assignment 1
Introduction:
Midtown Neurology was started by a single physician who had been practicing in the community for nearly twenty years. As the practice grew, it evolved from a “mom-n-pop” operation to a more complex model. The founding physician recruited four new neurologists to join and continue to help build the practice. Subsequently, however, the new doctors took over and forced him out of the practice.
Tasks:
Case Study Six: From Nothing to Something: Defining Governance and Infrastructure in a Small Medical Practice
Read the above case study; your task would be to evaluate this case study utilizing the format below. Make sure to include at least two scholarly/peer-reviewed articles to help support your evaluation.
Case Study Evaluation
· Prepare a written report of the case using the following format:
· Background Statement: What is going on in this case as it relates to the identified major problem?
· What are (only) the key points the reader needs to know in order to understand how you will “solve” the case?
· Summarize the scenario in your own words—do not simply regurgitate the case. Briefly describe the organization, setting, situation, who is involved, who decides what, etc. Specifically identify the major problems and secondary issues.
· What are the real issues? What are the differences? Can secondary issues become major problems?
· Present an analysis of the causes and effects.
· Fully explain your reasoning. Declare your role in a sentence or a short paragraph explaining from which role you will address the major problem and whether you are the chief administrator in the case or an outside consultant called in to advise.
· Regardless of your choice, you must justify in writing as to why you chose that role. What are the advantages and disadvantages of your selected role? Be specific.
· Recognize the strengths and weaknesses of the organization.
· Identify the strengths and weaknesses that exist in relation to the major problem. Again, your focus here should be in describing what the organization is capable of doing (and not capable of doing) with respect to addressing the major problem. Thus, the identified strengths and weaknesses should include those at the managerial level of the problem. For example, if you have chosen to address the problem from the departmental perspective and the department is understaffed, that is a weakness worthy of mentioning. Be sure to remember to include any strengths/weaknesses that may be related to diversity issues.
· Find out alternatives and recommend a solution.
· Describe the two to three alternative solutions you came up with. What feasible strategies would you recommend? What are the pros and cons? State what should be done—why, how, and by whom. Be specific. Evaluate how you would know when you’ve gotten there. There must be measurable goals put in place with the recommendations. Money is easiest to measure; what else can be measured? What evaluation plan would you put in plac ...
Step 2 Grading Rubric EconomyTask descriptionComponents of .docxrjoseph5
Step 2 Grading Rubric: Economy
Task description
Components of the task
Total points
Major economic features
Current demographic and economic features:
What is the population of your country, its age and gender composition? (2 points)
What are the major natural resources and the major features of the economy? Is the economy driven by the export of minerals and raw materials, agriculture, significant industries, or a mixture of these? What are the main exports and imports? (5 points)
Which countries are its largest trading partners? Is the country a member of regional or continental African trading blocs? (3 points)
What are major livelihood strategies, formal and informal, in both rural and urban settings? In other words, how do people in your country make a living? (5 points)
15
Economic policies
How did colonial policies impact your country’s current economic conditions? (5 points)
How has domestic economic policy since independence shaped the country? (5 points)
How have international economic forces shaped your country’s economy? For example, has your country been impacted by World Bank or International Monetary Fund programs? Do international trade agreements impact your country? (5 points)
15
Basic economic conditions
What is the current Gross Domestic Product (GDP) and Gross National Product (GNP)? What is the significance of these numbers for the economy of this country? (3 points)
What is the unemployment rate? (I point)
What is the poverty rate? (I point)
What is the foreign debt? (I point)
What do all these different economic indicators show about the state of the economy in your country? (3 points)
9
Technology
To what extent are the Internet and mobile phones, including the mobile banking system, used in your country? Do these affect economic potential and how so? (4 points)
4
Conclusion
Using all the data and analysis you have done pertaining to the above questions, write a conclusion addressing the economic health of your country and analyze the main factors contributing to its current strengths and challenges. (3 points)
3
Other requirements
Referencing:Evidential Proof of sources used: Papershould be supported by evidence and quotations from sources. At least three sources with APA citation at the bottom of the report, Variation in selection of sources necessary (2 points). Full points for accurate use of APA in-text and reference list)
Organization of text: Well organized, detailed and logical/cohesive arguments addressing relevant issues.(2 points)
4
CASE 6
From Nothing to Something: Defining Governance and Infrastructure in a Small Medical Practice
Dea Robinson
Midtown Neurology was started by a single physician who had been practicing in the community for nearly 20 years. As the practice grew, it evolved from a “mom-n-pop” operation to a more complex model. The founding physician recruited four new neurologists to join and continue to help build the practice. Subseq.
CASE 6From Nothing to Something Defining Governance and Infrast.docxtroutmanboris
CASE 6
From Nothing to Something: Defining Governance and Infrastructure in a Small Medical Practice
Dea Robinson
Midtown Neurology was started by a single physician who had been practicing in the community for nearly 20 years. As the practice grew, it evolved from a “mom-n-pop” operation to a more complex model. The founding physician recruited four new neurologists to join and continue to help build the practice. Subsequently, however, the new doctors took over and forced him out of the practice.
The large urban hospital with which Midtown was affiliated achieved Level 1 trauma status, providing additional new opportunities for the practice. The neurologists took on the many responsibilities, including one of stroke team for the hospital. Contractual rural outreach was practiced utilizing telemedicine throughout the state and provided a robust revenue stream.
While still a small physician group, it required a difficult call schedule. Tracking call and distributing it equitably became a challenge. The main reason for this was the founding physician had written a proprietary program exclusively for this purpose. Now the practice was beholden to the very person they had forced out of the practice for a vital part of communication with the other practices regarding the call schedule. This was very unusual, as physicians don’t typically write proprietary software for a practice. In addition, the entire platform including the billing program, which he also developed, used MS-DOS.
The practice employed a practice manager who had started with the founding physician. As the practice grew, the manager did not keep up with the basics of managing a practice. Her information relating to billing, reimbursement, and changes to current CPT and ICD-9 issues was out of date. She was also ignorant of the contracts the practice had, but more importantly the impact of those contracts on the practice and how to carry them out appropriately.
While the physicians were very productive, several significant management problems became apparent as the practice grew. In particular, the infrastructure suffered and there was no governance. Infrastructure for a private practice is different from that of a corporate model. For example, in a corporate model individual departments exist with defined responsibilities to support the needs of the corporation and other areas of the entity, such as an IT department. Conversely, in a private practice when IT systems need repair, the responsibility falls to the administrator or manager, and this individual must know how to address and fix the problem. In this instance, the IT department and the owner of the practice were one and the same. Because of the proprietary nature of the software, outsourcing was not an option. The practice essentially was backed into a corner because of the lack of necessary infrastructure upgrades, such as in the case of IT. This dynamic created tension and frustration for the manager of the practice and t.
4 Internal Environmental Analysis and Competitive AdvantageTh.docxgilbertkpeters11344
4 Internal Environmental Analysis and Competitive Advantage
“The biggest problem with health care isn't with insurance or politics. It's that we're measuring the wrong things the wrong way.”
— ROBERT S. KAPLAN AND MICHAEL PORTER
Introductory Incident
Two-Way Communication and Competitive Advantage
Health care organizations are notorious for one-way communication. When communicating with patients and communities, health care organizations typically employ traditional techniques such as broadcast advertising, distribution of educational materials prepared for a variety of audiences, and similar methods.
A few organizations, however, have recognized the possibilities created by social media and understand that health is extremely personal and materials prepared for mass audiences rarely address the unique concerns of individual patients. Moreover, when patients must access the
127
128
health care system they are unprepared for the experience, lost in the confusion of the high-technology environment of health care, and grasping for information. Social media has done much to change this situation. Patients can easily communicate with people across the globe, share common experiences and fears, discover the personal experiences faced by others, and access all types of medical information.
Unfortunately, many health care organizations choose to use social media as just another means of one-way communication. In some cases most of the organization's posts are designed to promote the hospital or medical practice rather than address patient issues and concerns. A few organizations, recognizing this temptation, develop policies that “no more than a certain percentage” of posts can be used for promotion purposes. At Inova Health System an effort is made to ensure that 80–90 percent of its posts address patient health rather than promoting the System.
Inova has made serious attempts to use social media effectively. It has created Facebook communities in specific areas such as wellness, pediatric care, bariatric surgery, and so on. Attempts are made to encourage users to trust Inova as a supplier of valuable health information. Information can be shared about the System but only after trust is built and the interests of the organization are consistent with the interests of the communities.
It is essential to remember why social media is important. The goal is to connect with friends and build communities around common interests and to share information better and faster. Furthermore, communicating poorly is almost as bad as not communicating. The quality of posts is more important than the quantity. Because real-time communication is so exciting we frequently confuse social media overuse with proper use. Designing social media that is honest and transparent is the important determinant of how likely individuals are to follow and participate in an organization's communication efforts.
Some general recommendations for health care organizations to .
Lecture Notes First Hint of Trouble CareNet Systems .docxsmile790243
Lecture Notes:
First Hint of Trouble
CareNet Systems
Internal Memo
Date: October 2005
To: Bill Jenkins, President
From: Mary Jo Larder, Director, Human Resources
As you know I have been having regular meetings with hospital employees in my efforts to implement our quality assurance program. While the purpose of the meetings is educational in nature there is considerable discussion around many issues. Some of the comments concerned me enough to let you know about them.
A number of people said that they believe the management is being hypocritical in trying to implement a QA program when there are so many obvious outstanding problems that could be addressed by management.
1. There are physicians who have acted abusively toward employees and yet nothing appears to have been done to correct this behavior.
2. Management is continually commenting on the financial problems the hospital is having and yet they are building new facilities instead of giving raises.
3. Employees are also concerned about the hiring freeze because many say they can't carry a greater workload. Many are worried about their jobs and said they are looking at other opportunities.
4. Because of the hiring freeze, managers appear to be tolerating sub par performance by some employees for fear of not being able to replace them.
5. Some employees noted that they are sometimes embarrassed to tell friends and neighbors that they work here because the reputation of our emergency room is not good. They commented on the long waits and rude treatment by the staff.
6. A number of people felt that management does not recognize their good performance and hard work.
Mr. Jenkins, I know this is rather stark. I would be pleased to talk with you and provide more insight but I wanted to document what I heard over the past couple of weeks before I forget it.
Think about it
This case study presents a complex situation with different types of problems. Analyze the situation using the questions below before you read further.
· What should Bill Jenkins do with this memo? How important is it?
· Did Mary Larder do the right thing by sending this memo?
· The memo addresses a number of issues. How would you describe each and how important is it? Rank the issues in order of importance.
· How can Jenkins address the issues raised in the memo?
· Is there a process Jenkins should follow in addressing these issues?
· What other information does Jenkins need to respond to the contents of this memo?
· Whom should Jenkins consult, both within the organization and outside it?
· What are Jenkins' options? How would you prioritize them?
· How would you recommend Jenkins evaluate the success or failure of each of the chosen strategies?
· For each strategy, who will perceive they benefited and who will perceive they were hurt or harmed?
· If a strategy is shown to be failing what are the alternatives and exit strategies?
Physician Behavior
Working with a medical staff requires ...
How the Golden Rule should be part of your Employee HandbookLisa Marie Wark, MBA
The Golden Rule should incorporate rules of conduct that everyone understands. If you don’t have them, create them immediately, make them retroactive and make everyone, including yourself, sign on to them. Granted, even if you have the gold and make the rules, the Golden Rule is not a set of laws, but an internalized belief in how an individual should relate to others. The least you can do is create boundaries for everyone including a fair, accountable review process, so you can weed out the team killers expeditiously.
18.3)Gateway Hospital is a 500-bed tertiary-care hospital located inkendahudson
18.3)Gateway Hospital is a 500-bed tertiary-care hospital located in a busy metropolitan area. Arecent employee satisfaction survey scored well below the national norms on most scales. The hos-pital has been facing higher than average turnover and vacancy rates. Recruitment of profes-sional positions is very difficult because the hospital has gained a reputation as a bad place towork, especially if one is new; the term “eat their young” seems to be a prevalent description.Salaries are below the local market, as are annual pay increases. In many departments thereseems to be a critical shortage of staff, and closing services has been a recent topic of discussion. Additionally, the financial picture of the organization is bleak. The payor mix has changed;Medicare cutbacks are impacting the bottom line, as are changes in private insurance funding.Key physicians are beginning to take their services elsewhere, as they sense the inefficiency of thehospital processes.The various stresses appear to be having a significant impact on the overall morale of employ-ees. Poor teamwork is rampant, and communication breakdowns seem to be a normal occurrence.Several leaders have been let go in an effort to address issues.The leadership of Gateway Hospital is extremely concerned about the organizational prognosisand has decided to begin to address the issues by enlisting the assistance of a consulting team.One member of the team is a financial expert who has been hired to address the significant finan-cial issues affecting the hospital. The time frame on fixing the financial issues is one of a criticalneed; since the environment is rapidly changing, the consultant must get a handle on how to helpthe hospital operate successfully, given the current financial downslide.A second member of the team is hired to address the morale and employee issues. A review ofthe employee opinion survey is conducted, and trends are identified in exit interviews. Employeeinterviews and focus groups are held in an attempt to determine the root cause of the moraleissues, as well as the breakdown in teamwork and communication.The data collection is discussed with leadership; after a series of discussions, leadership admitsthat many of the financial pressures have created a “knee jerk” reaction to staffing issues, oftencutting back dramatically on employee hours. This would create a crisis mode and the need to askemployees to work harder. This cycle has created a significant lack of trust from the employee’sperspective, coupled with the fact that employees have not felt that they have been apprised of thereasons for the roller coaster changes and have not been offered any words of appreciation whenthey have either reduced their hours or worked in a crisis.The consultant and the leadership agree that in order to fix the “people” issues of the organiza-tion, there will need to be a culture shift of leadership and employee interactions so that a trustcan be rebuilt.Questions1. On the basi ...
