Assignment 2: Week 9 Practicum Journal: State Practice Agreements
In many states, nurse practitioners are completely autonomous professionals. In other states, however, NPs have a wide range of “restrictive” practice ranging from requirements for a “supervising” physician to requirements for a “collaborative” agreement with a physician.
In this Practicum Journal Assignment, you will examine the requirements of your own state in order to prepare yourself for the realities of practice upon graduation.
Learning Objectives
Students will:
· Analyze state PMHNP practice agreements
· Analyze physician collaboration issues
· Analyze barriers to PMHNP independent practice
· Create plans for addressing state PMHNP practice issues
To Prepare for this Practicum Journal:
· Review practice agreements in your state.(Texas)
· Identify at least two physician collaboration issues in your state.
For this Practicum Journal:
· Briefly describe the practice agreements for PMHNPs in your state.(Texas)
· Explain the two physician collaboration issues that you identified.
· Explain what you think are the barriers to PMHNPs practicing independently in your state.
· Outline a plan for how you might address PMHNP practice issues in your state.
Class Rules
A clear purpose statement (The purpose of this paper is to...) is required in the introduction of all writings.
you are required to cite scholarly resources including peer-review journals and current practice At lease within the last 5 years 2015-2020.
guidelines ( May use https://www.ahrq.gov/professionals/clinicians-providers/guidelines-recommendations/index.html )
Please, all bullets points, bold, red and highlighted area must be attended to.
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COVER STORYEMPLOYEE RELATIONS
Conflict isn ’t n ecessarily a bad thing.
But ignoring it can be.
By Tamara Lytle
At a hospital, employee conflicts can happen
amid life-or-death situations. No one benefits
when these conflicts are ignored—not the staff,
not the managers and certainly not the patients.
While it’s a natural human tendency to avoid
uncomfortable conflict with others, that tactic
won’t work in the long term.
“It’s like a crazy song you can’t get out of your
head,” says Dan Bjerknes, director of HR opera
tions at Catholic Health Initiatives/Mercy Medi
cal Center in Williston, N.D., who has a master’s
degree in counseling and previously worked as a
conflict management consultant.
By the time a clash comes to H R ’s atten
tion, it’s often too late—such as when a valu
able employee is quitting. Even seemingly small
conflicts can be important because they’re often
really about larger issues. >
J u ly /A u g u s t 2 0 1 5 HR Magazine 27
COVER STORY EMPLOYEE RELATIONS
Workplace conflicts happen everywhere, and ignoring them
can be costly. Every unaddressed conflict wastes about eight
hours of company time in gossip and other ...
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A
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A
Z
IN
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COVER STORYEMPLOYEE RELATIONS
Conflict isn ’t n ecessarily a bad thing.
But ignoring it can be.
By Tamara Lytle
At a hospital, employee conflicts can happen
amid life-or-death situations. No one benefits
when these conflicts are ignored—not the staff,
not the managers and certainly not the patients.
While it’s a natural human tendency to avoid
uncomfortable conflict with others, that tactic
won’t work in the long term.
“It’s like a crazy song you can’t get out of your
head,” says Dan Bjerknes, director of HR opera
tions at Catholic Health Initiatives/Mercy Medi
cal Center in Williston, N.D., who has a master’s
degree in counseling and previously worked as a
conflict management consultant.
By the time a clash comes to H R ’s atten
tion, it’s often too late—such as when a valu
able employee is quitting. Even seemingly small
conflicts can be important because they’re often
really about larger issues. >
J u ly /A u g u s t 2 0 1 5 HR Magazine 27
COVER STORY EMPLOYEE RELATIONS
Workplace conflicts happen everywhere, and ignoring them
can be costly. Every unaddressed conflict wastes about eight
hours of company time in gossip and other unproductive activi
ties, says Joseph Grenny, co-founder of VitalSmarts, a training
and organizational development company in Provo, Utah. Now
multiply that by all the issues not being resolved.
“It’s an enormous drain on an organization,” says Grenny,
co-author of Crucial Conversations: Tools for Talking When
Stakes Are High (McGraw-Hill, 2011).
Understanding the reasons behind
workplace conflicts can help HR profes
sionals tackle problems before—or after—
a conflict turns into a face-off between
departments that refuse to work together
or a screaming match between colleagues.
A good place to start is by realizing that,
even though people may shy away from it,
conflict is actually normal and healthy. In
fact, many believe it’s a vital ingredient to
organizational success. Experts have found
that the most effective teams are those in which members feel safe
enough to disagree with one another. A culture where dissent is
allowed, or even encouraged, can spur innovation, diversity of
thought and better decision-making.
“ Conflict suggests the way you’ve been doing things is not the
way it’s going to be forever,” says Casey Swartz, HR manager
at CTLGroup in Skokie, 111. “You don’t want to hire a bunch of
clones.”
According to Michael Woodward, an organizational psy
chologist in the New York City area, the challenge is in figur
ing out which conflicts are healthy and which ones are harmful.
“Unhealthy conflict is when it becomes personal and emotional.
Then your judgment gets clouded,” Woodward says. By contrast,
good conflict can lead to higher levels of trust. If people see that
it’s OK to challenge the boss, they can question the status quo,
whic.
ALI Response 1The work environment assessment showed by .docxSHIVA101531
ALI
Response 1
The work environment assessment showed by place of employment score of 66, mildly healthy. I would agree with this. I want to point out, the low scores on the questions were referring to management only. Based on these results, the workplace is not entirely civil. The floor staff works excellent together, but we avoid the director at all costs, as far as bringing things up or going to seek them out. It is felt firmly among floor staff that all the director of our unit makes us feel like we are not doing enough, and she cannot stand to be on the unit. This is mainly because we “just aren't doing things right.” Often, she has come down and just cleaned up things, asking what we have been doing and why we cannot keep up. We feel belittled and not 100% when she is around. “The toxic environment leads to a decrease in the nurse’s job satisfaction resulting in increased absenteeism and unnecessary turnover. (Schoville & Aebersold, 2020, p. 2).
