family, school, peer groups, the mass media, and technology. With specific regard to technology, primarily the Internet and social and mass media
family, school, peer groups, the mass media, and technology. With specific regard to technology, primarily the Internet and social and mass media, what differences exist between contemporary agents of socialization and those that your parents and grandparents may have experienced? What effects, if any, do our current methods of socialization have on the types and quality of social interactions?
PMU facilitates a variety of food in the cafeteria for its faculty and students. Different food is available for the students and faculty members. The cafeteria has an electronic system (catalog) to check or choose the food. Catalog has a list of different food. The faculty members and students can order two varieties at a time depending on the availability. Each food has a unique code or name. You should provide functions to support the following operations: The cafeteria administrator can add new variety of food and its country of origin. The cafeteria administrator can remove and update the information of the faculty or student who has ordered the food. The faculty and students can inquire about the specific food including its information. The faculty and students can request for a new variety of food. The cafeteria administrator can update the requests or new requirements from the faculty or the students. The faculty and the students can raise a complain about the non-ava
Instructions
Complete sections 1–7 below.
Note: Before completing this sociology assignment help, review the Wk 2 Assignment Preparation Task: Skills Demonstration Video and Outline in Blackboard®.
Section 1: Skills Focus Reflection
Reflect on the following communication skills you have learned this week and prepare to include them in your video:
• Prepare in advance to meet the client.
• Engage the client using professional ethics, emotional intelligence (e.g., genuineness, warmth, acceptance, encouragement, approval), and empathy. Refer to the “Emotional Intelligence” section in Ch. 1, “Reflection and Emotional Intelligence,” of your course textbook, Developing Your Communication Skills in Social Work.
• Demonstrate self-awareness and reflection.
• Where applicable, demonstrate sensitivity for cultural diversity.
• Where applicable, incorporate communication skills from Week 1.
Section 2: Scenario Brainstorm and Summary
With your partner(s) brainstorm ideas for a scenario to demonstrate communication techniques in a recorded role-play with your assigned partner(s). Each person should role-play as a client, and then role-play as a social worker. As the client, select topics that are not real to your life right now; this is not the space to bring up past traumas. You are simply providing your partner a chance to practice the skills listed for each week.
Each video demonstration in Weeks 2, 3, and 4 will build upon the previous one, so work with your partner(s) to determine a scenario that will be suitable for the duration of the course.
Once you and your partner(s) have completed brainstorming, briefly summarize the scenario you will depict in your video in the space below.
• What issue(s) will the client present to you (the social worker)? How will you demonstrate the skills listed in “Section 1: Skills Focus Reflection”?
Section 3: Script Creation
With your partner(s) write a 1- to 2-minute video script in the space provided below. Incorporate the information you reflected on in “Section 1: Skills Focus Reflection.” Your video script may include cultural awareness, but it is not required to demonstrate this skill.
Section 4: Skills Demonstration Video Recording
Record your video with your partner(s) using Microsoft® Teams™.
Download and save your recording in an MP4 file format to submit with your completed assignment.
Section 5: Video Transcription Notes
Transcribing behaviors from a video will help you analyze your growth and development in social work communication techniques.
After recording your skills demonstration video, complete the Skills Examples Table by:
• Noting the video time stamp in the “Video Time Stamp” column
• Transcribing portions of the video that reflect skills demonstrated in the “Transcription” column
• Marking an X in the appropriate column for the following skills demonstrated: professional ethics, emotional intelligence, empathy, and cultural awareness
• Adding additional rows, if needed
For guidance, review and follow the format of the completed examples provided in rows 1 and 2 in the Skills Examples Table.
Skills Examples Table
Video Time Stamp Transcription Professional Ethics Emotional Intelligence
(Specify the type.) Empathy Cultural Awareness
(if applicable)
Example: 2:30 I want to share with you the client’s bill of rights. X
Example: 2:40 It can be overwhelming to move to a new town and not be aware of services available for your parents. X
Section 6: Video Transcription Summary
In the space below, briefly summarize how the skills you identified in “Section 5: Video Transcription Notes” facilitated effective communication in your role-play.