Step 2 Grading Rubric EconomyTask descriptionComponents of .docxrjoseph5
Step 2 Grading Rubric: Economy
Task description
Components of the task
Total points
Major economic features
Current demographic and economic features:
What is the population of your country, its age and gender composition? (2 points)
What are the major natural resources and the major features of the economy? Is the economy driven by the export of minerals and raw materials, agriculture, significant industries, or a mixture of these? What are the main exports and imports? (5 points)
Which countries are its largest trading partners? Is the country a member of regional or continental African trading blocs? (3 points)
What are major livelihood strategies, formal and informal, in both rural and urban settings? In other words, how do people in your country make a living? (5 points)
15
Economic policies
How did colonial policies impact your country’s current economic conditions? (5 points)
How has domestic economic policy since independence shaped the country? (5 points)
How have international economic forces shaped your country’s economy? For example, has your country been impacted by World Bank or International Monetary Fund programs? Do international trade agreements impact your country? (5 points)
15
Basic economic conditions
What is the current Gross Domestic Product (GDP) and Gross National Product (GNP)? What is the significance of these numbers for the economy of this country? (3 points)
What is the unemployment rate? (I point)
What is the poverty rate? (I point)
What is the foreign debt? (I point)
What do all these different economic indicators show about the state of the economy in your country? (3 points)
9
Technology
To what extent are the Internet and mobile phones, including the mobile banking system, used in your country? Do these affect economic potential and how so? (4 points)
4
Conclusion
Using all the data and analysis you have done pertaining to the above questions, write a conclusion addressing the economic health of your country and analyze the main factors contributing to its current strengths and challenges. (3 points)
3
Other requirements
Referencing:Evidential Proof of sources used: Papershould be supported by evidence and quotations from sources. At least three sources with APA citation at the bottom of the report, Variation in selection of sources necessary (2 points). Full points for accurate use of APA in-text and reference list)
Organization of text: Well organized, detailed and logical/cohesive arguments addressing relevant issues.(2 points)
4
CASE 6
From Nothing to Something: Defining Governance and Infrastructure in a Small Medical Practice
Dea Robinson
Midtown Neurology was started by a single physician who had been practicing in the community for nearly 20 years. As the practice grew, it evolved from a “mom-n-pop” operation to a more complex model. The founding physician recruited four new neurologists to join and continue to help build the practice. Subseq.
CASE 6From Nothing to Something Defining Governance and Infrast.docxtroutmanboris
CASE 6
From Nothing to Something: Defining Governance and Infrastructure in a Small Medical Practice
Dea Robinson
Midtown Neurology was started by a single physician who had been practicing in the community for nearly 20 years. As the practice grew, it evolved from a “mom-n-pop” operation to a more complex model. The founding physician recruited four new neurologists to join and continue to help build the practice. Subsequently, however, the new doctors took over and forced him out of the practice.
The large urban hospital with which Midtown was affiliated achieved Level 1 trauma status, providing additional new opportunities for the practice. The neurologists took on the many responsibilities, including one of stroke team for the hospital. Contractual rural outreach was practiced utilizing telemedicine throughout the state and provided a robust revenue stream.
While still a small physician group, it required a difficult call schedule. Tracking call and distributing it equitably became a challenge. The main reason for this was the founding physician had written a proprietary program exclusively for this purpose. Now the practice was beholden to the very person they had forced out of the practice for a vital part of communication with the other practices regarding the call schedule. This was very unusual, as physicians don’t typically write proprietary software for a practice. In addition, the entire platform including the billing program, which he also developed, used MS-DOS.
The practice employed a practice manager who had started with the founding physician. As the practice grew, the manager did not keep up with the basics of managing a practice. Her information relating to billing, reimbursement, and changes to current CPT and ICD-9 issues was out of date. She was also ignorant of the contracts the practice had, but more importantly the impact of those contracts on the practice and how to carry them out appropriately.
While the physicians were very productive, several significant management problems became apparent as the practice grew. In particular, the infrastructure suffered and there was no governance. Infrastructure for a private practice is different from that of a corporate model. For example, in a corporate model individual departments exist with defined responsibilities to support the needs of the corporation and other areas of the entity, such as an IT department. Conversely, in a private practice when IT systems need repair, the responsibility falls to the administrator or manager, and this individual must know how to address and fix the problem. In this instance, the IT department and the owner of the practice were one and the same. Because of the proprietary nature of the software, outsourcing was not an option. The practice essentially was backed into a corner because of the lack of necessary infrastructure upgrades, such as in the case of IT. This dynamic created tension and frustration for the manager of the practice and t.
4 Internal Environmental Analysis and Competitive AdvantageTh.docxgilbertkpeters11344
4 Internal Environmental Analysis and Competitive Advantage
“The biggest problem with health care isn't with insurance or politics. It's that we're measuring the wrong things the wrong way.”
— ROBERT S. KAPLAN AND MICHAEL PORTER
Introductory Incident
Two-Way Communication and Competitive Advantage
Health care organizations are notorious for one-way communication. When communicating with patients and communities, health care organizations typically employ traditional techniques such as broadcast advertising, distribution of educational materials prepared for a variety of audiences, and similar methods.
A few organizations, however, have recognized the possibilities created by social media and understand that health is extremely personal and materials prepared for mass audiences rarely address the unique concerns of individual patients. Moreover, when patients must access the
127
128
health care system they are unprepared for the experience, lost in the confusion of the high-technology environment of health care, and grasping for information. Social media has done much to change this situation. Patients can easily communicate with people across the globe, share common experiences and fears, discover the personal experiences faced by others, and access all types of medical information.
Unfortunately, many health care organizations choose to use social media as just another means of one-way communication. In some cases most of the organization's posts are designed to promote the hospital or medical practice rather than address patient issues and concerns. A few organizations, recognizing this temptation, develop policies that “no more than a certain percentage” of posts can be used for promotion purposes. At Inova Health System an effort is made to ensure that 80–90 percent of its posts address patient health rather than promoting the System.
Inova has made serious attempts to use social media effectively. It has created Facebook communities in specific areas such as wellness, pediatric care, bariatric surgery, and so on. Attempts are made to encourage users to trust Inova as a supplier of valuable health information. Information can be shared about the System but only after trust is built and the interests of the organization are consistent with the interests of the communities.
It is essential to remember why social media is important. The goal is to connect with friends and build communities around common interests and to share information better and faster. Furthermore, communicating poorly is almost as bad as not communicating. The quality of posts is more important than the quantity. Because real-time communication is so exciting we frequently confuse social media overuse with proper use. Designing social media that is honest and transparent is the important determinant of how likely individuals are to follow and participate in an organization's communication efforts.
Some general recommendations for health care organizations to .
Lecture Notes First Hint of Trouble CareNet Systems .docxsmile790243
Lecture Notes:
First Hint of Trouble
CareNet Systems
Internal Memo
Date: October 2005
To: Bill Jenkins, President
From: Mary Jo Larder, Director, Human Resources
As you know I have been having regular meetings with hospital employees in my efforts to implement our quality assurance program. While the purpose of the meetings is educational in nature there is considerable discussion around many issues. Some of the comments concerned me enough to let you know about them.
A number of people said that they believe the management is being hypocritical in trying to implement a QA program when there are so many obvious outstanding problems that could be addressed by management.
1. There are physicians who have acted abusively toward employees and yet nothing appears to have been done to correct this behavior.
2. Management is continually commenting on the financial problems the hospital is having and yet they are building new facilities instead of giving raises.
3. Employees are also concerned about the hiring freeze because many say they can't carry a greater workload. Many are worried about their jobs and said they are looking at other opportunities.
4. Because of the hiring freeze, managers appear to be tolerating sub par performance by some employees for fear of not being able to replace them.
5. Some employees noted that they are sometimes embarrassed to tell friends and neighbors that they work here because the reputation of our emergency room is not good. They commented on the long waits and rude treatment by the staff.
6. A number of people felt that management does not recognize their good performance and hard work.
Mr. Jenkins, I know this is rather stark. I would be pleased to talk with you and provide more insight but I wanted to document what I heard over the past couple of weeks before I forget it.
Think about it
This case study presents a complex situation with different types of problems. Analyze the situation using the questions below before you read further.
· What should Bill Jenkins do with this memo? How important is it?
· Did Mary Larder do the right thing by sending this memo?
· The memo addresses a number of issues. How would you describe each and how important is it? Rank the issues in order of importance.
· How can Jenkins address the issues raised in the memo?
· Is there a process Jenkins should follow in addressing these issues?
· What other information does Jenkins need to respond to the contents of this memo?
· Whom should Jenkins consult, both within the organization and outside it?
· What are Jenkins' options? How would you prioritize them?
· How would you recommend Jenkins evaluate the success or failure of each of the chosen strategies?
· For each strategy, who will perceive they benefited and who will perceive they were hurt or harmed?
· If a strategy is shown to be failing what are the alternatives and exit strategies?
Physician Behavior
Working with a medical staff requires ...
How the Golden Rule should be part of your Employee HandbookLisa Marie Wark, MBA
The Golden Rule should incorporate rules of conduct that everyone understands. If you don’t have them, create them immediately, make them retroactive and make everyone, including yourself, sign on to them. Granted, even if you have the gold and make the rules, the Golden Rule is not a set of laws, but an internalized belief in how an individual should relate to others. The least you can do is create boundaries for everyone including a fair, accountable review process, so you can weed out the team killers expeditiously.
18.3)Gateway Hospital is a 500-bed tertiary-care hospital located inkendahudson
18.3)Gateway Hospital is a 500-bed tertiary-care hospital located in a busy metropolitan area. Arecent employee satisfaction survey scored well below the national norms on most scales. The hos-pital has been facing higher than average turnover and vacancy rates. Recruitment of profes-sional positions is very difficult because the hospital has gained a reputation as a bad place towork, especially if one is new; the term “eat their young” seems to be a prevalent description.Salaries are below the local market, as are annual pay increases. In many departments thereseems to be a critical shortage of staff, and closing services has been a recent topic of discussion. Additionally, the financial picture of the organization is bleak. The payor mix has changed;Medicare cutbacks are impacting the bottom line, as are changes in private insurance funding.Key physicians are beginning to take their services elsewhere, as they sense the inefficiency of thehospital processes.The various stresses appear to be having a significant impact on the overall morale of employ-ees. Poor teamwork is rampant, and communication breakdowns seem to be a normal occurrence.Several leaders have been let go in an effort to address issues.The leadership of Gateway Hospital is extremely concerned about the organizational prognosisand has decided to begin to address the issues by enlisting the assistance of a consulting team.One member of the team is a financial expert who has been hired to address the significant finan-cial issues affecting the hospital. The time frame on fixing the financial issues is one of a criticalneed; since the environment is rapidly changing, the consultant must get a handle on how to helpthe hospital operate successfully, given the current financial downslide.A second member of the team is hired to address the morale and employee issues. A review ofthe employee opinion survey is conducted, and trends are identified in exit interviews. Employeeinterviews and focus groups are held in an attempt to determine the root cause of the moraleissues, as well as the breakdown in teamwork and communication.The data collection is discussed with leadership; after a series of discussions, leadership admitsthat many of the financial pressures have created a “knee jerk” reaction to staffing issues, oftencutting back dramatically on employee hours. This would create a crisis mode and the need to askemployees to work harder. This cycle has created a significant lack of trust from the employee’sperspective, coupled with the fact that employees have not felt that they have been apprised of thereasons for the roller coaster changes and have not been offered any words of appreciation whenthey have either reduced their hours or worked in a crisis.The consultant and the leadership agree that in order to fix the “people” issues of the organiza-tion, there will need to be a culture shift of leadership and employee interactions so that a trustcan be rebuilt.Questions1. On the basi ...
HEALTH CARE MANAGEMENTInstructionsIn Unit VIII, you are re.docxpooleavelina
HEALTH CARE MANAGEMENT
Instructions
In Unit VIII, you are required to submit a management action plan (MAP). Instructions for this assignment can be found by viewing the Unit VIII assignment instructions below. Additionally, you can view an example of a completed MAP attached.
Your MAP can be either a “real-world” management problem within your own healthcare organization or one of the scenarios shown below. For this assignment, please present a one-paragraph summary of the problem to your instructor for approval by submitting it here in Blackboard. Your paragraph will describe the scenario as well as the reason why you believe a MAP is warranted for this scenario.
