ASSIGNMENT 1 Introduction: Case Study One: Case of the Reluctant Associate You are the chairman of the department of surgery at an urban community hospital and the head of a large general surgery practice. The oldest member of the group is about to retire, and you need to recruit a new partner. You are hoping to recruit a person relatively new out of training to provide succession planning for the group, because you know that in the next five to seven years you will be retiring. You’re in your office when one of the junior surgeons, Dr. Simon, asks to speak to you. He presents you with several credentialing packets for out-of-state licensure. He is on the staff of your hospital; however, he primarily works at another hospital in the area. You ask Dr. Simon if he would be interested in staying and joining your practice. He states his family is in the area, but he’s not sure whether he wishes to be a junior associate in another practice or not. You spend time discussing how this particular practice runs and what his duties would be and inform him that in a very short time he could become a fully integrated member of the group with equal say in medical matters and compensation equal to the amount of work that he produces. He asks several unusual questions such as “How many times a day will you call me?” “Will you be checking up on me?” and “Will I be able to make my own clinical decisions?” It becomes apparent from this discussion that Dr. Simon probably has been treated poorly in his existing practice. He has not been allowed to make his own schedule and his decision making was second-guessed. The senior member of the practice created extensive work for him, while Dr. Simon was compensated for a small percentage of the work that he actually performed and the senior partner was making a large profit. At this point, you explain how this new opportunity would be different and that Dr. Simon would be a partner in two years, joining with the other three members of the group. The members of the group all feel that he is well qualified and would be an asset to the group. You are willing to offer him a position in the practice. After much discussion and cajoling, he finally agrees to join the practice. Tasks: Discussion Questions · What are the main concerns in this case? · Which of the organizational theories of management describes the behaviors of Dr. Simon’s first practice experience? The second? Provide a rationale for your response. · Is succession planning important for medical practices? Give examples of the techniques that are available to recruit new physicians. · Discuss the pitfalls of a new physician joining a practice. From the example in the case, outline what principles should guide a physician in taking on a new associate/partner. · How long should a physician be in a practice before he or she becomes a partner? Should he or she ever become an equal partner? As in all assignments, cite your sources in your work and provide references f.

1. ASSIGNMENT 1
Introduction:
Case Study One: Case of the Reluctant Associate
You are the chairman of the department of surgery at an urban
community hospital and the head of a large general surgery
practice. The oldest member of the group is about to retire, and
you need to recruit a new partner. You are hoping to recruit a
person relatively new out of training to provide succession
planning for the group, because you know that in the next five
to seven years you will be retiring.
You’re in your office when one of the junior surgeons, Dr.
Simon, asks to speak to you. He presents you with several
credentialing packets for out-of-state licensure. He is on the
staff of your hospital; however, he primarily works at another
hospital in the area. You ask Dr. Simon if he would be
interested in staying and joining your practice. He states his
family is in the area, but he’s not sure whether he wishes to be a
junior associate in another practice or not. You spend time
discussing how this particular practice runs and what his duties
would be and inform him that in a very short time he could
become a fully integrated member of the group with equal say
in medical matters and compensation equal to the amount of
work that he produces. He asks several unusual questions such
as “How many times a day will you call me?” “Will you be
checking up on me?” and “Will I be able to make my own
clinical decisions?”
It becomes apparent from this discussion that Dr. Simon
probably has been treated poorly in his existing practice. He has
not been allowed to make his own schedule and his decision
making was second-guessed. The senior member of the practice
created extensive work for him, while Dr. Simon was
compensated for a small percentage of the work that he actually
performed and the senior partner was making a large profit.
At this point, you explain how this new opportunity would be