Section 7: Questions for Reflection Using Gibbs’ Reflective Cycle
In Ch. 1, “Reflection and Emotional Intelligence,” of Developing Your Communication Skills in Social Work, you learned about the value of self-reflection. You also read that Gibbs’ reflective cycle (1988) as cited in Beesley et al. (2018) is a useful framework for evaluating your communication strengths and challenges.
Answer the following 2 questions in the spaces provided below to reflect on your progress in applying communication techniques.
1. After watching your video, identity a skill that is your strength. How is this skill a strength for you?
2. Identity 1 area of improvement for your next video segment. What steps will you take to work on this skill?
Reference:
Beesley, P., Watts, M., & Harrison, M. (2018). Developing your communication skills in social work. Sage Publications. Retrieved from https://onlyprofessors.com/tag/management/page/10/
1. What is the difference between a fundamental and a realized niche?
2. What is the difference between Anagenesis (Gradualism) and Cladogenesis (punctuated equilibrium)? 6 points
3. The carrying capacity for a flock of birds is 125. The intrinsic growth rate is 0.4. There are 45 birds in the population. What will the logistic growth rate be?
growth rate
4. How can niche partitioning lead to adaptive radiation? Provide an example.
5. Treehoppers (specifically the Enchenopa binotata complex) are a great example for sympatric speciation. Explain why.
6. Use the table to answer the following question. Which community has a higher richness value? Which one is more even? Which one is more diverse? Calculate H’ for both communities.
Fish
Community A
Community B
Brown Trout
934
60
Smallmouth Bass
842
60
Catfish
745
34
Carp
924
60
Steelheads
735
1
North Pikes
882
800
7. What is the latitudinal biodiversity gradient? What are the 3 different hypotheses for why it exists, that is what are the three potential ecological drivers? Describe each one.
.
8. What is secondary contact? What are 4 potential outcomes of secondary contact?
9. What is the difference between sympatric speciation and allopatric speciation? What are the 2 different types of ways that allopatric speciation occurs (name and describe them) different? What are the different types of ways sympatric speciation might happen (list 3 prezygotic and 3 postzygotic reproductive isolating mechanisms)?
10. Who is Gregor Mendel
a. What were his contributions that helped advanced our understanding of evolution? (1 point)
b. Describe at least one experiment Mendel conducted. (2 points)
c. What conclusions did he draw from his experiments? (2 points)
11. Where an organism can live is limited by abiotic factors.
a. Describe how adiabatic cooling impacts where species are able to live. Include how you get heavy precipitation near the equator and how deserts are formed. (3 points)
b. Why does the angle of sunlight penetration matter? (2 points)
12. What is the extinction vortex? Draw a diagram to help explain your answer. (2 points)
13. HWE
a. What is the Hardy-Weinberg Equilibrium Theorem? (1 point)
b. What are the 5 HWE assumptions? (2 points)
14. Adaptation vs phenotypic plasticity
a. What is the difference between an adaptation and a phenotypic plastic trait? Provide an example of each. (4 points)
b. How do we test to see if a trait is a genetic adaptation or a phenotypic plastic trait? Provide an example. (2 points)
15. What are the four major mechanisms for evolution? (1 point)
16. Which mechanism(s) of evolution can ON THEIR OWN lead to adaptation? Defend your answer. (2 points)
17. What is the difference between The Bottleneck Effect, the Founder Effect, and the Sequential Founder Effect? (6 points)
18. Gene Flow
a. What is gene flow? (2 points)
b. How might it ultimately lead to homozygosity (reduced variation) over time? (2 points)
c. Why is connectivity important in gene flow? (2 points)
19. Define Biological Evolution. Define Ecology. Explain how the two intersect. Use an example to illustrate your point (e.g. snowshoe hares). (4 points). Read more at https://profsonly.com/tag/biology-assignment-help/
20. Choose three evolutionary thinkers that we discussed in class. List their scientific contributions, specifically those that advanced evolution. Describe why/how their contributions advanced the field of evolution. (3 points)
21. Define natural selection and list the 4 precursors for natural selection. (3 points)
22. Imagine you have discovered a widely-distributed population of orchids in California that exhibits a lot of variation in flower petal color (including blue, pink, and yellow flowers). Through experimentation, you find that this variation is primarily due to phenotypic plasticity rather than genetics, meaning that petal color is mostly determined by the flower’s physical environment and is not a trait that is passed down from generation to generation. You also find that a certain species of caterpillar always prefers to consume orchids with pink petals (killing the flowers) over the other colors. Will petal color evolve away from the pink color by natural selection in this population? Why or why not? (2 points)
23. What is a homologous character (homology)? What is an analogous trait (homoplasy)? Provide two separate examples of each (2 points).
