This document summarizes the updated Health Leadership Competency Model 3.0 from the National Center for Healthcare Leadership. The model was revised based on input from hundreds of healthcare leaders through interviews, focus groups, and surveys. The updated model contains 4 "action" domains related to direct leadership work (Execution, Relations, Boundary Spanning, and Transformation) and 3 "enabling" domains related to professional development (Values, Health System Awareness & Business Literacy, and Self-Awareness & Self-Development). In total it includes 28 competencies organized to guide leadership development and assessment.
The document summarizes the National Center for Healthcare Leadership's (NCHL) updated Health Leadership Competency Model 3.0. The model is organized into 4 action domains (Execution, Relations, Transformation, Boundary Spanning) and 3 enabling domains (Health System Awareness & Business Literacy, Self-Awareness & Self-Development, Values). It includes 28 competencies across the domains. The revision involved interviews, focus groups, and surveys with healthcare leaders to validate changes from the prior version. The goal is to provide a framework to guide leadership development and performance.
Centralization of Healthcare Insurance.docxwrite31
This document outlines an assessment for a course on health care leadership. Students are asked to propose a change to their local health care system and conduct a comparative analysis of two other countries' systems related to the proposed change. They must summarize their proposed change, the outcomes of the foreign systems, and how those systems compare to the current local system in a 4-5 page report. The report should address factors like who pays for care, outcomes, costs of implementing changes, and not implementing changes. Students are encouraged to examine systems with differing outcomes or innovative approaches related to their proposed change.
Employee retention startegies in Pharmaceutical companies:Case of lebanonBassima Hazima
The document discusses employee retention strategies in the pharmaceutical industry in Lebanon. It begins by outlining the importance of understanding the root causes of employee turnover. The research aims to assess the opinions of Lebanese pharmaceutical employees regarding the retention strategies used by their companies. A survey was conducted of 204 employees across 30 companies. The survey examined factors like compensation, career development, work environment, leadership, and organizational culture. The results showed areas of both satisfaction and dissatisfaction among employees. For example, over 50% were satisfied with their benefits but only 52% felt they had sufficient training opportunities. The research provides Lebanese pharmaceutical companies with insights to help them develop more effective employee retention strategies.
The document discusses seven leadership leverage points for increasing quality and safety in healthcare organizations proposed by the Institute for Healthcare Improvement (IHI). The leverage points are: 1) establish system-level aims and oversight at the governance level, 2) develop an executable strategy to achieve aims, 3) channel leadership attention to system improvement, 4) include patients and families on improvement teams, 5) engage chief financial officers to champion quality, 6) engage physicians in improvement efforts, and 7) build improvement capability. Implementing these leverage points can help organizations successfully achieve sustained quality and safety gains through strategic planning and leadership commitment.
The document describes the American College of Healthcare Executives' Healthcare Executive Competencies Assessment Tool. The tool allows healthcare executives to assess their expertise in critical areas of healthcare management. It is based on competencies from the Healthcare Leadership Alliance Competency Directory. The self-assessment identifies strengths and areas for development. It can be used individually or with a supervisor to facilitate feedback. Organizations may also use the tool and competencies to define roles and design training programs.
This document summarizes the updated Health Leadership Competency Model 3.0 from the National Center for Healthcare Leadership. The model was revised based on input from hundreds of healthcare leaders through interviews, focus groups, and surveys. The updated model contains 4 "action" domains related to direct leadership work (Execution, Relations, Boundary Spanning, and Transformation) and 3 "enabling" domains related to professional development (Values, Health System Awareness & Business Literacy, and Self-Awareness & Self-Development). In total it includes 28 competencies organized to guide leadership development and assessment.
The document summarizes the National Center for Healthcare Leadership's (NCHL) updated Health Leadership Competency Model 3.0. The model is organized into 4 action domains (Execution, Relations, Transformation, Boundary Spanning) and 3 enabling domains (Health System Awareness & Business Literacy, Self-Awareness & Self-Development, Values). It includes 28 competencies across the domains. The revision involved interviews, focus groups, and surveys with healthcare leaders to validate changes from the prior version. The goal is to provide a framework to guide leadership development and performance.
Centralization of Healthcare Insurance.docxwrite31
This document outlines an assessment for a course on health care leadership. Students are asked to propose a change to their local health care system and conduct a comparative analysis of two other countries' systems related to the proposed change. They must summarize their proposed change, the outcomes of the foreign systems, and how those systems compare to the current local system in a 4-5 page report. The report should address factors like who pays for care, outcomes, costs of implementing changes, and not implementing changes. Students are encouraged to examine systems with differing outcomes or innovative approaches related to their proposed change.
Employee retention startegies in Pharmaceutical companies:Case of lebanonBassima Hazima
The document discusses employee retention strategies in the pharmaceutical industry in Lebanon. It begins by outlining the importance of understanding the root causes of employee turnover. The research aims to assess the opinions of Lebanese pharmaceutical employees regarding the retention strategies used by their companies. A survey was conducted of 204 employees across 30 companies. The survey examined factors like compensation, career development, work environment, leadership, and organizational culture. The results showed areas of both satisfaction and dissatisfaction among employees. For example, over 50% were satisfied with their benefits but only 52% felt they had sufficient training opportunities. The research provides Lebanese pharmaceutical companies with insights to help them develop more effective employee retention strategies.
The document discusses seven leadership leverage points for increasing quality and safety in healthcare organizations proposed by the Institute for Healthcare Improvement (IHI). The leverage points are: 1) establish system-level aims and oversight at the governance level, 2) develop an executable strategy to achieve aims, 3) channel leadership attention to system improvement, 4) include patients and families on improvement teams, 5) engage chief financial officers to champion quality, 6) engage physicians in improvement efforts, and 7) build improvement capability. Implementing these leverage points can help organizations successfully achieve sustained quality and safety gains through strategic planning and leadership commitment.
The document describes the American College of Healthcare Executives' Healthcare Executive Competencies Assessment Tool. The tool allows healthcare executives to assess their expertise in critical areas of healthcare management. It is based on competencies from the Healthcare Leadership Alliance Competency Directory. The self-assessment identifies strengths and areas for development. It can be used individually or with a supervisor to facilitate feedback. Organizations may also use the tool and competencies to define roles and design training programs.
Rahul Pulimamidi Week 3 Question 1Top of FormExecutiv.docxaudeleypearl
Rahul Pulimamidi
Week 3: Question 1
Top of Form
Executive sponsor provides vital support in every project success. He is the individual or group that provides financial resources to the task. While giving resources is essential, the full job of the sponsor is significantly more comprehensive. Executive sponsor directly in initial phases of the project planning in resource allocation. Executive sponsor and the project manager will ideally be working closely from the initial phase to finish phase of the project, both need a reasonable comprehension of their operations. The executive sponsor needs to take distinct and frequently opposing stakeholder interests and arrange a shared opinion that all stakeholder can approve on and team up to communicate (Crawford, Brett, 2001).
Executive sponsors should hold high-level state executive positions with the goal that they can guarantee the organizational engagement to give the support expected to finish the project and the senior management's suitable degree of attention for the project. Although the executive sponsor has an essential impact on both organizational project executives and project governance, these regions have only recently picked up influence in the literature on project management. Along these lines, no standards evaluate the executive sponsor's role directly exist (Cooke-Davies, Crawford, Hobbs, Labuschagne, & Remington, 2006).
Formalizing and giving instruction on the sponsorship role and duties are both fundamentally identified with senior management's opinion of the manageability of an executive sponsor. No significant relationship exists between the prevalence of the sponsorship role and project management value results. These outcomes expand our perception of the significance of the sponsorship project and give realistic direction to improve the support for project success.
Reference:
Crawford, L., & Brett, C. (2001). Exploring the role of the project sponsor. In Proceedings of the PMI New Zealand Annual Conference. PMINZ Wellington New Zealand.
Cooke-Davies, T., Crawford, L., Hobbs, J. B., Labuschagne, L., & Remington, K. (2006). Exploring the role of the executive sponsor. Paper presented at PMI® Research Conference: New Directions in Project Management, Montréal, Québec, Canada. Newtown Square, PA: Project Management Institute.
Sri Ranganath Seelam
Chapter 6 - Week 3 – Question 2
Top of Form
There are various types of metrics that need to be gathered in policy development, program controls, monitoring, auditing and enforcement for determining the level of employee compliance, its impact on key operational areas and progress made towards established business objectives and they entail; first, revenue per employee which is a metric that helps managers to be in a position of finding out the value that their employees have for the organization. According to this metric, employees on average should help the organization in producing more revenue thus justifying their employ ...
Jones Bartlett Philosophy in Nursing Discussion.pdfbkbk37
The document discusses several topics related to philosophy in nursing including:
1. It asks readers to answer discussion questions about their beliefs on major nursing concepts and if there are right answers to situations.
2. It provides information on Jones & Bartlett Learning and copyright details.
3. It discusses developing a personal philosophy of nursing.
This lecture discusses human resource management in healthcare organizations. It covers the types of healthcare organizations and jobs in the industry. The changing nature of healthcare is impacting HR with issues like financial constraints, talent shortages, and increased regulation. HR activities in healthcare include workforce planning, staffing, training, and ensuring compliance. Major challenges for HR include recruitment and retention of healthcare professionals. Research shows a relationship between employee satisfaction, which is influenced by factors like empowerment and relationships, and patient satisfaction outcomes.
This document discusses developing a pro-forma business plan for a school-based health center (SBHC). It explains that a pro-forma business plan projects revenue and expenses over multiple years to understand financial standing and assess changes. The presentation reviews inputting data on utilization, reimbursement rates, staffing costs, and other expenses. It emphasizes sensitivity analysis to consider best, worst, and most likely financial scenarios based on variable inputs. The goal is to guide SBHCs in planning, implementing, expanding services and ensuring sustainability.
The document discusses goals and outcomes for stroke rehabilitation services. It outlines processes for identifying clients' needs, setting goals with clients, taking action, tracking outcomes, and reporting impacts in key areas like health, quality of life, and independence. Case studies are provided as examples of setting goals with clients and linking them to outcomes and impacts.
Capella University Personal Development Plan Worksheet.docxstudywriters
The document is a worksheet from Capella University for developing a personal development plan based on assessing one's competencies using the American College of Healthcare Executives' Healthcare Executive Competencies Assessment Tool. The tool evaluates competencies across five domains: communication/relationship management, leadership, professionalism, healthcare environment knowledge, and business skills. Users self-rate their expertise in each competency area on a scale from novice to expert to identify strengths and areas for improvement and form a development plan.
Chapter 12 IT Alignment and Strategic Planning Learning ObjectivesEstelaJeffery653
The document discusses software architectural design and detailed design. It covers architectural styles like pipes and filters, event-driven, client-server, model-view-controller, layered, database-centric, and three-tier. It also discusses architectural tactics, reference architectures, functional decomposition, relational database design, object-oriented design, user interface design, and other topics like the model-view-controller pattern. The goal is to understand different approaches to structuring software solutions at both the architectural and detailed levels of design.