2. different and that Dr. Simon would be a partner in two years,
joining with the other three members of the group. The members
of the group all feel that he is well qualified and would be an
asset to the group. You are willing to offer him a position in the
practice. After much discussion and cajoling, he finally agrees
to join the practice.
Tasks:
Discussion Questions
· What are the main concerns in this case?
· Which of the organizational theories of management describes
the behaviors of Dr. Simon’s first practice experience? The
second? Provide a rationale for your response.
· Is succession planning important for medical practices? Give
examples of the techniques that are available to recruit new
physicians.
· Discuss the pitfalls of a new physician joining a practice.
From the example in the case, outline what principles should
guide a physician in taking on a new associate/partner.
· How long should a physician be in a practice before he or she
becomes a partner? Should he or she ever become an equal
partner?
As in all assignments, cite your sources in your work and
provide references for the citations in APA format.
Your initial posting should be addressed at 500–1000 words
ASSIGNMENT 2
Introduction:
Case Study Twenty-Four: Medication Error
You are a physician making rounds on your patients when you
arrive at Mrs. Buckman’s room. She’s an elderly lady in her late
’70s who recently had a colon surgery. She is also the wife of a
prominent physician at the hospital. She has been known to be
somewhat confrontational with the nursing staff. However,
today she states she was just given a shot of insulin to cover her
elevated blood sugar and the amount of insulin did not seem to
be the usual amount. Even though Mrs. Buckman often

3. complains, you are somewhat concerned about this observation
and decide that it would be best to check on this. You ask the
charge nurse to review the dose of insulin given. She, in turn,
finds Mrs. Buckman’s nurse, who states that, as ordered, she
had given the patient 80 units of insulin.
You immediately become quite alarmed, as this is an
extraordinarily large dosage. You make sure that the patient is
given a large amount of glucose supplement and that her blood
sugar is monitored every fifteen minutes for the next two hours.
To follow up, you also review the chart and note an order from
the house physician to give Mrs. Buckman 8.0 units of insulin.
You can readily see how this could easily appear to be 80 units.
You meet with the charge nurse, the nursing supervisor, the
director of nursing, and the treating nurse to determine what can
be done to prevent this type of error in the future.
Tasks:
Discussion Questions
· What are the facts in this case?
· What are the management issues that need to be addressed in
this case?
· Is it reasonable for the nurse to have given this dose of
insulin?
· Should the nurse have questioned giving this large amount of
insulin without checking with the doctor?
· Should the pharmacist have questioned the dosage?
· What mechanisms can be put in place to prevent this from
occurring in the future?
· Should this be considered a sentinel event? Should a root
cause analysis be performed?
As in all assignments, cite your sources in your work and
provide references for the citations in APA format.
Your initial posting should be addressed at 500–1000 words
ASSIGNMENT 3
Introduction:
Case Study Forty-Five: Nurse Bullying: Unprofessional Conduct
Raymond was one of the two male nurses working in an ICU in

4. an inner-city hospital. The nurse manager always put him in
charge of the ICU whenever he worked his twelve-hour shift.
When Raymond was in charge, problems were handled quickly
and without drama. His efficient demeanor during a code
comforted families, staff nurses, and even the medical interns
and residents. Attending physicians requested that Raymond
care for their sickest patients as well as their family members.
In addition, letters were often written to the hospital about his
outstanding care and his attention to details. His exceptional
customer service and outstanding patient care made
Nordstrom’s customer service department look bad!
However, if there was a question that needed an answer,
Raymond knew it and wasn’t shy about letting everyone else
around him know it too. His self-assured behavior came across
as overconfident and conceited. It didn’t help him win any
popularity contests as he was the only master’s-prepared nurse
on the unit; most of the nurses didn’t even have their bachelor’s
degree. He tried to fit in with the other nurses by joking with
them or giving the best assignments to the most popular nurses.
Raymond didn’t realize it, but the nurses in the most popular
group were always putting him down and criticizing him behind
his back. During morning rounds with physicians, the other
nurses would challenge Raymond and try to embarrass him or
roll their eyes whenever he spoke.
Raymond wanted to join the “in gang” and so started to share
some personal information with the other nurses about his
deteriorating relationship with his wife. She was unable to work
due to a chronic medical condition and was becoming
increasingly needy with repeated hospitalizations. The other
nurses rallied around him pretending to offer support when they
were actually scheming to teach him a lesson since he was a
“know it all.” One nurse got his personal e-mail, while the other
nurse planned the prank.
A few weeks later, Raymond started receiving e-mails from a
secret admirer named Terry. Their e-mail relationship lasted
several months before he told his coworkers about it. He shared

