A respiratory therapy division involves culmination of multi-disciplinary professionals with the overlapping of daily duties of therapists and technicians.
Methodology/Sequence of events: The behavior and method of performing duties of a set of employees in the respiratory therapy division was observed. The set of employees under observation included three respiratory therapists, an intern, an administrative staff member and a supervisory head managing their activities. Also, factors such as personal characteristics, likes and dislikes, professional motive and so on, which determine the behavior of employees were studied and noted down. The degree of complication involved in the situation was analyzed. The problem issues were listed followed with possible solutions.
Outcomes: It was observed that there were varied activities going on within a single division. Some performed the activities directly related to respiratory therapy and the others were performing supporting activities. However, each activity seemed indispensable to the overall performance of the division.
Among the respiratory therapists, one of them was young, extremely enthusiastic and high spirited. The other one was slightly older, calm, calculative and procedure oriented. The third therapist was as young as the first one, but lacked the enthusiasm, but anyway continued to perform his duties without complains. These therapists mainly performed duties such as analysis of the problem on hand, performing tests, setting up equipments and ventilators as well as educating the patients and their family members.
The intern was new in the hospital premises. He only assisted the therapists by taking down the patients' explanations and acting only when instructed.
The administrative staff member was responsible for helping the patients fix appointments, preparation of doctors' schedules, managing physical documents and attending phone calls. Though the number of duties the administrative staff member was assigned with was very few, her hands seemed to be full all the time. She showed a few signs of frustration, but nevertheless continued to work vigorously.
The supervisory head only handled unusual or exceptional cases, and in the meantime supervised the work performed by the therapists, managed involvement of technicians and resolved conflicts, if any. The supervisory head had very few years of experience in supervision and management.
Problems/Conflicts/Constraints: The therapists worked under constant pressure. They were often required in ICUs and ERs. Their duties were crucial to the well being of the patients. Their patience too was of great importance to keep the patients at ease. They attended to wide variety of patients from infants to the elderly. The young enthusiastic therapist seemed to get along well with patients belonging to all age groups. He was extremely friendly and the patients seemed to be at ease in his company. The slightly older therapist was more formal in his approach. He did put the patients at ease through his self confidence and strong belief in the system, but at the same time kept a distance from the patients by not going beyond the medical problem on hand. He treated all patients the same, whether infants, young, or old. The third therapist was always untouched by what was going on. He performed his duties quiet