Nutrition CounselingDiscussion TopicTop of FormBottom of Form

Nutrition Counseling
Discussion Topic
Top of FormBottom of Form
Discussion Prompt
Healthy People 2030 identifies objectives related to nutrition
and its role in promoting health and reducing chronic disease
risk. Choose one preventable chronic condition from the list. As
a nurse practitioner, how will you educate your patient about
nutrition to help prevent your chosen chronic condition?
Support your answer with evidence-based research.
Expectations
Initial Post:
APA format with intext citations
Word count minimum of 250, not including references.
References: 2 high-level scholarly references within the last 5
years in APA format.
Plagiarism free.
Turnitin receipt.
Module 06 Content
Top of Form
Collect the knowledge you gathered in this course and prepare a
10+ slide PowerPoint presentation as if you were presenting to
your workgroup. Make sure you touch on a topic from each
week and describe what things you would like to immediately
implement. Your presentation should be APA formatted if
outside research is cited and free from grammatical errors.
Gather your research from at least 2 sources, other than your
textbook. Cite your sources using APA guidelines. All
submitted work should be free of grammatical errors.
Bottom of Form

Explain how the globalization of healthcare can impact the
improvement and outcome of healthcare results and
subsequently improve healthcare costs.
The globalization of healthcare has provided opportunities for
many organizations to rapidly develop their products and to
expand their network of customers. But with this globalization,
we also need to realize there are also a number of important
economic and public health concerns.
Healthcare organizations have an obligation to understand the
interdependencies inherent in their supply chains, and to
examine their supply chain practices through a strategic lens
focused on the public's health. We are seeing changes in where
and how many healthcare products are produced and this is not
always in the best interest of U.S. hospitals or our patients.
4
Company Analysis
Marion Allen
Rasmussen College
Healthcare Operations Management
Deborah Ryan
July 9th, 2022
Company Analysis
The role of managers and technology
As technology is becoming a big part of the health care systems,

the role of health information managers is becoming more
significant. There is a large amount of information related to the
patients in a single hospital; the managers must analyze and
organize this information by storing it in electronic health
records. This helps keep the information about the patient's
medical condition and any other medical history on a cloud that
the internet can access. The manager should have enough
knowledge related to technology to help him monitor
technological aspects (Alolayyan, 2020). The managers must
also ensure that the staff members have the required training
and information related to the technology used in the healthcare
facility.
Ways to improve healthcare outcomes and reduce costs through
new technology
To cut down costs in the healthcare setting by using technology,
we first have to replace the repetitive tasks that require a lot of
time with one simple technology-aided system. For example,
administrative tasks are very tedious and time-consuming;
involving technology in this area can save money and time. This
will also improve the outcome as there will be no misreporting
due to human errors. Staff can also be minimized by using
scheduling apps, eliminating the need to coordinate the
treatments and appointments with the physicians. The billing
and insurance processing can also be time-consuming (Kruse,
2018). With the help of technology, it can also be automated,
which can improve the financial condition of the healthcare
facility. We can also introduce health management apps to the
patients. This will improve the health outcomes by reminding
the patients of their medication routine and giving them a
progress report of their lab reports.
Deficiencies in the clinical use of technology
Technology supplies comfort and convenience to the health care
staff members but also creates excellent chances of blunders.
For example, when the electronic health records are on the
server of the healthcare facility, these can be accessed by
hackers, who can use this information for ill purposes. A strong

firewall must protect confidential patient information to fight
cyber-attacks. Another deficiency is related to the lack of
knowledge of the technology among both staff and the patients.
There must be awareness sessions to educate the patient about
how the technology can help them.
Technology and medical errors
Medical errors cause more than 250,000 deaths annually in the
United States. These errors might be due to the administration
of the wrong medicine, which is caused by miscommunication
or poorly written prescription notes. Both interphases indicate
human errors that danger the patient's life. This situation can be
avoided by using computerized prescriptions. Technology-aided
systems eliminate the chances of human errors and improve the
patient's safety. However, technology is not only the solution to
errors; the human-computer interface causes some errors.
(Vilela, 2019).
Concentration on profit margins
Healthcare facilities in the concentrated markets earn a
more significant profit because they have higher prices than the
other options and more profit margin. This is due to the high
headcount of patients visiting the hospitals and higher rates of
hospital fees charged to the patients. On the other hand, the
healthcare facilities in the competitive market have low-profit
margins; they have to survive and compete with other options
which can provide low prices to the patients. So, the healthcare
facilities in a concentrated market earn more than those in a
competitive need. For instance, in the case of coronary
angioplasty, the profit margin of an entire healthcare facility is
25.1% more than the competitive one.
References
Alolayyan, M. N., Alyahya, M. S., Alalawin, A. H., Shoukat,
A., & Nusairat, F. T. (2020). Health information technology and
hospital performance the role of health information quality in
teaching hospitals. Heliyon, 6(10), e05040.
https://doi.org/10.1016/j.heliyon.2020.e05040