There have been incivility incidents in the workplace, and people were unsure of what to do at that moment, making it uncomfortable for all. It seems many of the times those incidents get swept under the rug. I can think of the director with a raised voice at one of the providers in the nurse’s station in front of all floor staff. This was highly inappropriate, and the provider was very hurt. Not being handeled properly, it made everyone uncomfortable. The provider was going to write an incident report, but in the end, did not. Like many other times, when the director makes people cry, it is ignored because there is no one else to tell. If we do seek out a higher up, we feel there will be retaliation anyway.
The DESC model is an excellent approach to structuring a civil conversation. DESC stands to Describe your specific situation, express your concerns, state other alternatives and consequence statement. “Using DESC model in conjunction with cognitive rehearsal is an effective way to address specific incivility incidents." (Clark, 2018, p. 21).
One way to keep the workplace civil is to have high levels of emotional intelligence. In doing this, staff will be happier and conflict management will be easier. Keeping personal thoughts and feeling to the side will help the leader focus on the actual problem and the solving. “First, as a leader, it is important to bracket your own emotional responses.” (Marshall & Broome, 2018, p. 286).
“Interactions among employees can affect their ability to do their jobs, their loyalty to the organization, and most important, the delivery of safe, high-quality patient care.” (Clark, 2018, p. 18).
References
Clark, C. M. (2018). Combining cognitive rehearsal, simulation, and evidence-based
scripting to address incivility. Nurse Educator. doi:10.1097/NNE.0000000000000563
Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert
clinician to influential leader (2nd ed). New York, NY: Springer..
Lastar is an industry leader in high performance cabling and connectivity solutions servicing a variety of markets including education, corporate, healthcare, and hospitality. With global operations, the company has locations in the United States, Europe, and Asia.
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F
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H
R
M
A
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A
Z
IN
E
COVER STORYEMPLOYEE RELATIONS
Conflict isn ’t n ecessarily a bad thing.
But ignoring it can be.
By Tamara Lytle
At a hospital, employee conflicts can happen
amid life-or-death situations. No one benefits
when these conflicts are ignored—not the staff,
not the managers and certainly not the patients.
While it’s a natural human tendency to avoid
uncomfortable conflict with others, that tactic
won’t work in the long term.
“It’s like a crazy song you can’t get out of your
head,” says Dan Bjerknes, director of HR opera
tions at Catholic Health Initiatives/Mercy Medi
cal Center in Williston, N.D., who has a master’s
degree in counseling and previously worked as a
conflict management consultant.
By the time a clash comes to H R ’s atten
tion, it’s often too late—such as when a valu
able employee is quitting. Even seemingly small
conflicts can be important because they’re often
really about larger issues. >
J u ly /A u g u s t 2 0 1 5 HR Magazine 27
COVER STORY EMPLOYEE RELATIONS
Workplace conflicts happen everywhere, and ignoring them
can be costly. Every unaddressed conflict wastes about eight
hours of company time in gossip and other unproductive activi
ties, says Joseph Grenny, co-founder of VitalSmarts, a training
and organizational development company in Provo, Utah. Now
multiply that by all the issues not being resolved.
“It’s an enormous drain on an organization,” says Grenny,
co-author of Crucial Conversations: Tools for Talking When
Stakes Are High (McGraw-Hill, 2011).
Understanding the reasons behind
workplace conflicts can help HR profes
sionals tackle problems before—or after—
a conflict turns into a face-off between
departments that refuse to work together
or a screaming match between colleagues.
A good place to start is by realizing that,
even though people may shy away from it,
conflict is actually normal and healthy. In
fact, many believe it’s a vital ingredient to
organizational success. Experts have found
that the most effective teams are those in which members feel safe
enough to disagree with one another. A culture where dissent is
allowed, or even encouraged, can spur innovation, diversity of
thought and better decision-making.
“ Conflict suggests the way you’ve been doing things is not the
way it’s going to be forever,” says Casey Swartz, HR manager
at CTLGroup in Skokie, 111. “You don’t want to hire a bunch of
clones.”
According to Michael Woodward, an organizational psy
chologist in the New York City area, the challenge is in figur
ing out which conflicts are healthy and which ones are harmful.
“Unhealthy conflict is when it becomes personal and emotional.
Then your judgment gets clouded,” Woodward says. By contrast,
good conflict can lead to higher levels of trust. If people see that
it’s OK to challenge the boss, they can question the status quo,
whic.
ALI Response 1The work environment assessment showed by .docxSHIVA101531
ALI
Response 1
The work environment assessment showed by place of employment score of 66, mildly healthy. I would agree with this. I want to point out, the low scores on the questions were referring to management only. Based on these results, the workplace is not entirely civil. The floor staff works excellent together, but we avoid the director at all costs, as far as bringing things up or going to seek them out. It is felt firmly among floor staff that all the director of our unit makes us feel like we are not doing enough, and she cannot stand to be on the unit. This is mainly because we “just aren't doing things right.” Often, she has come down and just cleaned up things, asking what we have been doing and why we cannot keep up. We feel belittled and not 100% when she is around. “The toxic environment leads to a decrease in the nurse’s job satisfaction resulting in increased absenteeism and unnecessary turnover. (Schoville & Aebersold, 2020, p. 2).
There have been incivility incidents in the workplace, and people were unsure of what to do at that moment, making it uncomfortable for all. It seems many of the times those incidents get swept under the rug. I can think of the director with a raised voice at one of the providers in the nurse’s station in front of all floor staff. This was highly inappropriate, and the provider was very hurt. Not being handeled properly, it made everyone uncomfortable. The provider was going to write an incident report, but in the end, did not. Like many other times, when the director makes people cry, it is ignored because there is no one else to tell. If we do seek out a higher up, we feel there will be retaliation anyway.
