Read the following scenario and analyze how this situation should be handled.
Scenario
John, a health management student completing an internship at Memorial Hospital, has been appointed chair of a multidisciplinary clinical taskforce by the hospital's CEO. The taskforce will design a new operational system to reduce the waiting time of patients entering the hospital's emergency room (ER). Although John had no clinical experience, he had successfully completed a course in operations management prior to beginning his internship and was excited to apply his new knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the hospital's ER, it could take up to eight hours from the time the patient was initially triaged by a nurse to the time the patient was either discharged home or admitted as an inpatient by the physician. The CEO said, "Due to quality of patient care issues, this timeframe is unacceptable and the taskforce needs to come up with solutions to this problem. My goal is to reduce the "turnaround" time for the patient from eight hours to two hours."
Prior to being assigned as the chair of this taskforce, John had informally observed the operations of the hospital's ER and noted that many of the bottlenecks causing patient care delays were caused by operational issues such as nurses filling out duplicate forms and a lack of communication between the hospital departments (for example, radiology) when the ER physicians ordered tests or were waiting for test results to confirm their diagnoses. These bottlenecks caused a slow turnover of the ER's examination rooms and unnecessary paperwork resulting in the ineffective use of both the physicians' and nurses' time.
In addition to John, the CEO assigned Dr. Smith, the medical director of the hospital's ER, and Mary, the ER nurse manager, to the taskforce. As chair of the taskforce, John scheduled an initial meeting for 10:00 a.m., the following Monday. John was surprised that both Dr. Smith and Mary arrived twenty minutes late to the meeting saying that this was "taking valuable time away from their normal assignments." John started the meeting by first introducing himself. Before this meeting, he had no interactions with Dr. Smith and Mary. He then reviewed the current statistics of the average wait time for a patient presenting to the ER and the hospital's CEO desire to reduce this time. He then opened the meeting for comments and suggestions.
Dr. Smith spoke first, "In my opinion, the current operational systems that we have in place are just fine. We just need more ER physicians and examination rooms so that more patients can be seen." Dr. Smith told John to recommend that the operational systems were good enough and that the hospital should build a new wing for additional ER exam rooms and hire more physicians.
Interrupting Dr. Smith, John said, "The hospital has a very limited capital budget and no funds have been allocated for build.
ScenarioJohn, a health management student completing an internsh.docxpotmanandrea
Scenario
John, a health management student completing an internship at Memorial Hospital, has been appointed chair of a multidisciplinary clinical taskforce by the hospital's CEO. The taskforce will design a new operational system to reduce the waiting time of patients entering the hospital's emergency room (ER). Although John had no clinical experience, he had successfully completed a course in operations management prior to beginning his internship and was excited to apply his new knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the hospital's ER, it could take up to eight hours from the time the patient was initially triaged by a nurse to the time the patient was either discharged home or admitted as an inpatient by the physician. The CEO said, "Due to quality of patient care issues, this timeframe is unacceptable and the taskforce needs to come up with solutions to this problem. My goal is to reduce the "turnaround" time for the patient from eight hours to two hours."
Prior to being assigned as the chair of this taskforce, John had informally observed the operations of the hospital's ER and noted that many of the bottlenecks causing patient care delays were caused by operational issues such as nurses filling out duplicate forms and a lack of communication between the hospital departments (for example, radiology) when the ER physicians ordered tests or were waiting for test results to confirm their diagnoses. These bottlenecks caused a slow turnover of the ER's examination rooms and unnecessary paperwork resulting in the ineffective use of both the physicians' and nurses' time.
In addition to John, the CEO assigned Dr. Smith, the medical director of the hospital's ER, and Mary, the ER nurse manager, to the taskforce. As chair of the taskforce, John scheduled an initial meeting for 10:00 a.m., the following Monday. John was surprised that both Dr. Smith and Mary arrived twenty minutes late to the meeting saying that this was "taking valuable time away from their normal assignments." John started the meeting by first introducing himself. Before this meeting, he had no interactions with Dr. Smith and Mary. He then reviewed the current statistics of the average wait time for a patient presenting to the ER and the hospital's CEO desire to reduce this time. He then opened the meeting for comments and suggestions.
Dr. Smith spoke first, "In my opinion, the current operational systems that we have in place are just fine. We just need more ER physicians and examination rooms so that more patients can be seen." Dr. Smith told John to recommend that the operational systems were good enough and that the hospital should build a new wing for additional ER exam rooms and hire more physicians.
Interrupting Dr. Smith, John said, "The hospital has a very limited capital budget and no funds have been allocated for building more facilities. We need to redesign the operational system to be mor.
Fiedlers Contingency TheoryIn this assignment, you will analy.docxmydrynan
Fiedler's Contingency Theory
In this assignment, you will analyze Fiedler's Contingency Theory and learn to identify the most effective leadership style to use in different situations.
Tasks
Based on your research, understanding of the Fiedler's Contingency Theory, and the above scenario, create a 4- to 5-page Microsoft Word document to address the following questions:
· What is Fiedler's Contingency Theory? How did it develop? What are its applications? What are its pros and cons?
· Does everyone have just one leadership style or can it vary? Why? What factors exert pressure to influence a shift in leadership style? Are the factors exerting pressure to influence a shift in leadership style appropriate with respect to merit an measure? Why or why not?
· What factors influence a leader to adopt a specific style (personal traits, characteristics, environment, and so on)?
· What role do communications, dynamic listening, and conflict resolution play for a leader?
· Using Fiedler's Contingency Theory, how would you help John determine what leadership style he should use? Why?
· What is the relevance of ethics in the above scenario?
· Which leadership style do you consider the best? Why?
· What would be the most effective leadership style in the above case scenario using Fiedler's Contingency Theory? Why?
· Assess your own leadership qualities using what you've learned. What is your natural leadership style? Are you task-oriented or relationship-oriented leader?
Support your responses with appropriate research, reasoning, and examples.
Using the Scholarly Online Library or the Internet, conduct research to gain a greater understanding of Fiedler's Contingency Theory.
Read the following scenario and analyze how this situation should be handled.
Scenario
John, a health management student completing an internship at Memorial Hospital, has been appointed chair of a multidisciplinary clinical taskforce by the hospital's CEO. The taskforce will design a new operational system to reduce the waiting time of patients entering the hospital's emergency room (ER). Although John had no clinical experience, he had successfully completed a course in operations management prior to beginning his internship and was excited to apply his new knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the hospital's ER, it could take up to eight hours from the time the patient was initially triaged by a nurse to the time the patient was either discharged home or admitted as an inpatient by the physician. The CEO said, "Due to quality of patient care issues, this timeframe is unacceptable and the taskforce needs to come up with solutions to this problem. My goal is to reduce the "turnaround" time for the patient from eight hours to two hours."
Prior to being assigned as the chair of this taskforce, John had informally observed the operations of the hospital's ER and noted that many of the bottlenecks caus ...
In this assignment, you will analyze Fiedlers Contingency Theor.docxrochellscroop
In this assignment, you will analyze Fiedler's Contingency Theory and learn to identify the most effective leadership style to use in different situations. Using the South University Online Library or the Internet, conduct research to gain a greater understanding of Fiedler's Contingency Theory.
Scenario:
Read the following scenario and analyze how this situation should be handled:
John, a health management student completing an internship at Memorial Hospital, has been appointed chair of a multidisciplinary clinical taskforce by the hospital's CEO. The taskforce will design a new operational system to reduce the waiting time of patients entering the hospital's emergency room (ER). Although John had no clinical experience, he had successfully completed a course in operations management prior to beginning his internship and was excited to apply his new knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the hospital's ER, it could take up to eight hours from the time the patient was initially triaged by a nurse to the time the patient was either discharged home or admitted as an inpatient by the physician. The CEO said, "Due to quality of patient care issues, this timeframe is unacceptable and the taskforce needs to come up with solutions to this problem. My goal is to reduce the "turnaround" time for the patient from eight hours to two hours."
Prior to being assigned as the chair of this taskforce, John had informally observed the operations of the hospital's ER and noted that many of the bottlenecks causing patient care delays were caused by operational issues such as nurses filling out duplicate forms and a lack of communication between the hospital departments (for example, radiology) when the ER physicians ordered tests or were waiting for test results to confirm their diagnoses. These bottlenecks caused a slow turnover of the ER's examination rooms and unnecessary paperwork resulting in the ineffective use of both the physicians' and nurses' time.
In addition to John, the CEO assigned Dr. Smith, the medical director of the hospital's ER, and Mary, the ER nurse manager, to the taskforce. As chair of the taskforce, John scheduled an initial meeting for 10:00 a.m., the following Monday. John was surprised that both Dr. Smith and Mary arrived twenty minutes late to the meeting saying that this was "taking valuable time away from their normal assignments." John started the meeting by first introducing himself. Before this meeting, he had no interactions with Dr. Smith and Mary. He then reviewed the current statistics of the average wait time for a patient presenting to the ER and the hospital's CEO desire to reduce this time. He then opened the meeting for comments and suggestions.
Dr. Smith spoke first, "In my opinion, the current operational systems that we have in place are just fine. We just need more ER physicians and examination rooms so that more patients can be seen." Dr. Smi.
ScenarioJohn, a health management student completing an internship.docxpotmanandrea
Scenario
John, a health management student completing an internship at Memorial Hospital, has been appointed chair of a multidisciplinary clinical taskforce by the hospital's CEO. The taskforce will design a new operational system to reduce the waiting time of patients entering the hospital's emergency room (ER). Although John had no clinical experience, he had successfully completed a course in operations management prior to beginning his internship and was excited to apply his new knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the hospital's ER, it could take up to eight hours from the time the patient was initially triaged by a nurse to the time the patient was either discharged home or admitted as an inpatient by the physician. The CEO said, "Due to quality of patient care issues, this timeframe is unacceptable and the taskforce needs to come up with solutions to this problem. My goal is to reduce the "turnaround" time for the patient from eight hours to two hours."
Prior to being assigned as the chair of this taskforce, John had informally observed the operations of the hospital's ER and noted that many of the bottlenecks causing patient care delays were caused by operational issues such as nurses filling out duplicate forms and a lack of communication between the hospital departments (for example, radiology) when the ER physicians ordered tests or were waiting for test results to confirm their diagnoses. These bottlenecks caused a slow turnover of the ER's examination rooms and unnecessary paperwork resulting in the ineffective use of both the physicians' and nurses' time.
In addition to John, the CEO assigned Dr. Smith, the medical director of the hospital's ER, and Mary, the ER nurse manager, to the taskforce. As chair of the taskforce, John scheduled an initial meeting for 10:00 a.m., the following Monday. John was surprised that both Dr. Smith and Mary arrived twenty minutes late to the meeting saying that this was "taking valuable time away from their normal assignments." John started the meeting by first introducing himself. Before this meeting, he had no interactions with Dr. Smith and Mary. He then reviewed the current statistics of the average wait time for a patient presenting to the ER and the hospital's CEO desire to reduce this time. He then opened the meeting for comments and suggestions.
Dr. Smith spoke first, "In my opinion, the current operational systems that we have in place are just fine. We just need more ER physicians and examination rooms so that more patients can be seen." Dr. Smith told John to recommend that the operational systems were good enough and that the hospital should build a new wing for additional ER exam rooms and hire more physicians.
Interrupting Dr. Smith, John said, "The hospital has a very limited capital budget and no funds have been allocated for building more facilities. We need to redesign the operational system to be more eff.
Fiedlers Contingency TheoryIn this assignment, you will analyze F.docxRAJU852744
Fiedler's Contingency Theory
In this assignment, you will analyze Fiedler's Contingency Theory and learn to identify the most effective leadership style to use in different situations.
Using the South University Online Library or the Internet, conduct research to gain a greater understanding of Fiedler's Contingency Theory.
Read the following scenario and analyze how this situation should be handled.