Charleston Area Medical Center used Six Sigma methodology and business intelligence to improve medication reconciliation processes. They analyzed data to identify root causes of defects, designed new electronic workflows, and monitored outcomes through Crystal reports. This reduced medication reconciliation failure rates from 50% to 2.68% and improved CMS compliance.
The document proposes new organizational policies and guidelines to address benchmark underperformances in readmission rates, patient falls, and hospital-acquired infections. It analyzes how the underperformances negatively impact quality of care and could lead to regulatory and financial penalties if unaddressed. Evidence-based strategies are recommended to form the basis of new policies on standardized discharge processes, hourly rounding using call lights, and mandatory hand hygiene. Implementation would require approval from regulatory bodies and involvement of stakeholders like physicians, nurses, and all hospital staff to ensure success. Resources and the hospital's expansion may pose challenges that require consideration.
This document provides an overview and introduction to the book "Practical Lean Six Sigma for Healthcare (Revised Edition Now with Over 30 Links to Excel Worksheets) Using the A3 and Lean Thinking to Improve Operational Performance in Hospitals, Clinics, and Physician Group Practices Tools for the Elimination of Waste!". It discusses how Lean Six Sigma can help healthcare organizations reduce costs and waste while improving patient care and safety. It also emphasizes the importance of change management and total employee involvement for continuous improvement initiatives to be successful.
Tailoring Your Resume For Today’S PantsuitsLaura Roybal
The document provides advice on tailoring resumes for today's job market. It discusses different resume formats including chronological, functional, and targeted resumes. It provides examples of professional profiles and how to structure experience, education, and affiliations sections. The document also discusses using social media and networking sites like LinkedIn to expand professional opportunities and find new roles. It emphasizes customizing resumes and online presence to specific roles and keeping materials up-to-date with changing technologies and job requirements.
MAT308Chapter 10 Test (75 Points)Show You Work!(1) The mean .docxtienboileau
MAT308
Chapter 10 Test (75 Points)
Show You Work!
(1) The mean number of hours of sleep for adults in the population of the U.S. is 6.8. A researcher believes that the mean number of hours that college students get per night is significantly different from adults in the population. The mean number of hours of sleep in a sample of 25 college students is 7.1 hours. The standard deviation of this sample is 0.87. Does the data provide support for the researcher's prediction? α level: 0.05
(15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(2) Is the percentage of Creamery customers who prefer chocolate ice cream over vanilla less than 80%? In a sample of 50 customers 60% preferred chocolate over vanilla. α level: 0.05 (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(3) A manufacturer finds that baseballs dropped 24 ft. onto a concrete surface are supposed to bounce an average of 93 in. The manufacturer of the balls has moved to a new facility, and there is concern that the balls are different. One hundred balls were sampled and it was found that the average of the bounce height was 92.232 with a standard deviation of 1.56. . α level: 0.05 (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(4) The mean Verbal SAT score for the population of all first students at Radford is 520. The standard deviation of scores in this population is 95. An investigator believes that the mean Verbal SAT of first year psychology majors is significantly different from the mean score of population. The mean of a sample of 36 first year psychology majors is 540. Please test the investigator's prediction using an alpha level of 0.05. (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(5) First graders in the state of Virginia get an average score of 20 on a reading test (higher score reflect higher levels of performance). A teacher is using a new method to teach reading. She predicts that by the end of the first grade, students getting her new method will have significantly higher scores on reading than those in the population. The mean of the 25 students in her class is 23.2 and the standard deviation of the students in the class is 4.7. Use an alpha level of 0.05. (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
Two Part assignment requiring articulate, professionally written content, that is non repetitive? Plagiarism sensitive. Please use MLA format and must cite all resources and references.
Part One - Following the works Cited listed below of scholarly articles regarding The play “The Homecoming”, by Harold Pinter create10 pages of competent, utilizing those listed or others of schol.
Masters level forum Compare and contrast what President Woodrow .docxtienboileau
Masters level forum
Compare and contrast what President Woodrow Wilson and Frank Goodnow said about politics and public administration. Discuss and critique their writings and analyze the politics-administration dichotomy, whether the dichotomy is real or ideal, and how they impacted public administration today.
3 citations
500 word minimum
lesson attached
.
Martin Wolf MARCH 24 2020 The coronavirus seeks only t.docxtienboileau
Martin Wolf MARCH 24 2020
The coronavirus seeks only to replicate. We seek to halt that replication. Unlike the virus, humans make
choices. This pandemic will pass into history. But the way in which it passes will shape the world it leaves
behind. It is the first such pandemic for a century. And it comes to a world that — unlike in 1918, when
the Spanish flu hit — has been at peace and enjoys unprecedented wealth. We should be able to
manage it well. If we do not do so, this will be a turning point for the worse. Making the right decisions
requires that we understand the options and their moral implications. We now confront two
fundamental sets of choices: within our countries and across borders. In high-income countries, the
biggest choice is how aggressively to halt transmission of the virus. But we also need to decide who will
bear the costs of that choice and how. Some continue to argue that it is wrong to force the economy
into a depression to suppress transmission of the virus. This, they suggest, will cause unnecessary
disruption. If, instead, the virus is left to spread relatively freely, we can achieve “herd immunity”,
sustain the economy and still focus resources on the vulnerable. Yet it is not clear that the economy
would fare better under this relatively laissez faire “mitigation” policy than under one of determined
“suppression”. Long before government-imposed lockdowns, many people stopped travelling or going
to restaurants, cinemas or shops. Decisive action to suppress the virus and follow up with testing and
tracking of new infections could well end the inevitable economic slump even sooner than otherwise.
What seems quite certain is the global health system would fare much better under suppression than
mitigation. Under the latter, argues the Imperial College Covid-19 Response Team, the health systems of
the UK and US would be overwhelmed: large numbers of predominantly old people would be left to die
untreated. It was presumably to prevent this from happening across China that the government
suppressed the virus so fiercely in Hubei. Could a health calamity that is unacceptable in China be
acceptable in the UK or US? Yet the critics are also right: it will be impossible to close large parts of our
economies for very long. If suppression is to be tried, it must be successful quickly and resurgence of the
virus must be throttled. Meanwhile, central banks and governments must seek to keep as much of the
economy going as possible, preserve as much productive capacity intact as possible and ensure that the
people, above all the vulnerable, are generously protected in whatever way a country finds practical.
The solidarity between countries needs to be as strong as within them. The financial instability and
looming recession (probably depression) we see coming will inflict huge harm on emerging and
developing countries. The IMF states that investors have already removed $83.
Mass movementChoose oneA. happens only when the slope .docxtienboileau
Mass movement
Choose one:
A. happens only when the slope of a hill gets steeper than the angle of repose.
B. can't happen underwater because the buoyancy force of water is too great.
C. is a gravity-driven downslope movement of natural materials.
D. is more likely to happen under dry conditions than under wet conditions.
Which of the following processes most logically explains the different tilts of gravestones in a hillside cemetery?
Choose one:
A. slump
B. creep
C. mudflow
D. liquefaction
Avalanches
Choose one:
A. are slow mass-movement events.
B. never happen twice in the same place; therefore, the pathway an avalanche creates is a safe place to build.
C. always contain snow and/or ice.
D. can be triggered by explosions, people, or even just new snow.
Solifluction
Choose one:
A. is a kind of creep that is found in high-elevation regions or in the Arctic on slopes that are underlain by permafrost.
B. is the proper term for alternate expanding and contracting of swelling clays.
C. means that the level of the water table fluctuates with precipitation.
D. is a faster-than-usual kind of slump in wetlands.
Identify the true statement.
Choose one:
A. The angle of repose is the steepest angle at which unconsolidated sediments can sit without slipping downhill.
B. The head scarp of a slump is found at the base of the slump block.
C. Lahars are mudflows that have been triggered by earthquake shaking.
D. Slow movement of unconsolidated material downslope is called a turbidity current.
Which of the following is a suitable method of managing snow avalanches?
Choose one:
A. increasing the slope's load by planting vegetation on the cornice of mountain slopes
B. expansive water drainage systems
C. targeted, controlled explosions
D. allowing skiers to use only avalanche chutes (regions where avalanches will not occur)
Identify the true statement.
Choose one:
A. Weathering does not affect the stability of a slope.
B. Vegetation is heavy, and therefore deforesting an area can help keep slopes stable.
C. Forest fires followed by heavy rains are likely to result in severe mud and debris flows.
D. Saturating a slope with water tends to hold unconsolidated grains together and thus helps stabilize slopes.
Consider the following eight phrases:
1. careful inventory and mapping to determine dangers
2. weathering of minerals to produce clay
3. controlled blasting of unstable slopes
4. controlled water drainage
5. retaining walls along highway embankments
6. spraying shotcrete on road cuts
7. removing support at the toe of the slope
8. adding weight at the top of the slope
Which of these are factors that lead to mass movement?
Choose one:
A. choices 3 and 8 only
B. choices 2, 7, and 8
C. choices 1, 2, and 4
D. choices 2, 4, 7, and 8
Watch the
Submarine Slide
portion of the
Slides
topic of the animation. How can a submarine slide at the edge of a continental shelf create a tsunami?
Choose .
Marys one year old daughter is due to be given the Measles, Mum.docxtienboileau
Mary's one year old daughter is due to be given the Measles, Mumps, and Rubella (MMR) vaccine during her next visit to the doctor. Mary is upset and concerned because one of her friend's sons became ill after a similar vaccination. She has also heard rumors that MMR vaccine causes rubella. Mary was also told that her daughter will need to be vaccinated before Mary returns to work. Mary is not alone. Many parents face this issue. Therefore, it is important for Mary and all such parents to make decisions that are best for their children, based on facts and not emotions. Place yourself in the role of a health care worker, submit to the discussion area your plan to validate the importance of vaccination by addressing the following questions:
Why are vaccinations necessary components of the healthcare programs?
Are there reasons for people not being vaccinated despite of such elaborate healthcare programs? Explain.
What are the consequences of people not being vaccinated?
What is the impact of religious, cultural, legal, and ethical issues that parents need to consider before vaccination?
What type of information will help the parents make an informed decision about vaccinating their children?
As in all assignments, cite your sources in your work and provide references for the citations in APA format.
Your initial posting should be addressed at 150-300 words. Be sure to cite your sources using APA format.
.
