Disruptive Behavior in the Workplace
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
Abstract 3
Introduction 4
Background of Problem 4
Research Questions 7
Employee Groups 8
Disruptive Behaviors 9
Horizontal Violence 11
Implications 12
Recommendations 13
Conclusion 14
References 16
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.
Department internal factors and their relationship to a business unit’s performance
Organizational Behavior
OM 8004
October 19, 2008
Table of Contents
Abstract 3
Introduction 4
Background of Problem 4
Research Questions 7
Employee Groups 8
Disruptive Behaviors 9
Horizontal Violence 11
Implications 12
Recommendations 13
Conclusion 14
References 16
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.
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