The DESC model is an excellent approach to structuring a civil conversation. DESC stands to Describe your specific situation, express your concerns, state other alternatives and consequence statement. “Using DESC model in conjunction with cognitive rehearsal is an effective way to address specific incivility incidents." (Clark, 2018, p. 21).
One way to keep the workplace civil is to have high levels of emotional intelligence. In doing this, staff will be happier and conflict management will be easier. Keeping personal thoughts and feeling to the side will help the leader focus on the actual problem and the solving. “First, as a leader, it is important to bracket your own emotional responses.” (Marshall & Broome, 2018, p. 286).
“Interactions among employees can affect their ability to do their jobs, their loyalty to the organization, and most important, the delivery of safe, high-quality patient care.” (Clark, 2018, p. 18).
References
Clark, C. M. (2018). Combining cognitive rehearsal, simulation, and evidence-based
scripting to address incivility. Nurse Educator. doi:10.1097/NNE.0000000000000563
Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert
clinician to influential leader (2nd ed). New York, NY: Springer..
Lastar is an industry leader in high performance cabling and connectivity solutions servicing a variety of markets including education, corporate, healthcare, and hospitality. With global operations, the company has locations in the United States, Europe, and Asia.
IN THIS SUMMARY
In Helping, Edgar H. Schein draws not only on his career expertise but from personal life experiences to establish a “general theory of helping” that holds true no matter what the social dynamics of the client/ helper relationship. Helping is a fundamental part of life: parents help their children, coaches their players, nurses their patients, managers their subordinates, yet despite its constant presence in daily life, the dynamics of giving and receiving help are poorly understood. When someone asks for help, they are temporarily lowering their own status and transferring status and power to the helper, creating an imbalanced relationship. Building a helping relationship means that the first client/helper interactions must be carefully managed by the helper toward building the client’s status up from their lower position and identifying which helping role to take vis-à-vis the client.
http://www.bizsum.com/summaries/helping
For professional development, I need to use evidence to analyse and incorporate the experiences so that I can form an instructive part for my future practice and work. Professional growth and development is strongly encouraged. So it is advised to become involved with professional associations (Boyle, 2013, p.12). I should participate in professional conferences. Involvement and attending in conferences, helps to develop in professional skills as well as forming and maintaining professional relationship with colleagues. Placement can put me at a distinct advantage when applying for future employment.
PUA 5303, Organizational Theory 1 Course Learning OutMoseStaton39
PUA 5303, Organizational Theory 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
2. Examine ways to use organizational human behavior theory to manage stress in public organizations.
2.1 Explore specified views associated with course-related terminology.
2.2 Express your thoughts on stress mitigation tactics as you elaborate on your personal
experiences with stress.
2.3 Expand upon relationships between stress mitigation and creativity-development practices.
Course/Unit
Learning Outcomes
Learning Activity
2.1
Unit Lesson
Chapter 3, pp. 61–80
Video: Creativity and Innovation: Leadership Essentials
2.2
Chapter 4, pp. 93–101
Unit II Reflection Paper
2.3
Unit Lesson
Chapter 4, pp. 93–101
Unit II Reflection Paper
Required Unit Resources
Chapter 3: Fostering Creativity and Innovation, pp. 61–80
Chapter 4: Managing Stress, pp. 93–101
In order to access the following resource, click the link below.
Video Arts (Producer). (2016). Creativity and innovation: Leadership essentials [Video]. Films on Demand.
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
aylists.aspx?wID=273866&xtid=124085
The transcript for this video can be found by clicking on “Transcript” in the gray bar to the right of the video in
the Films on Demand database.
Unit Lesson
Creativity is paramount to innovation, and, with the exponentially increasing pace and complexity of the world,
creativity and innovation are exponentially increasing in importance. Creativity is also important to the
advancement of public organizations as it allows workers to develop new solutions to problems, making the
fostering of creativity a topic of utmost importance (Denhardt et al., 2016). Closely related and often
associated with creativity is innovation. With these considerations in mind, generating new and useful ideas
and creating and implementing those ideas through innovation can be more easily implemented in an
environment where these attributes are respected aspects of organizational culture.
Before attempting to promote and cultivate creativity, it is important to define creativity. Looking at individuals
who can be described as creative, the traits associated with their creativity seem to be inherent as opposed to
being reliant on a particular organization or atmosphere. Popular adjectives associated with creative people
include capable, clever, original, and self-confident. Do you possess any or all of these traits? Regardless of
UNIT II STUDY GUIDE
Creativity and Stress Management
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPlaylists.aspx?wID=273866&xtid=124085
PUA 5303, Organizational Theory 2
UNIT x STUDY GUIDE
Title
whether you do or do not, do you consider yourself to be a creative individual? Asad and Khan (2003) noted
that creative indiv ...
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Managing Conflict: Audio Interviews
Healthy Conflict in Public Administration
Interviewer: Workplace conflict is a natural and healthy aspect of organizational success, but in some
instances, it can also be detrimental. From your perspective, should the public administrator promote a
culture where health conflict is expressed and utilized toward achieving organizational goals, and if so,
how should he or she do achieve this organizational culture?
Representative Keith Ellison
United States Congressman, 5th District of Minnesota
Washington, D.C.
Well, the public administrator has to understand that conflict is like gravity, it is there, it will be there,
there is no such thing as conflict-free environment, nor should there be.
The sales force wants to sell as many products as they can. The accounting group wants to make sure
that the organization is safe and sound and solvent. Sometimes these two goals are at cross purposes,
and they should be—what the administrator and the leader needs to do is to create an environment
where mistakes are OK, where conflict is OK, where people can disagree, where somebody can say that I
think that so-and-so is wrong and that so-and-so will have enough trust to know that it is, one, not
personal. Two, not designed to thwart their progress in the organization. Three, that it is sincerely
meant.