24. What are the three types of survivorship curves? Define them and draw a curve for each. You can draw all three curves on one plot or on separate plots. (3 points)
25.
Use the following phylogenetic tree to answer the following questions (2 points)
a. Circles 1, 2, 3, 4, 5, and 6 on the phylogenetic tree represent_______________.
b. Which of the gray bars above the tree is a paraphyletic group?
c. How many monophyletic groups are there? Write them out
d. Taxa and C and D would represent a _____________ group.
26. You collect the following data on tarsus length in a small population of black-bellied plovers (a common shorebird species):
Bird Tag ID
Tarsus length (cm)
LA12589
4
LA12590
5
LA12591
4
LA12592
3
You want to determine whether tarsus length has evolved to be longer or shorter over time in this population, so you compare your dataset to one that was previously collected and analyzed for this sample population 50 years before.
8.31 < µ < 10.42
Has the population evolved to have longer or shorter tarsus length? Or has it stayed the same over time? Explain how you know using statistics. Show all work necessary to arrive at your final answer. You should not need a calculator to solve this problem, but you are welcome to use one if you prefer. (12 points)
For 3 degrees of freedom and an alpha value of 0.05, ta,d.f. = 2.
17. Populations of the Ozark Hellbender (Cryptobranchus alleganiensis) have declined since the 1970s, and it is now classified as endangered.
A. You are instituting conservation measures in the Ozarks to help the hellbenders recover. To assess their performance, you conduct a life table study. Fill in the table below. Calculate values to two decimal places. You do not need a calculator, but you are welcome to use one if you prefer. (3 points)
Age (years) x
Number surviving to age x
Number of deaths per each age x
Proportion surviving to age (lx)
Average fecundity per individual (mx)
lx mx
1-5
100
35
1.0
0
6-10
25
0
11-15
10
1
16-20
15
2
21-25
10
10
26-30
5
10
B. This represents a ( cohort / static / age distribution ) life table (circle one; 1 point)
C. Calculate R0 for the population. (1 point)
D. Based on your answer to (C) above, is the population recovering? Explain your answer. In your explanation, describe what the value of R0 means biologically, and explain why that will lead to an increase or decrease in population size. (3 points)
In this biology assignment help, asssume that your conservation policies are successful, allowing the hellbender population to grow. The growth curve for hellbenders over 8 years is shown below:
E. What is the approximate carrying capacity of the hellbender population shown? (1 point)
F. What is the approximate value of r at carrying capacity? (1 point)
G. Before reaching carrying capacity, the value of dN/dt is ( negative / zero / positive )
(circle one; 1 point)
H. This population is best characterized as ( exponential growth / logistic growth ) (circle one; 1 point)
I. Name at least two biotic and two abiotic ecological factor that may contribute to the carrying capacity of hellbenders in the Ozarks. You do not need to give specifics about hellbender habitat for this question. You only need to list general factors that may contribute to carrying capacity. (2 points)
27. In a population of 100 jellyfish, the gene for body color (blue or purple) is controlled by a single diploid gene. The allele for blue (B) is dominant over the allele for purple (b). 25 jellyfish in the population are blue, the rest are purple. Show all work (8 points)
a. What is the homozygous recessive genotype frequency, freq(bb)?___
b. What is the frequency of the dominant allele, freq(B)?____
c. What is the heterozygous genotype frequency, freq(Bb)?____
d. How many homozygous dominant jellyfish are there in the population? _____
Show your work here:
28. The Breeder’s Equation is very important for understanding heritability, strength of selection, and what the response to selection will be. (6 points)
a. A watermelon farmer is wanting to make the biggest watermelons possible. The mean weight of watermelons that he currently has in his garden is 10 pounds. He selects only largest watermelons, which are 15 pounds to breed for his next garden. We know that watermelon weight is 20% heritable. What will the average weight be in the farmer’s new garden? _________________________________
b. You are wanting to grow super spicy peppers in your backyard and need to know how spicy you can get your peppers. The mean Scoville Heat Units (this is used to quantify how spicy something is) of your peppers is about 1000 SHU. You have some peppers that are 2000 SHU, which you breed. You are told that the heritability score for spiciness is 50%. What is the average spiciness (in Scoville Heat Units) that your next generation of peppers will be? ___________________
Name
NURS 55200_Organization Case Study Part I_ Worksheet