1. Deciding on for-profit, not-for-profit, or public status for your hospital
2. Managing third-party payer relationships in health care
3. Implementing Healthy People 2020 standards in your community
4. Implementing evidence-based medicine in your hospital
5. Implementing CMS quality initiatives in your hospital
6. Developing a workplace safety plan for your hospital
7. Implementing telehealth services in your facility
8. Conducting a complete risk assessment for your facility
9. Developing an accountable care organization for your organization
10. Developing a marketing plan for your healthcare facility
Management Action Plan (MAP)
Please include documentation of all six steps in your submission of the MAP assignment. You should begin working on the MAP at the beginning of this course. It is due in Unit VIII.
I. Clarify the Problem or Opportunity for Improvement (OFI)
Clearly describe the problem or Opportunity for Improvement (OFI) that you have selected for your MAP. Why is it important to resolve this problem right now? What are the consequences of not resolving this problem right now?
II. Clarify your Measurable Goal
Clearly describe the desired outcome from your MAP implementation? What are you trying to accomplish? How will successful MAP implementation be measured and assessed? What realistic constraints do you have as you begin creation of your plan? Consider limits on time, money, and other resources that are specific to your MAP.
III. Prepare a List of Possible Actions
Consider possible root causes of the OFI. Why do you believe the problem exists? Brainstorm and present a list of all possible actions that you may need to take in order to achieve your MAP goal. At this stage, focus on generating as many different options and ideas as possible. It is likely that not all of your ideas will make it into you final MAP. Write down your ideas just as they come to your mind, trying not to judge or analyze them at this stage.
In your brainstorming, be sure to consider ideas* involving:
Leadership
Governance
Clinical Performance
Physicians
Nurses
Clinical Support Services
Knowledge Management
Human Resources
Financial Management
Internal Consulting
Marketing
*It is understood that some of these areas may not ...
7 Problem Solving and Decision Making in Health Organizati.docxalinainglis
7 Problem Solving and Decision Making in
Health Organizations
Learning Objectives
After reading this chapter, you should be able to:
• Identify and develop strategies to overcome problem-solving barriers.
• Apply creative problem-solving techniques to problems facing managers in health organizations.
• Articulate steps in the analytical problem-solving model.
• Develop engagement strategies for collaboration with physicians.
• Distinguish between rational and reality-based decision-making models.
• Apply strategies for improving the decision-making process in health care organizations.
Brand X Pictures/Stockbyte/Thinkstock
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CO_TX
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fra81455_07_c07_181-210.indd 181 4/23/14 9:21 AM
Back to Basics:
Patient Safety Begins With Clean Hands
A member of the Maryville Community
Hospital board of directors circulated
a newspaper article at a monthly board
meeting referencing studies showing that
hospital workers failed to wash or sani-
tize their hands up to 70% of the time
they treated patients (Hartocollis, 2013).
He was horrified to think this might be
the case at Maryville; he just assumed
that in a hospital, everyone would follow
this basic hygiene practice.
The chief of the medical staff expres-
sed her concern about increasing out-
breaks in hospitals throughout the nation
of methicillin-resistant Staphylococcus
aureus (MRSA), a bacterial infection
highly resistant to many antibiotics,
and specifically about the potential for a
MRSA outbreak at Maryville. The chief financial officer (CFO) informed the board that, in addi-
tion to patient safety considerations, there were new financial penalties when Medicare patients
developed preventable infections. The director of nursing noted that Maryville policies and proce-
dures required all staff members, physicians, and volunteers to apply hand sanitizer from dispens-
ers installed throughout the hospital (including wall dispensers outside each patient room) before
entering and after leaving a patient’s room or to wash their hands within 10 seconds of entering
and again before leaving a patient’s room. Some nursing unit supervisors regularly wrote up staff
members who failed to comply with the policies, but others did not. The director of volunteers stated
that visitors had complained to volunteers about nurses and physicians who failed to sanitize or
wash their hands.
The board resolved to make hand sanitation a top priority at Maryville. They directed the CEO to
study the situation and report back to them as soon as possible with a plan for ensuring that 99%
of Maryville staff members, physicians, and volunteers follow the procedures.
Critical Thinking and Discussion Questions
1. Who should be involved in resolving this problem and why?
2. What are some of the possible causes for noncompliance?
3. What information is needed to determine the factors involved in the noncompliance?
4. Is this an individual behavior.
7 Problem Solving and Decision Making in Health Organizati.docxevonnehoggarth79783
7 Problem Solving and Decision Making in
Health Organizations
Learning Objectives
After reading this chapter, you should be able to:
• Identify and develop strategies to overcome problem-solving barriers.
• Apply creative problem-solving techniques to problems facing managers in health organizations.
• Articulate steps in the analytical problem-solving model.
• Develop engagement strategies for collaboration with physicians.
• Distinguish between rational and reality-based decision-making models.
• Apply strategies for improving the decision-making process in health care organizations.
Brand X Pictures/Stockbyte/Thinkstock
CN
CT
CO_LO
CO_TX
CO_BL
CO_CRD
fra81455_07_c07_181-210.indd 181 4/23/14 9:21 AM
Back to Basics:
Patient Safety Begins With Clean Hands
A member of the Maryville Community
Hospital board of directors circulated
a newspaper article at a monthly board
meeting referencing studies showing that
hospital workers failed to wash or sani-
tize their hands up to 70% of the time
they treated patients (Hartocollis, 2013).
He was horrified to think this might be
the case at Maryville; he just assumed
that in a hospital, everyone would follow
this basic hygiene practice.
The chief of the medical staff expres-
sed her concern about increasing out-
breaks in hospitals throughout the nation
of methicillin-resistant Staphylococcus
aureus (MRSA), a bacterial infection
highly resistant to many antibiotics,
and specifically about the potential for a
MRSA outbreak at Maryville. The chief financial officer (CFO) informed the board that, in addi-
tion to patient safety considerations, there were new financial penalties when Medicare patients
developed preventable infections. The director of nursing noted that Maryville policies and proce-
dures required all staff members, physicians, and volunteers to apply hand sanitizer from dispens-
ers installed throughout the hospital (including wall dispensers outside each patient room) before
entering and after leaving a patient’s room or to wash their hands within 10 seconds of entering
and again before leaving a patient’s room. Some nursing unit supervisors regularly wrote up staff
members who failed to comply with the policies, but others did not. The director of volunteers stated
that visitors had complained to volunteers about nurses and physicians who failed to sanitize or
wash their hands.
The board resolved to make hand sanitation a top priority at Maryville. They directed the CEO to
study the situation and report back to them as soon as possible with a plan for ensuring that 99%
of Maryville staff members, physicians, and volunteers follow the procedures.
Critical Thinking and Discussion Questions
1. Who should be involved in resolving this problem and why?
2. What are some of the possible causes for noncompliance?
3. What information is needed to determine the factors involved in the noncompliance?
4. Is this an individual behavior.
Essay on Positive Thinking | Short and Long Essays on Positive Thinking .... Importance Of Positive Thinking for Success Free Essay Example. 8 Positive Thinking Assignments for Students - Brookes Publishing Co.. The Power of Positive Thinking for Those Diagnosed with Challenges Free .... Write a short essay on Positive Thinking | Essay Writing | English .... Essay On Positive Thinking in English for Students | 500 Words Essay.
Human Resources Debbies DilemmaFor this assignment, review t.docxadampcarr67227
Human Resources: Debbie's Dilemma
For this assignment, review the Debbie's Dilemma case study and complete the interactive module in Section 12.4 of your course text. Then, thoroughly address the following points in your paper:
· Use Herzberg’s two factor theory to explain Debbie’s level of motivation.
· Use Adams’ equity theory to explain Debbie’s decision to look for work elsewhere.
· Use Vroom’s expectancy theory to explain this situation.
· If you were advising the three physicians in the organization, what would you tell them they should have done when confronted by the two LPNs? Defend your advice.
Your assignment must be one to two pages in length (excluding title and reference pages). Utilize your course textbook and at least one additional scholarly source to support your conclusions and responses to the questions. Your paper and all sources must be formatted according to APA style as outlined in the Ashford Writing Center.
7.3 Organizational Change and Redesign
Organizational Design and Change
For many years, the world of business has experienced an increasing rate of change, as was predicted by Alvin Toffler (1970) nearly half a century ago. This trend has accelerated in healthcare. Toffler noted that people exhibit a natural tendency to resist change. In this section, drivers or forces that lead to change are examined first, followed by a discussion of resistance to change. Then, methods of implementing changes are described, and the impact of change on employees and managers, particularly as it relates to organizational design and healthcare, is discussed.
Drivers of Change
Two major sets of forces drive change in both profit-seeking and nonprofit organizations: internal drivers and external drivers. Each factor appears in the management of healthcare organizations.
Internal Forces
Many times, the feature that creates the greatest need for change originates from within the organization. These factors come from diverse sources, including organizational growth, a crisis, or an opportunity.
CASE
Combining Assets and Activities
The community of Tampa, Florida, has a diverse population, with healthcare being provided to persons with low incomes, extremely wealthy individuals, and a strong middle class. Three well-established physicians—an obstetrician, a gynecologist, and a urology specialist—decided that they should combine their practices into a unique new organization. They believed that numerous patients would be attracted to these separate, but interrelated, medical practices.
The three physicians worked together to create a plan. They decided that each physician would have privileges, or authority to practice, in more than one organization. Beyond their individual practices, the doctors would perform surgeries and provide additional medical care in several local area hospitals. In the new practice, their days would be divided into times in which they tend to routine examinations, to patients with medical problems.
Strategic Analysis and Leadership Interventions 1Strategic A.docxflorriezhamphrey3065
Strategic Analysis and Leadership Interventions 1
Strategic Analysis and Leadership Interventions 3
Strategic Analysis and Leadership Interventions
Kelley Hageman
Capella University
Introduction
Every organization that is offering services to people, must first implement strategies that will help in determining how to deal with different issues that tend to arise, more specifically in the nursing field. It is out of this a cycle is formed with various models that will facilitate changes, so as to reduce any boundaries that tend to occur. (Melnyk, & Overholt 2011). In these cases, we are focusing on the issue of blurring, which has caused a loss in clear nursing authority. The reason every nurse is licensed, is to ensure that better methods are applied in making sure that the patient receives the best, most recent, evidence based care, from the professional nurse. It has also been said that the character of the nurse is as important as the knowledge she possess. From the education of the nurse to the character, different leadership aspects are portrayed, and determine what professional qualities the nurse will offer to the patient. Having said that, the nurse needs to continue to acquire a better understanding, greater knowledge, and more refined skills that will help them improve their delivery of health care services to the patient, and what he/she brings to the table. In addition, the strategies and the working structure that are brought out, determines the application of the model to be used, and how each person is restricted to his/her responsibilities.
Choose an analysis model that is appropriate to your selected issue
Any model is initiated to making sure that certain matters are addressed which helps increase the ability to come up with better solutions in dealing with the issues at hand. More specifically, the boundaries that are created by the medical nurse administrator and senior nurses have at times been blurred, which has prompted a loss in apparent nursing authority. It is out of this that, this problem has caused patients to suffer, if the people that can best take care of them and their issues, is not being placed in charge of their care. Initiation of any Model implies that there are some factors that need to be addressed and accomplished for the better of the institution. In addition to models, the introduction of the PDSA cycle helps to solve particular issues which may arise from having the ability to use each model, in that it helps identify the primary cause of the problems and how the issues can be improved.
By introduction of these phases within the PDSA cycle, changes can be made. Change happens because with this model, planning is facilitated, acting in accordance to needs, and finally, the doing phase, which all show a good strategic structure, that the helps the nurse clearly identify any patient with any problem, and as a nurse leader, they can delegate accordingly. Apart from the PDSA cycle, ther.
Protect the rights of the client when delivering services
Use effective problem solving techniques when exposed to competing value systems
Ensure services are available to all clients regardless of personal values, beliefs, attitudes and culture
Recognise potential ethical issues and ethical dilemmas in the workplace and discuss with an appropriate person
Recognise unethical conduct and report to an appropriate person
Work within boundaries and constraints applicable to work role
Demonstrate effective application of guidelines and legal requirements relating to disclosure and confidentiality
Demonstrate awareness of own personal values and attitudes and take into account to ensure non-judgmental practice
Recognise, avoid and/or address any conflict of interest
Summary
Additional resources
1.Does BPH predispose this patient to cancer2. Why are pati.docxbraycarissa250
1.Does BPH predispose this patient to cancer?
2. Why are patients with BPH at increased risk for urinary tract infections?
3. What would you expect the patient’s PSA level to be after surgery?
4. What is the recommended screening guidelines and treatment for BPH?
5. What are some alternative treatments / natural homeopathic options for treatment?
.
1.Do you think that mass media mostly reflects musical taste, or.docxbraycarissa250
1.
Do you think that mass media mostly reflects musical taste, or does it play a major role in shaping musical taste? Do you feel that today’s music industry enhances or interferes with the relationship between the artist and their audience?
2.
Think of a song or piece of music that has been a part of your life for a long time and expresses your musical identity. Has the significance or “meaning” of that song changed over the years? If so, what has changed in your perception of the song, and what factors in your life - personal, cultural, or other – might have contributed?
The book is music of th peoples of the world
.
1.Discuss theoretical and conceptual frameworks. How are the.docxbraycarissa250
1.
Discuss theoretical and conceptual frameworks. How are they used and how do they support the use of quantitative methods?
2.
List, define, and discuss all threats associated with internal and external validity in quantitative designs. Also, list mechanisms for dealing with the threats and enhancing study validity.