I mean, the leader needs to set that tone, and sometimes that means the leader needs to let people
critique them, and that sends a message that, critique and difference of opinion is OK here.
Now, of course at some point we need to get it together and make a decision, but you have got to make
a deliberate and conscious effort to make sure that you have an environment in which people can give
criticism and people can take it.
This is learned behavior. This does not just spring up overnight, this is learned behavior, and you have to
practice it and you have to deliberately implement a process for conflict resolution, honesty, and trust. In
that way you are always going to be able to anticipate problems as they arise. Conflict should be looked
at as early warning system.
State Senator Katie Sieben
Minnesota State Senator, District 57
St. Paul, MN
There is certainly no lack of conflict in the Minnesota Senate and it is not, as most people would think, it
is not along partisan lines always or has been usually. So I do not have any real good advice to how to
promote it because it just comes so naturally to us in the legislative setting.
Ms. Deborah Chase
City Council Member 1998 - 2003, Mayor 2002 - 2003
City of Kennmore
Conflict ignored always grows, so you absolutely have to address that. And providing a healthy
environment where it is okay to disagree or at least discuss the disagreement, so that everyone
understands where each other is coming from is critically important in order .
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
Research Goals and Research Questions-Qualitative or Quantitative-Give.docxhenry34567896
Research Goals and Research Questions:
Qualitative or Quantitative?
Given that you now know the philosophical differences in qualitative and qualitative research, you should now be able to distinguish between those types of research goals. See this list attached of research goals and research questions. 1) Match the research goal to the research question(s) and 2) identify them as either qualitative or quantitative (no mixed methods yet), and 3) explain WHY it is so.  Use the table below to cut/paste the goals and questions into and provide your answers. Look for specific key words to help you differentiate between qualitative and quantitative, and remember that the “why†answer is vital.
Research Goal
1. The goal of this study is to investigate whether leaders' well-being, in the form of positive affect and job stress, can be explained by leader-member exchange (LMX) quality at the group level of analysis.
2. What is the process of negotiating and reaching consensus within a particular social structure?
3. The purpose of this study is to explore how spousal carers of people with MS interpreted their lived experience with their partner, the way in they assigned meaning to their being in such a situation, and the skills and knowledge they have developed to live with their situation.
4. The purpose of this study was to investigate decision-making experiences and the social psychological processes family member surrogates use for health care decisions as they related to decision making with and for a terminally ill family member.
5. The purpose of this study is to examine the extent to which leaders' and teams' goals work together to affect a range of outcomes when their teams fail to regulate (i.e., when they focus exclusively on one particular type of goal). We explicitly focused on learning and performance goals because this distinction is perhaps the most obvious and salient type of goal tension in work organizations.
6. What role does friendship play in girls’ developing sense of self? Specifically, does girls’ friendship provide a form of resilience as they transition from childhood to adolescence?
7. This study will examine the roles of experiential opportunities, organization-initiated cross-cultural experiences (i.e., those found in leadership development programs) and non-work cross-cultural experiences.
8. The goal of this study is to analyze the conditions under which women are promoted to top leadership positions and exploring the challenges they face post-promotion.
Research Questions
1. What do caregivers define as successful day-to-day experience?
2. How do girls describe the development of their sense of self during transition from childhood to adolescence?
3. Does group-level analysis of leader-member exchange explain leaders’ psychological states of leader well-being, in the form of positive affect and job stress?
4. After promotion, do female leaders experience a lack of support and/or challenges to their le.
For more articles and presentation slides on Leadership Development related themes, please visit our new CEE Global Website at www.cee-global.com & also Visit and “Like” our Facebook Page for Inspirational Quotes and Leadership & Personal Effectiveness Articles: www.facebook.com/ceeglobal .
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
.
More Related Content
Similar to Assignment 2 Week 9 Practicum Journal State Practice Agreements.docx
IN THIS SUMMARY
In Helping, Edgar H. Schein draws not only on his career expertise but from personal life experiences to establish a “general theory of helping” that holds true no matter what the social dynamics of the client/ helper relationship. Helping is a fundamental part of life: parents help their children, coaches their players, nurses their patients, managers their subordinates, yet despite its constant presence in daily life, the dynamics of giving and receiving help are poorly understood. When someone asks for help, they are temporarily lowering their own status and transferring status and power to the helper, creating an imbalanced relationship. Building a helping relationship means that the first client/helper interactions must be carefully managed by the helper toward building the client’s status up from their lower position and identifying which helping role to take vis-à-vis the client.
http://www.bizsum.com/summaries/helping
For professional development, I need to use evidence to analyse and incorporate the experiences so that I can form an instructive part for my future practice and work. Professional growth and development is strongly encouraged. So it is advised to become involved with professional associations (Boyle, 2013, p.12). I should participate in professional conferences. Involvement and attending in conferences, helps to develop in professional skills as well as forming and maintaining professional relationship with colleagues. Placement can put me at a distinct advantage when applying for future employment.
PUA 5303, Organizational Theory 1 Course Learning OutMoseStaton39
PUA 5303, Organizational Theory 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
2. Examine ways to use organizational human behavior theory to manage stress in public organizations.
2.1 Explore specified views associated with course-related terminology.
2.2 Express your thoughts on stress mitigation tactics as you elaborate on your personal
experiences with stress.
2.3 Expand upon relationships between stress mitigation and creativity-development practices.
Course/Unit
Learning Outcomes
Learning Activity
2.1
Unit Lesson
Chapter 3, pp. 61–80
Video: Creativity and Innovation: Leadership Essentials
2.2
Chapter 4, pp. 93–101
Unit II Reflection Paper
2.3
Unit Lesson
Chapter 4, pp. 93–101
Unit II Reflection Paper
Required Unit Resources
Chapter 3: Fostering Creativity and Innovation, pp. 61–80
Chapter 4: Managing Stress, pp. 93–101
In order to access the following resource, click the link below.