Scenario
John, a health management student completing an internship at Memorial Hospital, has been appointed chair of a multidisciplinary clinical taskforce by the hospital's CEO. The taskforce will design a new operational system to reduce the waiting time of patients entering the hospital's emergency room (ER). Although John had no clinical experience, he had successfully completed a course in operations management prior to beginning his internship and was excited to apply his new knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the hospital's ER, it could take up to eight hours from the time the patient was initially triaged by a nurse to the time the patient was either discharged home or admitted as an inpatient by the physician. The CEO said, "Due to quality of patient care issues, this timeframe is unacceptable and the taskforce needs to come up with solutions to this problem. My goal is to reduce the "turnaround" time for the patient from eight hours to two hours."
Prior to being assigned as the chair of this taskforce, John had informally observed the operations of the hospital's ER and noted that many of the bottlenecks causing patient care delays were caused by operational issues such as nurses filling out duplicate forms and a lack of communication between the hospital departments (for example, radiology) when the ER physicians ordered tests or were waiting for test results to confirm their diagnoses. These bottlenecks caused a slow turnover of the ER's examination rooms and unnecessary paperwork resulting in the ineffective use of both the physicians' and nurses' time.
In addition to John, the CEO assigned Dr. Smith, the medical director of the hospital's ER, and Mary, the ER nurse manager, to the taskforce. As chair of the taskforce, John scheduled an initial meeting for 10:00 a.m., the following Monday. John was surprised that both Dr. Smith and Mary arrived twenty minutes late to the meeting saying that this was "taking valuable time away from their normal assignments." John started the meeting by first introducing himself. Before this meeting, he had no interactions with Dr. Smith and Mary. He then reviewed the current statistics of the average wait time for a patient presenting to the ER and the hospital's CEO desire to reduce this time. He then opened the meeting for comments and suggestions.
Dr. Smith spoke first, "In my opinion, the current operational systems that we have in place are just fine. We just need more ER physicians and examination rooms so that more ...
Assignment 2: Dropbox Assignment
Fiedler's Contingency Theory
In this assignment, you will analyze Fiedler's Contingency Theory and learn to identify the most effective leadership style to use in different situations.
Using the South University Online Library or the Internet, conduct research to gain a greater understanding of Fiedler's Contingency Theory.
Read the following scenario and analyze how this situation should be handled.
Scenario
John, a health management student completing an internship at Memorial Hospital, has been appointed chair of a multidisciplinary clinical taskforce by the hospital's CEO. The taskforce will design a new operational system to reduce the waiting time of patients entering the hospital's emergency room (ER). Although John had no clinical experience, he had successfully completed a course in operations management prior to beginning his internship and was excited to apply his new knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the hospital's ER, it could take up to eight hours from the time the patient was initially triaged by a nurse to the time the patient was either discharged home or admitted as an inpatient by the physician. The CEO said, "Due to quality of patient care issues, this timeframe is unacceptable and the taskforce needs to come up with solutions to this problem. My goal is to reduce the "turnaround" time for the patient from eight hours to two hours."
Prior to being assigned as the chair of this taskforce, John had informally observed the operations of the hospital's ER and noted that many of the bottlenecks causing patient care delays were caused by operational issues such as nurses filling out duplicate forms and a lack of communication between the hospital departments (for example, radiology) when the ER physicians ordered tests or were waiting for test results to confirm their diagnoses. These bottlenecks caused a slow turnover of the ER's examination rooms and unnecessary paperwork resulting in the ineffective use of both the physicians' and nurses' time.
In addition to John, the CEO assigned Dr. Smith, the medical director of the hospital's ER, and Mary, the ER nurse manager, to the taskforce. As chair of the taskforce, John scheduled an initial meeting for 10:00 a.m., the following Monday. John was surprised that both Dr. Smith and Mary arrived twenty minutes late to the meeting saying that this was "taking valuable time away from their normal assignments." John started the meeting by first introducing himself. Before this meeting, he had no interactions with Dr. Smith and Mary. He then reviewed the current statistics of the average wait time for a patient presenting to the ER and the hospital's CEO desire to reduce this time. He then opened the meeting for comments and suggestions.
Dr. Smith spoke first, "In my opinion, the current operational systems that we have in place are just fine. We just need more ER physicians and .
Fiedlers Contingency TheoryIn this assignment, you will analyze.docxssuser454af01
Fiedler's Contingency Theory
In this assignment, you will analyze Fiedler's Contingency Theory and learn to identify the most effective leadership style to use in different situations.
Using the South University Online Library or the Internet, conduct research to gain a greater understanding of Fiedler's Contingency Theory.
Read the following scenario and analyze how this situation should be handled.
Scenario
John, a health management student completing an internship at Memorial Hospital, has been appointed chair of a multidisciplinary clinical taskforce by the hospital's CEO. The taskforce will design a new operational system to reduce the waiting time of patients entering the hospital's emergency room (ER). Although John had no clinical experience, he had successfully completed a course in operations management prior to beginning his internship and was excited to apply his new knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the hospital's ER, it could take up to eight hours from the time the patient was initially triaged by a nurse to the time the patient was either discharged home or admitted as an inpatient by the physician. The CEO said, "Due to quality of patient care issues, this timeframe is unacceptable and the taskforce needs to come up with solutions to this problem. My goal is to reduce the "turnaround" time for the patient from eight hours to two hours."
Prior to being assigned as the chair of this taskforce, John had informally observed the operations of the hospital's ER and noted that many of the bottlenecks causing patient care delays were caused by operational issues such as nurses filling out duplicate forms and a lack of communication between the hospital departments (for example, radiology) when the ER physicians ordered tests or were waiting for test results to confirm their diagnoses. These bottlenecks caused a slow turnover of the ER's examination rooms and unnecessary paperwork resulting in the ineffective use of both the physicians' and nurses' time.
In addition to John, the CEO assigned Dr. Smith, the medical director of the hospital's ER, and Mary, the ER nurse manager, to the taskforce. As chair of the taskforce, John scheduled an initial meeting for 10:00 a.m., the following Monday. John was surprised that both Dr. Smith and Mary arrived twenty minutes late to the meeting saying that this was "taking valuable time away from their normal assignments." John started the meeting by first introducing himself. Before this meeting, he had no interactions with Dr. Smith and Mary. He then reviewed the current statistics of the average wait time for a patient presenting to the ER and the hospital's CEO desire to reduce this time. He then opened the meeting for comments and suggestions.
Dr. Smith spoke first, "In my opinion, the current operational systems that we have in place are just fine. We just need more ER physicians and examination rooms so that more pa ...
ScenarioJohn, a health management student completing an internsh.docxpotmanandrea
Scenario
John, a health management student completing an internship at Memorial Hospital, has been appointed chair of a multidisciplinary clinical taskforce by the hospital's CEO. The taskforce will design a new operational system to reduce the waiting time of patients entering the hospital's emergency room (ER). Although John had no clinical experience, he had successfully completed a course in operations management prior to beginning his internship and was excited to apply his new knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the hospital's ER, it could take up to eight hours from the time the patient was initially triaged by a nurse to the time the patient was either discharged home or admitted as an inpatient by the physician. The CEO said, "Due to quality of patient care issues, this timeframe is unacceptable and the taskforce needs to come up with solutions to this problem. My goal is to reduce the "turnaround" time for the patient from eight hours to two hours."
Prior to being assigned as the chair of this taskforce, John had informally observed the operations of the hospital's ER and noted that many of the bottlenecks causing patient care delays were caused by operational issues such as nurses filling out duplicate forms and a lack of communication between the hospital departments (for example, radiology) when the ER physicians ordered tests or were waiting for test results to confirm their diagnoses. These bottlenecks caused a slow turnover of the ER's examination rooms and unnecessary paperwork resulting in the ineffective use of both the physicians' and nurses' time.
In addition to John, the CEO assigned Dr. Smith, the medical director of the hospital's ER, and Mary, the ER nurse manager, to the taskforce. As chair of the taskforce, John scheduled an initial meeting for 10:00 a.m., the following Monday. John was surprised that both Dr. Smith and Mary arrived twenty minutes late to the meeting saying that this was "taking valuable time away from their normal assignments." John started the meeting by first introducing himself. Before this meeting, he had no interactions with Dr. Smith and Mary. He then reviewed the current statistics of the average wait time for a patient presenting to the ER and the hospital's CEO desire to reduce this time. He then opened the meeting for comments and suggestions.
Dr. Smith spoke first, "In my opinion, the current operational systems that we have in place are just fine. We just need more ER physicians and examination rooms so that more patients can be seen." Dr. Smith told John to recommend that the operational systems were good enough and that the hospital should build a new wing for additional ER exam rooms and hire more physicians.
Interrupting Dr. Smith, John said, "The hospital has a very limited capital budget and no funds have been allocated for building more facilities. We need to redesign the operational system to be mor.
Fiedlers Contingency TheoryIn this assignment, you will analy.docxmydrynan
Fiedler's Contingency Theory
In this assignment, you will analyze Fiedler's Contingency Theory and learn to identify the most effective leadership style to use in different situations.
Tasks
Based on your research, understanding of the Fiedler's Contingency Theory, and the above scenario, create a 4- to 5-page Microsoft Word document to address the following questions:
· What is Fiedler's Contingency Theory? How did it develop? What are its applications? What are its pros and cons?
· Does everyone have just one leadership style or can it vary? Why? What factors exert pressure to influence a shift in leadership style? Are the factors exerting pressure to influence a shift in leadership style appropriate with respect to merit an measure? Why or why not?
· What factors influence a leader to adopt a specific style (personal traits, characteristics, environment, and so on)?
· What role do communications, dynamic listening, and conflict resolution play for a leader?
· Using Fiedler's Contingency Theory, how would you help John determine what leadership style he should use? Why?
· What is the relevance of ethics in the above scenario?
· Which leadership style do you consider the best? Why?
· What would be the most effective leadership style in the above case scenario using Fiedler's Contingency Theory? Why?
· Assess your own leadership qualities using what you've learned. What is your natural leadership style? Are you task-oriented or relationship-oriented leader?
Support your responses with appropriate research, reasoning, and examples.
Using the Scholarly Online Library or the Internet, conduct research to gain a greater understanding of Fiedler's Contingency Theory.
Read the following scenario and analyze how this situation should be handled.
Scenario
John, a health management student completing an internship at Memorial Hospital, has been appointed chair of a multidisciplinary clinical taskforce by the hospital's CEO. The taskforce will design a new operational system to reduce the waiting time of patients entering the hospital's emergency room (ER). Although John had no clinical experience, he had successfully completed a course in operations management prior to beginning his internship and was excited to apply his new knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the hospital's ER, it could take up to eight hours from the time the patient was initially triaged by a nurse to the time the patient was either discharged home or admitted as an inpatient by the physician. The CEO said, "Due to quality of patient care issues, this timeframe is unacceptable and the taskforce needs to come up with solutions to this problem. My goal is to reduce the "turnaround" time for the patient from eight hours to two hours."
Prior to being assigned as the chair of this taskforce, John had informally observed the operations of the hospital's ER and noted that many of the bottlenecks caus ...
In this assignment, you will analyze Fiedlers Contingency Theor.docxrochellscroop
In this assignment, you will analyze Fiedler's Contingency Theory and learn to identify the most effective leadership style to use in different situations. Using the South University Online Library or the Internet, conduct research to gain a greater understanding of Fiedler's Contingency Theory.
Scenario:
Read the following scenario and analyze how this situation should be handled:
John, a health management student completing an internship at Memorial Hospital, has been appointed chair of a multidisciplinary clinical taskforce by the hospital's CEO. The taskforce will design a new operational system to reduce the waiting time of patients entering the hospital's emergency room (ER). Although John had no clinical experience, he had successfully completed a course in operations management prior to beginning his internship and was excited to apply his new knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the hospital's ER, it could take up to eight hours from the time the patient was initially triaged by a nurse to the time the patient was either discharged home or admitted as an inpatient by the physician. The CEO said, "Due to quality of patient care issues, this timeframe is unacceptable and the taskforce needs to come up with solutions to this problem. My goal is to reduce the "turnaround" time for the patient from eight hours to two hours."
