7. Stigma
Ageism
10
Attitudes and beliefs
According to WHO, 15% of adults age 60 and older have a
mental disorder (frequently untreated)
Reasons include
reluctance on the part of older people to seek help because of
pride of independence
stoic acceptance of difficulty
unawareness of resources
lack of geriatric mental health professionals and services
lack of adequate insurance coverage
May be looked at as a normal consequence of aging or blamed
on dementia
23. only to heart disease in causing disability and harm to an
individual’s health and quality of life
It is associated with negative consequences such as:
Delayed recovery from illness and surgery.
Excess use of health services
Cognitive impairment.
Exacerbation of co-existing medical illnesses.
Malnutrition.
Decreased quality of life.
Increased suicide and nonsuicide-related death.
Mental Health Disorders
Etiology
Causes of depression are complex and must be examined in a
bio-psychosocial framework
Factors of health, gender, developmental needs,
32. 225
sch87956_ch10_223-248.indd 225 11/12/18 10:34 AM
Chapter Ten
Organizing for
Innovation
Organizing for Innovation at Google
Google was founded in 1998 by two Stanford Ph.D. students,
Sergey Brin and
Larry Page, who had developed a formula for rank ordering
random search
results by relevancy. Their formula gave rise to an incredibly
powerful Internet
search engine that rapidly attracted a loyal following. The
search engine enabled
users to quickly find information through a simple and intuitive
user interface.
It also enabled Google to sell highly targeted advertising space.
The company grew rapidly. In 2001, Brin and Page hired Eric
Schmidt, former
CTO of Sun Microsystems and former CEO of Novell, to be
Google’s CEO. In
2004, the company went public, raising $1.6 billion in one of
the most highly
anticipated IPOs ever. Under Schmidt, the company adhered to
a broad yet dis-
ciplined mission: “To organize the world’s information and
make it universally
accessible and useful.” This led the company to leverage its
core search and
33. advertising capabilities into blogging, online payments, social
networks, and
other information-driven businesses.
By 2014, Google had sales of over $66 billion, and employed
more than
57,000 people. Despite this size, however, the company
eschewed hierarchy
and bureaucracy and sought to maintain a small-company feel.
As noted by
Schmidt during an interview, “Innovation always has been
driven by a person or
a small team that has the luxury of thinking of a new idea and
pursuing it. There
are no counter examples. It was true 100 years ago and it’ll be
true for the next
100 years. Innovation is something that comes when you’re not
under the gun.
So it’s important that, even if you don’t have balance in your
life, you have some
time for reflection. So that you could say, ‘Well, maybe I’m not
working on the
right thing.’ Or, ‘maybe I should have this new idea.’ The
creative parts of one’s
mind are not on schedule.”a
In accordance with this belief, Google’s engineers were
organized into small
technology teams with considerable decision-making authority.
Every aspect of
the headquarters, from the shared offices with couches, to the
recreation facilities
and the large communal cafe known as “Charlie’s Place,” was
designed to foster
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34. sch87956_ch10_223-248.indd 226 11/12/18 10:34 AM
226 Part Three Implementing Technological Innovation
Strategy
informal communication and collaboration.b Managers referred
to Google as a flex-
ible and flat “technocracy,” where resources and control were
allocated based on
the quality of people’s ideas rather than seniority or
hierarchical status. Schmidt
remarked, “One of the things that we’ve tried very hard to avoid
at Google is the
sort of divisional structure that prevents collaboration across
units. It’s difficult. So I
understand why people want to build business units, and have
their presidents. But
by doing that you cut down the informal ties that, in an open
culture, drive so much
collaboration. If people in the organization understand the
values of the company,
they should be able to self-organize to work on the most
interesting problems.”c
A key ingredient in Google’s organization is an incentive
system that requires
all technical personnel to spend 20 percent of their time on
innovative proj-
ects of their own choosing. This budget for innovation is not
merely a device
for creating slack in the organization for creative employees—it
is an aggres-
sive mandate that employees develop new product ideas. As
35. noted by one
Google engineer, “This isn’t a matter of doing something in
your spare time, but
more of actively making time for it. Heck, I don’t have a good
20% project yet
and I need one. If I don’t come up with something I’m sure it
could negatively
impact my review.”d Managers face similar incentives. Each
manager is required
to spend 70 percent of his or her time on the core business, 20
percent on
related-but- different projects, and 10 percent on entirely new
products. Accord-
ing to Marissa Mayer, Google’s head of search products and
user experience, a
significant portion of Google’s new products and features
(including Gmail and
AdSense) resulted from the 20 percent time investments of
Google engineers.
