Reflect on current gaps or opportunities for enhanced services within your healthcare organization.
NOTE: You will need to submit both a Word Document and an Excel Spreadsheet for your Assignment submission. Please be sure to only submit your Assignment once you have uploaded these two components of your W2A2 Assignment.
please read the info provided in the attached
TO PREPARE
· Reflect on current gaps or opportunities for enhanced services within your healthcare organization.
· Select one of these gaps or opportunities that you would like to analyze and for which you would like to propose a healthcare product or service solution. Choose your product or service carefully as it needs to meet three distinct parameters for use in this course. It must have a capital investment ( start-up costs) and there must be annual cost and revenue that you can estimate for each of 5 years. An example is a capital equipment purchase that is a direct charge to the patient such as a 12-lead EKG. There would be start-up cost for the purchase of the equipment in Year 0. Then each use requires some disposable electrodes and staff to perform the procedure. Revenue is based on the patient charge.
· Reflect on the impact this issue/opportunity and product/service solution have (or could have) on various stakeholders and systems across your healthcare organization.
· Identify one or more individuals within your healthcare organization to act as “finance counselor” with whom you can consult on financial and budget items such as costing, estimating, and budget request processes.
· Reflect on the current costs associated with the selected issue or opportunity, including direct financial costs to the organization and financial costs to patients, healthcare providers, and other stakeholders. Also consider non-financial costs, including opportunity costs.
· Consider how you would communicate a proposal to leadership that addresses the selected issue/opportunity within your organization.
THE ASSIGNMENT: HEALTHCARE BUDGET REQUEST – EXECUTIVE SUMMARY:
Develop an executive summary and structure for a healthcare budget request for your new product or service idea by completing the following:
Part 1: Executive Summary
Using the Healthcare Budget Request Template, develop a 1- to 2-page executive summary that describes the issue or opportunity that you are analyzing. In your executive summary, you should:
· Describe the healthcare issue or opportunity you selected.
· Describe the stakeholder groups impacted by this issue/opportunity.
· Explain which stakeholder groups would most likely be responsible for helping you address the healthcare issue or opportunity you selected and why. Be specific and provide examples.
· Describe the healthcare product or service that you propose to address the identified gaps/opportunities and explain why.
· Provide scholarly support for the issue or opportunity and your new product or service idea.
Part 2: Excel Assignment Workbook
As you progress through this course on the development of a Healthcare Budget Request, you will apply financial ratios and other calculations to make the business case for your idea. In this component of the assignment, you will customize a spreadsheet workbook and prepare it for use in your analysis. To do this, you will:
· Review the Healthcare Budget Request Guide found in the Resources. Open the Excel Assignment Workbook; follow the instructions in the guide, which will help you:
· Create a template that you will use for future analysis you will conduct in subsequent parts of your Healthcare Budget Request.
· Format your spreadsheet for presentation of results.
· Save and close the spreadsheet file.
Submit both Part 1 and Part 2 of your Assignment by Day 7 of Week 2.
*NOTE: You will need to submit both a Word Document and an Excel Spreadsheet for your Assignment submission. Please be sure to only submit your Assignment once you have uploaded these two components of your W2A2 Assignment.
,
Heliyon 6 (2020) e03128
Contents lists available at ScienceDirect
Heliyon
journal homepage: www.cell.com/heliyon
Research article
Developing a decision-making dependency (DMD) model for nurse managers
Christine Chisengantambu-Winters a, Guy M. Robinson b,*, Nina Evans c
a School of Nursing and Midwifery, Australian Catholic University, North Sydney, New South Wales 2060, Australia b School of Geography, Environment and Population, University of Adelaide, Adelaide, South Australia 5005, Australia c School of Information Technology and Mathematical Sciences, University of South Australia, Mawson Lakes, South Australia 5095, Australia
A R T I C L E I N F O
Keywords: Health sciences Nursing Social sciences Management Human resource management Nurse managers Decision making Management Dependency factors
* Corresponding author. E-mail address: [email protected] (
https://doi.org/10.1016/j.heliyon.2019.e03128 Received 5 June 2019; Received in revised form 5 2405-8440/© 2019 Published by Elsevier Ltd. This
A B S T R A C T
Decision making is an inherent, complex and vital component of the work of managers. Its importance and role in operationalizing the activities of an organisation are well-evidenced in management literature. Yet, there is a dearth of literature about the processes used by nurse managers to make decisions. The principal aim of this paper is to identify the different types of decisions made by nurse managers and explore the related decision-making processes. A ‘dependency model’ is proposed, which illustrates the factors affecting the art of decision making. Structured interviews were conducted to identify types of decisions made by nurse managers in different health- care settings and the factors underpinning these decisions. The research focused on an intensive study of a small group of nurse managers working in rural and regional health institutions in South Australia. The sample included nurse unit managers, after-hours coordinators and directors of nursing. Hermeneutic principles and interpretive research were used to conduct interviews with nurse managers who make numerous and varied types of decisions, though often without following a step-by-step approach. The study identified dependency factors that influence how decisions are made, and developed a model based on eight key variables: (1) the situation to be addressed; (2) the time period in which the decision has to be made; (3) required inputs from colleagues; (4) complexity of the task and the environment, (5) the duration and time it takes to make a decision, (6) availability of resources, (7) the decision-making environment, and (8) personal characteristics. These eight variables are interrelated and have both direct and indirect impacts on how decisions are made. Nurse managers make pragmatic decisions reflecting the complexity of their roles and responsibilities. Awareness of the factors on which decisions depend helps understanding of how they navigate through decision-making processes. The findings are presented as a model that can be used to support decision making by nurse managers in various health settings.
1. Introduction
1.1. Decision-making
Decisions are made at different levels in an organisation involving single individuals or groups. This complex cognitive human activity has small-scale impacts, applying to an individual, or they can affect the operation of a large corporation, a community or wider society (Goodwin and Wright, 2014). The consequential impact can also have limiting or progressive effects, and temporary or permanent impacts on individuals, organisations, groups and communities. Decision making is multi-faceted to the extent that there are numerous factors that influence how decisions are made (Ford and Gioia, 2000; Wu et al., 2016). Decision making is a
G.M. Robinson).
November 2019; Accepted 23 De is an open access article under t
vital component of human and management activity, yet its processes are often obscured and not easily explained. Knowing which factors can mitigate the process of decision making is vital to expediating decision-making processes. More importantly, knowing which factors need to be considered when making decisions is pivotal to the overall process of decision making.
When making a decision, there is a conscious choice to behave or to think in a certain way. It entails reaching a conclusion and making a choice or selection of the best alternative from a set of possibilities of a group of two or more possibilities (Al-Tarawneh, 2012; Jonassen, 2005; Nibbelink and Brewer, 2018) to solve a problem according to the de- mands of the situation (van Knippenberg et al., 2015) and the opportu- nities that exist (Hunink et al., 2014). Hence, Tannenbaum (1950 p. 23)
cember 2019 he CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).
C. Chisengantambu-Winters et al. Heliyon 6 (2020) e03128
states that “to decide”means “to cut off”, meaning that a decision implies taking one course of action from a set of alternatives. Decision making also involves undertaking a series of steps that often begins with an iden
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