Prior to being assigned as the chair of this taskforce, John had informally observed the operations of the hospital's ER and noted that many of the bottlenecks causing patient care delays were caused by operational issues such as nurses filling out duplicate forms and a lack of communication between the hospital departments (for example, radiology) when the ER physicians ordered tests or were waiting for test results to confirm their diagnoses. These bottlenecks caused a slow turnover of the ER's examination rooms and unnecessary paperwork resulting in the ineffective use of both the physicians' and nurses' time.
In addition to John, the CEO assigned Dr. Smith, the medical director of the hospital's ER, and Mary, the ER nurse manager, to the taskforce. As chair of the taskforce, John scheduled an initial meeting for 10:00 a.m., the following Monday. John was surprised that both Dr. Smith and Mary arrived twenty minutes late to the meeting saying that this was "taking valuable time away from their normal assignments." John started the meeting by first introducing himself. Before this meeting, he had no interactions with Dr. Smith and Mary. He then reviewed the current statistics of the average wait time for a patient presenting to the ER and the hospital's CEO desire to reduce this time. He then opened the meeting for comments and suggestions.
Dr. Smith spoke first, "In my opinion, the current operational systems that we have in place are just fine. We just need more ER physicians and examination rooms so that more patients can be seen." Dr. Smi.
ScenarioJohn, a health management student completing an internship.docxpotmanandrea
Scenario
John, a health management student completing an internship at Memorial Hospital, has been appointed chair of a multidisciplinary clinical taskforce by the hospital's CEO. The taskforce will design a new operational system to reduce the waiting time of patients entering the hospital's emergency room (ER). Although John had no clinical experience, he had successfully completed a course in operations management prior to beginning his internship and was excited to apply his new knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the hospital's ER, it could take up to eight hours from the time the patient was initially triaged by a nurse to the time the patient was either discharged home or admitted as an inpatient by the physician. The CEO said, "Due to quality of patient care issues, this timeframe is unacceptable and the taskforce needs to come up with solutions to this problem. My goal is to reduce the "turnaround" time for the patient from eight hours to two hours."
Prior to being assigned as the chair of this taskforce, John had informally observed the operations of the hospital's ER and noted that many of the bottlenecks causing patient care delays were caused by operational issues such as nurses filling out duplicate forms and a lack of communication between the hospital departments (for example, radiology) when the ER physicians ordered tests or were waiting for test results to confirm their diagnoses. These bottlenecks caused a slow turnover of the ER's examination rooms and unnecessary paperwork resulting in the ineffective use of both the physicians' and nurses' time.
In addition to John, the CEO assigned Dr. Smith, the medical director of the hospital's ER, and Mary, the ER nurse manager, to the taskforce. As chair of the taskforce, John scheduled an initial meeting for 10:00 a.m., the following Monday. John was surprised that both Dr. Smith and Mary arrived twenty minutes late to the meeting saying that this was "taking valuable time away from their normal assignments." John started the meeting by first introducing himself. Before this meeting, he had no interactions with Dr. Smith and Mary. He then reviewed the current statistics of the average wait time for a patient presenting to the ER and the hospital's CEO desire to reduce this time. He then opened the meeting for comments and suggestions.
Dr. Smith spoke first, "In my opinion, the current operational systems that we have in place are just fine. We just need more ER physicians and examination rooms so that more patients can be seen." Dr. Smith told John to recommend that the operational systems were good enough and that the hospital should build a new wing for additional ER exam rooms and hire more physicians.
Interrupting Dr. Smith, John said, "The hospital has a very limited capital budget and no funds have been allocated for building more facilities. We need to redesign the operational system to be more eff.
Fiedlers Contingency TheoryIn this assignment, you will analyze F.docxRAJU852744
Fiedler's Contingency Theory
In this assignment, you will analyze Fiedler's Contingency Theory and learn to identify the most effective leadership style to use in different situations.
Using the South University Online Library or the Internet, conduct research to gain a greater understanding of Fiedler's Contingency Theory.
Read the following scenario and analyze how this situation should be handled.
Scenario
John, a health management student completing an internship at Memorial Hospital, has been appointed chair of a multidisciplinary clinical taskforce by the hospital's CEO. The taskforce will design a new operational system to reduce the waiting time of patients entering the hospital's emergency room (ER). Although John had no clinical experience, he had successfully completed a course in operations management prior to beginning his internship and was excited to apply his new knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the hospital's ER, it could take up to eight hours from the time the patient was initially triaged by a nurse to the time the patient was either discharged home or admitted as an inpatient by the physician. The CEO said, "Due to quality of patient care issues, this timeframe is unacceptable and the taskforce needs to come up with solutions to this problem. My goal is to reduce the "turnaround" time for the patient from eight hours to two hours."
Prior to being assigned as the chair of this taskforce, John had informally observed the operations of the hospital's ER and noted that many of the bottlenecks causing patient care delays were caused by operational issues such as nurses filling out duplicate forms and a lack of communication between the hospital departments (for example, radiology) when the ER physicians ordered tests or were waiting for test results to confirm their diagnoses. These bottlenecks caused a slow turnover of the ER's examination rooms and unnecessary paperwork resulting in the ineffective use of both the physicians' and nurses' time.
In addition to John, the CEO assigned Dr. Smith, the medical director of the hospital's ER, and Mary, the ER nurse manager, to the taskforce. As chair of the taskforce, John scheduled an initial meeting for 10:00 a.m., the following Monday. John was surprised that both Dr. Smith and Mary arrived twenty minutes late to the meeting saying that this was "taking valuable time away from their normal assignments." John started the meeting by first introducing himself. Before this meeting, he had no interactions with Dr. Smith and Mary. He then reviewed the current statistics of the average wait time for a patient presenting to the ER and the hospital's CEO desire to reduce this time. He then opened the meeting for comments and suggestions.
Dr. Smith spoke first, "In my opinion, the current operational systems that we have in place are just fine. We just need more ER physicians and examination rooms so that more ...
Assignment 2: Dropbox Assignment
Fiedler's Contingency Theory
In this assignment, you will analyze Fiedler's Contingency Theory and learn to identify the most effective leadership style to use in different situations.
Using the South University Online Library or the Internet, conduct research to gain a greater understanding of Fiedler's Contingency Theory.
Read the following scenario and analyze how this situation should be handled.
Scenario
John, a health management student completing an internship at Memorial Hospital, has been appointed chair of a multidisciplinary clinical taskforce by the hospital's CEO. The taskforce will design a new operational system to reduce the waiting time of patients entering the hospital's emergency room (ER). Although John had no clinical experience, he had successfully completed a course in operations management prior to beginning his internship and was excited to apply his new knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the hospital's ER, it could take up to eight hours from the time the patient was initially triaged by a nurse to the time the patient was either discharged home or admitted as an inpatient by the physician. The CEO said, "Due to quality of patient care issues, this timeframe is unacceptable and the taskforce needs to come up with solutions to this problem. My goal is to reduce the "turnaround" time for the patient from eight hours to two hours."
Prior to being assigned as the chair of this taskforce, John had informally observed the operations of the hospital's ER and noted that many of the bottlenecks causing patient care delays were caused by operational issues such as nurses filling out duplicate forms and a lack of communication between the hospital departments (for example, radiology) when the ER physicians ordered tests or were waiting for test results to confirm their diagnoses. These bottlenecks caused a slow turnover of the ER's examination rooms and unnecessary paperwork resulting in the ineffective use of both the physicians' and nurses' time.
In addition to John, the CEO assigned Dr. Smith, the medical director of the hospital's ER, and Mary, the ER nurse manager, to the taskforce. As chair of the taskforce, John scheduled an initial meeting for 10:00 a.m., the following Monday. John was surprised that both Dr. Smith and Mary arrived twenty minutes late to the meeting saying that this was "taking valuable time away from their normal assignments." John started the meeting by first introducing himself. Before this meeting, he had no interactions with Dr. Smith and Mary. He then reviewed the current statistics of the average wait time for a patient presenting to the ER and the hospital's CEO desire to reduce this time. He then opened the meeting for comments and suggestions.
Dr. Smith spoke first, "In my opinion, the current operational systems that we have in place are just fine. We just need more ER physicians and .
Fiedlers Contingency TheoryIn this assignment, you will analyze.docxssuser454af01
Fiedler's Contingency Theory
In this assignment, you will analyze Fiedler's Contingency Theory and learn to identify the most effective leadership style to use in different situations.
Using the South University Online Library or the Internet, conduct research to gain a greater understanding of Fiedler's Contingency Theory.
Read the following scenario and analyze how this situation should be handled.
Scenario
John, a health management student completing an internship at Memorial Hospital, has been appointed chair of a multidisciplinary clinical taskforce by the hospital's CEO. The taskforce will design a new operational system to reduce the waiting time of patients entering the hospital's emergency room (ER). Although John had no clinical experience, he had successfully completed a course in operations management prior to beginning his internship and was excited to apply his new knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the hospital's ER, it could take up to eight hours from the time the patient was initially triaged by a nurse to the time the patient was either discharged home or admitted as an inpatient by the physician. The CEO said, "Due to quality of patient care issues, this timeframe is unacceptable and the taskforce needs to come up with solutions to this problem. My goal is to reduce the "turnaround" time for the patient from eight hours to two hours."
Prior to being assigned as the chair of this taskforce, John had informally observed the operations of the hospital's ER and noted that many of the bottlenecks causing patient care delays were caused by operational issues such as nurses filling out duplicate forms and a lack of communication between the hospital departments (for example, radiology) when the ER physicians ordered tests or were waiting for test results to confirm their diagnoses. These bottlenecks caused a slow turnover of the ER's examination rooms and unnecessary paperwork resulting in the ineffective use of both the physicians' and nurses' time.
In addition to John, the CEO assigned Dr. Smith, the medical director of the hospital's ER, and Mary, the ER nurse manager, to the taskforce. As chair of the taskforce, John scheduled an initial meeting for 10:00 a.m., the following Monday. John was surprised that both Dr. Smith and Mary arrived twenty minutes late to the meeting saying that this was "taking valuable time away from their normal assignments." John started the meeting by first introducing himself. Before this meeting, he had no interactions with Dr. Smith and Mary. He then reviewed the current statistics of the average wait time for a patient presenting to the ER and the hospital's CEO desire to reduce this time. He then opened the meeting for comments and suggestions.
Dr. Smith spoke first, "In my opinion, the current operational systems that we have in place are just fine. We just need more ER physicians and examination rooms so that more pa ...
Read through the case study, and answer the questions following the .docxhoward651
Read through the case study, and answer the questions following the case study. You do not need to follow APA guidelines in your discussion posts; however, you MUST still provide attribution for your outside sources. The use of at least two scholarly/academic sources is required.
Practicing Organizational Culture Without a Leader
Dea Robinson
Small Feet OB/GYN was at one time a robust practice with five physicians, a midwife, and two PAs. The practice had a strong following in the community, was trusted by the many women it had served, and recently began delivering “legacy” babies of patients. Dr. Smith was the founder of the practice and had been the lead physician for many years.
Two competing systems with hospitals only one mile apart had vied for the affiliation with the Small Feet practice. Dr. Smith decided to change her affiliation to the other hospital. As a result, the practice experienced a move that seemed to only strengthen the patient base, and the new space (which was twice as large as the previous office) seemed to suit the new practice well.
The medical staff and CEO of the new hospital supported Dr. Smith’s move for several reasons. First, Dr. Smith, as mentioned, was delivering legacy babies and in the OB/GYN field this speaks to the trust the provider has been able to create and sustain throughout the years. This resulted in lots of community goodwill; that intangible quality is highly sought after in the medical community, yet is so difficult to quantify. Second, the new affiliation of Dr. Smith and her patients would bring positive revenues to the hospital through the move. Finally, the new hospital had a Level 1 trauma center, known for neurological cases, but not for delivering babies. The expansion of labor and delivery with the addition of a seasoned, legacy-delivering physician was a real coup for the hospital to attain.
