the role of organisations towards society with the help of suitable examples.
5. Write short notes on any three of the following :
(a) Strategic alliances
(b) Management of Diversity
(c) Alienation
(d) Learning organisations
(e) Process of empowerment
6. Read the following case carefully and answer the questions given at the end :
Jagannath (Jaggu for his friends) is an over ambitious young man. For him ends justify means. With a diploma in engineering, Jaggu joined, in 1977, a Bangalore based company as Technical Assistant. lie got himself enrolled as a student in an evening college and obtained his degree in engineering in 1982. Recognising his improved qualific, Jaggu was promoted as Engineer-Sales in 1984. Jaggu excelled himself in the new role and became the blue-eyed boy of the management. Promotions came to him in quick succession. lie was made Manager-Sales in 1986 and Senior Manager - Marketing in 1988. Jaggu did not forget his academic pursuits. After being promoted as Engineer-Sales, he joined the M.B.A. (part--time.) programme. Alter completing his NIB...N., Jaggu became a Ph.D. Scholar and obtained his Doctorate in 1989. Functioning as Senior Manager-Marketing, Jaggu eyed on things beyond his jurisdiction. He started complaining against Suresh, Section Head and Prahalad the Unit Chief (both production) with Ravi, the EVP (Executive-Vice President). The complaints included delay in executing orders, poor quality, customer rejections, etc. Most of the complaints were concocted.
Ravi was convinced and requested Jaggu to head the production section so that things could be straightened up there. Jaggu became the Section Head and Suresh was shifted to sales. Jaggu started spreading his wings. He prevailed upon Ravi and got sales and quality under his control, in addition to production. Suresh, an equal in status, was now subordinated to Jaggu.
Success had gone to Jaggu's head. He had everything going in his favour - position, power,
money, and qualification. He divided workers and used them as pawns. He ignored Prahalad and established direct link with Ravi. Unable to hear the humiliation, Praha lad quit the company. Jaggu was promoted as General Manager. He became a megalomaniac.
Things had to end it some point.It happened in Jaggu's life too. There were complaints against him, he had inducted his brother-in law, Ganesh, as an ,:ngineer. Ganesh was by nature corrupt, he stole copper worth Rs. 5 lakh and was suspended. jaggu tried to defend Ganesh but failed in his effort. Corruption charges were also levelled against Jaggu who was reported to have made nearly Rs. 20 lakh for himself. On the new year day of 1993, Jaggu was reverted back to his old position - sales. Suresh was promoted and was asked to head production. Roles get reversed. Suresh became boss to Jaggu.
Unable to swallow the insult, Jaggu put in his papers. Back home, Jaggu started his own consultancy claiming himself as an authority in quality management. He poached on his previous company and picked up two best brains in quality. From 1977 to 1993, Jaggu's career graph had a steep rise and a sudden fall. Whether there would be another hump in the curve is a big question ?
Questions :
(a) What political strategies did Jaggu use to gain power ?
(b) What would you do if you were
(i) Suresh, (ii) Prahalad or (iii) Ravi ?
(c) Bring out the ethical issues involved in Jaggu's behaviour.
Ms-26 dec 2007
MS-26 Dec-2007
MS-26 : ORGANISATIONAL DYNAMICS
1. Why do individuals join a group ? Describe the stages of group developme*l and the effect of group processes on performance ?
2. Differentiate between Stress and Burnout. describe ihe sources and stages of. Burnout. Discuss the remedial measures.
Ms-26 dec 2008
MS-26 Dec-2008
MS-26 : ORGANISATIONAL DYNAMICS
1. Define the concept of empowerment and explain its importance. Describe the Process of. empowerment.
2. Define organisational culture and discuss briefly the functions and essence of organizational culture.
3. Describe the mechanisms of organizational learning and discuss the Facilitators and Retarders of organisational learning.
4.What is bumout ? Describe the sources and stages of burnout.