5. stories with his interested coworkers about the admirer and told
them that he was actually thinking about leaving his wife for
her. Later, Raymond found out that not only did the entire staff
in the ICU know about this prank but his e-mail conversations
were distributed to the unit’s nursing and support staff.
Tasks:
Discussion Questions
· What are the facts of this case?
· What is the nature of the organizational behavior problem?
· Which theory or theories do you believe best explain the
behavior of Raymond’s coworkers?
· As the nurse leader, what interventions would be useful in
dealing with workplace bullying?
· What types of workplace behaviors define bullying?
· Have you ever experienced or observed workplace bullying?
Describe what happened and how it was managed.
· How does bullying impact the workplace morale?
Productivity? Patient care? Can you think of the other effects of
bullying in the workplace?
· How does the leadership or management team contribute to
bullying?
· What types of ethical issues are identified in this case study?
· What kind of financial impact do you think the behavior of the
nurses and their supervisor may have on the hospital?
· Provide your reflections and personal opinions as well as your
recommendations for addressing this problem.
As in all assignments, cite your sources in your work and
provide references for the citations in APA format.
Your initial posting should be addressed at 500–1000 words
Assignment 4
Introduction:
Case Study Sixty-Three: Pray with Me
You are the Vice President of Nursing Services in a
nondenominational community hospital, and you receive a
complaint from a patient who is a Wiccan. When the patient and
her primary care nurse, Penny Baker, were discussing her

6. religious practices and how she prays, Penny’s immediate
supervisor, Ruth Goose, walked into the room and stated, “Thou
shalt not suffer a witch amongst you,” and told Penny not to
discuss the “satanic religion” with the patient any more. The
patient demands an apology and threatens to go to the media.
She feels she has been discriminated against because she is a
Wiccan and that her patient care experience was poor during her
hospitalization because of her spiritual beliefs. You convene a
meeting with Penny and Ruth.
Ruth is wearing a large gold cross on her neck. Penny wears no
jewelry and is dressed in her blue scrubs. When you ask Penny
what happened, Ruth answers for her. “She did the right thing.
We don’t have to pray with witches. They worship Satan. It’s
blasphemy. What’s next? Human sacrifice?” Penny can’t get a
word in edgewise. Ruth keeps repeating “Thou shalt not suffer a
witch amongst you, it says so in Leviticus!”
What should you do?
Tasks:
Discussion Questions
· What are the facts of this case?
· What is the nature of the organizational behavior problem?
· What are the three factors contributing to this dilemma?
· What are the top three management issues in this case?
· Who should be responsible for addressing these organizational
issues?
· What kind of differences in spiritual and religious practices
are you familiar with? What if the patient had asked Penny to
pray with her? Should she have done so? Discuss the pros and
cons of praying with patients. Provide your reflections and
personal opinions as well as your recommendations for
addressing the issue of praying with patients.
As in all assignments, cite your sources in your work and
provide references for the citations in APA format.
Your initial posting should be addressed at 500–1000 words
Assignmetn 5
Introduction:

7. Case Study Seventy-Four: Ethical Issues over DNR Orders
Mr. Warden, a 93-year-old white male, is admitted to
Centerville Community Hospital from Centerville Estates
Nursing Home. Mr. Warden has had multiple strokes and is only
partially responsive to painful stimuli. He does not recognize or
respond to nursing staff, physicians, or family members. In
addition, he has flexion contractures and a large infected
decubitus ulcer over his left sacral area. Further evaluation
shows Mr. Warden has extremely poor heart function and is in
congestive heart failure. The notes from Centerville Estates
Nursing Home indicate Mr. Warden has had one visitor in the
past six months; that visitor was not a family member.
Tasks:
Discussion Questions
· What are the facts in this situation?
· Autonomy, nonmaleficence, beneficence, and justice are the
cornerstones of ethical decision making. What ethical dilemmas
does this case illustrate?
· Have any principles of ethical decision making been violated
in this case? What ones have been supported? How might our
cultural upbringing, personal assumptions, and opinions
influence our decisions as health care managers? Provide
rationales for your responses.
· Based on what you know from this short case; why do you
think Mr. Warden’s daughter is so insistent on wanting
“everything” done for her father?
· What if Mr. Warden was wealthy and had a large estate?
Would that change your opinion of the son and his responses?
Provide a rationale for your response.
· If the son had no power of attorney, how could this issue be
resolved? Can a physician decide to withdraw care without the
consent of the family? Who has the final say in the care of a
patient in this condition? Provide your reflections and personal
opinions as well as your recommendations and rationale for
your responses.
As in all assignments, cite your sources in your work and

