How would you respond to employees that are always right?

Case Study Number 2
“I know what I heard, period,” staff nurse Molly Stern said curtly. Her face was a mask of anger, and she spoke in the righteous tone that head nurse Penny Jerome had heard so many times.
“Dr. Benson says otherwise, Molly,” said Penny. “She told me she was certain the instructions she left for you were just the opposite of what you actually did. And she really came on strong.”
“She’s wrong,” snapped Molly.
“She seems just as certain that you were wrong.” Penny paused before adding, “She explained the whole situation to me, and I have to admit that I understood her instructions. At least I was able to repeat them in my own words so she was satisfied that I understood.”
Molly shrugged and said, “Then Dr. Benson changed her story between the time we talked and the time she spoke with you.”
“Are you suggesting she lied to me?”
“I didn’t say that. I’m only saying that she told me one thing and then apparently told you something different. Maybe she didn’t realize what she said. You know how she just rattles off something quickly and leaves.”
Penny said, “Did you consider the possibility that you didn’t understand? Messages and instructions can be misinterpreted when things are happening very quickly and — ”
“I know what I heard,” interrupted Molly. “When I know I’m wrong, I’ll say so. But in this case I know I’m right. I could not have misinterpreted Dr. Benson.”
Feeling that Molly had given her the right to bring up something that had been nagging her for quite some time, Penny said, “It seems to me that you’re never wrong, Molly.”
Molly glared at her supervisor. “What do you mean by that?”
“I’ve been head nurse of this unit for three years, and in all that time I’ve never known you to admit being wrong about anything. This problem with Dr. Benson is just one more example of how you turn things around so that you look innocent. Is it so necessary that you be right all the time?”
In icy tones, Molly said, “As I said, when I’m wrong I’ll admit it–but only when I’m really wrong. And I want to know the other times you’re talking about, the times you said I ‘turned things around’.”
“I don’t have any specifics in front of me, but you ought to know what I’m talking about. Think about it and you’ll know what I’m saying. You seem to have an answer for everything, and it’s always an answer that places you in the right.”
“You can’t think of any specific incidents because there haven’t been any,” said Molly. She rose from her chair and continued, “You may be my supervisor, but I don’t have to listen to this. Is there anything else you wanted to say about Dr. Benson’s problem?” She glared down at Penny.
Penny stood. “Just that the incident isn’t to be considered closed. Dr. Benson insists that it be written up as a formal warning.”
“I’ll protest, of course,” said Molly. “I won’t accept a warning I don’t deserve, and I won’t say I’m wrong when I know I’m right.”
When Molly left the office, Penny began to have second thoughts about what she had said to Molly. She was convinced, however, that she had to try to get through to Molly about her apparent need to be right whenever a disagreement or a misunderstanding arose.
1. In your opinion, did head nurse Penny Jerome make any errors in her one-on-one exchange with Molly Stern?
2. If there were any, what were they and why were they errors?
3. What advice would you give to Penny Jerome?
4. How would you respond to employees that are always right?
Your deliverables (the now-familiar marketing term for things that are handed to a client) should include a brief (1 to 2 pages) summary of your thoughts that address the questions above and outline your reasoning process (why). You may work in pairs but remember to share the work as you will share the grade.
Required Textbook:
Hicks, Lanis. The Economics of Health and Medical Care. Burlington, MA, Jones and Bartlett, 2014, ISBN: 0763725951. (E in syllabus)
• Resnick, Elissa, and Michael Siegel. Marketing Public Health: Strategies to Promote Social Change, 3rd edition. Burlington, MA, Jones and Bartlett, 2013, ISBN: 9781449683856. (M in syllabus)
• Fallon, Fleming and Charles McConnell. Human Resource Management in Health Care: 2nd edition. Burlington, MA, Jones and Bartlett, 2014, ISBN: 9781449688837. (H in syllabus)
• Rowitz, Louis. Public Health Leadership: Putting Principles Into Practice, 3rd edition. Burlington, MA, Jones and Bartlett, 2014, ISBN: 9781284021738. (L in syllabus)
please write at an essay
please cite the references in APA format including number of page.

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