Case study: The date is October 1, 2018. You are the nursemanager of an orthopedic surgery unit and today you received theprevious month’s budget printout (below). The last columnidentifies the budget dollars that can be spent in the remainingthree months of this year. A new budget year begins on January 1,2019. 1. Your charge nurses are requesting one additional RN oneach shift. This request is based on documented increased patientacuity over the last two years. (Assume each new nurse will earn$37.00 per hour) 2. Dr. Bones, a prominent orthopedic surgeon, hasrequested two new continuous passive movement machines (CPM) forthis unit at a cost of $3,000.00 each. 3. In addition, you wouldlike to attend a national orthopedics conference in New York at aprojected cost of $1,500.00, that will be due after the next budgetbegins in January, 2019. The registration fee is $350.00 and is duenow.

	Annual Budget	Expended in September	Expended year to date*	Amount remaining
Salaries	300,000	25,000	175,000	125,000
Overtime	50,000	3,800	50,000	0
Supplies	18,000	1,500	13,500	4,500
Travel (conferences, personal)	2,200	0	1,700	500
Equipment	5,000	0	5,000	0
Staff Development	1,000	200	800	200
Total:	376,200	30,500	246,000	130,200

Discussion Questions for Fiscal Management Case Study:

1- How will you deal with the 3 requests based on the budgetprintout?

2-What leadership theory guides your budget decisions?

3- Discuss why you need to involve all members of your team inyour fiscal plan.

4-Using zero-based budgeting, identify the driving forces foreach of your 3 decisions.

5-Using zero-based budgeting, identify the restraining forcesfor each of your 3 decisions.