3.
Nursing Paradigm represent a world view and general perspective on the complexities of the real world. The disciplined inquiry in the field of nursing is being conducted through several paradigms.
Discuss your point of view to one paradigm? Explore the aspects of the paradigms that are especially consistent with your view.
need the answer with APA style
references and citation
one of our book references :
Nursing Research- Appraising Evidence for Nursing Practice, 8th Edition by Denise F. Polit, Cheryl Tatano Beck
.
1.Discuss the medical model of corrections. Is this model of c.docxbraycarissa250
1.
Discuss the medical model of corrections. Is this model of corrections still a viable notion? Why or why not?
2.
Some critics have suggested that rehabilitation cannot work, because so many prison inmates never were habilitated to begin with. What is your reaction to this viewpoint? Explain your answer.
3.
What are some of the fundamental assumptions of career criminal programs? What limitations might these assumptions present in our efforts to identify and punish career criminals?
THE BOOK IS Essentials of Corrections Fourth Edition
G. Larry Mays | L. Thomas Winfree Jr.
and four scholarly sources
1.
Dominey, J. (2010). The higher education contribution to police and probation training: essential, desirable or an indulgence?
British Journal of Community Justice, 8
(2), 6.
2.
Schanz, Y. Y. (2013). Perceptions of undergraduate students on criminology and criminal justice education in the United States: An empirical analysis.
International Journal of Criminal Justice Sciences, 8
(2), 105-119.
.
1.Discussion Question How do we perceive sacred spaceplace in Ame.docxbraycarissa250
1. Discussion Question: How do we perceive sacred space/place in American culture? Do you agree with this perception? What would you change?
2. Reading Reflection: Solid ONE-page reflection paper about your thoughts on the reading. This could include a brief summary and your opinion. There are not many guidelines or format (e.g., APA, MLS style) for these weekly reading reflection assignments. But please use 12-point font, Times New Roman, and don't get ridiculous with the margin settings.
Reading: David Chidester and Edward T. Linenthal (file uploaded)
Lecture: Religious Spaces in Modernity (file uploaded)
Video: https://www.youtube.com/watch?v=wuI47gXGUvc
.
1.Cybercriminals use many different types of malware to attack s.docxbraycarissa250
1.
Cybercriminals use many different types of malware to attack systems. Select one common type of malware listed in this article link and using your own words, explain how to defend yourself against it.
https://www.esecurityplanet.com/malware/malware-types.html#maliciousmobileapp
Post must be between 250-300 words
2.
Using the following link as your reference, select TWO and explain the differences
(viruses, worms, trojans, and bots).
https://tools.cisco.com/security/center/resources/virus_differences
Post must be between 250-300 words
3.
Describe two cryptographic applications and how they are used in Information System Security.
Post must be between 250-300 words
.
1.Define emotional intelligence. What are the benefits of emotional .docxbraycarissa250
1.Define emotional intelligence. What are the benefits of emotional intelligence? Why should
emotional intelligence be taught to children at a very young age?
2.Discuss in detail the role of self awareness in becoming emotionally intelligent. What is self
awareness and how do we become self aware? What role does honesty and transparency play
in this process?
3.Discuss in detail the role of self management in becoming emotionally intelligent. What is self
management and what does it look like when we self manage our lives? Explain how this might
be the area of emotional intelligence where we most often fail.
4.Discuss in detail the role of social awareness in emotional intelligence. What is social
awareness. How can we become more socially aware? How does this step indicate a move
outside of ourselves and begin our interaction with others?
5.Discuss in detail the role of relationship building in emotional intelligence. What does
relationship building involve? Identify several key things that can be done to build relationships
both inside and outside your family .
.
1.Define Strategic Planning and Swot Analysis2.List and define.docxbraycarissa250
1.Define Strategic Planning and Swot Analysis
2.List and define the 4 Parameters of Swat Analysis
3.Briefly describe the four steps in conducting a swot analysis.
*Short APA Word Format Attached (5 points)
Font: Times New Roman, Font Size: 12,
Spacing: Double. Justification: Left, Cited Sentences. Minimum 250 Words (excludes questions), Minimum 2-3 Pages with references*
.
More Related Content
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HEALTH CARE MANAGEMENTInstructionsIn Unit VIII, you are re.docxpooleavelina
HEALTH CARE MANAGEMENT
Instructions
In Unit VIII, you are required to submit a management action plan (MAP). Instructions for this assignment can be found by viewing the Unit VIII assignment instructions below. Additionally, you can view an example of a completed MAP attached.
Your MAP can be either a “real-world” management problem within your own healthcare organization or one of the scenarios shown below. For this assignment, please present a one-paragraph summary of the problem to your instructor for approval by submitting it here in Blackboard. Your paragraph will describe the scenario as well as the reason why you believe a MAP is warranted for this scenario.
1. Deciding on for-profit, not-for-profit, or public status for your hospital
2. Managing third-party payer relationships in health care
3. Implementing Healthy People 2020 standards in your community
4. Implementing evidence-based medicine in your hospital
5. Implementing CMS quality initiatives in your hospital
6. Developing a workplace safety plan for your hospital
7. Implementing telehealth services in your facility
8. Conducting a complete risk assessment for your facility
9. Developing an accountable care organization for your organization
10. Developing a marketing plan for your healthcare facility
Management Action Plan (MAP)
Please include documentation of all six steps in your submission of the MAP assignment. You should begin working on the MAP at the beginning of this course. It is due in Unit VIII.
I. Clarify the Problem or Opportunity for Improvement (OFI)
Clearly describe the problem or Opportunity for Improvement (OFI) that you have selected for your MAP. Why is it important to resolve this problem right now? What are the consequences of not resolving this problem right now?
II. Clarify your Measurable Goal
Clearly describe the desired outcome from your MAP implementation? What are you trying to accomplish? How will successful MAP implementation be measured and assessed? What realistic constraints do you have as you begin creation of your plan? Consider limits on time, money, and other resources that are specific to your MAP.
III. Prepare a List of Possible Actions
Consider possible root causes of the OFI. Why do you believe the problem exists? Brainstorm and present a list of all possible actions that you may need to take in order to achieve your MAP goal. At this stage, focus on generating as many different options and ideas as possible. It is likely that not all of your ideas will make it into you final MAP. Write down your ideas just as they come to your mind, trying not to judge or analyze them at this stage.
In your brainstorming, be sure to consider ideas* involving:
Leadership
Governance
Clinical Performance
Physicians
Nurses
Clinical Support Services
Knowledge Management
Human Resources
Financial Management
Internal Consulting
Marketing
*It is understood that some of these areas may not ...
7 Problem Solving and Decision Making in Health Organizati.docxalinainglis
7 Problem Solving and Decision Making in
Health Organizations
Learning Objectives
After reading this chapter, you should be able to:
• Identify and develop strategies to overcome problem-solving barriers.
• Apply creative problem-solving techniques to problems facing managers in health organizations.
• Articulate steps in the analytical problem-solving model.
• Develop engagement strategies for collaboration with physicians.
• Distinguish between rational and reality-based decision-making models.
• Apply strategies for improving the decision-making process in health care organizations.
Brand X Pictures/Stockbyte/Thinkstock
CN
CT
CO_LO
CO_TX
CO_BL
CO_CRD
fra81455_07_c07_181-210.indd 181 4/23/14 9:21 AM
Back to Basics:
Patient Safety Begins With Clean Hands
A member of the Maryville Community
Hospital board of directors circulated
a newspaper article at a monthly board
meeting referencing studies showing that
hospital workers failed to wash or sani-
tize their hands up to 70% of the time
they treated patients (Hartocollis, 2013).
He was horrified to think this might be
the case at Maryville; he just assumed
that in a hospital, everyone would follow
this basic hygiene practice.
The chief of the medical staff expres-
sed her concern about increasing out-
breaks in hospitals throughout the nation
of methicillin-resistant Staphylococcus
aureus (MRSA), a bacterial infection
highly resistant to many antibiotics,
and specifically about the potential for a
MRSA outbreak at Maryville. The chief financial officer (CFO) informed the board that, in addi-
tion to patient safety considerations, there were new financial penalties when Medicare patients
developed preventable infections. The director of nursing noted that Maryville policies and proce-
dures required all staff members, physicians, and volunteers to apply hand sanitizer from dispens-
ers installed throughout the hospital (including wall dispensers outside each patient room) before
entering and after leaving a patient’s room or to wash their hands within 10 seconds of entering
and again before leaving a patient’s room. Some nursing unit supervisors regularly wrote up staff
members who failed to comply with the policies, but others did not. The director of volunteers stated
that visitors had complained to volunteers about nurses and physicians who failed to sanitize or
wash their hands.
The board resolved to make hand sanitation a top priority at Maryville. They directed the CEO to
study the situation and report back to them as soon as possible with a plan for ensuring that 99%
of Maryville staff members, physicians, and volunteers follow the procedures.
Critical Thinking and Discussion Questions
1. Who should be involved in resolving this problem and why?
2. What are some of the possible causes for noncompliance?
3. What information is needed to determine the factors involved in the noncompliance?
4. Is this an individual behavior.
7 Problem Solving and Decision Making in Health Organizati.docxevonnehoggarth79783
7 Problem Solving and Decision Making in
Health Organizations
Learning Objectives
After reading this chapter, you should be able to:
• Identify and develop strategies to overcome problem-solving barriers.
• Apply creative problem-solving techniques to problems facing managers in health organizations.
• Articulate steps in the analytical problem-solving model.
• Develop engagement strategies for collaboration with physicians.
• Distinguish between rational and reality-based decision-making models.
• Apply strategies for improving the decision-making process in health care organizations.
Brand X Pictures/Stockbyte/Thinkstock
CN
CT
CO_LO
CO_TX
CO_BL
CO_CRD
fra81455_07_c07_181-210.indd 181 4/23/14 9:21 AM
Back to Basics:
Patient Safety Begins With Clean Hands
A member of the Maryville Community
Hospital board of directors circulated
a newspaper article at a monthly board
meeting referencing studies showing that
hospital workers failed to wash or sani-
tize their hands up to 70% of the time
they treated patients (Hartocollis, 2013).
He was horrified to think this might be
the case at Maryville; he just assumed
that in a hospital, everyone would follow
this basic hygiene practice.
The chief of the medical staff expres-
sed her concern about increasing out-
breaks in hospitals throughout the nation
of methicillin-resistant Staphylococcus
aureus (MRSA), a bacterial infection
highly resistant to many antibiotics,
and specifically about the potential for a
MRSA outbreak at Maryville. The chief financial officer (CFO) informed the board that, in addi-
tion to patient safety considerations, there were new financial penalties when Medicare patients
developed preventable infections. The director of nursing noted that Maryville policies and proce-
dures required all staff members, physicians, and volunteers to apply hand sanitizer from dispens-
ers installed throughout the hospital (including wall dispensers outside each patient room) before
entering and after leaving a patient’s room or to wash their hands within 10 seconds of entering
and again before leaving a patient’s room. Some nursing unit supervisors regularly wrote up staff
members who failed to comply with the policies, but others did not. The director of volunteers stated
that visitors had complained to volunteers about nurses and physicians who failed to sanitize or
wash their hands.
The board resolved to make hand sanitation a top priority at Maryville. They directed the CEO to
study the situation and report back to them as soon as possible with a plan for ensuring that 99%
of Maryville staff members, physicians, and volunteers follow the procedures.
Critical Thinking and Discussion Questions
1. Who should be involved in resolving this problem and why?
2. What are some of the possible causes for noncompliance?
3. What information is needed to determine the factors involved in the noncompliance?
4. Is this an individual behavior.
Essay on Positive Thinking | Short and Long Essays on Positive Thinking .... Importance Of Positive Thinking for Success Free Essay Example. 8 Positive Thinking Assignments for Students - Brookes Publishing Co.. The Power of Positive Thinking for Those Diagnosed with Challenges Free .... Write a short essay on Positive Thinking | Essay Writing | English .... Essay On Positive Thinking in English for Students | 500 Words Essay.
Human Resources Debbies DilemmaFor this assignment, review t.docxadampcarr67227
Human Resources: Debbie's Dilemma
For this assignment, review the Debbie's Dilemma case study and complete the interactive module in Section 12.4 of your course text. Then, thoroughly address the following points in your paper:
· Use Herzberg’s two factor theory to explain Debbie’s level of motivation.
· Use Adams’ equity theory to explain Debbie’s decision to look for work elsewhere.
· Use Vroom’s expectancy theory to explain this situation.
· If you were advising the three physicians in the organization, what would you tell them they should have done when confronted by the two LPNs? Defend your advice.
Your assignment must be one to two pages in length (excluding title and reference pages). Utilize your course textbook and at least one additional scholarly source to support your conclusions and responses to the questions. Your paper and all sources must be formatted according to APA style as outlined in the Ashford Writing Center.
7.3 Organizational Change and Redesign
Organizational Design and Change
For many years, the world of business has experienced an increasing rate of change, as was predicted by Alvin Toffler (1970) nearly half a century ago. This trend has accelerated in healthcare. Toffler noted that people exhibit a natural tendency to resist change. In this section, drivers or forces that lead to change are examined first, followed by a discussion of resistance to change. Then, methods of implementing changes are described, and the impact of change on employees and managers, particularly as it relates to organizational design and healthcare, is discussed.