Dr. Smith became ill and had to go on medical leave for almost a year. During that time the cohesiveness among the other providers suffered. When Dr. Smith came back things were very different. Dr. Smith became suspicious of everyone and had feelings that the staff and other providers were conspiring against her. Her suspicious attitude toward the physicians and staff in her practice led to dysfunctional problems throughout the practice. When Dr. Smith was confronted by the manager, Amy, she became distrustful and suspicious that Amy was conspiring with the other providers in the group against her.
The practice had also gone through some growing pains from a one-physician practice to five. Though originally the physicians worked well together, they now seemed to be less willing to collaborate. The practice also suffered as a result of a manager who had not kept up with the managerial requirements needed to run a midsize practice. For example, staff and provider performance reviews had never been done, the physicians had not established policies and procedures for the practice, there was no.
CASE 6From Nothing to Something Defining Governance and Infrast.docxtroutmanboris
CASE 6
From Nothing to Something: Defining Governance and Infrastructure in a Small Medical Practice
Dea Robinson
Midtown Neurology was started by a single physician who had been practicing in the community for nearly 20 years. As the practice grew, it evolved from a “mom-n-pop” operation to a more complex model. The founding physician recruited four new neurologists to join and continue to help build the practice. Subsequently, however, the new doctors took over and forced him out of the practice.
The large urban hospital with which Midtown was affiliated achieved Level 1 trauma status, providing additional new opportunities for the practice. The neurologists took on the many responsibilities, including one of stroke team for the hospital. Contractual rural outreach was practiced utilizing telemedicine throughout the state and provided a robust revenue stream.
While still a small physician group, it required a difficult call schedule. Tracking call and distributing it equitably became a challenge. The main reason for this was the founding physician had written a proprietary program exclusively for this purpose. Now the practice was beholden to the very person they had forced out of the practice for a vital part of communication with the other practices regarding the call schedule. This was very unusual, as physicians don’t typically write proprietary software for a practice. In addition, the entire platform including the billing program, which he also developed, used MS-DOS.
The practice employed a practice manager who had started with the founding physician. As the practice grew, the manager did not keep up with the basics of managing a practice. Her information relating to billing, reimbursement, and changes to current CPT and ICD-9 issues was out of date. She was also ignorant of the contracts the practice had, but more importantly the impact of those contracts on the practice and how to carry them out appropriately.
While the physicians were very productive, several significant management problems became apparent as the practice grew. In particular, the infrastructure suffered and there was no governance. Infrastructure for a private practice is different from that of a corporate model. For example, in a corporate model individual departments exist with defined responsibilities to support the needs of the corporation and other areas of the entity, such as an IT department. Conversely, in a private practice when IT systems need repair, the responsibility falls to the administrator or manager, and this individual must know how to address and fix the problem. In this instance, the IT department and the owner of the practice were one and the same. Because of the proprietary nature of the software, outsourcing was not an option. The practice essentially was backed into a corner because of the lack of necessary infrastructure upgrades, such as in the case of IT. This dynamic created tension and frustration for the manager of the practice and t.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docxaryan532920
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two nurses, Vivian and Maria, to help him. Usually, one nurse takes care
of the front desk while the other nurse assists the doctor during the patient visits. They rotate duties each
day. Front desk duties include all administrative work from answering the phone, scheduling appointments,
taking prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it
is Maria who takes care of the front desk and all office work. The two nurses are constantly busy and
running around, and patients are now accustomed to a minimum 1-2 hour wait before being seen. If one
nurse is absent, the situation is even worse in the clinic. The clinic has three examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Thompson knows that this will increase the administrative overhead and the two nurses will not be able to
manage any additional administrative work. He faces several challenges and cannot afford to hire any
additional staff, so Dr. Thompson has to optimize his administrative and clinical operations. The practice
is barely covering the expenses and salaries at the moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One problem that is immediately noticeable is ...
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docxtarifarmarie
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docxShiraPrater50
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One ...
ASSIGNMENT 1IntroductionCase Study One Case of the Reluctant.docxsalmonpybus
ASSIGNMENT 1
Introduction:
Case Study One: Case of the Reluctant Associate
You are the chairman of the department of surgery at an urban community hospital and the head of a large general surgery practice. The oldest member of the group is about to retire, and you need to recruit a new partner. You are hoping to recruit a person relatively new out of training to provide succession planning for the group, because you know that in the next five to seven years you will be retiring.
You’re in your office when one of the junior surgeons, Dr. Simon, asks to speak to you. He presents you with several credentialing packets for out-of-state licensure. He is on the staff of your hospital; however, he primarily works at another hospital in the area. You ask Dr. Simon if he would be interested in staying and joining your practice. He states his family is in the area, but he’s not sure whether he wishes to be a junior associate in another practice or not. You spend time discussing how this particular practice runs and what his duties would be and inform him that in a very short time he could become a fully integrated member of the group with equal say in medical matters and compensation equal to the amount of work that he produces. He asks several unusual questions such as “How many times a day will you call me?” “Will you be checking up on me?” and “Will I be able to make my own clinical decisions?”
It becomes apparent from this discussion that Dr. Simon probably has been treated poorly in his existing practice. He has not been allowed to make his own schedule and his decision making was second-guessed. The senior member of the practice created extensive work for him, while Dr. Simon was compensated for a small percentage of the work that he actually performed and the senior partner was making a large profit.
At this point, you explain how this new opportunity would be different and that Dr. Simon would be a partner in two years, joining with the other three members of the group. The members of the group all feel that he is well qualified and would be an asset to the group. You are willing to offer him a position in the practice. After much discussion and cajoling, he finally agrees to join the practice.
Tasks:
Discussion Questions
· What are the main concerns in this case?
· Which of the organizational theories of management describes the behaviors of Dr. Simon’s first practice experience? The second? Provide a rationale for your response.
· Is succession planning important for medical practices? Give examples of the techniques that are available to recruit new physicians.
· Discuss the pitfalls of a new physician joining a practice. From the example in the case, outline what principles should guide a physician in taking on a new associate/partner.
· How long should a physician be in a practice before he or she becomes a partner? Should he or she ever become an equal partner?
As in all assignments, cite your sources in your work and provide references f.
Case 31Ghost Posting in the ORDiscussion Question1. What are.docxtidwellveronique
Case 31
Ghost Posting in the OR
Discussion Question
1. What are the main facts of this case?
The main facts in this case show that a register nurse in the OR discovered how Dr. Neuer’s is using techniques that are so detrimental for the hospital just because he wants to protect his block time. In addition, others surgeons who are part of the organization have noted that although the OR is usually empty, they have to go to others institutions to perform their surgeries. Furthermore, Dr. Neuer uses imaginary patients to fill in the time and availability for the schedule days in which he has to post certain surgical cases. The RN communicates all this matter to the administrator in charge of the OR. After further investigations, it is concluded that Dr. Neuer does not want anybody to know how is performing his job with inefficiency. While Dr. Neuer continues doing this practice, the hospital will be financially affected.
2. Which theory or theories do you believe best explain Dr. Neuer’s behavior?
Bureaucratic theory can be used to describe Dr. Neur’s behavior in some ways. Despite all the matters going on with him, there was not flexibility for others staff members to use the OR. Another social factor that influence Dr. Neuer’ behavior might be his knowledge on how the organization does not have a clear understanding on what “constitutes adequate patient information to post a surgical case.”
3. What are the three potential obstacles to changing Dr. Neuer’s behavior? Should action (s) be taken against Dr. Neuer?
The first and most important obstacle in this case is the lack of organizational skill from the managers and supervisors in charge of the OR. First of all when management an organization there should be a clear understanding on what and how services are practice or delivery. Therefore, not being able to identify the rules established for the department would constitute a barrier to change Dr. Neur’s behavior.
Using imaginary patients could be another problem to change Dr. Neur’s behavior because it is hard to identify whether he is lying or not.
Another potential factor that can be identified in this case is the lack of human and conceptual skills from Dr. Neur’s that disallow him to care for the organization’s goal. Actions must be taken against Dr. Neur. To start with, if nothing is done regarding this matter, the organization is not going to be able to success at longer term; since both production and finance are affected.
4. What are some ways that block time can be allocated to ensure the OR is used as efficiently as possible? Who should be in charge of this process? How can the process prevent ghost posting?
One way that should improve the block time allocation is set up a carefully plan from top managers that would allow them to deliver and revise all the activities that each surgeon performs. In addition, having a clear understanding on what “constitutes adequate patient information” also will be an excellent tool that wou ...
Resource Ch. 14 Case Study Conflict-Handing Styles in Organiza.docxmackulaytoni
Resource:
Ch. 14 Case Study: Conflict-Handing Styles in
Organizational Behavior in Health Care
(2nd ed.)
Choose
two scenarios from the Conflict-Handing Styles section and write a 700- to 1,050-word response to the questions provided at the end of each scenario. Using the scenarios, identify a problem-solving model that could be used in the situation and leadership qualities that may be involved. Describe a process that the leader may need to use to promote change within this organization after a situation like this has occurred.
Case Study 14–7 Conflict-Handling Styles
For each of the five scenarios described below, determine what is the most appropriate conflict-handling style(s).
Scenario One
A radiologist on the staff of a large community hospital was stopped after a staff meeting by a colleague in internal medicine. On Monday of the previous week, the internist referred an elderly man with chronic, productive cough for chest X-ray, with a clinical diagnosis of bronchitis. Thursday morning the internist received the radiologist’s written X-ray report with a diagnosis of “probable bronchogenic carcinoma.” The internist expressed his dismay that the radiologist had not called him much earlier with a verbal report. Visibly upset, the internist raised his voice, but did not use abusive language.
How should the radiologist handle this conflict with the internist?
Scenario Two
The Family and Community Medicine Division of a large-staff model HMO serves a population that is ethnically diverse. The senior management team of the HMO, spurred by repeated complaints from representatives of one racial group, has encouraged the division, all of whose physicians are white, to diversify. Several black and Hispanic physicians with strong credentials apply for the open positions, but none is hired. Weeks later, a young female family physician learns from several colleagues that the division director has identified her as racist and the obstructionist to recruiting. The comments attributed to her are not only false but are also typical of discriminatory statements that she has heard the division chief utter. The rumors about her “behavior” have circulated widely in the division.
How should the young female family physician handle this conflict with the division chief?
Scenario Three
A manager who reports to the Vice President for Clinical Affairs (VPCA) of a tertiary-care hospital hired a young woman to supervise development of a large community outreach program. During the first four months of her employment, several behavioral problems came to the VPCA’s attention: (1) complaints from community physicians that the coordinator criticizes other physicians in public; (2) concerns from two community leaders that the coordinator is not truthful; and (3) written reports about the project that label and blame others, sometimes in language that is disrespectful. The VPCA spoke several times to the manager about these problems. The manager reported other diss.
11292015 IFSM 305 – Case Study Page 1 UMUC Family .docxaryan532920
11/29/2015 IFSM 305 – Case Study Page | 1
UMUC Family Clinic Case Study
In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom
Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal
medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has
two nurses, Vivian and Manuella, to help him. Usually, one nurse takes care of the front desk while the
other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk duties
include all administrative work from answering the phone, scheduling appointments, taking prescription
refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is Manuella who
takes care of the front desk and all office work. The two nurses are constantly busy and running around
and patients are now accustomed to a minimum 1-2 hour wait before being seen. And, if one nurse is
absent, the situation is even worse in the clinic. The clinic has three examination rooms so the owner is
now looking into bringing a new physician or nurse practitioner on board. This would help him grow his
practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr. Martin
knows that this will increase the administrative overhead and the two nurses will not be able to manage
any additional administrative work. He faces several challenges and cannot afford to hire any additional
staff, so Dr. Martin has to optimize his administrative and clinical operations. The practice is barely
covering the expenses and salaries at the moment.
Dr. Martin’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing
insurance, the front office nurse has to fax all the needed documentation to a third party medical billing
company at the end of the day. The medical billing company then submits the claim to the insurance
company and bills the patient. The clinic checks the status of the claims by logging into the medical
billing system, through a login that the medical billing company has provided the clinic to access its
account. There is no billing software installed at the practice, but the nurses open Internet Explorer to
the URL of the medical billing company and then use the login provided by the third party medical billing
company. Of course, the medical billing company takes a percentage of the amount that the clinic is
reimbursed by the insurance. Although the medical practice has the one PC with the scheduling software
and an internet connection, it does not have a Web site or any other technology, and essentially still
operates the same as it ...