All items on worksheet are to be addressed in sufficient detail to provide you and the reader with a clear picture of the organization. Remember confidentiality and anonymity. Key: ¥ =area to be filled
Student Name_______________________________________
|
Level of the Organization → Dimension ↓ |
Macro |
Meso |
Micro |
|
Organization Description—size, type |
¥ 485 bed medical center |
Offers medical services to a diverse population |
There are both inpatient and outpatient services |
|
Design & Structure |
¥ Functional design |
Functions constitute departments |
Departments constitute a manager/leader and staff |
|
M, V, V, |
¥ Mission-In collaboration with our academic partners, our mission is to advance healthcare to improve the health of our patients and communities, promote health equity and develop the next generations of healthcare leaders. Vision- Our vision is to be the preeminent healthcare provider known for improving the health and wellness of our communities, providing exemplary care for our patients and advancing the knowledge to do so. Values- Compassion: We will treat our patients and their families with kindness and compassion and strive to better understand and respond to their needs. Accountability: We will hold ourselves accountable as an organization and as individuals to act ethically and responsibly in everything we do, to be excellent stewards of our resources and to be transparent in our actions. Respect: We will act with respect, openness and honesty in our dealings with patients, families and coworkers. We will work collaboratively to promote the well-being of the communities we serve and to advance patient care, education and research. Excellence: We will work as a team to leverage best practices and innovation in providing the highest-quality care for our patients and families. We will devote ourselves to continuously improve in everything we do. |
Some departments have their own mission and vision aligning with those of the hospital. |
Improved health and wellbeing is at the core of the functional units and the activities of the stakeholders |
|
Environmental Assessment: include population served demographics, SWOT or SOAR analysis, in this nursing assignment help |
The hospital serves an increasingly diverse population that includes US and non-US citizens. A significant segment of this population includes students. The issue of healthcare that is prominent in the wider discourse in the US has significant implications for the hospital. Political trends touching on healthcare, such as the uncertainty over the Affordable Care Act as pertains to the current US administration are a source of concern to top leaders at the hospital. |
The It department is under the process of upgrading the hospital’s nursing informatics function in a bid to mirror the success of such a system at a nearby hospital.. This initiative, however, is undermined by inadequate funding. |
The state enacted new regulations that might make it easier for nurses from other states to operate in the hospital. This is viewed as a job threat by the existing nursing staff. |
|
Current Issues being addressed at each level of the organization—what data/outcomes/reports are being viewed as priority? |
¥ A four-phase implementation plan is used. Currently the hospital is at phase three, which requires the hospital to: •Implement newly developed strategies to address health-related needs (Year 2 & 3) • Provide guidance to ensure that all new health-related and community benefit initiatives are intentional in demonstrating how they are addressing the health-related needs and the impact the initiatives have on our community. • Align with the hospital’s and other stakeholders’ budgetary processes, ensuring there are sufficient resources to support the implementation of new health-related and community benefit initiatives. • Pilot and implement new strategies to address the gaps in services and programs to address the health-related needs of the community. |
¥ The nursing informatics function helps in the collection, processing and analysis of data on the various projects under implementation. This information is available via a web portal based on access levels and involves statistics such as clinical errors, satisfaction rate, and financial data. |
¥ Staff members track their progress and the progress of the wider organization through the portal and in meetings. Reports are generated frequently and avaled on the portal for timely access. |
|
Culture |
¥The hospital’s culture is underpinned by quality care and maintaining close ties with patients and stakeholders of the hospital and views the various stakeholders as a family. This culture is visible in the hospital’s mission, vision, and values as well as day-to-day practices. The value of compassion is explicitly stated as a leading tenet of the hospital’s practices. The hospital also organizes annual events in addition to other frequent events to signify and enhance the close relationships among the various stakeholders. Employees are especially proud of the way the hospital’s leadership treats them with respect. |