5. Write short notes on any three of the following :
(a) Importance of diversity management
(b) Alienation
(c) Role analysis techniques
(d) Shategic Alliances
(e) Issues in Business Ethics
6. Read the following case carefully and answer the questions given at the end :
Winthrop Hospital is located in a medium-sized suburban community. A general hospital it serves a large portion of the surrounding area and is usually operating at, near, or sometimes beyond its capacity. Each floor of the hospital has its own particular structure with regard to the nurses who staff it. This formalized hierarchy
runs from the supervisor (who must be a registered nurse) to registered nurses (RNs) to licensed practical nurses (LPNs) to students and nurses' aides. Professionally, there are some duties that are supposed to be performed only by the RNs : these are spelt out in the hospital manual. [n practice, however, the LPNs do much of the work that is supposed to be done by the RNs. The RNs are glad for the help because they are very busy with other duties. Through time the work done by the RNs and the LPNs has meshed so thoroughly that one just does the work
without thinking of whose job it is supposed to be. The hospital is normally so crowded that, even with everyone performing all types of work, there never seems to be enough time or enough help. , The procedural manual used at Winthrop Hospital was first used in 1947 and has not been revised. Everyone connected, with the hospital realizes that it is extremely outdated, and actual practice varies so greatly as to have no similarity to what is prescribed in the manual. Even the courses that the sfudent nurses take teach things entirely differently from what is prescribed in Winthrop's manual. The vacation privileges for nurses at the hospital show extreme differences for the diffelent types of nurses. RNs receive two weeks' vacation after nine months on the job, whereas LPNs must be on the staff for ten years before receiving their second week of vacation. The LPNs believe this to be extremely unfair and have been trying to have the privileges somewhat more equalized. Their efforts have met with little cooperation and no success. The hospital superiors have simply
told them that the terms for vacation are those stated in the hospital manual and that they saw no need to change them. Some of the individual nurses at Winthrop
then began to take matters into their own hands. The LPNs on the fourth floor of the hospital decided that if they couldn't have the extra vacation because of what was written in the manual then they would follow the manual in all phases and go strictly according to the book. Difficulties surfaced as soon as the LPNs began to behave in this manner. The RNs now seemed to have more work than they couid handle adequately and the LPNs were just as busy doing solely their "prescribecl" duties. The same amount cf effort put forth previously was being exerted, but less was being accomplished because of the need to jump around from place to place and job to job in order to work strict according to the book. An example of this wasted effort occurred in the taking of doctors' orders. Doctors phone in the type of treatment that a patient is to receive medicines, times for dispensing such, diet, and so forth. These doctors' orders are supposed to be taken by an RN, but in practice whoever was nearest the phone had taken the order. If an LPN took the order she had it signed by the supervisor (stationed at the desk) as a safeguard. This
procedure saved the time and effort involved in getting an RN to the phone for every order. Now, however, the LPNs refused to take the doctors' orders and called for an RN. The RN irad to leave the work she was doing, go to the phone, take
the order, then go back to her unfinished work. This procedure wasted the time of the doctor's , the RN, and the LPN who had to locate the RN. The LPNs' practice of going by the book brought about hostile feelings among both groups of nurses and among the doctors who had to work on the floor. The conflicts led to a lessening in the high degree of care that the patients had been receiving.
The conflict initiated by the difference in vacation privileges brought about more complaints from both parties. In the manual the categories for vacation privileges listed : "supervisors", "RNs", "lab technicians", and "others". The LPNs resented being placed in the " others" category. They felt that they deserved a separate listing, especially because they had the same amount of training as other groups, such as the lab technicians. Adding further fuel to the fire was the fact that the lab technicians got a second week of vacation after only one year on the job. Another item of controversy was the fact that RNs were allowed to sign themselves in on the job when they reported, whereas the LPNs were required to punch in. The LPNs felt that the RNs thus could hide any incidents of lateness, whereas the LPNs had strict account kept of their time and were docked in salary for any time missed. The RNs. now complained to the hospital superiors more vehemently than ever about being understaffed. They felt that they simply needed more RNs on every floor on every shift to meet what was required of them; this was a demand they had been voicing even before the conflict began. The shortage was especially acute at nights, when unfamiliarity with individual patients often led to mix-ups in the treatments.
The ill feelings led to arguments among the nurses. The LPNs felt that they were always doing more work than the RNs, that they spent more time with the patients because the RNs had more to do at the desk, and that they knew more about treatments because they more often accompanied doctors on their rounds. They now
voiced these opinions. The RNs argued superiority on the basis of a longer period of formal training.
All these factors combined to bring about a tremendous drop in morale and a marked decrease in efficiency, and the conflict was in danger of spreading to the other floors in the hospital.
Questions :
(a) What are the issues involved in this case ?
(b) Why is there such conflict between these groups?
(c) What are the consequences of this conflict ?
(d) What might be done to alleviate the problem?