Drivers of Change
Two major sets of forces drive change in both profit-seeking and nonprofit organizations: internal drivers and external drivers. Each factor appears in the management of healthcare organizations.
Internal Forces
Many times, the feature that creates the greatest need for change originates from within the organization. These factors come from diverse sources, including organizational growth, a crisis, or an opportunity.
CASE
Combining Assets and Activities
The community of Tampa, Florida, has a diverse population, with healthcare being provided to persons with low incomes, extremely wealthy individuals, and a strong middle class. Three well-established physicians—an obstetrician, a gynecologist, and a urology specialist—decided that they should combine their practices into a unique new organization. They believed that numerous patients would be attracted to these separate, but interrelated, medical practices.
The three physicians worked together to create a plan. They decided that each physician would have privileges, or authority to practice, in more than one organization. Beyond their individual practices, the doctors would perform surgeries and provide additional medical care in several local area hospitals. In the new practice, their days would be divided into times in which they tend to routine examinations, to patients with medical problems.
Strategic Analysis and Leadership Interventions 1Strategic A.docxflorriezhamphrey3065
Strategic Analysis and Leadership Interventions 1
Strategic Analysis and Leadership Interventions 3
Strategic Analysis and Leadership Interventions
Kelley Hageman
Capella University
Introduction
Every organization that is offering services to people, must first implement strategies that will help in determining how to deal with different issues that tend to arise, more specifically in the nursing field. It is out of this a cycle is formed with various models that will facilitate changes, so as to reduce any boundaries that tend to occur. (Melnyk, & Overholt 2011). In these cases, we are focusing on the issue of blurring, which has caused a loss in clear nursing authority. The reason every nurse is licensed, is to ensure that better methods are applied in making sure that the patient receives the best, most recent, evidence based care, from the professional nurse. It has also been said that the character of the nurse is as important as the knowledge she possess. From the education of the nurse to the character, different leadership aspects are portrayed, and determine what professional qualities the nurse will offer to the patient. Having said that, the nurse needs to continue to acquire a better understanding, greater knowledge, and more refined skills that will help them improve their delivery of health care services to the patient, and what he/she brings to the table. In addition, the strategies and the working structure that are brought out, determines the application of the model to be used, and how each person is restricted to his/her responsibilities.
Choose an analysis model that is appropriate to your selected issue
Any model is initiated to making sure that certain matters are addressed which helps increase the ability to come up with better solutions in dealing with the issues at hand. More specifically, the boundaries that are created by the medical nurse administrator and senior nurses have at times been blurred, which has prompted a loss in apparent nursing authority. It is out of this that, this problem has caused patients to suffer, if the people that can best take care of them and their issues, is not being placed in charge of their care. Initiation of any Model implies that there are some factors that need to be addressed and accomplished for the better of the institution. In addition to models, the introduction of the PDSA cycle helps to solve particular issues which may arise from having the ability to use each model, in that it helps identify the primary cause of the problems and how the issues can be improved.
By introduction of these phases within the PDSA cycle, changes can be made. Change happens because with this model, planning is facilitated, acting in accordance to needs, and finally, the doing phase, which all show a good strategic structure, that the helps the nurse clearly identify any patient with any problem, and as a nurse leader, they can delegate accordingly. Apart from the PDSA cycle, ther.
Protect the rights of the client when delivering services
Use effective problem solving techniques when exposed to competing value systems
Ensure services are available to all clients regardless of personal values, beliefs, attitudes and culture
Recognise potential ethical issues and ethical dilemmas in the workplace and discuss with an appropriate person
Recognise unethical conduct and report to an appropriate person
Work within boundaries and constraints applicable to work role
Demonstrate effective application of guidelines and legal requirements relating to disclosure and confidentiality
Demonstrate awareness of own personal values and attitudes and take into account to ensure non-judgmental practice
Recognise, avoid and/or address any conflict of interest
Summary
Additional resources
1.Does BPH predispose this patient to cancer2. Why are pati.docxbraycarissa250
1.Does BPH predispose this patient to cancer?
2. Why are patients with BPH at increased risk for urinary tract infections?
3. What would you expect the patient’s PSA level to be after surgery?
4. What is the recommended screening guidelines and treatment for BPH?
5. What are some alternative treatments / natural homeopathic options for treatment?
.
1.Do you think that mass media mostly reflects musical taste, or.docxbraycarissa250
1.
Do you think that mass media mostly reflects musical taste, or does it play a major role in shaping musical taste? Do you feel that today’s music industry enhances or interferes with the relationship between the artist and their audience?
2.
Think of a song or piece of music that has been a part of your life for a long time and expresses your musical identity. Has the significance or “meaning” of that song changed over the years? If so, what has changed in your perception of the song, and what factors in your life - personal, cultural, or other – might have contributed?
The book is music of th peoples of the world
.
1.Discuss theoretical and conceptual frameworks. How are the.docxbraycarissa250
1.
Discuss theoretical and conceptual frameworks. How are they used and how do they support the use of quantitative methods?
2.
List, define, and discuss all threats associated with internal and external validity in quantitative designs. Also, list mechanisms for dealing with the threats and enhancing study validity.
3.
Nursing Paradigm represent a world view and general perspective on the complexities of the real world. The disciplined inquiry in the field of nursing is being conducted through several paradigms.
Discuss your point of view to one paradigm? Explore the aspects of the paradigms that are especially consistent with your view.
need the answer with APA style
references and citation
one of our book references :
Nursing Research- Appraising Evidence for Nursing Practice, 8th Edition by Denise F. Polit, Cheryl Tatano Beck
.
1.Discuss the medical model of corrections. Is this model of c.docxbraycarissa250
1.
Discuss the medical model of corrections. Is this model of corrections still a viable notion? Why or why not?
2.
Some critics have suggested that rehabilitation cannot work, because so many prison inmates never were habilitated to begin with. What is your reaction to this viewpoint? Explain your answer.
3.
What are some of the fundamental assumptions of career criminal programs? What limitations might these assumptions present in our efforts to identify and punish career criminals?
THE BOOK IS Essentials of Corrections Fourth Edition
G. Larry Mays | L. Thomas Winfree Jr.
and four scholarly sources
1.
Dominey, J. (2010). The higher education contribution to police and probation training: essential, desirable or an indulgence?
British Journal of Community Justice, 8
(2), 6.
2.
Schanz, Y. Y. (2013). Perceptions of undergraduate students on criminology and criminal justice education in the United States: An empirical analysis.
International Journal of Criminal Justice Sciences, 8
(2), 105-119.
.
1.Discussion Question How do we perceive sacred spaceplace in Ame.docxbraycarissa250
1. Discussion Question: How do we perceive sacred space/place in American culture? Do you agree with this perception? What would you change?
2. Reading Reflection: Solid ONE-page reflection paper about your thoughts on the reading. This could include a brief summary and your opinion. There are not many guidelines or format (e.g., APA, MLS style) for these weekly reading reflection assignments. But please use 12-point font, Times New Roman, and don't get ridiculous with the margin settings.
Reading: David Chidester and Edward T. Linenthal (file uploaded)
Lecture: Religious Spaces in Modernity (file uploaded)
Video: https://www.youtube.com/watch?v=wuI47gXGUvc
.
1.Cybercriminals use many different types of malware to attack s.docxbraycarissa250
1.
Cybercriminals use many different types of malware to attack systems. Select one common type of malware listed in this article link and using your own words, explain how to defend yourself against it.
https://www.esecurityplanet.com/malware/malware-types.html#maliciousmobileapp
Post must be between 250-300 words
2.
Using the following link as your reference, select TWO and explain the differences
(viruses, worms, trojans, and bots).
https://tools.cisco.com/security/center/resources/virus_differences
Post must be between 250-300 words
3.
Describe two cryptographic applications and how they are used in Information System Security.
Post must be between 250-300 words
.
1.Define emotional intelligence. What are the benefits of emotional .docxbraycarissa250
1.Define emotional intelligence. What are the benefits of emotional intelligence? Why should
emotional intelligence be taught to children at a very young age?
2.Discuss in detail the role of self awareness in becoming emotionally intelligent. What is self
awareness and how do we become self aware? What role does honesty and transparency play
in this process?
3.Discuss in detail the role of self management in becoming emotionally intelligent. What is self
management and what does it look like when we self manage our lives? Explain how this might
be the area of emotional intelligence where we most often fail.
4.Discuss in detail the role of social awareness in emotional intelligence. What is social
awareness. How can we become more socially aware? How does this step indicate a move
outside of ourselves and begin our interaction with others?
5.Discuss in detail the role of relationship building in emotional intelligence. What does
relationship building involve? Identify several key things that can be done to build relationships
both inside and outside your family .
.
1.Define Strategic Planning and Swot Analysis2.List and define.docxbraycarissa250
1.Define Strategic Planning and Swot Analysis
2.List and define the 4 Parameters of Swat Analysis
3.Briefly describe the four steps in conducting a swot analysis.
*Short APA Word Format Attached (5 points)
Font: Times New Roman, Font Size: 12,
Spacing: Double. Justification: Left, Cited Sentences. Minimum 250 Words (excludes questions), Minimum 2-3 Pages with references*
.
1.Choose a writer; indicate hisher contribution to the Harlem Renai.docxbraycarissa250
1.Choose a writer; indicate his/her contribution to the Harlem Renaissance.2.Identify a theme associated with that writer. You may choose from those listed below or finda theme on your own.3.Provide a poem, fictional piece, or non-fiction piece (or excerpt) by your author. Choose a work not discussed in class. 4.Formulate a thesis statement about your author’s presentation of the theme.5.Establish at least three main points to develop your discussion of the author’s effective presentation of the theme.6.Use at least six illustrative quotes to support your discussion.
WRITERS:Claude McKayGwendolyn BennettArnaBontempsSterling A. BrownCounteeCullenW. E. B. Du BoisRalph Waldo EllisonJessie Redmon FausetRudolph FisherLangston HughesZora Neale HurstonCharles S. JohnsonGeorgia Douglas JohnsonJames Weldon JohnsonNella LarsenAlain LeRoy LockeClaude McKayRichard Bruce NugentJoel Augustus RogersGeorge S. SchuylerWallace ThurmanJean ToomerCarl Van VechtenDorothy Wes
SOME COMMON THEMES:•pride in African ancestry•influence of the experience of slavery •emerging African-American folk traditions on black identity •the effects of institutional racism •the dilemmas inherent in performing and writing for elite white audiences•the question of how to convey the experience of modern black life in the urban North
.
1.Being sure that one has the resources necessary to accomplish the .docxbraycarissa250
1.Being sure that one has the resources necessary to accomplish the goals is an essential step. Preparation is very important. Without all of the necessary resources one cannot succeed. I know people that are very organized with their life and the time that they have every day. The values and mission are clear and their goals and objectives align with their life course. Each hour of the day is focused on using their short-term goals to reach their long-term goal that is consistent with their mission and values. The key here is that they took the time to do the work to explore what it is they really wanted in life and what was important in all of their roles to arrive at this plan. How many of us have a well-crafted life plan?
2.Please be reminded that information in the post that is not original content should be supported with references. There is a difference between goals setting and deadlines. Deadlines indicate that a task must be completed at a certain time. The task may or may not be a part of a goal. Where as goals have time lines to assure that that are completed in a certain time. Are there other examples of the difference.
.
1.Based on how you will evaluate your EBP project, which indepen.docxbraycarissa250
1.
Based on how you will evaluate your EBP project, which independent and dependent variables do you need to collect? Why?
2.
Not all EBP projects result in statistically significant results. Define clinical significance, and explain the difference between clinical and statistical significance. How can you use clinical significance to support positive outcomes in your project?
.
1.Be organized. 2. Spend less time doing a summary, but more o.docxbraycarissa250
1.Be organized.
2. Spend less time doing a summary, but more on your thoughts, ideas, and arguments.
3. What approach can you use in doing literary analysis? Study approaches such as structuralism (look for patterns), Marxism (relation of text to society), reader response, feminist thought, deconstruction (what are the gaps and fizzures in the text, what is it really about?) , etc.
4. Focus on details. For example, discuss a particular character or scene in a story, or an image in a poem.
5. Consider doing an intertextual analysis. For example, you can compare the texts/s in class to a photograph you saw, a film you watched or another text from another culture.
.
1.After discussion with your preceptor, name one financial aspec.docxbraycarissa250
1.
After discussion with your preceptor, name one financial aspect, one quality aspect, and one clinical aspect that need to be taken into account for developing the evidence-based change proposal. Explain how your proposal will directly and indirectly impact each of the aspects.
2.
Now that you have completed a series of assignments that have led you into the active project planning and development stage for your project, briefly describe your proposed solution to address the problem, issue, suggestion, initiative, or educational need and how it has changed since you first envisioned it. What led to your current perspective and direction?
.
1.A 52-year-old obese Caucasian male presents to the clinic wit.docxbraycarissa250
1.