01232014 IFSM 305 – Case Study Description Page 1 U.docxmercysuttle
01/23/2014 IFSM 305 – Case Study Description Page | 1
UMUC Family Clinic Case Study
In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom
Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal
medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has
two nurses, Vivian and Manuella, to help him. Usually, one day nurse takes care of the front desk while
the other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk
duties include all administrative work from answering the phone, scheduling appointments, taking
prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is
Manuella who takes care of the front desk and all office work. The two nurses are constantly busy and
running around and patients are now accustomed to a minimum 1-2 hour wait before being seen. And if
one nurse is absent, the situation is even worse in the clinic. The clinic has 3 examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Martin knows that this will increase the admin overhead and the 2 nurses will not be able to manage any
additional admin work. He faces several challenges and cannot afford to hire any additional staff for
admin so the owner has to optimize his admin and clinical operations. The practice is barely covering the
expenses and salaries at the moment.
Dr. Martin’s practice operation is all paper-based with paper medical records filling his front desk shelves.
The only software the doctor has on his front office computer is an appointment scheduling software.
Even billing insurance companies is done in a quasi-manual way. For billing insurance, the front office
nurse has to fax all the needed documentation to a
third party medical billing company at the end of the
day. The medical billing company then submits the claim to the insurance company and bills the patient.
The clinic checks the status of the claims by logging into the medical billing system, through a login that
the medical billing company has provided the clinic to access its account. There is no billing software
installed at the practice, but the nurses open Internet Explorer to the URL of the medical billing company
and then use the login provided by the third party medical billing company. Of course, the medical billing
company takes a percentage of the amount that the clinic is reimbursed by the insurance. The medical
practice does not have a Web site, and essentially still operates the same as it did in 1980.
One problem that you notice immediately is that there is no quick way to check patients in and if the
nurse i ...
Read Thomas Hardy The Convergence of the Twain and then compose a wr.docxtawnan2hsurra
Read Thomas Hardy The Convergence of the Twain and then compose a written explication of that poem. This is not a paper about the meaning, but rather
what elements where used and wh
y.
Your explication should be 3-4 pages. Times New Roman Double Spaced 12 Point Font
It should analyze the poem's Form and several other of the poem's elements: Simile, Metaphor, Personification, Metonymy, Synecdoche, Rhythm, Meter, Alliteration, Assonance, Rhyme.
Your explication is not a summary of what the poem is about. Nor are you expected to unravel the poem’s “meaning.” Rather, you are explaining how the poet used a particular poetic element, and you are analyzing how that element affects the rest of the poem.
When writing your explication:
Include a thesis statement that states the element you are analyzing and why.
Follow a systematic writing pattern by analyzing the element on which you are focusing line by line or stanza by stanza.
Provide textual examples (words, phrases, and lines) from the poem to illustrate your analytical statements.
Cite at least two sources using correct APA formatting
.
Read this article, Technology in the Classroom What is Digital .docxtawnan2hsurra
Read this article,
Technology in the Classroom: What is Digital Literacy?
[Retrieved from
TechHub.com
]
Answer and discuss the following questions:
Do you think Digital Literacy is more important to Students or Teachers? Why?
How would you handle the situation when you have a group of students who have mixed level of Digital Literacy skills?
Besides Facebook and Twitter, what are the other Social Media tools you could use to enhance student learning process? Provide an example.
.
Read the material firstly and then write a 500 words summary Ref.docxtawnan2hsurra
Read the material firstly and then write a 500 words summary
Reflect
on the topic of the chapter, and provide an overview of the key points.
Analyze
the information presented, incorporate additional readings or current news information related to the topic, and provide your opinion on relevant issues (referring to facts that you present to back up your point).
NO
plagiarize !
.
Read the scenario and then respond to the checklist items in a min.docxtawnan2hsurra
Read the scenario and then respond to the checklist items
in a minimum of a 1–2 essay using APA format and citation style (include an additional title and reference page).
Scenario:
Sam Trudeau owned a busy veterinary hospital. Two receptionists “manned” the front desk at all times. Their responsibilities were to answer phones, make appointments, collect payments on services rendered, and various other duties. Almost all payments into the hospital were in the form of cash, checks, and charge cards.
A receptionist called in sick, and Sam could not find any other employee who could work her shift, so Sam decided to cover the shift himself. On the day he covered the sick receptionist’s shift, the phones seemed to be ringing non-stop, clients were backed up, and everything was chaotic. Mr. Ordine, a regular client, and his dog had just been seen by the veterinarian, and Mr. Ordine wanted to pay his bill in cash. Sam knew Mr. Ordine’s dog received just one vaccine, and the price was $25.00, but no paperwork was done yet, so Sam took Mr. Ordine’s cash and said he would mail him the receipt when one was generated.
At the end of the day, the veterinarian still had not completed the paperwork, and Mr. Ordine’s file was in the stack to be re-filed. Apparently the veterinarian had forgotten to generate the paperwork, so there was $25.00 in the cash drawer that had no paper trail. Sam needed to run by the grocery store on his way home and was short cash, so he took the $25.00 out of the drawer, meaning to pay it back.
The next day, no one had noticed the $25.00 was missing, and Mr. Ordine’s file was re-filed. Sam considered the plusses and minuses of putting the $25.00 back in the drawer, and creating the paperwork for the service rendered. Mr. Ordine was expecting a receipt to be mailed to him, but Sam knew he could easily generate a receipt without it going into the computer system, thus allowing him to just keep the $25.00. After all, it was not that much money and if he did the proper paperwork, he would just have to pay taxes on it anyway.
Respond to the checklist items below in a minimum of a 1–2 page response using APA format and citation style (include an additional title and reference page).
1) Explain the ethical considerations from the Consequentialist (choose one: ethical egoism, act utilitarianism, or rule utilitarianism) and Non-consequentialist (choose one: Divine command, or Categorical imperative) or one of the Virtue ethics viewpoints. You should therefore present a total of two viewpoints concerning the scenario above.
2) Explain the strength of one of your viewpoints chosen for #1 and the corresponding weakness with regards to this scenario and the decision made by Sam Trudeau.
3) Describe what you think the effect will be on the other personnel at the hospital upon an auditor discovering this situation.
4) Discuss how Sam Trudeau should approach the situation using your chosen ethical perspective and explain why and ho.
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Read through the case study, and answer the questions following the case study. You do not need to follow APA guidelines in your discussion posts; however, you MUST still provide attribution for your outside sources. The use of at least two scholarly/academic sources is required.
Practicing Organizational Culture Without a Leader
Dea Robinson
Small Feet OB/GYN was at one time a robust practice with five physicians, a midwife, and two PAs. The practice had a strong following in the community, was trusted by the many women it had served, and recently began delivering “legacy” babies of patients. Dr. Smith was the founder of the practice and had been the lead physician for many years.
Two competing systems with hospitals only one mile apart had vied for the affiliation with the Small Feet practice. Dr. Smith decided to change her affiliation to the other hospital. As a result, the practice experienced a move that seemed to only strengthen the patient base, and the new space (which was twice as large as the previous office) seemed to suit the new practice well.
The medical staff and CEO of the new hospital supported Dr. Smith’s move for several reasons. First, Dr. Smith, as mentioned, was delivering legacy babies and in the OB/GYN field this speaks to the trust the provider has been able to create and sustain throughout the years. This resulted in lots of community goodwill; that intangible quality is highly sought after in the medical community, yet is so difficult to quantify. Second, the new affiliation of Dr. Smith and her patients would bring positive revenues to the hospital through the move. Finally, the new hospital had a Level 1 trauma center, known for neurological cases, but not for delivering babies. The expansion of labor and delivery with the addition of a seasoned, legacy-delivering physician was a real coup for the hospital to attain.
Dr. Smith became ill and had to go on medical leave for almost a year. During that time the cohesiveness among the other providers suffered. When Dr. Smith came back things were very different. Dr. Smith became suspicious of everyone and had feelings that the staff and other providers were conspiring against her. Her suspicious attitude toward the physicians and staff in her practice led to dysfunctional problems throughout the practice. When Dr. Smith was confronted by the manager, Amy, she became distrustful and suspicious that Amy was conspiring with the other providers in the group against her.
The practice had also gone through some growing pains from a one-physician practice to five. Though originally the physicians worked well together, they now seemed to be less willing to collaborate. The practice also suffered as a result of a manager who had not kept up with the managerial requirements needed to run a midsize practice. For example, staff and provider performance reviews had never been done, the physicians had not established policies and procedures for the practice, there was no.
CASE 6From Nothing to Something Defining Governance and Infrast.docxtroutmanboris
CASE 6
From Nothing to Something: Defining Governance and Infrastructure in a Small Medical Practice
Dea Robinson
Midtown Neurology was started by a single physician who had been practicing in the community for nearly 20 years. As the practice grew, it evolved from a “mom-n-pop” operation to a more complex model. The founding physician recruited four new neurologists to join and continue to help build the practice. Subsequently, however, the new doctors took over and forced him out of the practice.
The large urban hospital with which Midtown was affiliated achieved Level 1 trauma status, providing additional new opportunities for the practice. The neurologists took on the many responsibilities, including one of stroke team for the hospital. Contractual rural outreach was practiced utilizing telemedicine throughout the state and provided a robust revenue stream.
While still a small physician group, it required a difficult call schedule. Tracking call and distributing it equitably became a challenge. The main reason for this was the founding physician had written a proprietary program exclusively for this purpose. Now the practice was beholden to the very person they had forced out of the practice for a vital part of communication with the other practices regarding the call schedule. This was very unusual, as physicians don’t typically write proprietary software for a practice. In addition, the entire platform including the billing program, which he also developed, used MS-DOS.
The practice employed a practice manager who had started with the founding physician. As the practice grew, the manager did not keep up with the basics of managing a practice. Her information relating to billing, reimbursement, and changes to current CPT and ICD-9 issues was out of date. She was also ignorant of the contracts the practice had, but more importantly the impact of those contracts on the practice and how to carry them out appropriately.
While the physicians were very productive, several significant management problems became apparent as the practice grew. In particular, the infrastructure suffered and there was no governance. Infrastructure for a private practice is different from that of a corporate model. For example, in a corporate model individual departments exist with defined responsibilities to support the needs of the corporation and other areas of the entity, such as an IT department. Conversely, in a private practice when IT systems need repair, the responsibility falls to the administrator or manager, and this individual must know how to address and fix the problem. In this instance, the IT department and the owner of the practice were one and the same. Because of the proprietary nature of the software, outsourcing was not an option. The practice essentially was backed into a corner because of the lack of necessary infrastructure upgrades, such as in the case of IT. This dynamic created tension and frustration for the manager of the practice and t.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docxaryan532920
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two nurses, Vivian and Maria, to help him. Usually, one nurse takes care
of the front desk while the other nurse assists the doctor during the patient visits. They rotate duties each
day. Front desk duties include all administrative work from answering the phone, scheduling appointments,
taking prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it
is Maria who takes care of the front desk and all office work. The two nurses are constantly busy and
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nurse is absent, the situation is even worse in the clinic. The clinic has three examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Thompson knows that this will increase the administrative overhead and the two nurses will not be able to
manage any additional administrative work. He faces several challenges and cannot afford to hire any
additional staff, so Dr. Thompson has to optimize his administrative and clinical operations. The practice
is barely covering the expenses and salaries at the moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
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through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One problem that is immediately noticeable is ...
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docxtarifarmarie
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docxShiraPrater50
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One ...
ASSIGNMENT 1IntroductionCase Study One Case of the Reluctant.docxsalmonpybus
ASSIGNMENT 1
Introduction:
Case Study One: Case of the Reluctant Associate
You are the chairman of the department of surgery at an urban community hospital and the head of a large general surgery practice. The oldest member of the group is about to retire, and you need to recruit a new partner. You are hoping to recruit a person relatively new out of training to provide succession planning for the group, because you know that in the next five to seven years you will be retiring.