Kruse, C. S., & Beane, A. (2018). Health Information
Technology Continues to Show Positive Effect on Medical
Outcomes: Systematic Review. Journal of medical Internet
research, 20(2), e41. https://doi.org/10.2196/jmir.8793
Vilela, R., & Jericó, M. C. (2019). Implementing technologies
to prevent medication errors at a high-complexity hospital:
analysis of cost and results. Einstein (Sao Paulo, Brazil), 17(4),
eGS4621.
https://doi.org/10.31744/einstein_journal/2019GS4621
Appendix page
This will also improve the outcome as there will be no
misreporting due to human errors. The billing and insurance
processing can also be very time-consuming. Technology
provides a positive turn to healthcare outcomes. (Kruse, C. S.,
& Beane, A. (2018). Health Information Technology Continues
to Show Positive Effect on Medical Outcomes: Systematic
Review. Journal of Medical Internet)
This helps keep the information about the patient’s medical
condition and any other medical history on a cloud that the
internet can access. The manager should have enough
knowledge related to technology which can help him in
monitoring technological aspects. The hospital technology
manager, hospital performance, and quality of information are
directly proportional to technology usage. (Alolayyan, M. N.,
Alyahya, M. S., Alalawin, A. H., Shoukat, A., & Nusairat, F. T.
(2020). Health information technology and hospital performance
the role of health information quality in teaching
hospitals. Heliyon, 6(10), e05040)
These errors might be due to wrong medications caused by
miscommunication due to poor prescription understanding. This
can be avoided by using computerized prescriptions (Vilela, R.,
& Jericó, M. C. (2019). Implementing technologies to prevent
medication errors at a high-complexity hospital: analysis of cost
and results. Einstein (Sao Paulo, Brazil), 17(4), eGS4621)

2
2
Performance Policy
Marion Allen
Rasmussen University
Deborah Ryan
07.15.2022
Performance Policy
The distribution of the benefits that come with the success
of an organization or firm among all the employees whose work
lives up to or surpasses the criteria established for them is often
the purpose of a performance bonus program. Because of this, it
is usually designed to serve the objective of motivating the
individual employees to carry on performing the excellent work
that they have been doing up to this point.
Betamatt Inc. is a transnational corporation that
maintains its principal administrative operations in Seattle and
Washington, DC metropolitan regions. The retail selling of
electronic goods is the primary emphasis of the company's
operations, and the business maintains several locations around
the United States where it may be found. The decrease in the
number of units that have been sold has had a direct impact on
the overall revenue from sales that the firm has been
experiencing, which has shown signs of following a downward
trend. In this regard, the department of human resources has
developed the framework for a policy that will serve as a guide
for awarding bonuses to workers based on their performance of

those individuals. This policy aims to incentivize workers to
improve their performance, which will, in turn, contribute to an
improvement in performance that can be assessed at the level of
the whole organization.
The current policy, assigned the number 005SLS, is the
fifth of the policies formed to elevate the overall revenue from
sales. The entire income from sales is what we want to
accomplish with these new guidelines. The new regulation will
become mandatory starting with the fiscal year 2020–2021,
scheduled in October. It is expected that the law will begin to
be put into effect on the first of June in the year 2020 and that it
will stay in force until the 31st of May in the following year.
Every month, we will investigate which benefits and privileges
provide the most value to our clients. After that, these
advantages will be accumulated, and after the calendar year,
they will be handed up to the relevant individuals and
organizations.
Extensive consultations were held between the department of
human resources and the company workers to finalize the
writing of this policy, which resulted from their discussions.
The purpose of the one-time payments that are paid at the end
of the year is to encourage staff members to continue to be
dedicated to the organization's aims throughout the year. These
payments are being paid in the calendar year (Noe et al. 2007).
In addition, it will ensure that none of the workers quit the
company in the middle of the year, reducing the expenses
connected with employing new staff.
The 31st of May 2022 has been designated as the day on which
a further review of this policy will take place, and that
particular day has been reserved for that specific function. The
insurance provider anticipates that the policy will be in effect
for a length of time that is equivalent to three years in total if
everything goes according to plan. From this, the bonus will be
paid out over those three years in three distinct payments.
After that, the organization will conduct the
appropriate evaluation processes to determine whether the