¥ All departments align with the wider organizational culture |
¥ the staff are committed to the values of the hospital |
|
Standing Committees/ Teams/ Groups; Communication |
¥There are nine committees at the hospital as follows: Audit and Risk Committee – 6 members Emergency Executive Committee – 8 members Main Tender Board – 6 members Executive Committee – 11 members Finance Committee 9 members Human Resources Committee 7 members Public Complaints Committee – 5 ,members Supporting Services Development Committee 9 members Staff Appeals Committee 12 members The committees are dominated by internal members of the hospital, mainly those who have worked at the institution for an extended period. The hospital has a difficult time in comparing the implementations of the decisions of all the committees due to inadequate collaboration among the various committees. This limitation points to poor communication. Although the committees tap technology to enhance communication, there are cases where the process is ineffective. For instance, the IT department complained of underfunding and the resulting inability to acquire or develop the systems necessary to ensure a successful nursing informatics program. |
¥ |
¥ |
|
Decision Making |
¥The top-down approach to decision making is the predominant approach used at the hospital. Most decisions are made at the top level and passed to staff at lower levels. Top leaders at the hospital make largely strategic decisions. Lower-level staff are not significantly involved in making strategic decisions, but they make decisions related to the daily operations of the institution. This approach to decision-making is inadequate because it ignores the value of some stakeholders in making effective decisions. |
¥ Middle-level managers make decisions affecting their departments with some input from their subjects |
¥ Lower-level staff are not significantly involved in making strategic decisions, but they make decisions related to the daily operations of the institution. |
|
Leadership Style |
¥ The top leaders use a transactional approach to leadership. This is evidenced by the reward system that offers benefits to those who perform as expected. |
¥There are differences in the styles of leadership used by some leaders at the lower level compared to top leadership. Transformational leadership is common at this level and leaders seek to influence the followers by presenting transformational ideas. This approach is positively received by the employees as they view those leaders who use this approach as effective. |
¥ Nurses use their role in the hospital to influence others |
|
Learning Organization Assessment |
¥ The hospital is a Magnet designated learning institution. Some of the elements that underscore this observation include transformational leadership in some areas of the hospital, exemplary professional practice, structural empowerment and empirical quality results. |
¥ Departments offer training and development programs |
¥ Nurses are enrolled in programs that enhance their knowledge on latest developments in their field |
|
Change/Adaptability Assessment |
¥ Change is constantly occurring in the institution. The research and design center brings new ideas and knowledge that inform new strategies adopted by the hospital. The institution is also constantly assessing the changes in the environment and adjusting to these changes, including the increasing diversity of its client and staff base. |
¥ Departments introduce changes from time to time as deemed necessary. |
¥ Nurses are encouraged to upgrade their skills and knowledge through continuous learning and training programs. |
|
Power & Political Assessment |
¥ Top leaders draw their power from their position. The board constitutes a diverse mix of stakeholders from both within and outside the hospital. Nursing is at the core of the operations of the hospital and it drives the mission, vision and values. |
¥The leaders who use transformational leadership, mainly at the lower level of the hospital, are held in high regard and thought of as being exemplary. These leaders also seem to know the most about the hospital due to their interactions with the daily operations and the strategic elements of the entity. |
¥Nurses play a critical role in the hospital because they interact with the patients. |
|
Sources Used (1 point each for fourth and subsequent individual consulted–up to a total of 5 points) & Documentation (position of the person, topic of consult, and information garnered) (attach) |
¥ Front office staff Clinical nurse manager |
¥ IT officer |
¥Pediatrician Nurse Physical therapist |
Considerations to think about when filling out your worksheet and asking others. Note: this is not exhaustive or complete (i.e., add more based on your curiosity and what you have read about organizations):
Structure/Design: How many reporting levels are in the organization hierarchy?