Video Arts (Producer). (2016). Creativity and innovation: Leadership essentials [Video]. Films on Demand.
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPl
aylists.aspx?wID=273866&xtid=124085
The transcript for this video can be found by clicking on “Transcript” in the gray bar to the right of the video in
the Films on Demand database.
Unit Lesson
Creativity is paramount to innovation, and, with the exponentially increasing pace and complexity of the world,
creativity and innovation are exponentially increasing in importance. Creativity is also important to the
advancement of public organizations as it allows workers to develop new solutions to problems, making the
fostering of creativity a topic of utmost importance (Denhardt et al., 2016). Closely related and often
associated with creativity is innovation. With these considerations in mind, generating new and useful ideas
and creating and implementing those ideas through innovation can be more easily implemented in an
environment where these attributes are respected aspects of organizational culture.
Before attempting to promote and cultivate creativity, it is important to define creativity. Looking at individuals
who can be described as creative, the traits associated with their creativity seem to be inherent as opposed to
being reliant on a particular organization or atmosphere. Popular adjectives associated with creative people
include capable, clever, original, and self-confident. Do you possess any or all of these traits? Regardless of
UNIT II STUDY GUIDE
Creativity and Stress Management
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://fod.infobase.com/PortalPlaylists.aspx?wID=273866&xtid=124085
PUA 5303, Organizational Theory 2
UNIT x STUDY GUIDE
Title
whether you do or do not, do you consider yourself to be a creative individual? Asad and Khan (2003) noted
that creative indiv ...
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Managing Conflict: Audio Interviews
Healthy Conflict in Public Administration
Interviewer: Workplace conflict is a natural and healthy aspect of organizational success, but in some
instances, it can also be detrimental. From your perspective, should the public administrator promote a
culture where health conflict is expressed and utilized toward achieving organizational goals, and if so,
how should he or she do achieve this organizational culture?
Representative Keith Ellison
United States Congressman, 5th District of Minnesota
Washington, D.C.
Well, the public administrator has to understand that conflict is like gravity, it is there, it will be there,
there is no such thing as conflict-free environment, nor should there be.
The sales force wants to sell as many products as they can. The accounting group wants to make sure
that the organization is safe and sound and solvent. Sometimes these two goals are at cross purposes,
and they should be—what the administrator and the leader needs to do is to create an environment
where mistakes are OK, where conflict is OK, where people can disagree, where somebody can say that I
think that so-and-so is wrong and that so-and-so will have enough trust to know that it is, one, not
personal. Two, not designed to thwart their progress in the organization. Three, that it is sincerely
meant.
I mean, the leader needs to set that tone, and sometimes that means the leader needs to let people
critique them, and that sends a message that, critique and difference of opinion is OK here.
Now, of course at some point we need to get it together and make a decision, but you have got to make
a deliberate and conscious effort to make sure that you have an environment in which people can give
criticism and people can take it.
This is learned behavior. This does not just spring up overnight, this is learned behavior, and you have to
practice it and you have to deliberately implement a process for conflict resolution, honesty, and trust. In
that way you are always going to be able to anticipate problems as they arise. Conflict should be looked
at as early warning system.
State Senator Katie Sieben
Minnesota State Senator, District 57
St. Paul, MN
There is certainly no lack of conflict in the Minnesota Senate and it is not, as most people would think, it
is not along partisan lines always or has been usually. So I do not have any real good advice to how to
promote it because it just comes so naturally to us in the legislative setting.
Ms. Deborah Chase
City Council Member 1998 - 2003, Mayor 2002 - 2003
City of Kennmore
Conflict ignored always grows, so you absolutely have to address that. And providing a healthy
environment where it is okay to disagree or at least discuss the disagreement, so that everyone
understands where each other is coming from is critically important in order .
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
Research Goals and Research Questions-Qualitative or Quantitative-Give.docxhenry34567896
Research Goals and Research Questions:
Qualitative or Quantitative?
Given that you now know the philosophical differences in qualitative and qualitative research, you should now be able to distinguish between those types of research goals. See this list attached of research goals and research questions. 1) Match the research goal to the research question(s) and 2) identify them as either qualitative or quantitative (no mixed methods yet), and 3) explain WHY it is so.  Use the table below to cut/paste the goals and questions into and provide your answers. Look for specific key words to help you differentiate between qualitative and quantitative, and remember that the “why†answer is vital.
Research Goal
1. The goal of this study is to investigate whether leaders' well-being, in the form of positive affect and job stress, can be explained by leader-member exchange (LMX) quality at the group level of analysis.
2. What is the process of negotiating and reaching consensus within a particular social structure?
3. The purpose of this study is to explore how spousal carers of people with MS interpreted their lived experience with their partner, the way in they assigned meaning to their being in such a situation, and the skills and knowledge they have developed to live with their situation.
4. The purpose of this study was to investigate decision-making experiences and the social psychological processes family member surrogates use for health care decisions as they related to decision making with and for a terminally ill family member.
5. The purpose of this study is to examine the extent to which leaders' and teams' goals work together to affect a range of outcomes when their teams fail to regulate (i.e., when they focus exclusively on one particular type of goal). We explicitly focused on learning and performance goals because this distinction is perhaps the most obvious and salient type of goal tension in work organizations.
6. What role does friendship play in girls’ developing sense of self? Specifically, does girls’ friendship provide a form of resilience as they transition from childhood to adolescence?
7. This study will examine the roles of experiential opportunities, organization-initiated cross-cultural experiences (i.e., those found in leadership development programs) and non-work cross-cultural experiences.
8. The goal of this study is to analyze the conditions under which women are promoted to top leadership positions and exploring the challenges they face post-promotion.