Masaccio, Trinity, Santa Maria Novella, Florence, 1426-27.docxtienboileau
Masaccio, Trinity, Santa Maria Novella, Florence, 1426-27
Often credited with being the first painting employing scientific, single-point perspective—discovered by Brunelleschi only a few years earlier—looks like actual space that recedes—at center of fresco we see Holy Trinity—body of Christ, dove, and God the Father—head of dove looks down at Christ—incredible rendering of human body—pulled, tortured, affected by gravity—what happens to muscles of body—evokes sympathy (hollow of abdomen), bleeding—deep faithfulnessscientific observation—on left Mary points towards Christ, holds out hand (way to salvation)—on right St. John—donors on lower level—at bottom exposed tomb—inscription reads ‘As I am now, so you shall be. As you are now, so once was I.’—memento mori—imminence of death—reminder of death, prepare now for salvation—eternal life in Heaven—innovation of new perspective—specific viewpoint for viewer—architecture based on ancient Greek and Roman architecture—Masaccio shows off—not simple tile floor—modeling to show dimension, sculptural relief—proportional accuracy of the bodies—culture of trade in Florence—buy/sell, fractions, space volumes, analytic and rational culture
Hieronymus Bosch, The Garden of Earthly Delights, c. 1500
Investigation of the
Ferguson Police Department
United States Department of Justice
Civil Rights Division
March 4, 2015
i
TABLE OF CONTENTS
I. REPORT SUMMARY ........................................................................................................ 1
II. BACKGROUND .................................................................................................................. 6
III. FERGUSON LAW ENFORCEMENT EFFORTS ARE FOCUSED ON
GENERATING REVENUE ............................................................................................... 9
IV. FERGUSON LAW ENFORCEMENT PRACTICES VIOLATE THE LAW AND
UNDERMINE COMMUNITY TRUST, ESPECIALLY AMONG AFRICAN
AMERICANS .................................................................................................................... 15
A. Ferguson’s Police Practices ............................................................................................ 15
1. FPD Engages in a Pattern of Unconstitutional Stops and Arrests in Violation
of the Fourth Amendment ..................................................................................... 16
2. FPD Engages in a Pattern of First Amendment Violations .................................. 24
3. FPD Engages in a Pattern of Excessive Force in Violation of the Fourth
Amendment ........................................................................................................... 28
B. Ferguson’s Municipal Court Practices ........................................................................... 42
1. Court Practices Impose Substantial and Unnecessary Barriers to the
Challenge or Resolution of Municipal Code Violations .......................
Matthew Shepard Was Killed Due To His Sexual Orientation. Defend, Ch.docxtienboileau
Matthew Shepard Was Killed Due To His Sexual Orientation. Defend, Challenge, Or Qualify This Statement
qualify his death
thesis statement There is substantial evidence to support that Matt Shepard's death was because of his sexual orientation. However, there is also a growing body of evidence that suggest Matt's death was because of drug dealing and drug uses
have two supporting evidence paragraphy a nd site the source
Turn-it –in the report and checkyour work and make sure it will be Grammarly approved.
.
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Week 3: Question 1
Top of Form
Executive sponsor provides vital support in every project success. He is the individual or group that provides financial resources to the task. While giving resources is essential, the full job of the sponsor is significantly more comprehensive. Executive sponsor directly in initial phases of the project planning in resource allocation. Executive sponsor and the project manager will ideally be working closely from the initial phase to finish phase of the project, both need a reasonable comprehension of their operations. The executive sponsor needs to take distinct and frequently opposing stakeholder interests and arrange a shared opinion that all stakeholder can approve on and team up to communicate (Crawford, Brett, 2001).
Executive sponsors should hold high-level state executive positions with the goal that they can guarantee the organizational engagement to give the support expected to finish the project and the senior management's suitable degree of attention for the project. Although the executive sponsor has an essential impact on both organizational project executives and project governance, these regions have only recently picked up influence in the literature on project management. Along these lines, no standards evaluate the executive sponsor's role directly exist (Cooke-Davies, Crawford, Hobbs, Labuschagne, & Remington, 2006).
Formalizing and giving instruction on the sponsorship role and duties are both fundamentally identified with senior management's opinion of the manageability of an executive sponsor. No significant relationship exists between the prevalence of the sponsorship role and project management value results. These outcomes expand our perception of the significance of the sponsorship project and give realistic direction to improve the support for project success.
Reference:
Crawford, L., & Brett, C. (2001). Exploring the role of the project sponsor. In Proceedings of the PMI New Zealand Annual Conference. PMINZ Wellington New Zealand.
Cooke-Davies, T., Crawford, L., Hobbs, J. B., Labuschagne, L., & Remington, K. (2006). Exploring the role of the executive sponsor. Paper presented at PMI® Research Conference: New Directions in Project Management, Montréal, Québec, Canada. Newtown Square, PA: Project Management Institute.
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This document provides an overview and introduction to the book "Practical Lean Six Sigma for Healthcare (Revised Edition Now with Over 30 Links to Excel Worksheets) Using the A3 and Lean Thinking to Improve Operational Performance in Hospitals, Clinics, and Physician Group Practices Tools for the Elimination of Waste!". It discusses how Lean Six Sigma can help healthcare organizations reduce costs and waste while improving patient care and safety. It also emphasizes the importance of change management and total employee involvement for continuous improvement initiatives to be successful.
Tailoring Your Resume For Today’S PantsuitsLaura Roybal
The document provides advice on tailoring resumes for today's job market. It discusses different resume formats including chronological, functional, and targeted resumes. It provides examples of professional profiles and how to structure experience, education, and affiliations sections. The document also discusses using social media and networking sites like LinkedIn to expand professional opportunities and find new roles. It emphasizes customizing resumes and online presence to specific roles and keeping materials up-to-date with changing technologies and job requirements.
Similar to Management Principles for HealthProfessionalsSeventh.docx (15)
MAT308Chapter 10 Test (75 Points)Show You Work!(1) The mean .docxtienboileau
MAT308
Chapter 10 Test (75 Points)
Show You Work!
(1) The mean number of hours of sleep for adults in the population of the U.S. is 6.8. A researcher believes that the mean number of hours that college students get per night is significantly different from adults in the population. The mean number of hours of sleep in a sample of 25 college students is 7.1 hours. The standard deviation of this sample is 0.87. Does the data provide support for the researcher's prediction? α level: 0.05
(15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(2) Is the percentage of Creamery customers who prefer chocolate ice cream over vanilla less than 80%? In a sample of 50 customers 60% preferred chocolate over vanilla. α level: 0.05 (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(3) A manufacturer finds that baseballs dropped 24 ft. onto a concrete surface are supposed to bounce an average of 93 in. The manufacturer of the balls has moved to a new facility, and there is concern that the balls are different. One hundred balls were sampled and it was found that the average of the bounce height was 92.232 with a standard deviation of 1.56. . α level: 0.05 (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(4) The mean Verbal SAT score for the population of all first students at Radford is 520. The standard deviation of scores in this population is 95. An investigator believes that the mean Verbal SAT of first year psychology majors is significantly different from the mean score of population. The mean of a sample of 36 first year psychology majors is 540. Please test the investigator's prediction using an alpha level of 0.05. (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(5) First graders in the state of Virginia get an average score of 20 on a reading test (higher score reflect higher levels of performance). A teacher is using a new method to teach reading. She predicts that by the end of the first grade, students getting her new method will have significantly higher scores on reading than those in the population. The mean of the 25 students in her class is 23.2 and the standard deviation of the students in the class is 4.7. Use an alpha level of 0.05. (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
Two Part assignment requiring articulate, professionally written content, that is non repetitive? Plagiarism sensitive. Please use MLA format and must cite all resources and references.
Part One - Following the works Cited listed below of scholarly articles regarding The play “The Homecoming”, by Harold Pinter create10 pages of competent, utilizing those listed or others of schol.
Masters level forum Compare and contrast what President Woodrow .docxtienboileau
Masters level forum
Compare and contrast what President Woodrow Wilson and Frank Goodnow said about politics and public administration. Discuss and critique their writings and analyze the politics-administration dichotomy, whether the dichotomy is real or ideal, and how they impacted public administration today.
3 citations
500 word minimum
lesson attached
.
Martin Wolf MARCH 24 2020 The coronavirus seeks only t.docxtienboileau
Martin Wolf MARCH 24 2020
The coronavirus seeks only to replicate. We seek to halt that replication. Unlike the virus, humans make
choices. This pandemic will pass into history. But the way in which it passes will shape the world it leaves
behind. It is the first such pandemic for a century. And it comes to a world that — unlike in 1918, when
the Spanish flu hit — has been at peace and enjoys unprecedented wealth. We should be able to
manage it well. If we do not do so, this will be a turning point for the worse. Making the right decisions
requires that we understand the options and their moral implications. We now confront two
fundamental sets of choices: within our countries and across borders. In high-income countries, the
biggest choice is how aggressively to halt transmission of the virus. But we also need to decide who will
bear the costs of that choice and how. Some continue to argue that it is wrong to force the economy
into a depression to suppress transmission of the virus. This, they suggest, will cause unnecessary
disruption. If, instead, the virus is left to spread relatively freely, we can achieve “herd immunity”,
sustain the economy and still focus resources on the vulnerable. Yet it is not clear that the economy
would fare better under this relatively laissez faire “mitigation” policy than under one of determined
“suppression”. Long before government-imposed lockdowns, many people stopped travelling or going
to restaurants, cinemas or shops. Decisive action to suppress the virus and follow up with testing and
tracking of new infections could well end the inevitable economic slump even sooner than otherwise.
What seems quite certain is the global health system would fare much better under suppression than
mitigation. Under the latter, argues the Imperial College Covid-19 Response Team, the health systems of
the UK and US would be overwhelmed: large numbers of predominantly old people would be left to die
untreated. It was presumably to prevent this from happening across China that the government
suppressed the virus so fiercely in Hubei. Could a health calamity that is unacceptable in China be
acceptable in the UK or US? Yet the critics are also right: it will be impossible to close large parts of our
economies for very long. If suppression is to be tried, it must be successful quickly and resurgence of the
virus must be throttled. Meanwhile, central banks and governments must seek to keep as much of the
economy going as possible, preserve as much productive capacity intact as possible and ensure that the
people, above all the vulnerable, are generously protected in whatever way a country finds practical.
The solidarity between countries needs to be as strong as within them. The financial instability and
looming recession (probably depression) we see coming will inflict huge harm on emerging and
developing countries. The IMF states that investors have already removed $83.
Mass movementChoose oneA. happens only when the slope .docxtienboileau
Mass movement
Choose one:
A. happens only when the slope of a hill gets steeper than the angle of repose.
B. can't happen underwater because the buoyancy force of water is too great.
C. is a gravity-driven downslope movement of natural materials.
D. is more likely to happen under dry conditions than under wet conditions.
Which of the following processes most logically explains the different tilts of gravestones in a hillside cemetery?
Choose one:
A. slump
B. creep
C. mudflow
D. liquefaction
Avalanches
Choose one:
A. are slow mass-movement events.
B. never happen twice in the same place; therefore, the pathway an avalanche creates is a safe place to build.
C. always contain snow and/or ice.
D. can be triggered by explosions, people, or even just new snow.
Solifluction
Choose one:
A. is a kind of creep that is found in high-elevation regions or in the Arctic on slopes that are underlain by permafrost.
B. is the proper term for alternate expanding and contracting of swelling clays.
C. means that the level of the water table fluctuates with precipitation.
D. is a faster-than-usual kind of slump in wetlands.
Identify the true statement.
Choose one:
A. The angle of repose is the steepest angle at which unconsolidated sediments can sit without slipping downhill.
B. The head scarp of a slump is found at the base of the slump block.
C. Lahars are mudflows that have been triggered by earthquake shaking.
D. Slow movement of unconsolidated material downslope is called a turbidity current.
Which of the following is a suitable method of managing snow avalanches?