You’re in your office when one of the junior surgeons, Dr. Simon, asks to speak to you. He presents you with several credentialing packets for out-of-state licensure. He is on the staff of your hospital; however, he primarily works at another hospital in the area. You ask Dr. Simon if he would be interested in staying and joining your practice. He states his family is in the area, but he’s not sure whether he wishes to be a junior associate in another practice or not. You spend time discussing how this particular practice runs and what his duties would be and inform him that in a very short time he could become a fully integrated member of the group with equal say in medical matters and compensation equal to the amount of work that he produces. He asks several unusual questions such as “How many times a day will you call me?” “Will you be checking up on me?” and “Will I be able to make my own clinical decisions?”
It becomes apparent from this discussion that Dr. Simon probably has been treated poorly in his existing practice. He has not been allowed to make his own schedule and his decision making was second-guessed. The senior member of the practice created extensive work for him, while Dr. Simon was compensated for a small percentage of the work that he actually performed and the senior partner was making a large profit.
At this point, you explain how this new opportunity would be different and that Dr. Simon would be a partner in two years, joining with the other three members of the group. The members of the group all feel that he is well qualified and would be an asset to the group. You are willing to offer him a position in the practice. After much discussion and cajoling, he finally agrees to join the practice.
Tasks:
Discussion Questions
· What are the main concerns in this case?
· Which of the organizational theories of management describes the behaviors of Dr. Simon’s first practice experience? The second? Provide a rationale for your response.
· Is succession planning important for medical practices? Give examples of the techniques that are available to recruit new physicians.
· Discuss the pitfalls of a new physician joining a practice. From the example in the case, outline what principles should guide a physician in taking on a new associate/partner.
· How long should a physician be in a practice before he or she becomes a partner? Should he or she ever become an equal partner?
As in all assignments, cite your sources in your work and provide references f.
Case 31Ghost Posting in the ORDiscussion Question1. What are.docxtidwellveronique
Case 31
Ghost Posting in the OR
Discussion Question
1. What are the main facts of this case?
The main facts in this case show that a register nurse in the OR discovered how Dr. Neuer’s is using techniques that are so detrimental for the hospital just because he wants to protect his block time. In addition, others surgeons who are part of the organization have noted that although the OR is usually empty, they have to go to others institutions to perform their surgeries. Furthermore, Dr. Neuer uses imaginary patients to fill in the time and availability for the schedule days in which he has to post certain surgical cases. The RN communicates all this matter to the administrator in charge of the OR. After further investigations, it is concluded that Dr. Neuer does not want anybody to know how is performing his job with inefficiency. While Dr. Neuer continues doing this practice, the hospital will be financially affected.
2. Which theory or theories do you believe best explain Dr. Neuer’s behavior?
Bureaucratic theory can be used to describe Dr. Neur’s behavior in some ways. Despite all the matters going on with him, there was not flexibility for others staff members to use the OR. Another social factor that influence Dr. Neuer’ behavior might be his knowledge on how the organization does not have a clear understanding on what “constitutes adequate patient information to post a surgical case.”
3. What are the three potential obstacles to changing Dr. Neuer’s behavior? Should action (s) be taken against Dr. Neuer?
The first and most important obstacle in this case is the lack of organizational skill from the managers and supervisors in charge of the OR. First of all when management an organization there should be a clear understanding on what and how services are practice or delivery. Therefore, not being able to identify the rules established for the department would constitute a barrier to change Dr. Neur’s behavior.
Using imaginary patients could be another problem to change Dr. Neur’s behavior because it is hard to identify whether he is lying or not.
Another potential factor that can be identified in this case is the lack of human and conceptual skills from Dr. Neur’s that disallow him to care for the organization’s goal. Actions must be taken against Dr. Neur. To start with, if nothing is done regarding this matter, the organization is not going to be able to success at longer term; since both production and finance are affected.
4. What are some ways that block time can be allocated to ensure the OR is used as efficiently as possible? Who should be in charge of this process? How can the process prevent ghost posting?
One way that should improve the block time allocation is set up a carefully plan from top managers that would allow them to deliver and revise all the activities that each surgeon performs. In addition, having a clear understanding on what “constitutes adequate patient information” also will be an excellent tool that wou ...
Resource Ch. 14 Case Study Conflict-Handing Styles in Organiza.docxmackulaytoni
Resource:
Ch. 14 Case Study: Conflict-Handing Styles in
Organizational Behavior in Health Care
(2nd ed.)
Choose
two scenarios from the Conflict-Handing Styles section and write a 700- to 1,050-word response to the questions provided at the end of each scenario. Using the scenarios, identify a problem-solving model that could be used in the situation and leadership qualities that may be involved. Describe a process that the leader may need to use to promote change within this organization after a situation like this has occurred.
Case Study 14–7 Conflict-Handling Styles
For each of the five scenarios described below, determine what is the most appropriate conflict-handling style(s).
Scenario One
A radiologist on the staff of a large community hospital was stopped after a staff meeting by a colleague in internal medicine. On Monday of the previous week, the internist referred an elderly man with chronic, productive cough for chest X-ray, with a clinical diagnosis of bronchitis. Thursday morning the internist received the radiologist’s written X-ray report with a diagnosis of “probable bronchogenic carcinoma.” The internist expressed his dismay that the radiologist had not called him much earlier with a verbal report. Visibly upset, the internist raised his voice, but did not use abusive language.
How should the radiologist handle this conflict with the internist?
Scenario Two
The Family and Community Medicine Division of a large-staff model HMO serves a population that is ethnically diverse. The senior management team of the HMO, spurred by repeated complaints from representatives of one racial group, has encouraged the division, all of whose physicians are white, to diversify. Several black and Hispanic physicians with strong credentials apply for the open positions, but none is hired. Weeks later, a young female family physician learns from several colleagues that the division director has identified her as racist and the obstructionist to recruiting. The comments attributed to her are not only false but are also typical of discriminatory statements that she has heard the division chief utter. The rumors about her “behavior” have circulated widely in the division.
How should the young female family physician handle this conflict with the division chief?
Scenario Three
A manager who reports to the Vice President for Clinical Affairs (VPCA) of a tertiary-care hospital hired a young woman to supervise development of a large community outreach program. During the first four months of her employment, several behavioral problems came to the VPCA’s attention: (1) complaints from community physicians that the coordinator criticizes other physicians in public; (2) concerns from two community leaders that the coordinator is not truthful; and (3) written reports about the project that label and blame others, sometimes in language that is disrespectful. The VPCA spoke several times to the manager about these problems. The manager reported other diss.
11292015 IFSM 305 – Case Study Page 1 UMUC Family .docxaryan532920
11/29/2015 IFSM 305 – Case Study Page | 1
UMUC Family Clinic Case Study
In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom
Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal
medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has
two nurses, Vivian and Manuella, to help him. Usually, one nurse takes care of the front desk while the
other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk duties
include all administrative work from answering the phone, scheduling appointments, taking prescription
refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is Manuella who
takes care of the front desk and all office work. The two nurses are constantly busy and running around
and patients are now accustomed to a minimum 1-2 hour wait before being seen. And, if one nurse is
absent, the situation is even worse in the clinic. The clinic has three examination rooms so the owner is
now looking into bringing a new physician or nurse practitioner on board. This would help him grow his
practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr. Martin
knows that this will increase the administrative overhead and the two nurses will not be able to manage
any additional administrative work. He faces several challenges and cannot afford to hire any additional
staff, so Dr. Martin has to optimize his administrative and clinical operations. The practice is barely
covering the expenses and salaries at the moment.
Dr. Martin’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing
insurance, the front office nurse has to fax all the needed documentation to a third party medical billing
company at the end of the day. The medical billing company then submits the claim to the insurance
company and bills the patient. The clinic checks the status of the claims by logging into the medical
billing system, through a login that the medical billing company has provided the clinic to access its
account. There is no billing software installed at the practice, but the nurses open Internet Explorer to
the URL of the medical billing company and then use the login provided by the third party medical billing
company. Of course, the medical billing company takes a percentage of the amount that the clinic is
reimbursed by the insurance. Although the medical practice has the one PC with the scheduling software
and an internet connection, it does not have a Web site or any other technology, and essentially still
operates the same as it ...
01232014 IFSM 305 – Case Study Description Page 1 U.docxmercysuttle
01/23/2014 IFSM 305 – Case Study Description Page | 1
UMUC Family Clinic Case Study
In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom
Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal
medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has
two nurses, Vivian and Manuella, to help him. Usually, one day nurse takes care of the front desk while
the other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk
duties include all administrative work from answering the phone, scheduling appointments, taking
prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is
Manuella who takes care of the front desk and all office work. The two nurses are constantly busy and
running around and patients are now accustomed to a minimum 1-2 hour wait before being seen. And if
one nurse is absent, the situation is even worse in the clinic. The clinic has 3 examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Martin knows that this will increase the admin overhead and the 2 nurses will not be able to manage any
additional admin work. He faces several challenges and cannot afford to hire any additional staff for
admin so the owner has to optimize his admin and clinical operations. The practice is barely covering the
expenses and salaries at the moment.
Dr. Martin’s practice operation is all paper-based with paper medical records filling his front desk shelves.
The only software the doctor has on his front office computer is an appointment scheduling software.
Even billing insurance companies is done in a quasi-manual way. For billing insurance, the front office
nurse has to fax all the needed documentation to a
third party medical billing company at the end of the
day. The medical billing company then submits the claim to the insurance company and bills the patient.
The clinic checks the status of the claims by logging into the medical billing system, through a login that
the medical billing company has provided the clinic to access its account. There is no billing software
installed at the practice, but the nurses open Internet Explorer to the URL of the medical billing company
and then use the login provided by the third party medical billing company. Of course, the medical billing
company takes a percentage of the amount that the clinic is reimbursed by the insurance. The medical
practice does not have a Web site, and essentially still operates the same as it did in 1980.
One problem that you notice immediately is that there is no quick way to check patients in and if the
nurse i ...
Similar to Read the following scenario and analyze how this situation should be.docx (18)
Read Thomas Hardy The Convergence of the Twain and then compose a wr.docxtawnan2hsurra
Read Thomas Hardy The Convergence of the Twain and then compose a written explication of that poem. This is not a paper about the meaning, but rather
what elements where used and wh
y.
Your explication should be 3-4 pages. Times New Roman Double Spaced 12 Point Font
It should analyze the poem's Form and several other of the poem's elements: Simile, Metaphor, Personification, Metonymy, Synecdoche, Rhythm, Meter, Alliteration, Assonance, Rhyme.
Your explication is not a summary of what the poem is about. Nor are you expected to unravel the poem’s “meaning.” Rather, you are explaining how the poet used a particular poetic element, and you are analyzing how that element affects the rest of the poem.
When writing your explication:
Include a thesis statement that states the element you are analyzing and why.
Follow a systematic writing pattern by analyzing the element on which you are focusing line by line or stanza by stanza.
Provide textual examples (words, phrases, and lines) from the poem to illustrate your analytical statements.
Cite at least two sources using correct APA formatting
.
Read this article, Technology in the Classroom What is Digital .docxtawnan2hsurra
Read this article,
Technology in the Classroom: What is Digital Literacy?
[Retrieved from
TechHub.com
]
Answer and discuss the following questions:
Do you think Digital Literacy is more important to Students or Teachers? Why?
How would you handle the situation when you have a group of students who have mixed level of Digital Literacy skills?
Besides Facebook and Twitter, what are the other Social Media tools you could use to enhance student learning process? Provide an example.
.
Read the material firstly and then write a 500 words summary Ref.docxtawnan2hsurra
Read the material firstly and then write a 500 words summary
Reflect
on the topic of the chapter, and provide an overview of the key points.
Analyze
the information presented, incorporate additional readings or current news information related to the topic, and provide your opinion on relevant issues (referring to facts that you present to back up your point).