Research Questions
1. What do caregivers define as successful day-to-day experience?
2. How do girls describe the development of their sense of self during transition from childhood to adolescence?
3. Does group-level analysis of leader-member exchange explain leaders’ psychological states of leader well-being, in the form of positive affect and job stress?
4. After promotion, do female leaders experience a lack of support and/or challenges to their le.
For more articles and presentation slides on Leadership Development related themes, please visit our new CEE Global Website at www.cee-global.com & also Visit and “Like” our Facebook Page for Inspirational Quotes and Leadership & Personal Effectiveness Articles: www.facebook.com/ceeglobal .
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.
.
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.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
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.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
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.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
BÀI TẬP BỔ TRỢ TIẾNG ANH GLOBAL SUCCESS LỚP 3 - CẢ NĂM (CÓ FILE NGHE VÀ ĐÁP Á...
Assignment 2 Week 9 Practicum Journal State Practice Agreements.docx
1. Assignment 2: Week 9 Practicum Journal: State Practice
Agreements
In many states, nurse practitioners are completely autonomous
professionals. In other states, however, NPs have a wide range
of “restrictive” practice ranging from requirements for a
“supervising” physician to requirements for a “collaborative”
agreement with a physician.
In this Practicum Journal Assignment, you will examine the
requirements of your own state in order to prepare yourself for
the realities of practice upon graduation.
Learning Objectives
Students will:
· Analyze state PMHNP practice agreements
· Analyze physician collaboration issues
· Analyze barriers to PMHNP independent practice
· Create plans for addressing state PMHNP practice issues
To Prepare for this Practicum Journal:
· Review practice agreements in your state.(Texas)
· Identify at least two physician collaboration issues in your
state.
For this Practicum Journal:
· Briefly describe the practice agreements for PMHNPs in your
state.(Texas)
· Explain the two physician collaboration issues that you
identified.
· Explain what you think are the barriers to PMHNPs practicing
independently in your state.
· Outline a plan for how you might address PMHNP practice
issues in your state.
Class Rules
A clear purpose statement (The purpose of this paper is to...) is
required in the introduction of all writings.
2. you are required to cite scholarly resources including peer-
review journals and current practice At lease within the last 5
years 2015-2020.
guidelines ( May
use https://www.ahrq.gov/professionals/clinicians-
providers/guidelines-recommendations/index.html )
Please, all bullets points, bold, red and highlighted area must be
attended to.
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T
R
A
T
IO
N
S
B
Y
R
O
B
E
4. COVER STORYEMPLOYEE RELATIONS
Conflict isn ’t n ecessarily a bad thing.
But ignoring it can be.
By Tamara Lytle
At a hospital, employee conflicts can happen
amid life-or-death situations. No one benefits
when these conflicts are ignored—not the staff,
not the managers and certainly not the patients.
While it’s a natural human tendency to avoid
uncomfortable conflict with others, that tactic
won’t work in the long term.
“It’s like a crazy song you can’t get out of your
head,” says Dan Bjerknes, director of HR opera
tions at Catholic Health Initiatives/Mercy Medi-
cal Center in Williston, N.D., who has a master’s
degree in counseling and previously worked as a
conflict management consultant.
By the time a clash comes to H R ’s atten
tion, it’s often too late—such as when a valu-
able employee is quitting. Even seemingly small
conflicts can be important because they’re often
really about larger issues. >
J u ly /A u g u s t 2 0 1 5 HR Magazine 27
COVER STORY EMPLOYEE RELATIONS
5. Workplace conflicts happen everywhere, and ignoring them
can be costly. Every unaddressed conflict wastes about eight
hours of company time in gossip and other unproductive activi-
ties, says Joseph Grenny, co-founder of VitalSmarts, a training
and organizational development company in Provo, Utah. Now
multiply that by all the issues not being resolved.
“It’s an enormous drain on an organization,” says Grenny,
co-author of Crucial Conversations: Tools for Talking When
Stakes Are High (McGraw-Hill, 2011).
Understanding the reasons behind
workplace conflicts can help HR profes-
sionals tackle problems before—or after—
a conflict turns into a face-off between
departments that refuse to work together
or a screaming match between colleagues.
A good place to start is by realizing that,
even though people may shy away from it,
conflict is actually normal and healthy. In
fact, many believe it’s a vital ingredient to
organizational success. Experts have found
that the most effective teams are those in which members feel
safe
enough to disagree with one another. A culture where dissent is
allowed, or even encouraged, can spur innovation, diversity of
thought and better decision-making.
“ Conflict suggests the way you’ve been doing things is not the
way it’s going to be forever,” says Casey Swartz, HR manager
at CTLGroup in Skokie, 111. “You don’t want to hire a bunch
of
clones.”
6. According to Michael Woodward, an organizational psy-
chologist in the New York City area, the challenge is in figur-
ing out which conflicts are healthy and which ones are harmful.
“Unhealthy conflict is when it becomes personal and emotional.
Then your judgment gets clouded,” Woodward says. By
contrast,
good conflict can lead to higher levels of trust. If people see
that
it’s OK to challenge the boss, they can question the status quo,
which is better for the company.
Beneath the Surface
Difference is at the heart of conflict, so it’s important to
explore
areas where people often don’t align.
Conflicting priorities. Some fights
are over resources such as budgets; others
erupt from incompatible goals or reactions
to structural change in the company.
At Black Butte Coal Co. in southwest
Wyoming, a warehouse supervisor and a
maintenance manager were clashing so
severely over policies and procedures that
they were frequently yelling at each other.
The fights worsened until the two depart-
ments didn’t want to work together, recalls
Amanda DeBernardi, SHRM-CP, the company’s HR manager.
In fact, the feuding parties’ manager was ready to fire them
both. Both had strong goals for their departments but had lost
sight of the bigger picture of what was good for the company,
DeBernardi says.