Choose one:
A. increasing the slope's load by planting vegetation on the cornice of mountain slopes
B. expansive water drainage systems
C. targeted, controlled explosions
D. allowing skiers to use only avalanche chutes (regions where avalanches will not occur)
Identify the true statement.
Choose one:
A. Weathering does not affect the stability of a slope.
B. Vegetation is heavy, and therefore deforesting an area can help keep slopes stable.
C. Forest fires followed by heavy rains are likely to result in severe mud and debris flows.
D. Saturating a slope with water tends to hold unconsolidated grains together and thus helps stabilize slopes.
Consider the following eight phrases:
1. careful inventory and mapping to determine dangers
2. weathering of minerals to produce clay
3. controlled blasting of unstable slopes
4. controlled water drainage
5. retaining walls along highway embankments
6. spraying shotcrete on road cuts
7. removing support at the toe of the slope
8. adding weight at the top of the slope
Which of these are factors that lead to mass movement?
Choose one:
A. choices 3 and 8 only
B. choices 2, 7, and 8
C. choices 1, 2, and 4
D. choices 2, 4, 7, and 8
Watch the
Submarine Slide
portion of the
Slides
topic of the animation. How can a submarine slide at the edge of a continental shelf create a tsunami?
Choose .
Marys one year old daughter is due to be given the Measles, Mum.docxtienboileau
Mary's one year old daughter is due to be given the Measles, Mumps, and Rubella (MMR) vaccine during her next visit to the doctor. Mary is upset and concerned because one of her friend's sons became ill after a similar vaccination. She has also heard rumors that MMR vaccine causes rubella. Mary was also told that her daughter will need to be vaccinated before Mary returns to work. Mary is not alone. Many parents face this issue. Therefore, it is important for Mary and all such parents to make decisions that are best for their children, based on facts and not emotions. Place yourself in the role of a health care worker, submit to the discussion area your plan to validate the importance of vaccination by addressing the following questions:
Why are vaccinations necessary components of the healthcare programs?
Are there reasons for people not being vaccinated despite of such elaborate healthcare programs? Explain.
What are the consequences of people not being vaccinated?
What is the impact of religious, cultural, legal, and ethical issues that parents need to consider before vaccination?
What type of information will help the parents make an informed decision about vaccinating their children?
As in all assignments, cite your sources in your work and provide references for the citations in APA format.
Your initial posting should be addressed at 150-300 words. Be sure to cite your sources using APA format.
.
Masaccio, Trinity, Santa Maria Novella, Florence, 1426-27.docxtienboileau
Masaccio, Trinity, Santa Maria Novella, Florence, 1426-27
Often credited with being the first painting employing scientific, single-point perspective—discovered by Brunelleschi only a few years earlier—looks like actual space that recedes—at center of fresco we see Holy Trinity—body of Christ, dove, and God the Father—head of dove looks down at Christ—incredible rendering of human body—pulled, tortured, affected by gravity—what happens to muscles of body—evokes sympathy (hollow of abdomen), bleeding—deep faithfulnessscientific observation—on left Mary points towards Christ, holds out hand (way to salvation)—on right St. John—donors on lower level—at bottom exposed tomb—inscription reads ‘As I am now, so you shall be. As you are now, so once was I.’—memento mori—imminence of death—reminder of death, prepare now for salvation—eternal life in Heaven—innovation of new perspective—specific viewpoint for viewer—architecture based on ancient Greek and Roman architecture—Masaccio shows off—not simple tile floor—modeling to show dimension, sculptural relief—proportional accuracy of the bodies—culture of trade in Florence—buy/sell, fractions, space volumes, analytic and rational culture
Hieronymus Bosch, The Garden of Earthly Delights, c. 1500
Investigation of the
Ferguson Police Department
United States Department of Justice
Civil Rights Division
March 4, 2015
i
TABLE OF CONTENTS
I. REPORT SUMMARY ........................................................................................................ 1
II. BACKGROUND .................................................................................................................. 6
III. FERGUSON LAW ENFORCEMENT EFFORTS ARE FOCUSED ON
GENERATING REVENUE ............................................................................................... 9
IV. FERGUSON LAW ENFORCEMENT PRACTICES VIOLATE THE LAW AND
UNDERMINE COMMUNITY TRUST, ESPECIALLY AMONG AFRICAN
AMERICANS .................................................................................................................... 15
A. Ferguson’s Police Practices ............................................................................................ 15
1. FPD Engages in a Pattern of Unconstitutional Stops and Arrests in Violation
of the Fourth Amendment ..................................................................................... 16
2. FPD Engages in a Pattern of First Amendment Violations .................................. 24
3. FPD Engages in a Pattern of Excessive Force in Violation of the Fourth
Amendment ........................................................................................................... 28
B. Ferguson’s Municipal Court Practices ........................................................................... 42
1. Court Practices Impose Substantial and Unnecessary Barriers to the
Challenge or Resolution of Municipal Code Violations .......................
Matthew Shepard Was Killed Due To His Sexual Orientation. Defend, Ch.docxtienboileau
Matthew Shepard Was Killed Due To His Sexual Orientation. Defend, Challenge, Or Qualify This Statement
qualify his death
thesis statement There is substantial evidence to support that Matt Shepard's death was because of his sexual orientation. However, there is also a growing body of evidence that suggest Matt's death was because of drug dealing and drug uses
have two supporting evidence paragraphy a nd site the source
Turn-it –in the report and checkyour work and make sure it will be Grammarly approved.
.
MBA 665 Final Project Milestone Three Guidelines and Rubric .docxtienboileau
MBA 665 Final Project Milestone Three Guidelines and Rubric
Overview: The final project for this course is the creation of an impact of governmental action on a business paper. For Milestone Three you will submit the
Analysis section of your final project, which is Section II of the critical elements. Your analysis should include answers to all the questions in the Analysis section
on business environment, sustainability, internal resources, communication, company image, response, impact, and external resources.
Specifically, the following critical elements must be addressed:
I. Analysis: After submitting your overview, your boss is having second thoughts about bringing Jack Harris and his firm, Crisis Consulting, on board. Before
he makes his final decision he has asked you to provide him with a thorough analysis of the situation faced by your business. He asks you to prepare a
memorandum to him (the CEO) analyzing the situation that your business faces as well as the resources that are available to it. Address the following:
A. Business Environment: Based on your analysis of the governmental action or political challenge, what will be the impact of the governmental
action or political challenge on the business’s financial situation and operations? Does the action represent an opportunity or a threat?
B. Sustainability: Based on your analysis of the governmental action or political challenge, how will the governmental action or political challenge
impact the sustainability of the business?
C. Internal Resources: Evaluate the internal resources of the company, including the business project teams that are available to respond to the
opportunity or threat. In other words, is the business adequately organized to address the opportunity or threat?
D. Communication: How has information about the situation been communicated to various stakeholders? For example, have any public hearings
been held? Have the radio, newspapers, or social media been used?
E. Company Image: Assess how the situation has affected the company’s public image. Has the impact been primarily positive or negative? If the
impact has been primarily negative, what are the positive aspects in addition to the negative aspects? If the impact has been primarily positive,
what are the negative aspects in addition to the positive aspects?
F. Response: What are the potential courses of action to respond to the situation in the current macroeconomic and business environment? In
other words, what is the range of options for the business in this situation?
G. Impact: How will these courses of action impact the business? Make sure to consider both short- and long-term impacts, including operational,
financial, and ethical implications.
H. External Resources: Evaluate the roles and functions of third parties or external resources in the situation. Consider questions such as these in
your response: How will lobbyists be involved in the situation? .
max 200 words due in 2 hoursSummarize the article by parap.docxtienboileau
max 200 words
due in 2 hours
Summarize the article by paraphrasing the major points in it. Begin with the central idea and give an overview. Then describe the supporting points. As well, capture the development of the supporting points and show how the writer supports them. Be objective and avoid evaluative and judgmental statements in this section. (200 words maximum)
.
MBA 599 – Strategic Management Case Project This capsto.docxtienboileau
MBA 599 – Strategic Management Case Project
This capstone course requires each student to construct a detailed and well-thought-out analysis of a
business employing all the relevant strategic analysis tools studied in the course. This project will take the
full term to complete. It is our sincere hope that you will find this project to be the most rewarding effort in
your educational career.
Project Overview
This course is designed to help you develop strategic skills that can be used in management. The
process of strategic planning is an iterative cycle of research and analysis, ending with a series of choices
about what will be attempted and how it will be approached. The most tangible output is the strategic
planning document. The most important output is the increased understanding that the participants
acquire. Accordingly, the assessment of the final project will be heavily dependent on the quality of the
strategic thinking inside that polished report. Students that focus on the expeditious completion of the
steps may find that they have shortchanged the important and time-consuming exploration and thinking
that is necessary to create a quality strategic case. Since not all tools can tell the planner which factors
and alternatives are important to consider, the planner should pull in as much diverse information and
perspectives as possible. Additionally, you should put yourselves in the competitor’s shoes and consider
how the “game” will play out. Your homework and subsequent improvements are intended to become a
primary basis for the exploration and questioning that drives your strategic understanding and creative
ideas. In addition, it is important to test your strategic thinking and your use of analytical tools in
preparation for your final project.
Tips for Selecting an Organization
As you select an organization for your class project, it is important that you select one that is interesting,
possibly useful to you in your career, industry, or interests, and allows you to explore strategic challenges
in a meaningful way. If you select the industry in which you currently work, you must address two critical
issues: (1) integrating and clearly citing existing information. (You will need to delineate work you’ve
contributed as opposed to pre-existing information), and (2) succinctly presenting existing information
while adding new insight, analysis, and plans that substantially add to strategy development,
implementation, and/or assessment of the organization. An organization or industry you are interested in
should give you better access to information although you need to pay careful attention to the points
made above.
Do not underestimate the degree to which you will need to be an expert in the selected industry and
related areas. It is impossible to create a strategy without understanding the terms, technologies, market
changes, and so forth in great depth. A.
MBA 640 Final Project Milestone Two Guidelines and Rubric .docxtienboileau
MBA 640 Final Project Milestone Two Guidelines and Rubric
Overview: The final project for this course is the creation of an external capital funding proposal.
Most businesses face a landscape of uncertainty and a never-ending stream of risks and opportunities. Managers must continually project the likely financial
impact of decisions, make recommendations, act on those decisions, determine how to pay for them, and evaluate the costs and effectiveness of what has been
done. Many decisions are short-term, routine, and operational. Others are longer-term investment decisions that require substantial new resources, such as
developing new services, expanding into new geographic markets, or undertaking business combinations or spin-offs. Each requires managers to forecast, plan,
and make decisions based on a thorough understanding of both internal and external factors that can affect a company’s financial success.
For the summative assessment in this course, you will bring your finance and economics knowledge to bear by preparing an external capital funding proposal for
a major international investment at a publicly traded corporation. In order to secure the support of potential financial backers, your proposal will need to lay out
what the proposed investment opportunity is, how it fits within the company’s broader mission and goals, its financial impact, and the amount being requested
and why (including alternative funding mechanisms considered). In addition, it will also need to include information on the organization’s context, risk factors,
and microeconomic assumptions that could affect the success of the investment.