A 52-year-old obese Caucasian male presents to the clinic with a 2-day history of fever, chills, and right great toe pain that has gotten worse. Patient states this is the first time that this has happened, and nothing has made it better and walking on his right foot makes it worse. He has tried acetaminophen, but it did not help. He took several ibuprofen tablets last night which did give him a bit of relief. Past medical history positive or hypertension treated with hydrochlorothiazide and kidney stones. Social history negative for tobacco use but admits to drinking “a fair amount of red wine” every week. General appearance: Ill appearing male who sits with his right foot elevated. Physical exam remarkable for a temp of 101.2, pulse 108, respirations 18 and BP 160/88. Right great toe (first metatarsal phalangeal [MTP]) noticeably swollen and red. Unable to palpate to assess range of motion due to extreme pain. CBC and Complete metabolic profile revealed WBC 14,000 mm3 and uric acid 8.9 mg/dl. The APRN diagnoses the patient with acute gout.
Question 1 of 2:
Describe the pathophysiology of gout.
QUESTION 2
1. A 52-year-old obese Caucasian male presents to the clinic with a 2-day history of fever, chills, and right great toe pain that has gotten worse. Patient states this is the first time that this has happened, and nothing has made it better and walking on his right foot makes it worse. He has tried acetaminophen, but it did not help. He took several ibuprofen tablets last night which did give him a bit of relief. Past medical history positive or hypertension treated with hydrochlorothiazide and kidney stones. Social history negative for tobacco use but admits to drinking “a fair amount of red wine” every week. General appearance: Ill appearing male who sits with his right foot elevated. Physical exam remarkable for a temp of 101.2, pulse 108, respirations 18 and BP 160/88. Right great toe (first metatarsal phalangeal [MTP]) noticeably swollen and red. Unable to palpate to assess range of motion due to extreme pain. CBC and Complete metabolic profile revealed WBC 14,000 mm3 and uric acid 8.9 mg/dl. The APRN diagnoses the patient with acute gout.
Question 2 of 2:
Explain why a patient with gout is more likely to develop renal calculi. 1 points
QUESTION 3
1. Stan is a 45-year-old man who presents to the clinic complaining of intermittent fevers, joint pain, myalgias, and generalized fatigue. He noticed a rash several days ago that seemed to appear and disappear on different parts of his abdomen. He noticed the lesion below this morning and decided to come in for evaluation. He denies recent international travel and the only difference in his usual routine was clearing some underbrush from his back yard about a week ago. Past medical history non-contributory with exception of severe allergy to penicillin resulting in hives and difficulty breathing. Physical exam: Temp 101.1 ˚F, BP 128/72, pulse 102 and regular, respirations .
1.1Arguments, Premises, and ConclusionsHow Logical Are You·.docxbraycarissa250
1.1Arguments, Premises, and Conclusions
How Logical Are You?
· After a momentary absence, you return to your table in the library only to find your smartphone is missing. It was there just minutes earlier. You suspect the student sitting next to you took it. After all, she has a guilty look. Also, there is a bulge in her backpack about the size of your phone, and one of the pouches has a loose strap. Then you hear a “ring” come from the backpack—and it’s the same ringtone that you use on your phone. Which of these pieces of evidence best supports your suspicion?
Answer
The best evidence is undoubtedly the “ring” you hear coming from her backpack, which is the same ringtone as the one on your phone. The weakest evidence is probably the “guilty look.” After all, what, exactly, is a guilty look? The bulge in the backpack and the loose strap are of medium value. The loose strap supports the hypothesis that something was quickly inserted into the backpack. In this section of the chapter you will learn that evidentiary statements form the premises of arguments.
Logic may be defined as the organized body of knowledge, or science, that evaluates arguments. All of us encounter arguments in our day-to-day experience. We read them in books and newspapers, hear them on television, and formulate them when communicating with friends and associates. The aim of logic is to develop a system of methods and principles that we may use as criteria for evaluating the arguments of others and as guides in constructing arguments of our own. Among the benefits to be expected from the study of logic is an increase in confidence that we are making sense when we criticize the arguments of others and when we advance arguments of our own.
An argument, in its simplest form, is a group of statements, one or more of which (the premises) are claimed to provide support for, or reasons to believe, one of the others (the conclusion). Every argument may be placed in either of two basic groups: those in which the premises really do support the conclusion and those in which they do not, even though they are claimed to. The former are said to be good arguments (at least to that extent), the latter bad arguments. The purpose of logic, as the science that evaluates arguments, is thus to develop methods and techniques that allow us to distinguish good arguments from bad.
As is apparent from the given definition, the term argument has a very specific meaning in logic. It does not mean, for example, a mere verbal fight, as one might have with one’s parent, spouse, or friend. Let us examine the features of this definition in greater detail. First of all, an argument is a group of statements. A statement is a sentence that is either true or false—in other words, typically a declarative sentence or a sentence component that could stand as a declarative sentence. The following sentences are statements:
Chocolate truffles are loaded with calories.
Melatonin helps relieve jet lag.
Political can.
1.4 Participate in health care policy development to influence nursi.docxbraycarissa250
1.4 Participate in health care policy development to influence nursing practice and health care.
Research public health issues on the "Climate Change" or "Topics and Issues" pages of the American Public Health Association (APHA) website. Investigate a public health issue related to an environmental issue within the U.S. health care delivery system and examine its effect on a specific population.
Write a 750-1,000-word policy brief that summarizes the issue, explains the effect on the population, and proposes a solution to the issue.
Follow this outline when writing the policy brief:
Describe the policy health issue. Include the following information: (a) what population is affected, (b) at what level does it occur (local, state, or national), and (c) evidence about the issues supported by resources.
Create a problem statement.
Provide suggestions for addressing the health issue caused by the current policy. Describe what steps are required to initiate policy change. Include necessary stakeholders (government officials, administrator) and budget or funding considerations, if applicable.
Discuss the impact on the health care delivery system.
Include three peer-reviewed sources and two other sources to support the policy brief.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. Refer to the
LopesWrite Technical Support articles
for assistance.
.
1.5 - 2 pages single-spaced. Use 1-inch margins, 12 font, Microsoft .docxbraycarissa250
1.5 - 2 pages single-spaced. Use 1-inch margins, 12 font, Microsoft Word. Try to cite 5 things/readings from the class, but use them in an incisive way.
Cite sources according to your preference style (footnote/endnotes or in-text parenthetical citations with author last names and page numbers for academic direct quotes). Question to answer: how is statelessness related to refugeeness? How are they similar or different? Make an argument that can tie those things together. Be more specific than general (don’t just say they are both discriminated and ignored groups, show or describe to me how is works). How are they both global/local issues? Basically, people think they know who or what global refugees/stateless people are.
.
1.5 Pages on the following topics Diversity, Race and Gender Equity.docxbraycarissa250
1.5 Pages on the following topics: Diversity, Race and Gender Equity
APA Format. This should flow like an article to breakdown the differences between equity and equality. Specifically highlight the components of diversity, race and gender equity, and how they play a role in justice.
.
1.0. Introduction Effective project management is consid.docxbraycarissa250
1.0. Introduction
Effective project management is considered an essential part of a company’s way to
success, as, to put it simply, its main purpose is to predict any risk that might affect a
project of a company and prepare the latter for it (Lock, 2013).
Since 2010, Netflix, world-leading subscription video on-demand streaming service,
has been producing its own content, such as series and full-length movies (Netflix,
2019). Such Original series or films could be considered as separate projects, which
are now the key to attracting new audiences and keeping existing Netflix subscribers
(Schomer, 2018). Therefore, it is critical for Netflix to make sure that all these projects
are carefully planned and are executed in a way as smooth as possible.
The aim of this report is to analyse the project management process of “Bird Box”, the
most successful Netflix movie project by far, thus gaining useful transferable
knowledge and providing recommendations for future similar projects.
1.1. Project Background
“Bird Box” is a 2018 movie produced by Netflix, which makes the film a so-called Netflix
Original, meaning it is available only on Netflix (Netflix, 2019; Netflix Media Center,
2019).
“Bird Box” is a sci-fi psychological drama thriller, which tells a story of a woman and
two children trying to survive in an apocalyptic world (Netflix, 2019). It premiered on
21st December 2018 (Netflix Media Center, 2019).
The movie is based on the eponymous novel by Josh Malerman, published in 2014
(Slauer, 2018).
Leading role in the film is performed by Sandra Bullock with the director being Susanne
Bier – both Academy Awards® winners (Netflix Media Center, 2019).
“Bird Box” became the most successful Netflix Original movie so far. Although it was
not highly appraised by critics, it generated significant amount of conversations and
feedback in social media and is the most watched Netflix Original movie at the moment
of writing (Lee, 2019).
Page 2 of 22
2.0. Project Management Landscape
According to Wysocki (2014), “a project is a sequence of unique, complex, and
connected activities that have one goal or purpose and that must be completed by a
specific time, within budget, and according to specification”. Following from this
definition, every project should have a goal and a solution.
Regarding goal, Netflix creates its own movies and series as a part of its vertical
integration strategy. Indeed, replacing licensed content with its own not only eliminates
the cost Netflix would otherwise have spent on licensing but also helps make the
service unique, thus keeping existing subscribers and attracting new ones (Ball, 2013).
Therefore, it could be stated that the goal of “Bird Box” is to support Netflix’s “worth-
to-watch, unique content” strategy and encourage more subscriptions to the service
(Nicolaou, 2019).
As for solution, firstly, the movie is based on a novel, which has alr.
1.1 What is the OSI security architecture1.2 What is the differ.docxbraycarissa250
1.1 What is the OSI security architecture?
1.2 What is the difference between passive and active security threats?
1.3 List and briefly define categories of passive and active security attacks.
1.4 List and briefly define categories of security services.
1.5 List and briefly define categories of security mechanisms.
1.6 List and briefly define the fundamental security design principles.
1.7 Explain the difference between an attack surface and an attack tree.
.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
assignment 1IntroductionMidtown Neurology was started by a si.docx
1. assignment 1
Introduction:
Midtown Neurology was started by a single physician who had
been practicing in the community for nearly twenty years. As
the practice grew, it evolved from a “mom-n-pop” operation to a
more complex model. The founding physician recruited four
new neurologists to join and continue to help build the practice.
Subsequently, however, the new doctors took over and forced
him out of the practice.
Tasks:
Case Study Six: From Nothing to Something: Defining
Governance and Infrastructure in a Small Medical Practice
Read the above case study; your task would be to evaluate this
case study utilizing the format below. Make sure to include at
least two scholarly/peer-reviewed articles to help support your
evaluation.
Case Study Evaluation
· Prepare a written report of the case using the following
format:
· Background Statement: What is going on in this case as it
relates to the identified major problem?
· What are (only) the key points the reader needs to know in
order to understand how you will “solve” the case?
· Summarize the scenario in your own words—do not simply
regurgitate the case. Briefly describe the organization, setting,
situation, who is involved, who decides what, etc. Specifically
identify the major problems and secondary issues.
· What are the real issues? What are the differences? Can
secondary issues become major problems?
· Present an analysis of the causes and effects.
· Fully explain your reasoning. Declare your role in a sentence
or a short paragraph explaining from which role you will
address the major problem and whether you are the chief
administrator in the case or an outside consultant called in to
2. advise.
· Regardless of your choice, you must justify in writing as to
why you chose that role. What are the advantages and
disadvantages of your selected role? Be specific.
· Recognize the strengths and weaknesses of the organization.
· Identify the strengths and weaknesses that exist in relation to
the major problem. Again, your focus here should be in
describing what the organization is capable of doing (and not
capable of doing) with respect to addressing the major problem.
Thus, the identified strengths and weaknesses should include
those at the managerial level of the problem. For example, if
you have chosen to address the problem from the departmental
perspective and the department is understaffed, that is a
weakness worthy of mentioning. Be sure to remember to include
any strengths/weaknesses that may be related to diversity
issues.
· Find out alternatives and recommend a solution.
· Describe the two to three alternative solutions you came up
with. What feasible strategies would you recommend? What are
the pros and cons? State what should be done—why, how, and
by whom. Be specific. Evaluate how you would know when
you’ve gotten there. There must be measurable goals put in
place with the recommendations. Money is easiest to measure;
what else can be measured? What evaluation plan would you put
in place to assess whether you are reaching your goals?
· TIP: Write this section as if you are trying to “sell” your
proposed solution to the organization. Convince the reader that
your proposed solution is the best available and that it will
work as planned. Make sure that the goals you identify are
worth the effort required to achieve them!
As in all assignments, cite your sources in your work and
provide references for the citations in APA format.
· Your assignment should be addressed in a 4- to 6-page
document.
Midtown Neurology was started by a single physician who had
3. been practicing in the community for nearly 20 years. As the
practice grew, it evolved from a “mom-n-pop” operation to a
more complex model. The founding physician recruited four
new neurologists to join and continue to help build the practice.
Subsequently, however, the new doctors took over and forced
him out of the practice.
The large urban hospital with which Midtown was affiliated
achieved Level 1 trauma status, providing additional new
opportunities for the practice. The neurologists took on the
many responsibilities, including one of stroke team for the
hospital. Contractual rural outreach was practiced utilizing
telemedicine throughout the state and provided a robust revenue
stream.
While still a small physician group, it required a difficult call
schedule. Tracking call and distributing it equitably became a
challenge. The main reason for this was the founding physician
had written a proprietary program exclusively for this purpose.