7. She found help in Grenny’s book on difficult conversations.
She sat the warehouse supervisor and maintenance manager in
a conference room with a blank piece of paper in front of them.
Each person had his say without interruption as the other took
notes rather than presenting a different side of the story. DeBer-
nardi used a white board to categorize the problems and pressed
both to brainstorm solutions. The employees aren’t exactly
lunch
buddies now, but the process worked. DeBernardi’s only regret
is not mediating the situation sooner.
“The key thing is the participants knowing they are respon-
sible for the results and they are the ones developing the
solution,”
she says. “I’m here to facilitate, and that’s all I will do.” She
esti-
mates that she spends at least 30 percent of her time dealing
with
workplace conflicts.
Many fights over resources can be avoided when people per-
ceive that they are operating in an environment of plenty—in
When Should HR Step In?
HR professionals and conflict management experts
recommend that HR get involved in workplace con-
flicts when:
• Employees are threatening to quit over the prob
lem. Recruiting and training are expensive; it's often
cheaper to work out a solution.
• Disagreements are getting personal, and respect
between employees is being lost.
• Conflicts are affecting morale and organizational
success.
1 1 '■ W B . ■ i ^ ■ ■■■.*■"■ --f-|---
8. other words, where everyone has what they need to operate
effec-
tively, says Lindred Greer, assistant professor of organizational
behavior at Stanford Graduate School of Business. Note that the
key is creating the perception of abundance—so solutions are
possible even when acquiring more resources is not an option.
Thinking creatively is one way to do this. For example, if two
departments are fighting over a small training budget, HR might
offer to conduct in-house training so both can benefit.
Conflicting perspectives. In an increasingly global and
diverse workplace, sometimes the heart of the problem is that
people differ from each other in age, gender, ethnicity or per-
sonality type.
That’s something Marcia Reynolds, an organizational psy
chiatrist with Arizona-based Covisioning LLC, has witnessed.
C asey S w a rtz
A m and a
D eB e rn a rd i
2 8 HR Magazine J u ly /A u g u s t 2 01 5
other. The Baby Boomer had taken notes on when her younger
colleague was showing up in the morning and complained about
the quality of his work. He called her overbearing and inflexible
in trying new approaches.
“A lightbulb went off for us on how to get these people to work
together,” Scala says.
9. HR set up a new system that uses checklists to show the con-
tributions of each person, which helped the Boomer to recognize
her colleague’s accomplishments. As a result of that conflict,
HR
also developed a mentorship program that pairs M illennial with
older workers, enabling younger workers to gain a better under-
standing of the value of older colleagues’ experience.
A recent Society for Human Resource Management survey
found that 72 percent of employees rank “respectful treatment
of all employees at all levels” as the top factor in job
satisfaction.
Conflicting assumptions. One of the biggest drivers of con-
flict is when people misinterpret others’ intentions. The
introvert
who stays quiet during an entire meeting and brings up a prob-
lem at the end is not trying to sabotage a co-worker; that behav-
ior simply aligns with his personality type. A change in seating
arrangements in the office isn’t a personal attack on someone,
just a reorganization that may not have been thought through.
Someone who’s not acting according to a person’s stereotyped
expectations—like a woman who’s very assertive and thus
behaves in a way that contradicts traditional notions of feminin-
ity—may just be being herself. >
To get a sense of how diverse perspectives color people’s
percep-
tions, she asked leaders at a global company she was consult-
ing with to participate in an activity in which they were blind-
folded and asked to describe the puzzle pieces in their hands.
She observed as people gave descriptions so different that they
couldn’t figure out they were holding the same piece.
“Conflict is inevitable because we’re human beings and come
10. from different backgrounds,” Reynolds says. That’s why organi
zations need to remember to bring people together to get to
know
each other, she points out.
Brian Scala, an HR administrator, repeatedly saw genera-
tional clashes in his job at Vince and Associates Clinical
Research
Inc. in Overland Park, Kan. The Baby Boomers and members of
Generation X saw the M illennial as lazy with poor work eth-
ics, while the M illennial viewed their older colleagues as less
adaptable to change.
In one instance, two lab workers from different generations
who performed the same job came to HR complaining about
each
When Should You
Seek Outside Help?
While it's better to address workplace conflicts as soon
as possible and at a local level, sometimes you need out-
side help from a mediator, arbitrator or attorney. Experts
say those situations include the following:
• When potential legal issues are involved, such as alle
gations of discrimination or harassment.
• When the HR department doesn't have the time
or training to provide the conflict resolution assistance
needed.
• When there are patterns of recurring issues.
• When the flare-ups are becoming abusive or resem-
ble bullying.
• When a manager needs retraining that can't be done
in-house.
• When the environment is so toxic it's time to get
everyone offsite so the office doesn't trigger continuing
negative responses.LI
11. 10 Steps to Resolving Conflict
Schedule a meeting to address the problem,
preferably at a neutral place.
Set ground rules. Ask all parties to treat each other
with respect and to make an effort to listen and
understand others' views.
3.
4.
5.
(0■
7
8.
i .
I 0 .
Ask each participant to describe the conflict,
including desired changes. Direct participants to
use "I" statements, not "you" statements. They
should focus on specific behaviors and problems
rather than people.
Ask participants to restate what others have said.
Summarize the conflict based on what you have
heard and obtain agreement from participants.
Brainstorm solutions. Discuss all of the options in a
positive manner. Rule out any options that partici-
pants agree are unworkable.
12. Summarize all possible options for a solution.
Assign further analysis of each option to individual
participants.
Make sure all parties agree on the next steps.
Close the meeting by asking participants to shake
hands, apologize and thank each other for working
to resolve the conflict.
S o u rce : S o c ie ty f o r H u m an R e so u rce M a n a g e
m e n t.