In 2015, the company was reorganized into Alphabet Inc., a
holding com-
pany, wherein Google and other divisions such as Access,
Calico, CapitalG,
Nest, and others were wholly owned subsidiaries. The divisions
retained their
flat and flexible reporting structures.e
In a podcast interview at Stanford University, Andy Grove
(former CEO of Intel)
remarked that the company’s organization appeared chaotic,
even noting “From
the outside it looks like Google’s organizational structure is
best described by . . .
Brownian motion in an expanding model” and questioned
whether Schmidt
36. believed this model would continue to work forever. In his
response, Schmidt
responded, “There’s an important secret to tell, which is there
are parts of the
company that are not run chaotically. Our legal department, our
finances. Our
sales force has normal sales quotas. Our normal strategic
planning activities, our
normal investment activities, our M&A activities are run in a
very traditional way.
So the part of Google that gets all the attention is the creative
side, the part where
new products are being built and designed, and that is different.
And it looks to
us like that model will scale for quite some time . . . it looks
like small teams can
run ahead and that we can replicate that model for that part of
the company.”f
Discussion Questions
1. What are the advantages and disadvantages of the creative
side of Google
being run as a flexible and flat “technocracy”?
2. How does Google’s culture influence the kind of employees
it can attract
and retain?
Final PDF to printer
Part Three: Implementing Technological Innovation
StrategyChapter 10: Organizing for InnovationOrganizing for
Innovation at Google
Kingdom of Saudi Arabia
Ministry of Education
37. Saudi Electronic University
ة عودي س ال ية عرب ال كة ل مم ال
يم ل ع ت ال وزارة
ية ترون ك اإلل ة عودي س ال عة جام ال
College of Administrative and Financial
Sciences
Assignment 3
Management of Technology (MGT 325)
Deadline: 30/04/2022 @ 23:59
Course Name: Management of Technology
Student’s Name:
Course Code: MGT325
Student’s ID Number:
Semester: 2nd
CRN:
Academic Year:2021-22
For Instructor’s Use only
Instructor’s Name:
Students’ Grade:
Marks Obtained/Out of 10
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
· The Assignment must be submitted on Blackboard (WORD
format only) via allocated folder.
· Assignments submitted through email will not be accepted.
· Students are advised to make their work clear and well
presented, marks may be reduced for poor presentation. This
includes filling your information on the cover page.
· Students must mention question number clearly in their
answer.
38. · Late submission will NOT be accepted.
· Avoid plagiarism, the work should be in your own words,
copying from students or other resources without proper
referencing will result in ZERO marks. No exceptions.
· All answered must be typed using Times New Roman (size 12,
double-spaced) font. No pictures containing text will be
accepted and will be considered plagiarism).
· Submissions without this cover page will NOT be accepted.
Course Learning Outcomes-Covered
· Explain of the concepts, models for formulating strategies,
defining the organizational strategic directions and crafting a
deployment strategy. (Lo 2.2)
Assignment 3Marks:10
Students are requested to read the opening case of chapter 10
“Organizing for Innovation” from their book Strategic
Management of Technological Innovation (Page Number-197-
200) of e-textbook. Based on your understanding of the case and
concepts studied until now answer the following question in
300-500 words each.
1.What are the advantages and disadvantages of the creative
side of Google being run as a flexible and flat ‘technocracy’?
(3 marks)
2. How does Google’s culture attract the kind of employees it
can attract and retain. (1.5 marks)
3.What do you believe the challenges are in having very
different structure and controls for Google’s creative side
versus the other parts of the company. (2.5 marks)
4. Some analysts have argued that Google’s free-form structure
and the 20 percent time to work on personal projects is possible
only because Google is prior success has created financial risk
in the company. Do you agree with this? Would Google be able
39. to continue this management style if it had closer competitors?