NO
plagiarize !
.
Read the scenario and then respond to the checklist items in a min.docxtawnan2hsurra
Read the scenario and then respond to the checklist items
in a minimum of a 1–2 essay using APA format and citation style (include an additional title and reference page).
Scenario:
Sam Trudeau owned a busy veterinary hospital. Two receptionists “manned” the front desk at all times. Their responsibilities were to answer phones, make appointments, collect payments on services rendered, and various other duties. Almost all payments into the hospital were in the form of cash, checks, and charge cards.
A receptionist called in sick, and Sam could not find any other employee who could work her shift, so Sam decided to cover the shift himself. On the day he covered the sick receptionist’s shift, the phones seemed to be ringing non-stop, clients were backed up, and everything was chaotic. Mr. Ordine, a regular client, and his dog had just been seen by the veterinarian, and Mr. Ordine wanted to pay his bill in cash. Sam knew Mr. Ordine’s dog received just one vaccine, and the price was $25.00, but no paperwork was done yet, so Sam took Mr. Ordine’s cash and said he would mail him the receipt when one was generated.
At the end of the day, the veterinarian still had not completed the paperwork, and Mr. Ordine’s file was in the stack to be re-filed. Apparently the veterinarian had forgotten to generate the paperwork, so there was $25.00 in the cash drawer that had no paper trail. Sam needed to run by the grocery store on his way home and was short cash, so he took the $25.00 out of the drawer, meaning to pay it back.
The next day, no one had noticed the $25.00 was missing, and Mr. Ordine’s file was re-filed. Sam considered the plusses and minuses of putting the $25.00 back in the drawer, and creating the paperwork for the service rendered. Mr. Ordine was expecting a receipt to be mailed to him, but Sam knew he could easily generate a receipt without it going into the computer system, thus allowing him to just keep the $25.00. After all, it was not that much money and if he did the proper paperwork, he would just have to pay taxes on it anyway.
Respond to the checklist items below in a minimum of a 1–2 page response using APA format and citation style (include an additional title and reference page).
1) Explain the ethical considerations from the Consequentialist (choose one: ethical egoism, act utilitarianism, or rule utilitarianism) and Non-consequentialist (choose one: Divine command, or Categorical imperative) or one of the Virtue ethics viewpoints. You should therefore present a total of two viewpoints concerning the scenario above.
2) Explain the strength of one of your viewpoints chosen for #1 and the corresponding weakness with regards to this scenario and the decision made by Sam Trudeau.
3) Describe what you think the effect will be on the other personnel at the hospital upon an auditor discovering this situation.
4) Discuss how Sam Trudeau should approach the situation using your chosen ethical perspective and explain why and ho.
Read the law review articles listed in the reading assignment.Answ.docxtawnan2hsurra
Read the law review articles listed in the reading assignment.
Answer the following questions based on the information you learned after reading the articles:
What types of misconduct can be committed, and how does it affect a defendant’s right to a fair trial?
What are the functions of the prosecutor and defense attorney?
Under what circumstances might prosecutors engage in misconduct?
What remedies have the courts found for attorney misconduct that occurs during a criminal prosecution?
Use the
Cybrary
for Criminal Justice resources. Click
here
to access a guide for using the CTU Criminal Justice Studies Library Research Guide.
Fry, T. (2012). PROSECUTORIAL TRAINING WHEELS: GINSBURG'S CONNICK V. THOMPSON DISSENT AND THE TRAINING IMPERATIVE.
Journal Of Criminal Law & Criminology
,
102
(4), 1275.
Hardy v. Cross, (565 U.S. ____, 132 S. Ct. 1626; 182 L. Ed. 2d 224 (2011)
UNITED STATES v. RUIZ: certiorari to the United States court of appeals for the ninth circuit. (2009).
Supreme Court Cases: The Twenty-first Century (2000 - Present)
, 1.
.
Read the poems of Emily Dickson and Langston Hughes and write a 2 pa.docxtawnan2hsurra
Read the poems of Emily Dickson and Langston Hughes and write a 2 page response for each poet.
What are your general impressions of each poet's work, as represented in the reader?
What do you like or dislike about each poet?
Your responses are open ended. The responses much be typed.
I can send the two poets to your email.
.
Read the information about Financial Aid.Then , answer the questions.docxtawnan2hsurra
Read the information about Financial Aid.Then , answer the questions .
Q1/ What are Five requirements for maintaining academic progress for receiving Financial Aid ?
Q2/ Name 3 causes for having an adjustment in your Financial Aid.
Q3/ Name Three qualifications for obtaining a Federal Student Loan .
Type a half page or two paragraph about what does civility mean to me .
Write a half page for Ethics definition
* write an essay comparing ethics and civility .
.
Read the instructions in the University of Phoenix Material Diver.docxtawnan2hsurra
Read
the instructions in the University of Phoenix Material: Diversity Identity Self-Evaluation and select one option to complete the assignment. You can choose from the following options:
Option 1: Diversity Identity Self-Evaluation Paper
Option 2: Diversity Identity Self-Evaluation Presentation
Option 3: Diversity Identity Self-Evaluation Brochure
.
Read the information and the questions that follow. Identify the leg.docxtawnan2hsurra
Read the information and the questions that follow. Identify the legal issue(s) and apply legal concepts and possible arguments for each question, using laws, cases, examples, and other relevant scholarly materials. Identify potential ethical issues. Finally, provide suggestions to help the company prevent future occurrences of the legal and ethical issues encountered. Support your answers with information from the textbook and at least two outside scholarly sources. By
Tuesday, August 11, 2015
,
prepare a 5 to 8 page paper that identifies the legal issues and potential solutions and answers all questions presented, supported by relevant legal authority. Properly cite all sources using APA format.
This assignment requires application of the concepts learned in Weeks 1–5 and is worth significantly more than previous assignments.
Scenario
In Part I of the assignment, Chuck House and Ben Holmes created a business they called House & Holmes Facilities Management. At the time, Chuck and Ben were the only employees. By the end of the second year, House & Holmes hired two additional full-time employees and paid a few temporary laborers as needed for certain maintenance jobs.
Chuck and one of the temporary laborers, Steve, were carrying an old cast iron bathtub through a customer’s house when the homeowner’s dog ran under Steve’s feet, causing him to lose his balance and drop his end of the tub. Unable to control the tub, Steve dropped his end of the tub causing it to knock over a flat screen television that shattered on the floor. The tub left scratches in the wood floors. Steve tore his rotator cuff in the fall and was unable to work for two months. Ryan, the customer, was upset about his television.
House & Holmes owns three trucks and one van, each registered to the business. The vehicles advertise the company’s name, phone number and website. Jason, one of the full-time employees, drives one of the trucks home at night when he is on call for emergency repairs. One night Jason stopped off at Hillside Tavern to have a couple of beers before going home. On the way home, Jason swerved to avoid hitting a deer and hit a car driven by Charmaine Wilson. Charmaine’s car sustained $4,500 in damages and she missed three days of work recovering from her injuries.
Regions Bank loaned $20,000 to House & Holmes. Chuck, Ben and their friend Phil agreed to be co-sureties for the loan. The handyman business defaulted on the loan and Regions Bank plans to sue Phil for payment of the loan.
House & Holmes agreed to install a new air conditioning unit and an outdoor kitchen in a luxury home on the beach. The parties agreed to a price of $9,500 for the purchase and installation of the air conditioning unit and outdoor kitchen. Chuck agreed to let the homeowner pay for the work in installments of $2000 a month. Two months later, the homeowner filed for bankruptcy. Chuck demanded payment of the remaining amount due or threatened to repos.
Read the following case studies in order to complete the Week .docxtawnan2hsurra
Read the following case studies in order to complete the Week Three Individual Assignment.
Case Study 1: Jackson
Jackson is a 25-year old male who has recently been admitted to a substance abuse program in Chicago, Illinois. He has been arrested several times for possession of a controlled substance but has not served any time in jail. He grew up in a single-parent household with his mother, Tina. Tina, 45, is employed as a high school teacher; his biological father is not involved in his life. Tina’s boyfriend, Michael, often attempts to serve as a father figure to Jackson.
Jackson went to college immediately after high school, focused on a degree in chemistry. In high school, he was a good student who earned A’s and B’s in most courses. After a car accident, a slight head injury caused him to lose some cognitive functioning and analytical skills. Jackson started drinking alcohol occasionally with friends during his freshman year of college. He also abused prescription painkillers given to him after the accident.
Jackson was in two serious relationships his senior year of high school, with Alice and Beth. He asked both of the girls to marry him, but then recanted. Each of the relationships lasted about 6 months in which each girl complained that Jackson was distant and unable to commit emotionally. Jackson questioned his sexuality his first year in college when he found himself sexually attracted to his roommate Stanley. He asked to be moved to another dorm room due to his uncomfortable feelings around Stanley. Jackson continues to display an overindulgence in alcohol and has difficulty maintaining friendships and relationships. He has left college and is now home with his mother Tina, attending rehab. Tina has claimed that he does not leave his bedroom for the most part and refuses to find a job.
elect
a case study from the University of Phoenix Material: Young and Middle Adulthood Case Studies located on the student website.
Write
a 700- to 1,050-word paper describing the influence the experiences have made on the person’s development.
Address
the following in your paper:
Discuss the family, social, and intimate relationships of the person in the case study.
Identify any role changes that have occurred.
Explain the immediate and future effect of healthy or unhealthy habits practiced by this person.
.
Read the Declaration of Independence and the Constitution of the Uni.docxtawnan2hsurra
Read the Declaration of Independence and the Constitution of the United States: A transcript .
Write (for each text): Use complete sentences, and use the texts to support your claims--
Identify and explain the main point.
Identify the evidence that supports the main point.
Explain how and why the evidence supports the main point.
.
Read the following and then answer the questions at the bottom.docxtawnan2hsurra
Read the following and then answer the questions at the bottom
The IT staff at Texas Health Resources Inc. must deliver more than technical functionality. And it needs to deliver more than the business requirements; it also has to meet the organization’s ethical standards.
To that end, its systems must help ensure that Texas Health complies with laws and regulations. And they also have to promote the right behaviors and prevent or flag undesirable ones, says Micheal Alverson, vice president and deputy chief information officer at the Arlington-based nonprofit health care system. Consider the challenge of handling patients’ medical records. Even though the federal Health Insurance Probability and Accountability Act mandates that agencies keep those records private, caregivers still need to access them—when appropriate.
So the organization’s electronic health records system “gives doctors and nurses who are caring directly for patients quick access when they use the right authentication,” Alverson says. But additional authentication is required to get records for patients who aren’t under the provider’s immediate care. The system records who gets access to what, allowing officials to audit and review cases to ensure there’s no inappropriate access.
“the IT staff holds itself to similar ethical standards, too,” Alverson says. The department has policies that prohibit taking gifts and endorsing vendors, to help guarantee that workers make procurement decisions only based on quality and needs. And when there’s any question—such as when a vendor proposes a deep discount if Texas Health agrees to be an early adopter of a new technology—IT leaders can turn to the system wide Business and Ethics Council for guidance.
“If we really want everyone to subscribe to the idea that working at Texas Health is special, then we have to have people actively believe in doing the right thing,” Alverson says.
Companies are increasingly looking at their ethics policies and articulating specific values that address a range of issues, from community commitment to environmental sustainability, which employees can use to guide their work. The need to comply with federal laws and regulations drives some of this, while consumer expectations, employee demands, and economic pressures also play a part.
Information technology consultant Dena L. Smith lays out a hypothetical dilemma: should an IT department hire a more expensive vendor because the vendor shares its own company’s ethics standards, or should it go with a lower cost provider that doesn’t?
Companies with established ethical standards that guide how they conduct business frequently confront this kind of question, Smith says, but it’s a particularly tough question today, given the recession,. With IT departments forced to cut budgets and staff, chief information officers will find it difficult to allocate dollars for applications that promote corporate ethics.
“The decisions are easier in the days when the e.