J u ly /A u g u s t 2 0 1 5 HR Magazine 29
EMPLOYEE RELATIONS
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Too often, people think that “anything in disagreement with
my belief is intended as a personal affront,” Woodward says.
“We
like to ascribe meaning to everything that happens. But we often
confuse our interpretations about the beliefs of others with their
actual intent. We’re all self-centered that way.”
13. Moreover, telling people not to take conflicts personally
won’t work. Regardless of any such disclaimers, people take
things personally about 70 percent of the time, according to a
meta-analysis of many surveys by Greer, the Stanford professor.
But what may help is to simply acknowledge people’s feel
ings, according to Reynolds, author of The Discomfort Zone:
How Leaders Turn Difficult Conversations into Breakthroughs
(Berrett-Koehler, 2014). For example, if someone was irate that
his project wasn’t chosen for funding, the author would say: “It
sounds like you feel like it’s a decision about you personally.”
Conflicting tolerances. Conflict experts and HR practitio-
ners say employees have differing levels of comfort with
address-
ing conflict. Too often, discomfort causes conflicts to be
avoided
entirely. And that’s not good.
Conflict avoidance can lead to real blowups when one per-
son can’t hold it in any longer. Dani Kimlinger, SHRM-SCP, an
HR and organizational psychology leader at the business psy-
chology firm MINES & Associates in Littleton, Colo., recalls
how colleagues in adjoining cubicles at a bank were locked in a
silent battle for six months. The woman felt her turf was being
invaded but wouldn’t talk about it—-or anything else—with the
man next door who was causing her consternation. She rolled
her
eyes at him in meetings, making him feel disrespected. When
she
finally lit into him, she felt that he should already know what
was
wrong—but he didn’t.
In counseling the woman, Kimlinger instructed her to start
small, by saying good morning to the man. Conflict resolution
14. generally works about 80 percent of the time, Kimlinger says,
but
in this case, it didn’t. The woman ended up leaving the company
after conflicts with other people.
At a previous employer, Swartz coached a manager with an
employee who felt micromanaged. She suggested that the man-
ager set up a weekly report that would allow the worker to keep
3 0 HR Magazine J u ly /A u g u s t 201 5
the boss informed on what he was doing without constantly
being
peppered with questions.
Almost everyone has some conflict they’re avoiding. In his
book, Grenny defines a “crucial conversation” as one that has
high stakes, with emotion involved and in which people are
likely
to disagree.
Studies show that increased productivity and engagement are
correlated with the shortness of time between identifying a
prob-
lem and discussing it.
“If you don’t talk it out, you act it out,” Grenny warns.
Encouraging Trust
Creating a culture of trust is a crucial job for HR. “Try to make
sure when people come to you [the issue] doesn’t just
disappear,”
Swartz says. Below are some tips for building trust,
encouraging
15. good conflict, and preventing or addressing the bad kind:
S urvey em ployees. Swartz conducts annual engagement
surveys and has loads of conversations with employees in the
interim. Each year, Bjerknes also surveys employees about how
well conflict is being handled at the medical center. The results
identify departments that have widespread problems so he
knows
where training and intervention are needed.
Catch peop le d o in g th in g s r igh t. Woodward tells
manag-
ers to seek out opportunities to acknowledge and praise employ-
ees. Doing so creates an environment where people feel
comfort-
able bringing up problems.
W elcome d issen t. Managers should encourage dissent that’s
focused on tasks, strategies and mission. Sometimes a retreat
with an outside facilitator is the best way to get beyond surface
conversations.
C rea te d iv e rse te am s . Create work teams whose mem-
bers have diverse expertise, ways of thinking and backgrounds.
Related Reading
• Getting to Yes: Negotiating Agreement Without
Giving In (Penguin Books, 2011) by Roger Fisher,
William L. Ury and Bruce Patton.
• Fish!: A Remarkable Way to Boost Morale and
Improve Results (Hyperion, 2000) by Stephen C.
Lundin, Harry Paul and John Christensen.
• The Discomfort Zone: How Leaders Turn Difficult
16. Conversations into Breakthroughs (Berrett-Koehler,
2014) by Marcia Reynolds.
• Crucial Conversations: Tools for Talking when
Stakes Are High (McGraw-Hill, 2011) by Kerry
Patterson, Joseph Grenny, Ron McMillan and Al
Switzler.
____^ > # 1 n i» * W B I I I p III Hi
Appointing a rotating devil’s advocate is a good way to stir up
productive conflict.
C reate accountability . This is a conflict prophylactic, since
many fights arise from a lack of clarity over who has the final
authority to make a decision. Making sure that roles are well-
established and communicated prevents problems from arising.
E ncourage p eop le to m an ag e th e ir ow n co n flic ts .
Tell
employees to work out conflict at the level it happens, instead
of
pushing it up the organizational chain. Doing so will give
people
confidence that they are capable of handling these issues on
their
own. “It doesn’t help the culture of our organization if I drop in
and fix the problem and get back out,” Bjerknes says. “We have
500 employees. It’s not possible for me to fix all the problems.”
After people address their own conflicts, the manager or
department leader should follow up to make sure not only that
the immediate problem has been solved but also that the root
cause has been addressed, Grenny says.
P rov ide tra in in g . HR can help people learn the skills they
17. need to handle conflict by sending them to courses or recom-
mending helpful books. Conflicts tend to become emotionally
fraught when someone chooses not to focus on the issue at hand
but rather to question another person’s competency, autonomy
or
integrity. Bjerknes advises people to choose the right time to
have
a difficult conversation and to prepare in advance the three most
important things they want to say about the conflict.
“My objective is to be a good coach,” he says. “At the end of
the day, the coach is not out there playing. You hope they will
use
the things you’ve taught them.” DO
Tamara Lytle is a freelance writer based in the Washington,
D.C.,
area.
July/August 2015 HR Magazine 31
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