Now the practice was beholden to the very person they had
forced out of the practice for a vital part of communication with
the other practices regarding the call schedule. This was very
unusual, as physicians don’t typically write proprietary software
for a practice. In addition, the entire platform including the
billing program, which he also developed, used MS-DOS.
The practice employed a practice manager who had started with
the founding physician. As the practice grew, the manager did
not keep up with the basics of managing a practice. Her
information relating to billing, reimbursement, and changes to
current CPT and ICD-9 issues was out of date. She was also
ignorant of the contracts the practice had, but more importantly
the impact of those contracts on the practice and how to carry
them out appropriately.
While the physicians were very productive, several significant
management problems became apparent as the practice grew. In
particular, the infrastructure suffered and there was no
governance. Infrastructure for a private practice is different
from that of a corporate model. For example, in a corporate
4. model individual departments exist with defined responsibilities
to support the needs of the corporation and other areas of the
entity, such as an IT department. Conversely, in a private
practice when IT systems need repair, the responsibility falls to
the administrator or manager, and this individual must know
how to address and fix the problem. In this instance, the IT
department and the owner of the practice were one and the
same. Because of the proprietary nature of the software,
outsourcing was not an option. The practice essentially was
backed into a corner because of the lack of necessary
infrastructure upgrades, such as in the case of IT. This dynamic
created tension and frustration for the manager of the practice
and the employees. The situation did not allow management to
function normally in some instances.
The governance structure of the group required change after the
solo physician hired the new neurologists. The new physicians
had a more contemporary view of what a practice should look
like and how it should function. This concern was the basis of
many governance and trust problems. The IT and billing
systems were grossly outdated, but the founding physician had
taken great pride in his proprietary abilities and had not allowed
changes. This attitude was prevalent in nearly every decision
made, from what referring physicians the group would associate
with to choices of staff. When decisions needed to be made,
there was not a single voice for the practice, and this created
confusion for the hospital and other referring colleagues. The
group was resistant to appointing anyone as president and this
habit had continued after the founding physician was forced out.
The physicians did not particularly like or trust each other. No
one wanted anyone to become the practice leader or be the voice
of the practice when building relationships with referring
physicians. Each physician wanted to have his or her own
individual PC and to run different revenue streams through the
practice. All were secretive about their side deals. Employment
contracts were never created and thus potential partner
arrangements or what constituted partnership did not exist.
5. Policies, procedures, and basic business documents, such as an
employment manual for the staff, were never written or
implemented.
Having access to neurological consultations on a 24/7 basis is a
huge benefit for a Level 1 trauma hospital. The group was able
to fulfill the need for the hospital; however, the outpatient piece
of the practice suffered. Therefore, the hospital recruited three
other physicians for the group to take over the out-patient
portion of the practice. Due to the unstable relationship of the
current physicians in the group, all three of these physicians
subsequently left the practice, leaving the responsibility of
finding replacements with the remaining physicians.
A requirement for smooth governance is the ability of the
physicians, staff, and managers to trust each other. As the
relatively new administrator of the practice you have come to
realize that one of your first challenges is to bring the
importance of governance to the attention of these physicians.
You will also need to educate the physicians on the
consequences of “going off on their own” and making
arrangements on the side.
ASSIGNMENT 2
You are the chief information officer (CIO) of a large
healthcare system. Medicare has mandated that all medical
practices seeking Medicare compensation must begin using
electronic medical records (EMR). Medicare has incentivized
medical practices to place EMR in their offices by giving
financial bonuses to medical practices that achieve certain
goals.
Tasks:
Case Study Thirty-Six: The Electronic Medical Record:
Efficient Medical Care or Disaster in the Making?
Read the above case study; your task would be to evaluate this
case study utilizing the format below. Make sure to include at
least two scholarly/peer-reviewed articles to help support your
evaluation.
Case Study Evaluation
6. · Prepare a written report of the case using the following
format:
· Background Statement: What is going on in this case as it
relates to the identified major problem?
· What are (only) the key points the reader needs to know in
order to understand how you will “solve” the case?
· Summarize the scenario in your own words—do not simply
regurgitate the case. Briefly describe the organization, setting,
situation, who is involved, who decides what, etc. Specifically
identify the major problems and secondary issues.
· What are the real issues? What are the differences? Can
secondary issues become major problems?
· Present an analysis of the causes and effects.
· Fully explain your reasoning. Declare your role in a sentence
or a short paragraph explaining from which role you will
address the major problem and whether you are the chief
administrator in the case or an outside consultant called in to
advise.
· Regardless of your choice, you must justify in writing as to
why you chose that role. What are the advantages and
disadvantages of your selected role? Be specific.
· Recognize the strengths and weaknesses of the organization.
· Identify the strengths and weaknesses that exist in relation to
the major problem. Again, your focus here should be in
describing what the organization is capable of doing (and not
capable of doing) with respect to addressing the major problem.
Thus, the identified strengths and weaknesses should include
those at the managerial level of the problem. For example, if
you have chosen to address the problem from the departmental
perspective and the department is understaffed, that is a
weakness worthy of mentioning. Be sure to remember to include
any strengths/weaknesses that may be related to diversity
issues.
· Find out alternatives and recommend a solution.
· Describe the two to three alternative solutions you came up
with. What feasible strategies would you recommend? What are
7. the pros and cons? State what should be done—why, how, and
by whom. Be specific. Evaluate how you would know when
you’ve gotten there. There must be measurable goals put in
place with the recommendations. Money is easiest to measure;
what else can be measured? What evaluation plan would you put
in place to assess whether you are reaching your goals?
· TIP: Write this section as if you are trying to “sell” your
proposed solution to the organization. Convince the reader that
your proposed solution is the best available and that it will
work as planned. Make sure that the goals you identify are
worth the effort required to achieve them!
· Your assignment should be addressed in a 4- to 6-page
document.
You are the Chief Information Officer (CIO) of a large health
care system. Medicare has mandated that all medical practices
seeking Medicare compensation must begin using electronic
medical records (EMR). Medicare has incentivized medical
practices to place electronic medical records in their offices by
giving financial bonuses to medical practices that achieve
certain goals. These EMR systems are supposed to allow
communication between practitioners and hospitals, so medical
information can be rapidly transferred to provide more efficient
medical care. The EMR will enable physicians to allow access
to the records of their patients by other providers. Eventually
these records are supposed to be easily accessed so any
physician or hospital will have complete medical information on
a patient.
The physician practices in your health care system have been
mandated to use the Unified Medical Record System (UMRS).
The UMRS was designed by a central committee; all hospital-
owned physician practices have been mandated to use the
system. As part of the incentives, Medicare will add dollars
back to each practice when they meet goals for reaching
meaningful use (MU). MU has been defined by the U.S.
Department of Health and Human Services (n.d.) as “using
certified electronic health record (EHR) technology to:
8. • Improve quality, safety, efficiency, and reduce health
disparities
• Engage patients and family
• Improve care coordination, and population and public health
• Maintain privacy and security of patient health
information.”
It is a step-by-step system requiring “electronic functions to
support the care of a certain percentage of patients” (Jha,
Burke, DesRoches, Joshi, Kralovec, Campbell, & Buntin, 2011,
p. SP118).
One of the hospitals in your system has many primary care and
specialty practices; however, the UMRS system was designed
primarily for the primary care practices. The committee that
developed UMRS did not take into account the needs of the
specialty practices, which are significantly different from the
primary care practices. This issue has been brought to the
forefront by several medical specialists who have stated UMRS
is not only cumbersome, but also extremely difficult to use.
UMRS also does not give the specialist the information he
needs. Specialists noted that after UMRS was implemented, it
took them approximately 10 to 15 minutes longer to see each
patient. Since an average day for a specialist consists of seeing
between 20 and 25 patients, adding 10 to 15 minutes per patient
adds 200 to 250 additional minutes, or 3 to 4 hours more each
day. And, the physician cannot see the same number of patients
each day. In reality, this represents a 30% decrease in
productivity because of the amount of time it takes to use
UMRS. Now the specialist office schedules constantly run
significantly later than they should, and patients become
unhappy and impatient. Several of the specialists reported that a
number of patients have gotten up and left without being seen.
In short, the mandate to use UMRS has impacted the efficiency
and productivity of the subspecialists and specialists, further
decreasing revenues for the system.
In addition, all of the physicians have complained the UMRS
does not communicate well with other electronic medical record
9. systems, or even the hospital’s own patient information
systems. There is no real integration of the medical databases as
intended, levels of meaningful use are unclear, and in some
areas, difficult to achieve, again because the UMRS was
tailored to primary care practices’ prescribing patterns.
Specialists, particularly surgeons, do not write a large number
of prescriptions. Surgeons have been mandated to write
electronic prescriptions to reach meaningful use; however, in
many cases this is not appropriate for surgical patients.
All of these issues and concerns were reported to the central
committee that created UMRS in response to federal mandates
and financial incentives. The committee responded it cannot
modify the system to make it more friendly to specialists and
subspecialists, despite the fact that procedures performed by the
subspecialists account for substantial revenues. Revenues are
down and the morale of the specialists and subspecialists has
plummeted to the point that many are talking about taking early
retirement or leaving the system. Still, the committee refuses to
fix the problems. Since you are the CIO of the entire health care
system, the situation is now in your hands. What will you do?
ASSIGNMENT 3
Introduction:
The Nursing Home Administrator has set up a meeting with his
team of administrators and asked for their input on a test of
their All Hazards Continuity of Operations Plan. Bob believes
there is no substitute for experiential learning and wants to have
a real-time scenario, acting out an All Hazards Disaster.
Tasks:
Case Study Fifty-Three: Is Whispering Willows Nursing Home
Prepared for a Disaster?
Read the above case study; your task would be to evaluate this
case study utilizing the format below. Make sure to include at
least two scholarly/peer-reviewed articles to help support your
evaluation.
Case Study Evaluation
· Prepare a written report of the case using the following
10. format:
· Background Statement: What is going on in this case as it
relates to the identified major problem?
· What are (only) the key points a reader needs to know in order
to understand how you will “solve” the case?
· Summarize the scenario in your own words—do not simply
regurgitate the case. Briefly describe the organization, setting,
situation, who is involved, who decides what, etc. Specifically
identify the major problems and secondary issues.
· What are the real issues? What are the differences? Can
secondary issues become major problems?
· Present an analysis of the causes and effects.
· Fully explain your reasoning. Declare your role in a sentence
or a short paragraph explaining from what role you will address
the major problem and whether you are the chief administrator
in the case or an outside consultant called in to advise.
· Regardless of your choice, you must justify in writing as to
why you chose that role. What are the advantages and
disadvantages of your selected role? Be specific.
· Recognize the strengths and weaknesses of the organization.
· Identify the strengths and weaknesses that exist in relation to
the major problem. Again, your focus here should be in
describing what the organization is capable of doing (and not
capable of doing) with respect to addressing the major problem.
Thus, the identified strengths and weaknesses should include
those at the managerial level of the problem. For example, if
you have chosen to address the problem from the departmental
perspective and the department is understaffed, that is a
weakness worthy of mentioning. Be sure to remember to include
any strengths/weaknesses that may be related to diversity
issues.
· Find out alternatives and recommend a solution.
· Describe the two to three alternative solutions you came up
with. What feasible strategies would you recommend? What are
the pros and cons? State what should be done—why, how, and
by whom. Be specific. Evaluate how you would know when
11. you’ve gotten there. There must be measurable goals put in
place with the recommendations. Money is easiest to measure;
what else can be measured? What evaluation plan would you put
in place to assess whether you are reaching your goals?
· TIP: Write this section as if you are trying to “sell” your
proposed solution to the organization. Convince the reader that
your proposed solution is the best available and that it will
work as planned. Make sure that the goals you identify are
worth the effort required to achieve them!
· Your assignment should be addressed in a 4- to 6-page
document.
Bob Freundlich is a Nursing Home Administrator at Whispering
Willows Nursing Home (WWNH). He runs a 200-bed facility in
a rust belt town on the banks of a river that flooded 10 years
ago during a hurricane. The WWNH residents are primarily on
Medicaid and their lower income families have been hard hit by
the latest downturn in the economy. WWNH is located one
small town away from a 72,500-acre military garrison that
stockpiles and tests biological, chemical, and other hazardous
materials. In addition, terrorist experts now are concerned about
attacks on “soft targets” such as schools, shopping malls, and
health care facilities (Blair, 2005). With the history of the town,
this report, and the nearby base, Bob has good reason to be
concerned about a disaster (FEMA, 2012).
Bob has set up a meeting with his team of administrators and
asked for their input on a test of their All Hazards Continuity of
Operations Plan. Bob believes there is no substitute for
experiential learning and wants to have a real-time scenario,
acting out an All Hazards Disaster. Bob begins his meeting by
sharing the recent Office of Inspector General (OIG) report that
identified “gaps in nursing home emergency preparedness and
response during disasters” (OIG, 2012). The authors found that
although every facility had a written plan on hand, when it came
down to operationalizing the plan, over 70% of the institutions
fell down on the following items on the CMS Emergency
12. Preparedness for Every Emergency checklist (CMS, 2009):
• “Pre-disaster planning had little input from outside
agencies, such as emergency planning officials, fire departments
and public health;
• When drills took place, they were primarily fire drills, table
top exercises, or county level exercises;
• Family members are expected to take residents in time of
disasters; less family involvement was found in facilities with
lower income families;
• Transportation contracts with bus and ambulance companies
were in place, however, there were issues related to these
vehicles being commandeered by the county during a disaster”
(Howard & Blake, 2012, slides 16–18).