8. provide references for the citations in APA format.
Your initial posting should be addressed at 500–1000 words
IT 210 Milestone Two Guidelines and Rubric
Overview: When you are in a market and researching if and how
new technologies can help your business, it is important to
examine what your competitors are
doing with the same technologies, and how successful they are
implementing them. This assignment is the second milestone
that you will complete for your
final project. In this milestone, you will address the following:
ur final project, focusing
on your business requirements, competitors, and technology.
to create a draft, and to get feedback from your instructor to
improve your final draft.
reflects that this is a practice opportunity. You
should focus on getting the necessary information into your
draft. No draft is perfect.
project. Use the questions in the critical elements as a guide.
or on a separate word document for your drafts.

9. o It is recommended you use the template to ensure you do not
miss any items you need to address. The critical elements are
highlighted in
yellow in the template.
conduct your research as part of this assignment.
For guidance on completing the decision matrix, refer to these
learning resources:
: What It Is and How to Use It: This article
defines the decision matrix and discusses how leaders evaluate
and prioritize all of their
options when considering solutions to a difficult task.
a
decision matrix analysis, a useful technique for making a choice
when many factors must be
balanced. Captioned version of this resource can be found here.
example of a completed decision matrix.
Prompt: Remember that you have immersed yourself in the role
of an IT professional. Imagine that you work for the small
brick-and-mortar business described
in the final project case scenario. The owner of your business
wants to focus on generating new revenue through e-commerce,
but she knows that this change in
operations requires the company to integrate new technology.
To gain an understanding of what the business might need for
technology, she has asked you to
create a business systems analysis. In this part of your drafted

10. analysis, you will focus on solutions and recommendations
based on your research for your first
milestone.
Specifically, the following critical elements must be addressed:
IV. Technology
Solution
s: In this section, you will discuss how each of the two
technologies meets the technology requirements that you
identified in
section II. Use your decision matrix to guide your responses.
A. Technology One: Explain how well this technology meets the
technology requirements of your business. Be sure to address
which technology
requirements the technology meets, and where there are gaps.
http://snhu-
media.snhu.edu/files/course_repository/undergraduate/it/it210/it
210_final_project_template.docx
http://snhu-
media.snhu.edu/files/course_repository/undergraduate/it/it210/it
210_decision_matrix.xlsx

11. http://www.businessnewsdaily.com/6146-decision-matrix.html
https://www.mindtools.com/pages/article/newTED_03.htm
https://www.youtube.com/watch?v=iGPopPp9Pq4
http://snhu-
media.snhu.edu/files/course_repository/undergraduate/it/it210/it
210_decision_matrix_example.xlsx
http://snhu-
media.snhu.edu/files/course_repository/undergraduate/it/it210/it
210_final_project_case_scenario.pdf
B. Technology Two: Explain how well this technology meets
the technology requirements of your business. Be sure to
address which technology
requirements the technology meets, and where there are gaps.
V. Recommendations: In this section, you will recommend the
technology solution that you believe is most appropriate for
your business based on how
well each technology meets your business’s technology
requirements.
A. Recommend a technology solution for your business, and

12. defend why that solution is appropriate. You could recommend
only one technology,
or you could recommend any combination of the two that you
investigated.
B. Explain the overall benefit of your recommended technology
solution to your business. Consider the following:
i. How will it enhance efficiency?
ii. How will it position your business for future growth as you
move online?
Lastly, submit the decision matrix that you used for your
research.
Rubric
Guidelines for Submission: Your rough draft should be 3–4
pages in length and should follow APA formatting, including
double spacing, 12-point Times New
Roman font, and one-inch margins.
Critical Elements Minimal or No Errors (100%) Significant

13. Errors (75%) Missing from Draft (0%) Value
Technology