bonus policy has succeeded in achieving the objectives it set out
to achieve. The policy will be reviewed to make any required
adjustments to enhance the results before it is given the go-
ahead to be implemented across the whole of the firm.
Numerous stakeholders will be included in the process. Drafting
the policy will be the responsibility of the department of human
resources, and they will work on it in conjunction with the
managers of the other departments. As a direct result, the policy
will be subjected to an approval procedure that will include the
heads of every department in Bettamatt before it can be
implemented in that location. After that, a vote will be taken in
the human resources department to decide whether the bonus
policy will be approved. The results of the poll will be
announced. When everything is said and done, the
organization's senior financial officials and executive officers
will confer with one another over the policy before deciding
whether to give it official authorization.
The name of the new policy will be BettaPerf, an abbreviation
for better organizational performance. This name will refer to
the insurance plan. This name was chosen because it was
considered the most accurately describe the objectives of the
new policy being implemented throughout the organization. As
a result, it was deemed to be the most suitable alternative
available. The first letter of the acronym, "betta," is an
abbreviation not only for the name of the company Bettammatt
but also for the word "better." The second portion of the term
focuses on the improved performance anticipated as a direct
consequence of the policy and explains why this is the case.
The department of sales and marketing will get most of
the attention provided due to the policy's provisions. This is
because the staff interacts directly with the consumers and has a
significant role in determining the total amount of money
received from sales. This is the case for several reasons, one of
which is that the staff interacts directly with the customers.
Every worker's performance will be evaluated according to the
goals established by the organization for the quantity of revenue

generated via sales (Chakravarthy B. 1986).
The participants in this plan will be eligible for several
benefits, including a one-time cash payment, the opportunity to
participate in an incentive program, and a bonus at the end of
the year. Any workers who, as of the date of the assessment,
have shown that they have gone above and beyond the
requirements that have been established will be eligible to
receive the one-time payment in the form of the lump sum
reward. This money will be made available to them. In addition,
those organization workers who successfully fulfill the targets
set for them will be eligible to receive the award. After the
year, each employee will get a bonus payment, which will be
based on the total number of bonuses the worker has
accumulated over the year.
References
Chakravarthy, B. S. (1986). Measuring strategic performance.
Strategic management journal, 7(5), 437- 458.
Noe, R. A., Hollenbeck, J. R., Gerhart, B. A., & Wright, P. M.
(2007). Fundamentals of human resource management
1
Supply Chain Management
Marion Allen
Rasmussen College
Deborah Ryan
7.22.22

Executive Summary
Significant of stocking
Efficient inventory management is vital for a healthcare
organization's effective running. Medical inventory management
in hospitals entails the direction of stock used. It covers high
and low-value items like a syringe and costly implants and
surgical kits (Ahmadi et al., 2019). High-value consumables
usually comprise a sizeable chunk of a healthcare facility‘s
budget. Therefore, tracking and timely stocking are significant
for ensuring efficient service delivery.
Furthermore, due to the controversiality of patient healthcare,
health inventory ought to be available on demand. Efficient
stocking ensures a critical medical list is available when needed
(Ahmadi et al., 2019). As such, the facility needs to know
precisely the present stock levels, including the location at a
specific time.
While gaining a detailed overview of the healthcare inventory is
not that simple, the hospital must ensure that they have
sufficient stock. Poor stocking compromises efficient service
delivery and can put the facility in a precarious situation
(Fragapane et al., 2019). Visible data must accompany stock to
necessitate easier accessibility of the needed inventory.
Stocking will help the facility enhance the quality of care by
reducing unnecessary costs and saving on time. In Dr. Smith's
scenario, timely stocking would have helped avert the
inconveniences caused due to the unavailability of aesthetics.
Importance of placing timely orders
Inventory management in healthcare facilities means the
facilities must ensure adequate inventory to meet clients’ needs
(Ahmadi et al., 2019). Moreover, in practice, the uncertain
nature of hospital operating rooms implies that it is
impracticable to foresee every need. Healthcare facilities never
know who will walk through their door and what medical
conditions they may require. Even in the case of planned
surgeries, all decision-making processes are made in real-time.