Prompt: Submit a paper that addresses critical element IV, Risks, of the final project. Discuss any risks that might affect the success of the project and how you
have planned for those contingencies.
Note: The risks (and opportunities) you identify should demonstrate your understanding of the company you selected, the industry, the investment project you
are proposing, and your project’s country and timing. Your estimates of financial impacts will be only preliminary; you will most likely revise them in your final
submission at the end of Module Nine.
Specifically, the following critical elements must be addressed:
Section IV Risks:
1. Internal. What are the company’s most significant internal risks and opportunities related to the project? How might they affect your financial estimates
and how will you address them? Support your response with specific examples.
2. External. How will you address significant qualitative risks outside the company that might affect project success? Give specific examples. For example,
how might culture or politics in the target country affect the proposed investment’s financial success? Natural disasters? How have you planned for
these risks?
3. Microeconomic. Assess the microeconomic factors that might affect decisions about the proposed investment. .
Mary and Elmer’s fifth child, Melvin, was born 6 weeks prematurely a.docxtienboileau
Mary and Elmer’s fifth child, Melvin, was born 6 weeks prematurely and is 1-month old. Sarah, age 13, Martin, age 12, and Wayne, age 8, attend the Amish elementary school located 1 mile from their home. Lucille, age 4, is staying with Mary’s sister and her family for a week because baby Melvin has been having respiratory problems, and their physician told the family he will need to be hospitalized if he does not get better within 2 days.
Choose two or three areas of prenatal care that you would want to discuss with Mary, and then write brief notes about what you know and/or need to learn about Amish values to discuss perinatal care in a way that is culturally congruent.
Discuss three Amish values, beliefs, or practices to consider when preparing to do prenatal education classes with Amish patients.
Submission Instructions:
Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources.
.
Maryland Technology Consultants is a fictitious company create.docxtienboileau
Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study.
MTC Case Study 11/23/2019 Ver. 1 1
Maryland Technology Consultants, Inc.
Maryland Technology Consultants (MTC) is a successful Information Technology consulting firm
that utilizes proven IT and management methodologies to achieve measurable results for its
customers. Its customer base includes small to mid-tier businesses, non-profit organizations
and governmental agencies at the local, state and federal levels. MTC feels strongly that its
success is dependent on the combination of the talent of its IT consultants in the areas of,
Business Process Consulting, IT Consulting and IT Outsourcing Consulting and their ability to
deliver truly extraordinary results to their clients.
Corporate Profile
Corporate Name: Maryland Technology Consultants, Inc.
Founded: May 2008
Headquarters: Baltimore, Maryland
Satellite Locations: Herndon, Virginia; Bethesda, Maryland
Number of Employees: 450
Total Annual Gross Revenue: $95,000,000
President and
Chief Executive Officer (CEO): Samuel Johnson
Business Areas
MTC provides consulting services in the following areas:
• Business Process Consulting - Business process redesign, process improvement, and best
practices
• IT Consulting - IT strategy, analysis, planning, system development, implementation, and
network support
• IT Outsourcing Consulting – Requirements analysis; vendor evaluation, due diligence,
selection and performance management; Service Level Agreements
Business Strategy
MTC's business strategy is to provide extraordinary consulting services and recommendations
to its customers by employing highly skilled consultants and staying abreast of new business
concepts and technology and/or developing new business concepts and best practices of its
own.
Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study.
MTC Case Study 11/23/2019 Ver. 1 2
Excerpt from the MTC Strategic Business Plan
While the complete strategic plan touches on many areas, below is an excerpt from MTC’s
latest Strategic Business Plan that identifies a few of MTC's Goals.
Goal 1: Increase MTC Business Development by winning new contracts in the areas of IT
consulting.
Goal 2: Build a cadre of consultants internationally to provide remote research and analysis
support to MTC’s onsite teams in the U. S.
Goal 3: Continue to increase MTC’s ability to quickly provide high quality consultants to
awarded contracts to best serve the clients’ needs.
Goal 4: Increase MTC’s competitive advantage in the IT consulting marketplace by increasing its
reputation for having IT consultants who are highly skilled in leading edge technologies and
innovative solutions for its clients.
Current Business Environment
MTC provides consultants on-site to work with its cli.
Martha Rogers’ Science of Unitary Human BeingsFOR THE THEORY CRI.docxtienboileau
Martha Rogers’ Science of Unitary Human Beings
FOR THE THEORY CRITIQUE of Martha Rogers’ Science of Unitary Human Beings
SUGGESTION: Get article/s which are CRITIQUES of the THEORY ASSIGNED TO YOU
CRITERIA
UNITS OF ANALYSIS
CRITIQUE ARTICLE NO. 1
(Author of Critique)
CRITIQUE ARTICLE NO. 2
(Author of Critique)
MY VIEWPOINT
(3.1) Relationship between
structure and function
(3.1.1) Clarity
(3.1.2) Consistency
(3.1.3) Simplicity / Complexity
(3.1.4) Tautology / Teleology
(3.2) Diagram of Theory
(3.2.1) Visual and Graphic Presentation
(3.2.2) Logical Representation
(3.2.3) Clarity
(3.3) Circle of Contagiousness
(3.3.1) Graphical origin of theory and geographical spread
(3.3.2) Influence of theorist versus theory
(4) Usefulness
(4.1) Practice
(4.1.1) Direction
(4.1.2) Applicability
(4.1.3) Generalizability
(4.1.4) Cost Effectiveness
(4.1.5) Relevance
(4.2) Research
(4.2.1) Consistency
(4.2.2) Testability
(4.2.3)
Predictability
(4.3) Education
(4.3.1) Philosophical Statement
(4.3.2) Objectives
(4.3.3) Concepts
(4.4) Administration
(4.4.1) Structure of Care
(4.4.2) Organization of Care
(4.4.3) Guidelines for Patient Care
(4.4.4) Patient Classification System
(5) External Components of Theory
(5.1) Personal Values
(5.1.1) Theorist implicit/explicit values
(5.2) Congruence with other professional values
(5.2.1) Comlementarity
(5.2.2) Esoterism
(5.2.3)
Competition
(5.3) Congruence with social values
(5.3.1) Beliefs
(5.3.2) Values
(5.3.3) Customs
(5.4) Social Significance
ISM 645 Mission, Vision, and Time Horizon Statement (MVTH)
Worksheet
The following information is provided to assist you in writing the Mission, Vision, and Time Horizon
Statements.
Writing the Mission Statement – Comparisons
The mission statement describes the purpose of the organization and the reason the business or business
unit exists. You will be creating an IT mission statement for the Acme Company. Review the article,
“Mission Statements.” Then, based on what you have learned, evaluate the mission statements of the
following service companies:
• Microsoft®
“At Microsoft, our mission and values are to help people and businesses throughout the
world realize their full potential.”
• Apple®
“Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork
and professional software. Apple leads the digital music revolution with its iPods and iTunes
online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App
store, and is defining the future of mobile media and computing devices with iPad.”
In your evaluation, consider the positive aspects as well as the shortfalls of the statements. Do your own
additional research on these companies and consider whether the company’s strategic approach aligns
with its mission statement.
Writing the Vision Statement – Comparisons
The vision statement describes the business o.
Materials for Your Works Cited PagesNOTE When you are writing.docxtienboileau
Materials for Your Works Cited Pages
NOTE:
When you are writing your papers for this class, you will notice that some of the versions of the primary texts that I have posted do not have any publication information. This is because I like to present the works to you in a consistent Word format. However, when you write your papers, you will be required to provide a works cited page in proper MLA format. So below you will find pre-made entries that you can cut and paste into the works cited page at the end of your papers. Of course, for any additional material you use, you will have to create the citations yourself.
If you are writing about Dante:
Alighieri, Dante.
The Inferno. Dante On Line
. Societa Dantesca Italiana, n.d. Web. 09 May 2016.
If you are writing about Antigone:
Johnston, Ian, trans.
Sophocles’
Antigone.
442 B.C. n.p. Johnstonia Web. May 2005. Web. 9
May 2016.
If you are writing about The Code of Hammurabi:
"Ancient History Sourcebook: Code of Hammurabi, C. 1780 BCE." Internet History Sourcebooks. n.p., n.d. Web. 16 May 2016.
If you are writing about: Deuteronomy:
Deuteronomy.
New International Version
. Bible Gateway. Web. 5 May 2016.
If you are writing about “The Lottery”:
Jackson, Shirley. “The Lottery.”
Literature: An Introduction to Fiction, Poetry, and Drama
. Ed. X.J. Kennedy and Diana Gioia. 6th ed. New York: Harper Collins, 1995. 298-300. Print.
If you are writing about “The Ones Who Walk Away From Omelas”:
Le, Guin U. K. “The Ones Who Walk Away From Omelas.”
The Wind's Twelve Quarters: Short Stories
. New York: Harper & Row, 1975. Print.
If you are writing about the Trial of Susanna Martin:
Mather, Cotton.
The Wonders of the Invisible World
. 1693. London: John Russell Smith, 1862.
Project Gutenberg
. Web. 9 May 2016.
If you are writing about
12 Angry Men
:
12 Angry Men
. Dir. Sidney Lumet. Perf. Henry Fonda and Lee J. Cobb. MGM Entertainment, 2001.
Berkeley College Digital Campus
. Web. 27 Aug. 2016.
If you are writing about “A Jury of Her Peers”:
Glaspell, Susan. "A Jury of Her Peers."
A Jury of Her Peers
. Provincetown: n.p., 1916. 1-16.
Interactives
. Literature. Web. 21 Mar. 2017.
If you are writing about “In a Grove”:
Akutagawa, Ryunosuke. "In a Grove." 1922.
Feedbooks
. N.p., n.d. Web. 27 Aug. 2016.
If you are writing about “The Lynching of Jube Benson”:
Dunbar, Paul Laurence. “The Lynching of Jube Benson.”
The Heart of Happy Hollow
. 1904.
Lit2Go.
N.p., n.d. Web. 27 Aug. 2016.
If you are writing about “The Adventure of the Sussex Vampire”:
Doyle, Arthur Conan. “The Adventure of the Sussex Vampire.” 1924.
The Complete Sherlock Holmes Canon
. N.p., n.d. Web. 27 Aug. 2016.
If you are writing about “They Can Only Hang You Once”:
Hammett, Dashiell. “They Can Only Hang You Once.” 1932.
E-Reading Club
. N.p., n.d. Web. 27 Aug. 2016.
If you are writing about “An Unbelievable Story of Rape”:
Miller, T. Christian and Armstrong, Ken. “An Unbelievable Story of Rape”
P.