Bob has invited the head of the county emergency planning
agency, John Spotte, to today’s meeting. He goes around the
room, introduces everyone, and asks his key administrators for a
status report on their part of the plan, noting gaps, to address
gaps, and their perspectives.
• The facility manager, Red Foxx reports, “I’ve looked at the
CMS checklist and I have everything ready to shelter in place
for seven days. However, I’m worried that our five-year-old
back-up generator, which has tested fine for short power
outages, may not be able to take the strain of a week’s worth of
work, especially if we’re to continue running the laundry
facilities. There are some newer generators on the market that
run on propane. I took the liberty of obtaining three bids to
purchase, install, and maintain five generators that would power
our entire facility for a week. They are a large investment and
would need to go into our capital budget.”
• The dietary manager, Kathy Gold, reports, “Like Red, I used
the checklist and have enough food and water on hand for seven
days. My only concern is keeping a fresh inventory. Most of the
goods are canned, but even they have an expiration date. My
dietary aides are already overworked, so I’m checking the
inventory on a regular basis.I found a software program that we
could use to scan the barcodes and dates. It will alert us to when
13. the inventory needs to be refreshed. It’s cheaper than Red’s
generators, but it still requires an investment of money and the
labor to do the initial data input. If we could get a health care
management intern from a local university, that would be the
first thing I’d assign to the student.”
• The transportation manager shakes his head. “You guys are
in much better shape than I am. If we have to evacuate our
residents anytime soon, we’re in trouble. I’ve been working on
contract negotiation with a bus company and an ambulance
company for transporting patients out of harm’s way in case of
a disaster. Neither company has responded to my concerns about
the ability of the company to handle disabled or ill residents.
And, they won’t promise to provide services if the county
commandeers their vehicles. We would also need to transport
food, water, medications, and specialized equipment. If we
could afford to buy a large container truck, two buses, and two
ambulances, I think we could work the rest out with the WWNH
vans and staff vehicles.”
Bob’s head is spinning. His disaster planning meeting is turning
into a disaster. His administrators are identifying more issues
and more potential expenses than he thought possible. Hoping to
hear some good news, he turns to the Ombudsman.
• Peter Peacemaker reports, “The good news is, I identified
and have a list of shelters that would take us in, if we need to
evacuate. Per CMS, they are at least 50 miles away from our
facilities, and the potential disaster. They are a little spread out,
but the director of each shelter has assured me in writing that
they will have grief counselors and mental health counselors
there at the time of the incident. The bad news is I met with as
many family members as I could find to set up an emergency
evacuation plan. Out of the 200 families, I could only track
down 100 who still lived in the state. Many have moved out of
state to find jobs because the industries they once worked in no
longer exist here. The other half is in state, but has challenges.
In the event of an evacuation, I could get about 50 families to
commit to come here in a disaster and pick up their loved ones.
14. So, that leaves us with 150 residents to move in a safe and
compassionate manner.”
The migraine that was lurking has now blossomed in Bob’s right
eye. He turns to the Director of Nursing (DON) and with a
pleading tone of voice says, “Sally Feelgood, do you have any
optimistic news for us?”
• The DON crosses her arms over her chest and says, “If there
is a smallpox outbreak, we are out of luck. We have 50
employees who have never been immunized against smallpox.
We do require them to have the flu vaccine every year. We
made that mandatory for continued employment last year. And
we fired two people who refused to get the shots, despite ample
warnings. However, I’m not sure what the legality of requiring
a smallpox vaccination is vis-à-vis a health care provider. I
looked at the CDC website, and the side effects can vary from
redness, swelling, and blisters at the injection site to
inflammation of the heart or a heart attack. If I didn’t already
have this smallpox vaccination scar on my arm, I don’t know if
I’d do it. In addition, when I asked the staff if they’d be willing
to remain during an All Hazards lockdown, half of them said
absolutely not, they would go home. We have to provide care
for our residents 24/7. I think we need to get some legal counsel
and coordinate with HR on this issue. I don’t want to overstep
any laws if I order people to stay during a disaster.”
Bob thanks everyone for their time and effort, asks them to e-
mail their reports and recommendations to him. After he pops
two aspirin, Bob asks John Spotte if he can stay for a while so
he can ask him some questions.
Assignment 4
You are the executive in charge of finances for the operating
room at Sleepy Hollow General Hospital. It has come to your
attention that you have five major orthopedic surgeons, all
using different vendors for their knee and hip implants. You
have held several meetings with the implant companies and
determined that if you went with one standard set of implants,
you could reduce your implant costs by 40%, a potential net
15. savings of $2.8 million to your institution in the next year. This
seems to be a reasonable objective, and you set up meetings
with the different orthopedic surgeons.
Tasks:
Case Study Seventy-Three: Conflict of Interest
Read the above case study, your task would be to evaluate this
case study utilizing the format below. Make sure to include at
least two scholarly/peer-reviewed articles to help support your
evaluation.
Case Study Evaluation
· Prepare a written report of the case using the following
format:
· Background Statement: What is going on in this case as it
relates to the identified major problem?
· What are (only) the key points the reader needs to know in
order to understand how you will “solve” the case?
· Summarize the scenario in your own words—do not simply
regurgitate the case. Briefly describe the organization, setting,
situation, who is involved, who decides what, etc. Specifically
identify the major problems and secondary issues.
· What are the real issues? What are the differences? Can
secondary issues become major problems?
· Present an analysis of the causes and effects.
· Fully explain your reasoning. Declare your role in a sentence
or a short paragraph explaining from which role you will
address the major problem and whether you are the chief
administrator in the case or an outside consultant called in to
advise.
· Regardless of your choice, you must justify in writing as to
why you chose that role. What are the advantages and
disadvantages of your selected role? Be specific.
· Recognize the strengths and weaknesses of the organization.
· Identify the strengths and weaknesses that exist in relation to
the major problem. Again, your focus here should be in
describing what the organization is capable of doing (and not
capable of doing) with respect to addressing the major problem.
16. Thus, the identified strengths and weaknesses should include
those at the managerial level of the problem. For example, if
you have chosen to address the problem from the departmental
perspective and the department is understaffed, that is a
weakness worthy of mentioning. Be sure to remember to include
any strengths/weaknesses that may be related to diversity
issues.
· Find out alternatives and recommend a solution.
· Describe the two to three alternative solutions you came up
with. What feasible strategies would you recommend? What are
the pros and cons? State what should be done—why, how, and
by whom. Be specific. Evaluate how you would know when
you’ve gotten there. There must be measurable goals put in
place with the recommendations. Money is easiest to measure;
what else can be measured? What evaluation plan would you put
in place to assess whether you are reaching your goals?
· TIP: Write this section as if you are trying to “sell” your
proposed solution to the organization. Convince the reader that
your proposed solution is the best available and that it will
work as planned. Make sure that the goals you identify are
worth the effort required to achieve them! assignment should be
addressed in a 4- to 6-page document.
You are the executive in charge of finances for the operating
room at Sleepy Hollow General Hospital. It has come to your
attention that you have five major orthopedic surgeons, all
using different vendors for their knee and hip implants. You
have held several meetings with the implant companies and
determined that if you went with one standard set of implants,
you could reduce your implant costs by 40%, a potential net
savings of $2.8 million to your institution in the next year. This
seems to be a reasonable objective, and you set up meetings
with the different orthopedic surgeons.
First you meet with Dr. Goodcut and tell him you would like to
standardize the implants in the hospital. Dr. Goodcut tells you
he believes that this is a good idea. However, he will only use
the products from Alpha Company. He has used them for many
17. years, he knows how to use the equipment, and feels they are by
far the best product.
You next meet with Dr. Safari, one of your busiest orthopedic
surgeons. You again explain this process. He in turn agrees this
is a good idea. However, he will only use the products from
Beta Company. He has essentially the same logic and reasons as
Dr. Goodcut. This is beginning to seem like a theme.
You meet with the three remaining busy orthopedic surgeons to
see if they might be interested in switching to another implant
company. However, two of the surgeons would like to know
what is in it for them if they make the switch. The third surgeon
in this group will only use products from Gamma Company. He
has the same reasons that you have previously heard from the
first two surgeons. At best, you may be able to go with three
vendors instead of five;however, this will yield only a $200,000
savings.
You are a bit concerned at the surgeons’ reluctance to select a
standard implant company. Their reasoning seems insincere to
you. You begin to examine the websites of each of these
companies. Each company lists physicians who have either been
involved in the development of the product, or have played
consulting roles with their companies. Additional investigation
leads you to the discovery that Dr. Goodcut has been involved
with the development of the products at Alpha Company. In
addition, he is listed on the patent for several other devices.
You find similar relationships between the companies and the
other two orthopedic surgeons who are unwilling to switch their
implants. You begin to be concerned these surgeons have more
reasons than stated to resist switching. Each of them may, in
fact, have a conflict of interest.*
Assignment 5
Robert and Roy, emergency medical technician paramedics
(EMT-P), were back on the streets after a slow afternoon of
handling administrative tasks in the office. Neither paramedic
had checked the divert status board before heading out, so they
18. were unaware that numerous hospitals in the city were on
emergency department (ED) divert.
Tasks:
Case Study Eighty-Three: Emergency Divert Status
Read the above case study; your task would be to evaluate this
case study utilizing the format below. Make sure to include at
least two scholarly/peer-reviewed articles to help support your
evaluation.
Case Study Evaluation
· Prepare a written report of the case using the following
format:
· Background Statement: What is going on in this case as it
relates to the identified major problem?
· What are (only) the key points the reader needs to know in
order to understand how you will “solve” the case?
· Summarize the scenario in your own words—do not simply
regurgitate the case. Briefly describe the organization, setting,
situation, who is involved, who decides what, etc. Specifically
identify the major problems and secondary issues.
· What are the real issues? What are the differences? Can
secondary issues become major problems?
· Present an analysis of the causes and effects.
· Fully explain your reasoning. Declare your role in a sentence
or a short paragraph explaining from which role you will
address the major problem and whether you are the chief
administrator in the case or an outside consultant called in to
advise.
· Regardless of your choice, you must justify in writing as to
why you chose that role. What are the advantages and
disadvantages of your selected role? Be specific.
· Recognize the strengths and weaknesses of the organization.
· Identify the strengths and weaknesses that exist in relation to
the major problem. Again, your focus here should be in
describing what the organization is capable of doing (and not
capable of doing) with respect to addressing the major problem.
Thus, the identified strengths and weaknesses should include
19. those at the managerial level of the problem. For example, if
you have chosen to address the problem from the departmental
perspective and the department is understaffed, that is a
weakness worthy of mentioning. Be sure to remember to include
any strengths/weaknesses that may be related to diversity
issues.
· Find out alternatives and recommend a solution.
· Describe the two to three alternative solutions you came up
with. What feasible strategies would you recommend? What are
the pros and cons? State what should be done—why, how, and
by whom. Be specific. Evaluate how you would know when
you’ve gotten there. There must be measurable goals put in
place with the recommendations. Money is easiest to measure;
what else can be measured? What evaluation plan would you put
in place to assess whether you are reaching your goals?
· TIP: Write this section as if you are trying to “sell” your
proposed solution to the organization. Convince the reader that
your proposed solution is the best available and that it will
work as planned. Make sure that the goals you identify are
worth the effort required to achieve them!
· Your assignment should be addressed in a 4- to 6-page
document.
Robert and Roy, emergency medical technician paramedics
(EMT-P) were back on the streets after a slow afternoon of
handling administrative tasks in the office. Neither paramedic
had checked the divert status board before heading out, so they
were unaware that numerous hospitals in the city were on
Emergency Department (ED) divert.* After having worked 18
hours with only 3 hours off, they were hoping to settle into a
quiet shift that would allow them an opportunity to get some
rest.
Within 30 minutes of getting to their first assigned post, the
radio call came through that an adult and child were injured in
an automobile accident. Robert and Roy headed to the scene to
find that a father and daughter had been riding a bicycle when
they were struck at high speed by an automobile. The injuries
20. were serious and both needed emergency treatment. The
paramedics decided to take both patients to the nearby city
hospital for treatment.
Robert rode in the back and was in charge of caring for the
patients, while Roy drove. On the way to the facility the young
girl quit breathing and required intubation to sustain her airway.
Because of the time required to intubate and stabilize the
patient, Robert never notified the receiving facility that they
were coming with two critical emergent patients. In addition,
Roy, as the driver, never contacted the facility and also never
contacted dispatch to see if the facility was on divert.
Upon their arrival at the city hospital, Robert and Roy found out
that the hospital was on ED divert as well as pediatric trauma
divert. In other words, they were not accepting any patients to
the ED and they were not accepting any children. Because
Robert and Roy felt that they could not support the pediatric
patient any longer in the back of an ambulance, they wheeled
both patients into an unprepared Emergency Department. A
verbal battle ensued between the emergency room physician and
the paramedics, which led to a further delay in care for the
injured trauma patients. Ultimately, the hospital agreed to care
for the patients, but soon realized that the young girl had gone
into cardiac arrest and died. She could not be resuscitated.