This means that specific or any extra inventory requests can be
made instantly (Fragapane et al., 2019). Some recommendations
may need a transfer from outside the division or directly from
the suppliers. These items are most vulnerable to remaining
untracked in the healthcare facilities management system.
Therefore, healthcare facilities need to place timely deliveries
to avert any inconveniences.
Placing timely orders ensure that the entire inventory required
for surgical procedures and emergency cases can be accessed
when needed. By placing timely orders, the hospital improves
order accuracy and turnaround time. Untimely order requests
can lead to a patient receiving the wrong medication leading to
undesirable health outcomes and potential malpractice charges.
A step-by-step method to avoid the situation in Dr. Smith’s
Office
The hospital can avert the scenario witnessed in DR. Smith's
situation by prioritizing an efficient inventory management
process. Firstly, the facility must ensure that all the essential
items are made available on time and have a back plan to
cushion itself against unforeseen situations. The next step is to
ensure that products are inspected, sorted, and stored.
Reviewing and sorting products ensures that no essential
product is missing, and the location of their storage warrants
easy accessibility when the item is required (Mandel & Granin,
2018). The hospital must then ensure that inventory levels are
monitored. This entails stock taking, inventory cycle count, or
perpetual inventory software. By doing so, the hospital will
ensure that it does not run out of stock (Mandel & Granin,
2018). The next step entails ensuring that inventory levels are
up to date to avoid understocking, which can be supported by
reorder points for essential medical items. When the hospital
follows this procedure to the latter, the inconveniences
triggered by understocking in the hospital will be avoided.

References
Ahmadi, E., Masel, D. T., Metcalf, A. Y., & Schuller, K.
(2019). A literature review reviews inventory management of
surgical supplies and sterile instruments in hospitals. Health
Systems, 8(2), 134-151.
Fragapane, G. I., Zhang, C., Sgarbossa, F., & Strandhagen, J. O.
(2019). An agent-based simulation approach to model hospital
logistics. International Journal of Simulation Modelling, 18(4),
654-665.
Mandel, A., & Granin, S. (2018, August). Optimization of
Inventory Management Process. In 2018 8th International
Conference on Logistics, Informatics and Service Sciences
(LISS) (pp. 1-5). IEEE.
4
Credentialing Healthcare Providers
Marion Allen
Rasmussen College
Deborah Ryan
07.31.22
Credentialing Healthcare Providers
Credentialing is integral to the provision of quality health care
services. Healthcare organizations operating in modern clinical
practice must promote patient safety and provide care within
recommended standards. Although adequate staffing is essential
to organizational success, healthcare organizations must comply
with the profession’s laws that govern the minimum credentials

and requirements to authenticate healthcare providers’ abilities
and skills. Credentialing is the formal process that scrutinizes
healthcare providers’ ability to practice medicine and provide
the highest level of care based on established guidelines (Patel
and Sharma, 2020). Patients are entitled to access and receive
quality healthcare from qualified and competent healthcare
providers. Credentialing ensures that healthcare providers meet
the qualifications, licensure, training, and abilities required in
clinical practice. Credentialing process is standard across
similar specialties. Research indicates that healthcare providers
provide care with fake certificates and experience (Rubin,
2022). Such cases increase the need to be vigilant to ensure
only qualified healthcare providers practice medicine.
Various accredited bodies, such as the National Committee for
Quality Assurance (NCQA), have established a series of
standards that guide the process of credentialing healthcare
providers. One primary requirement of NCQA is to verify
healthcare providers’ academic qualifications by ensuring they
provide original copies of their certificate, diploma, and de gree
in the field. According to Patel and Sharma (2020), verification
of credentials is conducted by various agencies such as the
American Association of Nurse practitioners (AANP, American
Board of Medical Specialties (ABMS), and National Practitioner
Data Bank (NPDB). AANP verifies nurses’ credentials to ensure
they are certified by the nursing board. ABMS represents 24
medicine disciplines and evaluates the American physicians’
credentials to ensure they are board certified. The agency
certifies over medical specialties. NPDB is an American
government program that gathers providers’ data and allows its
access by authorized users. Data collected include license
suspension and revocation, malpractice cases, awards, and
negative complaints.
Internal and external departments conduct credentialing of
healthcare providers following a systematic process. Firstly, the
departments obtain healthcare providers’ data and documents
from various sources (McMullen and Howie, 2020). This data