Read the complete description of the Oral History Interview Final Pa.docxtawnan2hsurra
Read the complete description of the Oral History Interview Final Paper due in this class. Here in Week Four, you must submit a draft of this paper. The draft should include an introduction, thesis, the information you provided in the Interview Description you submitted in Week Two, and be at least three to five pages in length (plus a title page and a reference page) at this time. The draft must utilize the course text and at least three scholarly sources, at least one of which you obtained from preliminary research in the Ashford University Library. The draft must be in paragraph form, properly formatted in APA style, and include an updated reference list of sources you intend to use in the final paper.
Final Paper: Oral History Interview Paper
Throughout the course, you will be exploring various aspects of culture and intercultural communications. Your final assignment in this course will be to
conduct an extensive oral history interview with a person who is somewhat older than you and from a culture or subgroup that you are not a member of.
This person can be a relative or acquaintance who is from a different generation. It can be someone who immigrated to this country either recently or some time ago. Or, it can be someone who belongs to a different subgroup from you and whose cultural experiences you believe would be very different from your own. Obtain permission from the person you are interviewing to record the conversation (either an audio or a video and audio recording) or to take handwritten notes during the interview.
Your overarching goals during the oral history interview are as follows:
To learn more about the culture and subcultures to which your interview subject belongs.
To determine what issues they encountered in terms of intercultural communications.
To relate concepts you have studied in this course to the experiences of this person.
After you have conducted the interview, review your recording or your notes and write a six- to eight-page paper (excluding a title page and a reference page), in which you discuss aspects of this person's culture and/or subcultures and communication issues related to his or her cultural identity. In the paper, you must also include the following:
The name of the person and his or her relationship to you.
The interview subject's cultural background and the culture and/or subcultures to which he or she belongs.
At least six questions from the following list. You may add additional questions or other questions not on this list, if you wish. Remember, though, that the focus of your paper must be on intercultural communication issues.
How far back in time can the person remember? What is his or her first childhood memory? (Consider how it reflects the interview subject's culture or subculture?)
What does the person remember of the experience of being an immigrant or a subgroup member in that time?
Which impressions or experiences from that time are most vivid to him or her today?
If he or sh.
Read The Fashion Punk Paradox and answer the following questions.docxtawnan2hsurra
Read "The Fashion Punk Paradox" and answer the following questions:
1. How is Hyde's notion of punk fundamentally opposed to mainstream messages about punk? Why is that difference important?
2. Allusions are a key part of Hyde’s argument. Choose one cultural allusion, and explain how it functions in the overall line of reasoning.
3. What values lurk beneath the explicit claims about original punk culture? (In other words, what principles or qualities must a reader value to accept Hyde’s argument?)
4. Describe Hyde's use of counterargument. Point to a particular passage and explain how it works as counterargument-and how it helps to develop Hyde's overall point.
5. Take a close look at Hyde’s Works Cited list. Based on this list and Hyde's use of song lyrics, how would you define "authority" in academic argument?
.
Read the following case study and answer the reflective question.docxtawnan2hsurra
Read the following
case study
and answer the reflective questions. Please provide rationales for your answers. Make sure to provide a citation for your answers.
CASE STUDY: An Older Immigrant Couple: Mr. and Mrs. Arahan Mr. and Mrs. Arahan, an older couple in their seventies, have been living with their oldest daughter, her husband of 15 years, and their two children, ages 12 and 14. They all live in a middle-income neighborhood in a suburb of a metropolitan city. Mr. and Mrs. Arahan are both college educated and worked full-time while they were in their native country. In addition, Mr. Arahan, the only offspring of wealthy parents, inherited a substantial amount of money and real estate. Their daughter came to the United States as a registered nurse and met her husband, a drug company representative. The older couple moved to the United States when their daughter became a U.S. citizen and petitioned them as immigrants. Since the couple was facing retirement, they welcomed the opportunity to come to the United States. The Arahans found life in the United States different from that in their home country, but their adjustment was not as difficult because both were healthy and spoke English fluently. Most of their time was spent taking care of their two grandchildren and the house. As the grandchildren grew older, the older couple found that they had more spare time. The daughter and her husband advanced in their careers and spent a great deal more time at their jobs. There were few family dinners during the week. On weekends, the daughter, her husband, and their children socialized with their own friends. The couple began to feel isolated and longed for a more active life. Mr. and Mrs. Arahan began to think that perhaps they should return to the home country, where they still had relatives and friends. However, political and economic issues would have made it difficult for them to live there. Besides, they had become accustomed to the way of life in the United States with all the modern conveniences and abundance of goods that were difficult to obtain in their country. However, they also became concerned that they might not be able to tolerate the winter months and that minor health problems might worsen as they aged. They wondered who would take care of them if they became very frail and where they would live, knowing that their daughter had only saved money for their grandchildren’s college education. They expressed their sentiments to their daughter, who became very concerned about how her parents were feeling. This older couple had been attending church on a regular basis, but had never been active in other church-related activities. The church bulletin announced the establishment of parish nursing with two retired registered nurses as volunteers. The couple attended the first opening of the parish clinic. Here, they met one of the registered nurses, who had a short discussion with them about the services of.
Read the book HarvardBusinessReview onDoing.docxtawnan2hsurra
Read the book:
Harvard
B
usiness
R
eview
on
D
oing
B
usiness
in
China
,
by
Kenneth
Liberthal
and
et
al
.
,
Harvard Business School, 2004
, and write a book report
(5 pages, double-spaced). The report should
include:
Your overall reflection on the book
Explaining three views/points you agree or disagree with the author and why you agree or disagree
Three things in the book that your feel helpful for your trip preparation and how they are helpful
.
Read the Case Study Commonwealth v Pullis (Philadelphia Cordwain.docxtawnan2hsurra
Read the
Case Study
Commonwealth v Pullis (Philadelphia Cordwainers Case of 1806) Philadelphia Mayor's Court, 3 Commons and Gilmore. In a 1 -2 page paper address the following:
How did the court view the combination of workers with respect to their intent?
Did the court find the continuance of the withholding of labor attributable to a combination?
Case Study:
Attached
.
read the attachment carfully and the most important thingCompo.docxtawnan2hsurra
read the attachment carfully
and the most important thing
Compose a text (entirely in your own words) that is historically accurate, full of interesting detail, grammatically correct, and no longer than 150 words. The focus of your marker should be on the time period covered in the course (before 1500 CE and as indicated in the assignment).
in high school level
.
Read the article titled The Perils and Pitfalls of Leading Change.docxtawnan2hsurra
Read the article titled
“The Perils and Pitfalls of Leading Change”
. Next, analyze the change that was implemented by Daniel Oliveira. Synthesize the change based on Kotter’s eight (8) steps for leading change. Determine if Oliveira followed the Kotter model. Select one (1) of the steps to assess and determine if Oliveira accomplished this step. Why was this an important step? Comment on how following the model may have made his change successful.
.
Read the article Factory Girls. (cover story). (2014). Scho.docxtawnan2hsurra
Read the article:
Factory Girls
.
(cover story). (2014).
Scholastic News – Edition 3, 70
16), 1.
In what ways did working in the Lowell Mills shape a young woman’s self-image, world paradigm, and redefine her place in the society? Consider the following questions as you respond:
The work environment in the Mills
The way women viewed their purpose and future
How working in the Mills may have impacted other areas of the women’s lives.
.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Instructions for Submissions thorugh G- Classroom.pptx
Read the following scenario and analyze how this situation should be.docx
1. Read the following scenario and analyze how this situation
should be handled.
Scenario
John, a health management student completing an internship at
Memorial Hospital, has been appointed chair of a
multidisciplinary clinical taskforce by the hospital's CEO. The
taskforce will design a new operational system to reduce the
waiting time of patients entering the hospital's emergency room
(ER). Although John had no clinical experience, he had
successfully completed a course in operations management prior
to beginning his internship and was excited to apply his new
knowledge for solving a "real" problem for the hospital.
The hospital CEO told John that when a patient entered the
hospital's ER, it could take up to eight hours from the time the
patient was initially triaged by a nurse to the time the patient
was either discharged home or admitted as an inpatient by the
physician. The CEO said, "Due to quality of patient care issues,
this timeframe is unacceptable and the taskforce needs to come
up with solutions to this problem. My goal is to reduce the
"turnaround" time for the patient from eight hours to two
hours."
Prior to being assigned as the chair of this taskforce, John had
informally observed the operations of the hospital's ER and
noted that many of the bottlenecks causing patient care delays
were caused by operational issues such as nurses filling out
duplicate forms and a lack of communication between the
hospital departments (for example, radiology) when the ER
physicians ordered tests or were waiting for test results to
confirm their diagnoses. These bottlenecks caused a slow
turnover of the ER's examination rooms and unnecessary
paperwork resulting in the ineffective use of both the
physicians' and nurses' time.
In addition to John, the CEO assigned Dr. Smith, the medical
director of the hospital's ER, and Mary, the ER nurse manager,
to the taskforce. As chair of the taskforce, John scheduled an
2. initial meeting for 10:00 a.m., the following Monday. John was
surprised that both Dr. Smith and Mary arrived twenty minutes
late to the meeting saying that this was "taking valuable time
away from their normal assignments." John started the meeting
by first introducing himself. Before this meeting, he had no
interactions with Dr. Smith and Mary. He then reviewed the
current statistics of the average wait time for a patient
presenting to the ER and the hospital's CEO desire to reduce
this time. He then opened the meeting for comments and
suggestions.
Dr. Smith spoke first, "In my opinion, the current operational
systems that we have in place are just fine. We just need more
ER physicians and examination rooms so that more patients can
be seen." Dr. Smith told John to recommend that the operational
systems were good enough and that the hospital should build a
new wing for additional ER exam rooms and hire more
physicians.
Interrupting Dr. Smith, John said, "The hospital has a very
limited capital budget and no funds have been allocated for
building more facilities. We need to redesign the operational
system to be more efficient and effective." Dr. Smith gave John
a stern look and reminded him that he, not John, was the
medical director and therefore, knew what is needed and what is
best for the hospital's ER.
Mary was the next to speak. She recommended that more nurses
be hired so patients could be triaged quicker when they first
present themselves in the ER. Dr. Smith disagreed, saying,
"Hiring more nurses is not the solution because even if patients
were triaged quicker, there aren't enough examination rooms to
move the patients to!"
John was just about to remind them of the taskforce's purpose,
when an overhead page indicated that both Dr. Smith and Mary
were needed in the ER immediately. By now, patients were
lined up in the hallways waiting to be seen in the ER. Dr. Smith
told John to make the hiring and building recommendations to
the CEO. The meeting adjourned, with Dr. Smith and Mary
3. running off to the ER where patients were waiting to be seen.
John sat in the empty meeting room and thought, "The CEO is
not going to be happy with the taskforce's recommendations."
He wondered, "As chair of this taskforce, what could I have
done to produce the desired outcome?" John knew that hiring
more physicians and nurses and building more examination
rooms was not the answer. The answer was better coordination
and integration of the ER's operating systems.
Tasks
Based on your research, understanding of the Fiedler's
Contingency Theory, and the above scenario, create a 4- to 5-
page Microsoft Word document to address the following
questions:
What is Fiedler's Contingency Theory? How did it develop?
What are its applications? What are its pros and cons?
Does everyone have just one leadership style or can it vary?
Why? What factors exert pressure to influence a shift in
leadership style? Are the factors exerting pressure to influence a
shift in leadership style appropriate with respect to merit and
measure? Why or why not?
What factors influence a leader to adopt a specific style
(personal traits, characteristics, environment, and so on)?
What role do communications, dynamic listening, and conflict
resolution play for a leader?
Using Fiedler's Contingency Theory, how would you help John
determine what leadership style he should use? Why?
What is the relevance of ethics in the above scenario?
Which leadership style do you consider the best? Why?
What would be the most effective leadership style in the above
case scenario using Fiedler's Contingency Theory? Why?
Assess your own leadership qualities using what you've learned.
What is your natural leadership style? Are you task-oriented or
relationship-oriented leader?
Support your responses with appropriate research, reasoning,
and examples.
Format your document and cite any sources in accordance to