MasubenPrivate equity firm can be very helpful for a company’s g.docxtienboileau
Masuben
Private equity firm can be very helpful for a company’s growth as its money helps in various restructuring of the company as large amounts of funding are invested in the company . It could be very helpful in developing companies' growth from grass root level. As optimum money is invested the production of goods will be more and retailers will get the product on time. Also as money is invested in advancement of technology the cost of production can be low so the retailers could make some more profit and manufacturers can make the product much quicker. As private equity holders are more concerned about their money they are actively involved in business to maximise the value. As the funding is major the return on investment will be huge which can be very helpful for manufacturers and retailers.(Piloto Sincerre, B., Sampaio, J., Famá, R., & Flores, E. S. 2019)
As every coin has two sides, sometimes private equity has its own downside. The biggest threat is to manufacturers as it can lose its ownership. As with private equity, more money is involved in business which leads to loss of a larger share of the business as private equity firms always take the larger majority stake of the business. As a private equity holder becomes actively involved in business, sometimes they overpower the management decision like hiring, business strategy, business decisions and other valuable management responsibilities. The main mission of equity holders is to generate revenue on their investment which might lead to unethical activities as larger money is involved. Also as production is increased there might be more pressure on retailers to sell the item as supply of goods will be more and demand is low.(BACON, N., WRIGHT, M., MEULEMAN, M., & SCHOLES, L. 2012) As larger money is involved the business can grow rapidly across the countries so to conclude private equity can help in growing business more.
2. Maheshwari
Private equity refers to capital that is not traded publicly. The acquisition of public manufacturing and retail firms, therefore, refers to privatization. Part of the entire firm is purchased by a high net worth individual or firm that aims at controlling it. This mostly involves buying the shares of the firm. This is mostly done by institutional investors such as pension funds and equity private firms (Chen, et al., 2020). This kind of acquisition has several effects on the firm. Some of these effects are outlined below.
a)
Huge amounts of funding
The process of private equity acquisition provides firms with a lot of capital that can transform their operations if properly budgeted for and utilized.
b)
Investor Involvement
As a result of the huge amounts of money invested by the institutional investors into the firms, they are actively involved in the operations of the firm to ensure maximization of value as opposed to other options of funding which allow for limited involvement by the lenders.
c)
Higher Retu.
MATH 114Discussion Board Forum 2 PromptPlease also pay close a.docxtienboileau
MATH 114
Discussion Board Forum 2 Prompt
Please also pay close attention to any additional specifications provided by your professor. Professors often will clarify their expectations regarding the format and presentation of your submission.
Topic – Causes of Death in 1980 and 2016
According to the 1980 Census, the United States population was approximately 226,540,000 in 1980. It grew to approximately 323,120,000 at the beginning of 2016. Using Census data for 1980 and estimates derived from mortality data for 2016, we arrive at the population estimates given in the table below:
Year
Total Population
Ages 15–24
Ages 25–44
Ages 45–64
1980
226,540,000
42,475,000
62,707,000
44,497,000
2016
323,120,000
43,500,000
85,150,000
84,300,000
The National Center for Health Statistics published a document entitled “Health, United States, 2015: With Special Feature on Racial and Ethnic Health Disparities” that includes a table listing the leading causes of death in 1980 by age bracket. The CDC further produced a National Vital Statistics Reports that provided similar information for the year 2016. Under the Project Instructions link in Blackboard, you’ll find Discussion Board Forum 2: Data, a spreadsheet showing the leading causes of death in both 1980 and 2016 for these 3 age categories. Each of the first 3 questions has both a computational part and a discussion part. To get full credit for each of the discussion parts, please cite a reference to support your claims. This should not be an excessively difficult task: you can easily find information online for most of the illnesses or other causes listed in the report. All you need to do is provide the website you used (though other resources are also permitted if you prefer to use one of those).
1. Assuming that the population numbers in the above table are relatively accurate, use the Discussion Board Forum 2: Data spreadsheet to compute the deaths per 1000 people for each age group in both 1980 and 2016. Deaths per 1000 people is computed using the formula Deaths per 1000 = (# of deaths) / (total population) Do not round your answer to the nearest whole number, provide at least 2 decimal places (but no more than 4). Give these 6 values (e.g. deaths per 1000 people for ages 15–24 in 1980) and then cite a reference to discuss what might account for the changes between the deaths per 1000 in 1 of these 3 age categories between 1980 and 2016. Your discussion should be at least 40 words.
2. Besides the changes in the overall death rate in the past 3 decades, the leading causes of death vary somewhat between 1980 and 2016. Choose 1 of the 3 age ranges and select 1 cause of death from the Discussion Board Forum 2: Data spreadsheet that strikes you as noteworthy and that appears in both the 1980 and 2016 lists. For the cause of death that you selected, compute the number of deaths per 1000 in both 1980 and 2016 for your chosen age group. Do not round your answer to the nearest whole number,.
MaterialsGeology.com (httpsgeology.comrocks) as .docxtienboileau
Materials:
Geology.com (
https://geology.com/rocks/
) as a reference.
Rock pictures available in in the Google folder “Pictures for Rocks Lab”
Part 1 - Igneous Rocks
1. The texture of igneous rock is typically described as phaneritic, aphanitic, glassy, or vesicular. Briefly
describe
what each of these textures means, and how it relates to the
rate of cooling
to form the rock.
Texture
Description
Rate of Cooling
Phaneritic
Aphanitic
Glassy
Vesicular
2. Using the website and your lecture notes, state the texture for each of the following rocks.
Rock
Texture
Gabbro
Rhyolite
Obsidian
Andesite
Pumice
Granite
Basalt
Diorite
3. The composition of igneous rock is typically described as felsic, intermediate, mafic, or ultramafic. The composition of the igneous rock is determined by the minerals that are in the magma or lava that forms the rock. State the type of color that is found in igneous rocks of each type of composition. (Choose from
light, dark, dark greenish, and in between light and dark.
)
Composition
Color
Felsic
Intermediate
Mafic
Ultramafic
4. Using the website and your notes, state the composition (felsic, intermediate, mafic, ultramafic) for each of the following rocks.
Rock
Composition
Gabbro
Rhyolite
Obsidian
Andesite
Pumice
Granite
Basalt
Diorite
5. Complete the following table to identify the pictures of igneous rocks.
Texture:
phaneritic, aphanitic, glassy, or vesicular
Composition:
felsic, intermediate, mafic, or ultramafic
Igneous Rock Name:
Basalt, granite, etc.
Number
Texture
Composition
Igneous Rock Name
1
2
3
4
5
6
7
8
Part 2 - Sedimentary Rocks
1. Sedimentary rocks are classified by the materials that most directly make up the rock. Briefly describe the three basic types of composition for sedimentary rocks.
Composition
Description
Clastic
Chemical
Organic
2. Using the website and your lecture notes, state the composition of each of the following types of rocks.
Rock
Composition
Sandstone
Coquina
Shale
Bituminous coal
Limestone
Conglomerate
3. Carbonate minerals, such as calcite (CaCO3) will undergo a chemical reaction with HCl to create CO2, which is a gas at room temperature. Therefore, when HCl is applied to these minerals, they will bubble or fizz. Considering which carbonates we have discussed, and which sedimentary rocks are made of these minerals, complete the chart below with which rocks you would expect to produce bubbles when you apply HCl.
Rock
Produce bubbling when HCl is applied?
Sandstone
Coquina
Shale
Bituminous coal
Limestone
Conglomerate
4. Complete the following table to identify the pictures of sedimentary rocks.
Composition:
clastic, chemical, or organic
Mineral Composition
(
for chemical sedimentary rocks only!
): state dominante mineral present
Reaction with HCl:
if reaction with HCl is expected, based on chemical composition
Sedimentary Rock Name:
sandstone, bituminous coal, e.
Master75.18473.416-216.822-62.774-98.972229103.995-200225121
Preference
Fresca
Crush
Dr Pepper
Coke
Pepsi
Intense Carbonation
Refreshing
Adrenline Rush
Unpopular
7-Up
Sierra Mist
Red Bull
Mountain Dew
Not Healthy
High Caffeine
Energy Boost
Fruity
Classy
Good Reputation
Sweet
Original Flavor
Tastes Bad
Hard to Find
Bold Packages
Sheet1cocacola129.23775.184pepsi170.07973.416fresca-185-216.822sierramist36.859-62.7747-up47.399-98.972Adrenaline Rush-225229Red Bull-45103.995crush-120-200mountaindew-35225drpepper115121
Preference Line
Preference Line75.18473.416-216.822-62.774-98.972229103.995-200225121
Preference
Fresca
Crush
Dr Pepper
Coke
Pepsi
Adrenline Rush
7-Up
Sierra Mist
Red Bull
Mountain Dew
Competitive Clusters
Competitive Clusters75.18473.416-216.822-62.774-98.972229103.995-200225121
Fresca
Crush
Dr Pepper
Coke
Pepsi
Adrenline Rush
7-Up
Sierra Mist
Red Bull
Mountain Dew
Sheet2
Human Resource Information Management Model based on
Blockchain Technology
Xin Wang
School of Traffic and Transportation Management
Dalian Maritime University
Dalian, P. R. China
Libo Feng*, Hui Zhang
Digital Society & Blockchain Laboratory,
School of Computer Science and Engineering,
Beihang University
Beijing, P. R. China
Chan Lyu,
Assistant Professor, School of Business,
Macau University of Science and Technology
Macau, P. R. China
Li Wang Yue You
School of Economics and Management
Beihang University
Beijing, P. R. China
Abstract
The authenticity of human resource
information has become an important factor that
affects the cost and efficiency of human resource
management. With the rapid development of
mobile devices and Internet technology, various
human resource risks caused by information
asymmetry constantly bring economic loss, and
even a fatal blow, to enterprises. Based on
Blockchain(BC), this paper aims to combine
traditional encryption technology with Internet-
distributed technology, to establish a human
resource information management model that
reduces the risk of authenticity of human resource
information. This model aims to solve the lack of
discrimination of the authenticity of human
resource information, and to provide authentic and
effective decision support information to the
human resource management of an organization.
The operation method, such as Bitcoin, is used to
certify the human resource documentations, as
well as to bind the information and the
documentation. Furthermore, human resource
information is recorded in an accounting book
based on BC technology; thus, modifying and
validating may be difficult in the entire net work.
Consensus mechanism, smart contract, accounting,
and payment functions of BC can provide the basic
support for human resource information
management. Moreover, decentralization of the
protection mechanism can be achieved to achieve
low cost and high efficiency of information transfer,
and to ensure a.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
Management Principles for HealthProfessionalsSeventh.docx
1. Management Principles for Health
Professionals
Seventh Edition
Joan Gratto Liebler, MA, MPA, RHIA
Professor Emerita
Health Information Management
Temple University
Philadelphia, Pennsylvania
Charles R. McConnell, MBA, CM
Consultant
Human Resources and Health Care Management
Ontario, New York
2
World Headquarters
Jones & Bartlett Learning
5 Wall Street
Burlington, MA 01803
978-443-5000
[email protected]
www.jblearning.com
3. advertising or product endorsement
purposes. All trademarks displayed are the trademarks of the
parties noted herein.
Management Principles for Health Professionals, Seventh
Edition is an independent
publication and has not been authorized, sponsored, or
otherwise approved by the owners of
the trademarks or service marks referenced in this product.