includes healthcare providers’ education, license, work history,
National Provider Identification (NIP) number, liability
coverage, board certifications, eligibility for state regulatory
requirements, and fellowships. The credentialing department
should focus on documenting the evidence of the provider’s
minimum credentials, including education background. The
education background entails the formal qualifications required
for registration by the national board and information about
recognized postgraduate awards and certificates demonstrating
the providers’ completion of training from a recognized training
institution. For a graduate practitioner, education information
includes the competencies and learning objectives of attended
training programs and supervised units from the training
institution. Secondly, the credentialing department verifies the
healthcare provider’s information. The credentialing department
liaises with licensing agencies and other entities to verify the
obtained data. In the digital era, credentialing software
continuously checks the provider’s information availed by
empowering agencies and other entities. Most healthcare
organizations collaborate with management platforms to
automatically update and record providers’ information. Data
verification also includes monitoring providers’ malpractice
complaints and medical incidents that could affect their clinical
practice. Lastly, the credentialing department awards the
healthcare provider the credentials, including clinical privileges
and the ability to practice onsite. Onsite visit during
credentialing is vital for healthcare providers unrolled under
Medicare. These onsite visits verify the provider’s existence
and compliance with the set requirements regarding providing
healthcare services to Medicare beneficiaries. Additionally, all
healthcare providers are eligible to have an NPI (Reed, 2020).
NPI identifies care providers to their healthcare partners.
Every licensed healthcare practicing independently and
legalized by law and a licensing organization to provide
healthcare services without direction within the scope of their
license requires credentialing. Although every state varies in its

medical practice laws, healthcare providers can only perform
the services for which they have received the clinical privileges
(McMullen and Howie, 2020). Credentialed specialties include
physicians, optometrists, podiatrists, ophthalmologists, and
nurses. Credentialing is not only for healthcare providers but
also for healthcare facilities. Healthcare institutions are
required to maintain standards of care and competence.
Examples of facilities that need credentialing include dialysis,
hospice care, IV home infusion therapy, ambulances, and
lithotripsy.
References
McMullen, P. C., & Howie, W. O. (2020). Credentialing and
privileging: A primer for nurse practitioners. The Journal for
Nurse Practitioners, 16(2), 91-95.
Patel, R., & Sharma, S. (2020). Credentialing. In StatPearls
[Internet]. StatPearls Publishing.
Reed, S. M. (2020). National Provider Identifier: Why Every
Clinical Nurse Specialist Needs One. Clinical Nurse
Specialist, 34(5), 231-233.
Rubin, R. (2022). When physicians spread unscientific
information about COVID-19. Jama, 327(10), 904-906.
1
Running head: BENEFITS
5

Benefits
Marion Allen
Deborah Ryan
August 6th, 2022
Top of Form
FMLA versus EEOC
Preventing discrimination based on religion, sex, race, sexual
orientation, nationality, ethnicity, etc., is among the top
priorities in the U.S. today. The Equal Employment Opportunity
Commission (EEOC) refers to a federal government agency
entrusted with promoting fairness by preventing and outlawing
any discrimination in the workplace. It enforces ADA and Title
VII (Bordelon, 2022). The laws outlined by the EEOC enfold all
kinds of discrimination, including gender, race, age, sexual
orientation, and disability. Businesses with at least 15 full -time
employees are required to comply with these laws. Besides,
organizations with at least 100 employees must file EEO-1
annually, also known as the Employer Information Report. The
main goal of the EEOC is to design employment practice
policies and to communicate all of these policies to employees
(Bordelon, 2022). Based on the EEOC rules, companies must
prevent discrimination and harassment, make reasonable
accommodations for their employees' disabilities or religious
beliefs, and avoid retaliating against workers who file
complaints (Mulloy, 2020). Under ADA, an employee is
required to return to the same job unless the employer can prove
that leaving the job position vacant would generate undue
hardship. In some cases, the employee may wish to extend their
leave even after an employer communicates that he cannot keep
the vacant position further. Thus, the employer must find an
alternative job position for the employee. However, if there is

