Task: This editorial has just appeared in the Mergbonia Courier:
EDITORIAL – CANCER SERVICE NOT VERY CARING
"For the third month in a row this newspaper has received many letters of complaint from our readers
concerning their bad experiences with the cancer service at Mergbonia Hospital. Our readers have
complained of dirty bedrooms and bathrooms, long waiting times for radiotherapy treatment and
disinterested staff in the chemotherapy unit. We’ve heard stories of surgical treatment being
cancelled, even after people have travelled by car for 500 kilometres. There have also been three
horrific stories of elderly patients sustaining broken arms after falling whilst attempting to reach the
bathroom following the administration of chemotherapy because staff were either not available or
refused to help them. There have also been reports of patients catching golden staph infections
following surgery for breast cancer. How many more other issues don’t we know about? We’ve also
been made aware of plans to remove the limited radiotherapy services, forcing our community to
travel to the bigger hospital 250 kilometres away to have their treatment.
This newspaper has been a long term supporter of the cancer service over the years and worked
with the community to raise money for the purchase of medical equipment, the establishment of a
McGrath Breast Care Nurse and coffee and tea making facilities in the patient lounge area. We were
told that things would be better once after the health reform initiatives, as decision making would be
in the hands of a local board. This has not happened at all. What has this new hospital board been
doing? It is time for an urgent examination of the hospital cancer services and some answers to the
way people in this community are treated if they have cancer. This newspaper will also be seriously
considering its continued fund raising support for the hospital."
You are the manager of all disciplines in this cancer service at Mergbonia Hospital, a small country
public hospital providing mostly generalist services. You have only been in the position for a month,
having worked as a registered nurse in the chemotherapy unit at Mergbonia Hospital for the last eight
years. You completed a postgraduate masters level course in 2012 and this is your first management
role.
The local newspaper has been consistently publishing negative stories over the past few months
about the hospital but mostly about the cancer service – ever since the owner’s mother died in
Mergbonia Hospital many months after having surgery for colon cancer. There was no suggestion of
any misadventure.
The general manager is furious, as there is an annual town fete scheduled for June this year, and he
was hoping that the newspaper would be able to raise a significant amount of funds. He was of the
belief that any funds raised would be donated to the cancer service, and he was planning to use
these funds to replace old equipment that the hospital cannot replace with existing limited funds.
He is also concerned about his future at Mergbonia Hospital, as his annual performance appraisal
with the Chief Executive Officer is due in six weeks, and this last editorial will almost certainly be
highlighted in this meeting. Additionally, the hospital is due for their organisation-wide accreditation
survey (EQuIPNational Standards 1 to 15) in three weeks.
You are summoned to the general manager’s office, whereby he begins to yell at the top of his voice
about the incompetence of the cancer service and your lack of management skills. He is astounded
that you have allowed these events to occur and continues to berate you for your lack of standard
setting in the service. He gives you no opportunity to justify any opinions about the validity of the
information contained in the editorial. His voice is so loud that any staff walking past are aware that
he is referring to you and the cancer service.
He informs you that this is totally your responsibility as these issues have occurred in your service
and that you have a fortnight to resolve them. Finally, he conveys that he knew you weren’t up for the
job of manager and did not support the decision but was overruled by the other two members of the
interview panel. He is going to be watching you very carefully from now on, and any further evidence
of poor performance will be conveyed directly to the Director of Clinical Services. He orders you out
of his office and tells you that he hopes the next time he sees you will be in the office of the Director
of Clinical Services during your termination of services conversation.
Editorial Issues
1. Construct a one-page briefing (according to the briefing template) for the hospital board which
addresses the issue of this latest editorial and provides recommendations to deescalate the issues
identified and provides advice on how the board should respond. (~300 words)
2. Develop a background paper on the importance and significance of the issues and the rationale
behind your chosen recommendations utilising contemporary literature. (~800 words)
Relationship with General Manager
3. Propose potential reasons for the behaviour of the general manager towards you, utilising
contemporary literature. (~ 600 words)
4. Recommend relevant strategies to improve the working relationship between the general manager
and yourself, utilising contemporary management theories. (800 words)
Criteria: 20% Analyses and reframes the issues demonstrating a depth of knowledge about management
theories
20% Considers relevant management and leadership theories to guide the response to the board and
the general manager
35% Recommends relevant strategies for the response to the board and the general manager that
demonstrates a depth of knowledge associated with managing staff
5% Formulates a clear and logical approach within a professional report structure
10% Validates perspectives through correct interpretation of relevant and current literature (> year
2003)
10% Produces correct grammar, spelling, formatting, style (report – green paper), and referencing
This is should be written in a report style
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