(3 marks)
NOTE: It is mandatory for the students to mention their
references, sources and support each answer with at least 2 peer
reviewed journal.
ANSWER
Case Study Mental Health Chapter 28
Read chapter 28 “Mental Health” in your course text Toward
Health Aging 10th Edition. Review the following conditions
Bipolar disorder, Depression, Generalized Anxiety Disorder,
Suicide, and Substance use disorders.
Instructions:
1. Carefully, read the following case study below and answer
the questions.
2.Be sure to format your work in a structured and organized
pattern.
3. Label each section and provide rationales and citations for all
of your in-text work.
4. Provide a separate reference page.
5. Answer the critical thinking questions at the end of the case
study. Provide citations for all answers with detailed rationales
Case Study
"Paul is a 71- year old white male had cared for his wife,
Emma, during a long and painful illness until she died 4 years
ago. He found that alcohol provided a way to cope with the
stress. His Past Medical history includes Type II diabetes,
hypertension, obesity, and mild congestive heart failure. He is
currently on several medications and has little help at home. He
presented to the outpatient family clinic with symptoms of
anhedonia, and feelings of persistent sadness. He reports
significant change in appetite and weight loss and fatigue. He
also reported issues with falling and staying asleep and low
40. energy level. He admitted to feeling like life was not worth
living but denied any suicidal attempts. He has not seen or spent
any time with friends or family recently and lack desire in any
of his social activities. He scored 13 out of 30 on the Geriatric
Depression Scale. His symptoms have been present for greater
than 1 month.
Based on the case study, develop a nursing care plan using the
following:
• List Jake’s comments that provide subjective data.
• List information that provides objective data.
• Read the following document
https://ar.israa.edu.ps/uploads/documents/2020/02/4gcM0.pdf
which includes appropriate use of NANDA approved nursing
diagnosis (must be written in this format). From these data
included in the client’s history and case, identify and state two
nursing diagnoses you determine are most significant to Paul at
this time.
• Determine and state outcome criteria for each diagnosis.
These criteria must reflect some alleviation of the problem
identified in the nursing diagnosis and must be stated in
concrete and measurable terms. For example, a measurable
outcome is behavior demonstrated by the client responsive to
nursing interventions. Outcomes should be identified before
nursing interventions are created. After nursing interventions
are implemented, the nurse evaluates if the outcomes were met
in a defined timeframe. Outcomes can be short term and long-
term goals. Example: A client with a diagnosis of Fluid Volume
Excess related to excess fluid intake as manifested by bilateral
basilar crackles in the lungs, bilateral +2 pitting edema of the
feet, and increased weight gain of 10 pounds. An example of an
expected outcome is “The client will have clear bilateral lung
sounds within the next 24 hours.”
• Plan and state one or more interventions for each diagnosed
problem. Provide specific documentation of the source used to
determine the appropriate intervention. Plan at least one
intervention that incorporates Jake’s existing strengths. Read
41. chapter 28 to identify nursing interventions. Be sure to also
research the online library for interventions with rationales and
citations.
• Evaluate the success of the intervention. Interventio ns must
correlate directly with the stated outcome criteria to measure
the outcome success." Include citations
Critical Thinking/Research Questions
1. What is the prevalence of mental health disorders in the
community-dwelling older adults? Provide citations and
references.
2. What are the most reliable tools for identifying depression in
cognitively intact and cognitively impaired older adults. Use
your course text and additional resources.
3. Discuss the variations in symptoms of depression in older
adults and younger adults? Provide in-text citations.
4. How would you address the possibility of suicidal thoughts if
you were the nurse in a primary care setting? What
interventions might you implement? Read chapter 28 and
additional resources. What is your responsibility as a student
nurse in the case of suspected suicidal thoughts?
5. What actions should be taken for Paul’s protection? What are
the clues or indications that older adults are thinking of
committing suicide?