no alternative position, even at a lower level, continued
accommodation from the employer is not required.
On the other hand, the federal Family and Medical Leave Act
(FMLA) protects the right of an employee to take leave to deal
with family or medical emergencies (Gitis & Sprick, 2022).
This includes attending to their serious medical condition,
taking care of a family member with a severe health condition,
or taking some time off after the birth or adoption of a child.
The FMLA covers private employers who have at least 50
employees. The FMLA states that an employee who is covered
can take up to 12 weeks of unpaid leave within 12 months.
During this period, the employee's job status is protected, and
his health benefits are maintained. Generally, the main aim of
FMLA is to provide an employee with a reasonable but limited
amount of time to take care of their own or a family member’s
health condition without losing their job since the employer
must take the employee back into the same or an equivalent
position.
EEOC and FMLA have some similarities and differences in
terms of leave policy. To begin with, Title VII and ADA cover
only private employers with 15 or more employees, whereas
FMLA covers private employers with 50 or more employees.
However, local and state government employers are covered by
both FMLA and ADA despite the number of employees but are
covered by Title VII if they have at least 15 employees. It is
important to note that not all employees protected by Title VII
are eligible for FMLA leave, which depends on various factors
such as length of stay and employment by an FMLA-covered
employer with more than 50 employees.
Under FMLA, a severe health condition refers to an impairment,
illness, or mental or physical condition involving inpatient care
or continuous treatment by a healthcare provider. It is not
necessarily considered an ADA disability. An ADA disability is
an impairment that significantly reduces at least one significant
life activity. Generally, under ADA, a person must have a
record of an extremely limiting impairment to get covered

because having a serious health condition may not suffice. To
prove if a person has an ADA disability, all evidence, including
all records (medical certifications and recertifications) about
whether they have a severe medical condition, should be
considered.
Both FMLA and EEOC have law requirements about the leave
policy for pregnancy and related conditions (Eaton, 2019).
Under EEOC’s laws, if an employer offers short-term disability
leave, they must treat the pregnancy and associated conditions
like non-pregnancy. For instance, if an employer provides seven
weeks for short-term medical conditions, he must also offer
seven weeks of paid leave for pregnancy and other related
conditions. Pregnant employees must also be allowed to work as
long as they can adequately deliver on their assigned tasks.
Besides, employees are required to hold a job for a pregnancy-
associated absence for the same period that other positions are
held open for employees on disability or sick leave.
There are incidences where the leave policy which complies
with FMLA can violate the laws administered by EEOC. The
EEOC anti-discriminatory laws protect employees regardless of
the period they have worked. Still, an employee cannot be
covered by FMLA leave until they have been employed for 12
months. Therefore, an event where an employer policy that
denied a pregnancy leave during the employee's first year but
provided an exit for other health conditions would discriminate
against pregnant women in violation of EEOC. Also, a policy
that denies employees from taking temporary disability or sick
leave in their first year of employment would hurt women and
violate EEOC.
Another difference is that under EEOC, employers are not
mandated to offer employees leave to take care of themselves or
family members but are prohibited against discriminatory
practices based on religion, race, color, sex, or nationality when
they provide family leave. Under ADA, employers are also
required to offer to go on the same terms as they would give
other employees who need to take care of an ill patient.

References
Bordelon, R. (2022). Whose Benefits Are They?
Eaton, B. L. (2019). Pregnancy discrimination: Pregnant women
need more protection in the workplace. SDL Rev., 64, 244.
Gitis, B., & Sprick, E. (2022). Modernizing FMLA: Reform
Options to Expand Employee Coverage and Reduce Employer
Burdens. Bottom of Form
Mulloy, S. P. (2020). Accommodating absence: Medical leave
as an ADA reasonable accommodation. Michigan Law
Review, 118(8), 1629-1654.

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