There are five levels in Upper Hill Hospital’s hierarchy involving CEO, CFO, CMO, CNO, COO, Assistant Vice-Chancellors, Directors, Managers, and staff.
Describe structure/design based on the criteria/frameworks in your readings and from our discussions.
The hospital operates using the top-down approach as its structure..
M, V, V and strategy information.
Mission: In collaboration with our academic partners, our mission is to advance healthcare to improve the health of our patients and communities, promote health equity and develop the next generations of healthcare leaders.
Vision: Our vision is to be the preeminent healthcare provider known for improving the health and wellness of our communities, providing exemplary care for our patients and advancing the knowledge to do so.
Values:
Compassion:
We will treat our patients and their families with kindness and compassion and strive to better understand and respond to their needs.
Accountability: We will hold ourselves accountable as an organization and as individuals to act ethically and responsibly in everything we do, to be excellent stewards of our resources and to be transparent in our actions.
Respect: We will act with respect, openness and honesty in our dealings with patients, families and coworkers. We will work collaboratively to promote the well-being of the communities we serve and to advance patient care, education and research.
Excellence: We will work as a team to leverage best practices and innovation in providing the highest-quality care for our patients and families. We will devote ourselves to continuously improve in everything we do.
Strategy information What issues are priority to address this year?
Based on the 2016 analysis of the hospital, it was established that:
1. Addressing the social determinants of health: education, employment and income, health behaviors (e.g., smoking), housing, family and social support, food, interpersonal violence, transportation, and utility insecurity.
2. Improving access to care: availability of high quality physical and mental healthcare on demand.
3. Reducing the risk of chronic disease or the impact of chronic disease on health: asthma, cardiovascular disease (including hypertension), diabetes, mental and behavioral health, obesity, and sickle cell disease.
What important strategic information is being monitored on a regular basis?
A four-phase implementation plan is used. Currently the hospital is at phase three, which requires the hospital to:
•Implement newly developed strategies to address health-related needs (Year 2 & 3)
• Provide guidance to ensure that all new health-related and community benefit initiatives are intentional in demonstrating how they are addressing the health-related needs and the impact the initiatives have on our community.
• Align with the hospital’s and other stakeholders’ budgetary processes, ensuring there are sufficient resources to support the implementation of new health-related and community benefit initiatives.
• Pilot and implement new strategies to address the gaps in services and programs to address the health-related needs of the community. Learn more at nursing essay help.
Environmental Assessment: How does your organization operate with regard to the surrounding healthcare organizations and environment? How does the strategic plan reflect the direction for maintaining/succeeding/surviving (use the information and frameworks/theories from your readings)?
Culture: “How would you describe the culture? What indications do you have that explain the organization’s culture?” “What is important to the people who work here?” How doe employees organize around the mission, vision, values, and strategic goals? What rituals does the organization have—reward systems, recurring events, celebrations? What do employees like about the organization?