There may be images in this book that feature models; these
models do not necessarily
endorse, represent, or participate in the activities represented in
the images. Any screenshots
in this product are for educational and instructive purposes
only. Any individuals and
scenarios featured in the case studies throughout this product
may be real or fictitious, but are
used for instructional purposes only.
08800-7
3
mailto:[email protected]arning.com
http://www.jblearning.com
http://www.jblearning.com
mailto:[email protected]
Production Credits
Publisher: Michael Brown
Associate Editor: Nicholas Alakel
Senior Production Editor: Nancy Hitchcock
Senior Marketing Manager: Sophie Teague
Production Services Manager: Colleen Lamy
VP, Manufacturing and Inventory Control: Therese Connell
5. http://lccn.loc.gov/2015048788
Contents
Preface
About the Authors
What’s New in the Seventh Edition
Chapter 1 The Dynamic Environment of Health Care
The Dynamic Environment of Health Care
Client/Patient Characteristics
Trends Relating to Practitioners and Caregivers
The Healthcare Setting: Formal Organizational Patterns and
Levels
of Care
Laws, Regulations, and Accrediting Standards
The Impact of Technology
Reimbursement and Patterns of Payment
The Managed Care Era
Who is Really Paying the Bills?
Reimbursement System Weaknesses
Social and Ethical Factors
The Role Set of the Healthcare Practitioner as Manager
Management as an Art and a Science
Exercise: Becoming a Split-Department Manager
Notes
Chapter 2 The Challenge of Change
The Impact of Change
The Manager as Change Agent
Review of Successful Change
Change and Resistance to Change
One More Challenge: The Patient Protection and Affordable
6. Care
Act of 2010
Case: In Need of Improvement?
Chapter 3 Organizational Adaptation and Survival
The Organization as a Total System
The History of Management
5
The Systems Approach
Formal Versus Informal Organizations
Classification of Organizations
Classification of Healthcare Organizations
Classic Bureaucracy
Consequences of Organizational Form
The Clientele Network
Clients
Suppliers
Advisers
Controllers
Adversaries
Coalitions for Building Community and Client Involvement
Example of Clientele Network for a Physical Therapy Unit
Introducing Organizational Survival Strategies
Bureaucratic Imperialism
Co-Optation
Hibernation and Adaptation
Goal Succession, Multiplication, and Expansion
Organizational Life Cycle
Notes
Chapter 4 Leadership and the Manager
7. Change and the Manager
Why Follow the Manager?
The Concept of Power
The Concept of Influence
The Concept of Formal Authority
The Importance of Authority
Sources of Power, Influence, and Authority
Restrictions on the Use of Authority
Importance of Delegation
Leadership
Some Final Thoughts about Authentic Personal Leadership
Case: Authority and Leadership: Rising from the Ranks
Case: Discipline and Documentation—Here She Goes Again
Notes
6
Chapter 5 Planning and Decision Making
Characteristics of Planning
Participants in Planning
The Planning Process
Planning Constraints or Boundaries
Characteristics of Effective Plans
Core Values, Philosophy, Heritage Statement, and Mission
Overall Goals
Objectives
Functional Objectives
Policies
Procedures
Methods
Rules
Project Planning
Elements and Examples of Major Projects
The Plan and the Process
8. Decision Making
Decision-Making Tools and Techniques
Exercise: From Intent to Action: The Planning Path
Exercise: Plans Are What?
Exercise: Goals, Objectives, and Procedures
Case: Paid to Make Decisions?
Notes
Chapter 6 Organizing and Staffing
The Process of Organizing
Fundamental Concepts and Principles
The Span of Management
Line and Staff Relationships
The Dual Pyramid form of Organization in Health Care
Basic Departmentation
Specific Scheduling
Flexibility in Organizational Structure
The Organizational Chart
The Job Description
The Management Inventory
The Credentialed Practitioner as Consultant
7
The Independent Contractor
Guidelines for Contracts and Reports
Exercise: Creating Organizational Charts
Exercise: Developing a Job Description
Appendix 6–A: Sample Contract for a Health Information
Consultant
Appendix 6–B: Sample Cover Letter and Report
Chapter 7 Committees and Teams
9. The Nature of Committees
The Purposes and Uses of Committees
Limitations and Disadvantages of Committees
Enhancement of Committee Effectiveness
The Committee Chairperson
Committee Member Orientation
Minutes and Proceedings
Where Do Teams Fit In?
As Employee Involvement Increases
Employee Teams and Their Future
Exercise: Committee Structures
Case: The Employee Retention Committee Meeting
Chapter 8 Budget Planning and Implementation
The Revenue Cycle
The Budget
Uses of the Budget
Budget Periods
Types of Budgets
Approaches to Budgeting
The Budgetary Process
Capital Expenses
Supplies and Other Expenses
The Personnel Budget
Direct and Indirect Expenses
Budget Justification
Budget Variances
The General Audit
Sample Budget: Health Information Service
8
Exercise: Adjusting the Budget
10. Chapter 9 Training and Development: The Backbone of
Motivation and
Retention
Employee Development
Orientation
Training
Mentoring
Clinical Affiliation/Clinical Practice Program and Contract
Exercise: What to Do When Budget Cutting Threatens Training?
Case: The Department’s “Know-It-All”
Appendix 9–A: Training Design: Release of Information
Chapter 10 Adaptation, Motivation, and Conflict
Management
Adaptation and Motivation
Theories of Motivation
Practical Strategies for Employee Motivation
Appreciative Inquiry
Motivation and Downsizing
Conflict
Organizational Conflict
Discipline
The Labor Union and the Collective Bargaining Agreement
Labor Unions in Health Care: Trends and Indicators
Case: A Matter of Motivation: The Delayed Promotion
Case: Charting a Course for Conflict Resolution—“It’s a
Policy”
Notes
Appendix 10–A: Sample Collective Bargaining Agreement
Chapter 11 Communication: The Glue That Binds Us
Together
A Complex Process
Communication and the Individual Manager
Verbal (Oral) Communication
11. Written Communication
Communication in Organizations
Orders and Directives
Case: The Long, Loud Silence
Case: Your Word Against His
9
Notes
Chapter 12 The Middle Manager and Documentation of
Critical
Management Processes
The Strategic Plan
The Annual Report
The Executive Summary
Major Project Proposal
Business Planning for Independent Practice
The Due Diligence Review
Exercise: Preparing Your Business Plan
Appendix 12–A: Newman Eldercare Services, Inc.: Strategic
Plan
Appendix 12–B: Annual Report of the Health Information
Services
Appendix 12–C: Executive Summary: Annual Report of the
Health
Information Services
Appendix 12–D: Sample Project Proposal for Funding
Chapter 13 Improving Performance and Controlling the
Critical Cycle
Quality, Excellence, and Continuous Performance Improvement
12. The Search for Excellence: A Long and Varied History
The Management Function of Controlling
Benchmarking
Tools of Control
The Critical Cycle
Exercise: Choosing an Adequate Control Mechanism—What Fits
Best?
Exercise: Promoting Total Quality Management
Note
Chapter 14 Human Resources Management: A Line
Manager’s Perspective
“Personnel” Equals People
A Vital Staff Function
A Service of Increasing Value
Increase in Employee-Related Tasks
Learning about Your Human Resources Department
Putting the Human Resources Department to Work
Some Specific Action Steps
Further Use of Human Resources
10
Wanted: Well-Considered Input
Understanding Why as Well as What
Legal Guides for Managerial Behavior
An Increasingly Legalistic Environment
Emphasis on Service
Case: With Friends Like This ...
Case: The Managerial “Hot Seat”
Note
Chapter 15 Day-to-Day Management for the Health
13. Professional-as-
Manager
A Second and Parallel Career
Two Hats: Specialist and Manager
A Constant Balancing Act
The Ego Barrier
The Professional Managing the Professional
Leadership and the Professional
Some Assumptions about People
Style and Circumstances
The Professional and Change
Methods Improvement
Employee Problems
Communication and the Language of the Professional
An Open-Ended Task
The Next Step?
Case: Professional Behavior—The Bumping Game
Case: Delegation Difficulties—The Ineffective Subordinate
Notes
Index
11
Preface
This book is intended for healthcare professionals who regularly
perform the classic
functions of a manager as part of their job duties—planning,
organizing, decision
making, staffing, leading or directing, communicating, and
motivating—yet have
not had extensive management training. Healthcare practitioners
14. may exercise these
functions on a continuing basis in their roles as department
directors or unit
supervisors, or they may participate in only a few of these
traditional functions, such
as training and development of unit staff. In any case,
knowledge of management
theory is an essential element in professional training, because
no single function is
ever addressed independently of all others.
In this book, emphasis is placed on definitions of terms,
clarification of concepts,
and, in some cases, highly detailed explanations of processes
and concepts. The
examples reflect typical practices in the healthcare setting.
However, all examples
are fictitious and none are intended as legal, financial, or
accreditation advice.
Every author must decide what material to include and what
level of detail to
provide. The philosopher and pundit Samuel Johnson observed,
“A man will turn
over half a library to make one book.” We have been guided by
experience gained in
the classroom, as well as in many training and development
workshops for
healthcare practitioners. Three basic objectives determined the
final selection and
development of material:
1. Acquaint the healthcare practitioner with management
concepts essential to
the understanding of the organizational environment within
which the
15. functions of the manager are performed. Some material
challenges
assumptions about such concepts as power, authority, influence,
and
leadership. Some of the discussions focus on relatively new
concepts such as
appreciative inquiry approaches to motivation and conflict
management,
cultural proficiency and diversity training, changes in
credentialing, and job
duties of technical support personnel. Practitioners must keep
abreast of
developing trends in management, guarding against being “the
last to know.”
2. Provide a base for further study of management concepts.
Therefore, the
classic literature in the field is cited, major theorists are noted,
and terms are
defined, especially where there is a divergence of opinion in
management
literature. We all stand on the shoulders of the management
“giants” who
paved the way in the field; a return to original sources is
encouraged.
3. Provide sufficient detail in selected areas to enable the
practitioner to apply
12
the concepts in day-to-day situations. Several tools of planning
and control,
such as budget preparation and justification, training design,
16. project
management, special reports (e.g., the annual report, a strategic
plan, a due
diligence assessment, a consultant’s report), and labor union
contracts, are
explained in detail.
We have attempted to provide enough information to make it
possible for the
reader to use these tools with ease at their basic level. It is the
authors’ hope that the
readers will contribute to the literature and practice of
healthcare management as
they grow in their professional practice and management roles.
We are grateful to
our many colleagues who have journeyed with us over the years
and shared their
ideas with us.
Joan Gratto Liebler
Charles R. McConnell
13
About the Authors
Joan Gratto Liebler, MA, MPA, RHIA, is Professor Emerita,
Health Information
Management, at Temple University, Philadelphia, Pennsylvania.
She has more than
36 years of professional experience in teaching and research in
healthcare settings.
In addition to teaching, her work and consulting experience
include engagement
17. with community health centers, behavioral health settings,
schools, industrial clinics,
prisons, and long-term care, acute care, and hospice facilities.
