Disruptive Behavior in the Workplace

Only available on StudyMode
  • Download(s) : 209
  • Published : April 10, 2012
Open Document
Text Preview
Running head: INTERNAL FACTORS AND PERFORMANCE

Department internal factors and their relationship to a business unit’s performance Organizational Behavior
OM 8004
October 19, 2008

Table of Contents
Abstract3
Introduction4
Background of Problem4
Research Questions7
Employee Groups8
Disruptive Behaviors9
Horizontal Violence11
Implications 12
Recommendations13
Conclusion14
References16

Abstract
Companies are in business to make a profit and maintain market share. Obviously, healthcare institutions have the same goal. Hospitals, a part of the healthcare industry, like other companies, no longer just operate on a small scale. They are forced to perform globally. Patients, a hospital’s primary customers, are able to compare services of other hospitals, urgent care centers, and clinics across the globe. Hospitals to be successful have to use unique methods to get their goals aligned with those of their employees, seeing that they are the driving force of the organization. There has to be a culture that supports employees’ growth and also one which does not encourage disruptive behavior from their employees. If the reverse occurs and senior management does not support growth or ignores disruptive behavior then they are positioning themselves for failure. The purpose of this paper is to discuss about the relationship between employee groups, disruptive behaviors, such as horizontal violence, and a nursing unit’s performance. The paper also discusses common types of employee groups, disruptive behavior, specifically horizontal behavior, and their implications for a department’s performance. It uses as its foundation a nursing unit’s performance problem at a fictional hospital called General Hospital. Department internal factors and their relationship to a business unit performance INTRODUCTION

Everyone has a passion for something, and for many, it is the desire to be successful. The pursuit of success can become very frustrating as individuals encounter the many challenges along their journey. Success is an abstract concept and has a variety of interpretations. To some, success is: owning a mansion, driving a luxury car, owning real estate properties, earning a college degree, or simply being satisfied with their job. As an organizational development practitioner, I constantly come in contact with people who are working towards achieving their “success.” In order to get their fair share of the American dream many individuals work feverishly towards the achievement of their success (Ogbu, 1990). According to Daft (2007) organizations are in the business of being successful. In order for organizations to be successful their needs to be an alignment of the company and their employees’ desires (goals). This belief can also be applied to hospital executives who are a part of the healthcare industry. Background of the problem

One of the major issues facing hospitals is that the healthcare industry is constantly changing in response to globalization, rapidly changing environments and customer needs, and supporting diversity (Daft, 2007). General Hospital (a fictional name) is being challenged to sustain an edge in the Obstetrics and Gynecology (OB GYN) market. This is due to its changing external and internal environments. In its external environment, the hospital is now facing new entrants into this market. The privilege of being the only hospital in the south county with these services, and being able to boast a baby delivery rate of over 3,000 babies per year has disappeared as several hospitals within a 15 mile radius now have OB GYN services. As a result of this the department has seen a reduction in patients and also lost significant market share. Additionally, internally the department is faced with serious problems. In a recent meeting with Sue Ellen (a fictional name), a Clinical Educator at General Hospital,...
tracking img