The hospital’s culture is underpinned by maintaining close ties with patients and stakeholders of the hospital and views the various stakeholders as a family. This culture is visible in the hospital’s mission, vision, and values as well as day-to-day practices. The value of compassion is explicitly stated as a leading tenet of the hospital’s practices. The hospital also organizes annual events in addition to other frequent events to signify and enhance the close relationships among the various stakeholders. Employees are especially proud of the way the hospital’s leadership treats them with respect.
Committees/Teams/Communication: What are the numbers of committees at each level of the organization and what are they? In general, how are team or committee members chosen at each level? Who chairs them? Are any chairs nurses? What are their responsibilities and how effective are they (i.e., how often are their actions/decisions accepted and implemented by the organization)? How are decisions and information communicated throughout the organization? How many avenues of organizational communication are they and how efficient/effective are they? How has technology impacted communication—what works/doesn’t work? What needs to be improved?
There are nine committees at the hospital as follows:
Audit and Risk Committee – 6 members
Emergency Executive Committee – 8 members
Main Tender Board – 6 members
Executive Committee – 11 members
Finance Committee 9 members
Human Resources Committee 7 members
Public Complaints Committee – 5 ,members
Supporting Services Development Committee 9 members
Staff Appeals Committee 12 members
The committees are dominated by internal members of the hospital, mainly those who have worked at the institution for an extended period. The hospital has a difficult time in comparing the implementations of the decisions of all the committees due to inadequate collaboration among the various committees. This limitation points to poor communication. Although the committees tap technology to enhance communication, there are cases where the process is ineffective. For instance, the IT department complained of underfunding and the resulting inability to acquire or develop the systems necessary to ensure a successful nursing informatics program.
Decision making: How are decisions made at each level? Who makes the most decisions at each level, and who is listened to most frequently?
The top-down approach to decision making is the predominant approach used at the hospital. Most decisions are made at the top level and passed to staff at lower levels. Top leaders at the hospital make largely strategic decisions. Lower-level staff are not significantly involved in making strategic decisions, but they make decisions related to the daily operations of the institution. This approach to decision-making is inadequate because it ignores the value of some stakeholders in making effective decisions.
Leadership style: Based on your readings and knowledge to the types of leadership styles, what types do you see at each level? How effective are they? Compare the types of leaders with the theories from your readings.
The top leaders use a transactional approach to leadership. This is evidenced by the reward system that offers benefits to those who perform as expected. There are, however, differences in the styles of leadership used by some leaders at the lower level. Transformational leadership is common at this level and leaders seek to influence the followers by presenting transformational ideas. This approach is positively received by the employees as they view those leaders who use this approach as effective.
Learning Organization: Look at the characteristics of a learning organization from your readings and class discussion. How many do you see operating in your organization? Is your organization Magnet designated (or other designations that signal a learning organization)? If it is Magnet, what are the indications it does or does not operate as a learning organization?
The hospital is a Magnet designated learning institution. Some of the elements that underscore this observation include transformational leadership in some areas of the hospital, exemplary professional practice, structural empowerment and empirical quality results.
Change is constantly occurring in the institution. The research and design center brings new ideas and knowledge that inform new strategies adopted by the hospital. The institution is also constantly assessing the changes in the environment and adjusting to these changes, including the increasing diversity of its client and staff base.
Power & Politics—Who is good at influencing and making decisions that are carried out? Who is highly thought of? Who is effective? Who knows the most about the organization? Who is considered powerful? How do decisions get made? Who are the people that get others on board with regard to the decisions? What is the Board makeup and how are they chosen? How powerful is nursing?
The leaders who use transformational leadership, mainly at the lower level of the hospital, are held in high regard and thought of as being exemplary. These leaders also seem to know the most about the hospital due to their interactions with the daily operations and the strategic elements of the entity. The board constitutes a diverse mix of stakeholders from both within and outside the hospital. Nursing is at the core of the operations of the hospital and it drives the mission, vision and values.
11
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