She has also been an
active participant in area-wide healthcare planning, end-of-life
care coalitions, and
area-wide emergency and disaster planning.
Ms. Liebler is also the author of Medical Records: Policies and
Guidelines and
has authored numerous journal articles and contributed chapters
relating to health
information management.
Ms. Liebler holds the degrees of Master of Arts (concentration
in Medical
Ethics), St. Charles Borromeo Seminary, Philadelphia,
Pennsylvania, and Master of
Public Administration, Temple University, Philadelphia,
Pennsylvania. She is a
credentialed Registered Health Information Administrator.
Charles R. McConnell, MBA, CM, is an independent healthcare
management and
human resources consultant and freelance writer specializing in
business,
management, and human resources topics. For 11 years he was
active as a
management engineering consultant with the Management and
Planning Services
(MAPS) division of the Hospital Association of New York State
(HANYS), and he
later spent 18 years as a hospital human resources manager. As
author, coauthor,
and anthology editor, he has published more than 30 books and
has contributed
18. several hundred articles to various publications. He is in his
35th year as editor of
the quarterly professional journal The Health Care Manager.
Mr. McConnell received a Master of Business Administration
and a Bachelor of
Science degree in Engineering from the State University of New
York at Buffalo.
14
What’s New in the Seventh Edition
Management Principles for Health Professionals, Seventh
Edition continues to
present foundational principles of management in the context of
contemporary
health care. The Seventh Edition reflects current issues by
linking them to basic
principles. Newly added examples include corporate
compliance, standards of
conduct and mandatory reporting, eHealth (its expansion, plus
issues relating to
reimbursement), revenue cycle considerations, cultural
competency and diversity
training, and comparative effectiveness reviews. There is
continuing expansion of
material relating to the Health Insurance Portability and
Accountability Act
(HIPAA), electronic health records/personal health records, due
diligence reviews,
and healthcare reform legislation.
Examples and exhibits have been updated throughout. Examples
19. reflect a wide
variety of settings, including acute care, observation units,
urgent care, rural critical
access care facilities, neighborhood health centers, secure
personal care units,
continuing care facilities, and rapid treatment centers. These
examples feature
various patient groups, including the frail elderly, at-risk youth,
and homeless
youths and adults. A full-scale plan, with 500-day
implementation schedule, is
included to illustrate project management. Newly emerging
jobs/positions are
included, such as compliance officer, privacy specialist, data
quality and analysis
specialist, and contractual management teams.
SPECIFIC CHAPTER UPDATES
Chapter 1, “The Dynamic Environment of Health Care,”
presents a template for
analyzing megatrends in health care with attention to clients,
families as caregivers,
professional practitioners, the healthcare marketplace and
settings, the impact of
technology (including eHealth and virtual health), data mining,
the health
information exchange, and social/cultural factors. An expanded
section on financing
and reimbursement is included. The characteristics of the
effective manager are
delineated.
Chapter 2, “The Challenge of Change,” includes detailed
examples relating to the
continued implementation of the electronic health record
(including outreach
20. campaigns and meaningful use initiatives), the organizational
restructuring resulting
from marketplace forces, and continuing impact of healthcare
reform legislation.
Chapter 3, “Organizational Adaptation and Survival,” includes
expanded
15
discussion of competition and adversarial relationships.
Extensive analysis of the
effects of mergers, partial or full closure of a facility, and the
final stages in the
organizational life cycle is made. The main features of the
manager’s concerns and
activities during this phase are amplified.
Chapter 4, “Leadership and the Manager,” was formerly Chapter
12, “Authority,
Leadership, and Supervision.” The material concerned with
knowing one’s own
leadership style has been expanded. Information presented on
orders and directives
has been moved to Chapter 11, “Communication,” and the
discussion of supervision
and discipline has been moved to Chapter 10, “Adaptation,
Motivation, and Conflict
Management.”
Chapter 5, “Planning and Decision Making,” adds material
relating to the
consequences of delaying decision making or not making
decisions at all, along with
21. the second- and third-order impact of decisions. More examples
of the after-action
report are included. Under the topic of planning, project
management is presented,
including the role of the project manager along with project
evaluation through
process and outcome reviews. A complete project, coupled with
a 500-day
implementation plan, is provided to illustrate the extensive
nature of project
delineation, activity description, and evaluation cycles.
Chapter 6, “Organizing,” provides additional discussion of the
job analysis,
classification, and job description interrelationship.
New/emerging/changing job
titles and responsibilities are included (e.g., corporate
compliance officer, data
quality specialist, privacy officer). Standards of conduct and
mandatory reporting
are added to the orientation module. The role and function of
the external, contract
management team is delineated. The changing characteristics of
the work force are
highlighted. The management inventory to forecast staffing
needs is developed. The
consultant report reflects current issues relating to transition
from hard copy to
electronic health records, and the resulting legacy systems,
changes in data entries,
studies relating to shorter stay admissions compared to balance-
of-life admissions in
skilled care, the necessity of studies relating to patterns of
readmission to acute care,
and studies about secure personal care units (including
suspected elder abuse
22. because of involuntary seclusion).
Chapter 7, “Committees and Teams,” offers refined and
expanded information
concerning employee teams and their legality and advice and
guidance for building
and maintaining a departmental team.
Chapter 8, “Budget Planning and Implementation,” is
essentially the same as the
former Chapter 7, “Budgeting: Controlling the Ultimate
Resource.”
Chapter 9, “Training and Development: The Backbone of
Motivation and
Retention,” includes new material that reflects diversity and
cultural competence.
New material has also been added to address the mutual
responsibilities, and the
elements of an affiliation agreement/contract between the
healthcare organization
16
and external academic programs for clinical practice rotations.
Additional aspects of
the training design are included to reflect the needs assessment
for training, aspects
of interpersonal skills, and challenges associated with difficult
client interaction.
Chapter 10, “Adaptation, Motivation, and Conflict
Management,” includes an
explanation of motivational strategies for dealing with crisis
23. incidents. The impact
of downsizing is explained in detail, including the environment
created when layoffs
occur, the effects on employees who must be released, and the
reactions of
“survivors” who are expected to do more with less at a time
when morale and
motivation have been adversely affected. Labor union trends
and issues are
highlighted, and the sample labor contract has been updated.
Chapter 11, “Communication: The Glue That Binds Us
Together,” formerly
Chapter 14, stresses plans and preparations for addressing
communication during a
crisis via the need for disaster planning. Material concerning
“the grapevine” and the
manager’s role in rumor control is presented, and information
concerning orders and
directives has been moved here from an earlier chapter.
Chapter 12, “The Middle Manager and Documentation of
Critical Management
Processes,” includes full-scale examples of reports, strategic
plans, and due
diligence reviews. Current points of emphasis, including
regional health information
exchanges, telecommuting issues, upgrading job titles and
content (including
certifications and qualifications), participation in clinical
practice programs, and
achievements related to external rating reviews (e.g., Medicare
Five-Star rating) are
described.
Chapter 13, “Improving Performance and Controlling the
24. Critical Cycle,”
discusses ideas for topics for studies that reflect current issues
such as comparative
effectiveness evaluation, outcome measurement, Recovery Audit
Contractor audits
and payment error reviews, American Health Information
Management Association
(AHIMA) governance principles, issues specific to critical
access/rural facilities
(e.g., use of and reimbursement for telehealth, swing bed usage,
pattern of transfer
to regional tertiary centers), no-show and cancelled appointment
patterns, and
cultural and linguistic services. Seven categories of
performance improvement
studies are also described. In addition, selected strategies of
improvement processes
are noted, including rapid cycle improvement,
waterfall/cascading impact reviews,
and root cause analysis. An application of dashboard reporting
is given, reflecting its
use in a disaster situation. Three examples are given to reflect
the unanticipated
consequence of planning: when an improvement fails and
negative outcomes occur.
Chapter 14, “Human Resources Management: A Line Manager’s
Perspective,”
formerly Chapter 13, is essentially unchanged from the previous
edition, although
laws applicable to employment are reviewed for updates.
Chapter 15, “Day-to-Day Management for the Health
Professional-as-Manager,”
has been slightly expanded to address the development and
management of one’s
25. 17
own career.
18
CHAPTER 1
The Dynamic Environment of
Health Care
CHAPTER OBJECTIVES
• Describe the healthcare environment as it has evolved since
the middle to
late 1960s with attention to the dynamic interplay of key
factors.
• Examine megatrends in the healthcare environment with
attention to:
○ Client characteristics
○ Professional practitioners and caregivers
○ Healthcare marketplace and settings
○ Applicable laws, regulations, and standards
○ Impact of technology
○ Privacy and security considerations
○ Financing of health care
○ Social and cultural factors
• Identify the role set of the healthcare practitioner as manager.
• Review the classic functions of the manager.
26. • Define and differentiate between management as an art and a
science.
• Conceptualize the characteristics of an effective manager.
THE DYNAMIC ENVIRONMENT OF HEALTH
CARE
The contemporary healthcare environment is a dynamic one,
combining enduring
patterns of practice with evolving ones to meet challenges and
opportunities of
changing times. The healthcare organization is a highly visible
one in most
19
communities. It is a fixture with deep roots in the social,
religious, fraternal, and
civic fabric of the society. It is a major economic force,
accounting for
approximately one-sixth of the national economy. In some local
settings, the
healthcare organization is one of the major employers, with the
local economy tied
to this sector. The image of the hospital is anchored in personal
lives: it is the place
of major life events, including birth and death, and episodes of
care throughout
one’s life. Families recount the stories of “remember the time
when we all rushed to
the hospital ...” and similar recollections. The hospital is
anchored in the popular
culture as a common frame of reference. People express, in
ordinary terms, their
stereotypic reference to the healthcare setting: “He works up at
27. the hospital,” “Oh
yes, we made another trip to the emergency room,” or “I have a
doctor’s
appointment.” Popular media also uses similar references;
television shows
regularly feature dramatic scenes in the acute care hospital,
with the physician as an
almost universally visible presence. Care is often depicted as
happening in the
emergency department.
On closer examination, one recognizes that, in fact, many
changes have occurred
in the healthcare environment. The traditional hospital remains
an important hub of
care but with many levels of care and physical locations. The
physician continues to
hold a major place on the healthcare team, but there has been a
steady increase in the
development and use of other practitioners (e.g., nurse midwife,
physical therapist as
independent agent, physician assistant) to complement and
augment the physician’s
role. A casual conversation reflects such change; a person is
just as likely to go to
the mall to get a brief physical examination at a walk-in,
franchised clinic as he or
she would be to go to the traditional physician’s office. One
might get an annual
“flu” shot at the grocery store or smoking cessation counseling
from the pharmacist
at a commercial drug store. One might have an appointment for
care with a nurse
practitioner instead of a physician. Instead of using an
emergency service at a
hospital, one might receive health care at an urgent care service
28. or clinic.
Although the setting and practitioners have developed and
changed, the
underlying theme remains: how to provide health care that is the
best, most
effective, accessible, and affordable, in a stable yet flexible
delivery system. …