Application: System Theory

Assignment: Application: Systems Theory As noted in the Learning Resources, systems theory provides a meaningful and beneficial means of examining challenges in health care organizations. To do this effectively, however, it is essential to assess all system components, as some may be relatively healthy while others are problematic. For this Assignment, you apply systems theory to the examination of a problem in a department or a unit within a health care organization. (Note: You may use the same problem you identified for the Discussion as long as it meets the criteria for this assignment.) To prepare: Review the Meyer article, Nursing Services Delivery Theory: An Open System Approach, in this weeks Learning Resources. Focus especially on the information presented in Table 1 (p. 2831) and Figure 2 (p. 2833). Reflect on your organization or one with which you are familiar. Within a particular department or unit in this organization, identify a problem the staff is encountering. Using Table 1 in the Meyer article as a guide, analyze the department or unit, identifying inputs, throughput, output, cycles of events, and negative feedback. Consider whether the problem you have selected relates to input, throughput, output, cycles of events, and/or negative feedback. Think about how you could address the problem: Consider what a desired outcome would be, then formulate related goals and objectives, and translate those goals into policies and procedures. Research professional standards that are pertinent to your identified problem. Reflect on the organizations mission statement and values. In addition, consider how addressing this problem would uphold the mission and values, while improving the organizational culture and climate. (Depending on the organization you have selected, you may have explored these in the Week 1 Discussion.) To complete: By Day 7 Write a 3- to 5-page paper (page count does not include title and reference page) that addresses the following: Describe a department or unit within a health care organization using systems theory terminology. Include a description of inputs, throughput, output, cycles of events, and negative feedback. Describe the problem you identified within the department or unit using an open- systems approach, and state where the problem exists using the systems theory model (input, throughput, output, cycles of events, or negative feedback). Based on this information, explain how you would address the problem as follows: Formulate a desired outcome. Identify goals and objectives that would facilitate that outcome. Translate those goals and objectives into policies and procedures for the department or unit. Describe relevant professional standards. Explain how your proposed resolution to the problem would uphold the organizations mission and values and improve the culture and climate. T

Business Proposal

Research Project ACME Industries, Inc. has done some major organizational restructuring during 2014 and 2015. In September of 2014, ACME decided to replace its President/CEO, Yusef Yosemite Sam. Mr. Sam had been in charge of ACME for over 50 years, and literally ran the organization with an iron fist. During his tenure, the organization has been financially sound, but over the course of the last ten years, many ethical and legal issues have come to the forefront regarding Mr. Sam and his unorthodox management style, mostly in ACMEs effort to adhere to the Sarbanes-Oxley Act of 2002. His termination was effective as of September 1, 2014 after he was charged with two counts of negligent homicide in the deaths of two ACME employees in a suspicious warehouse fire in Louisiana. On November 1, 2014, it was announced that a new CEO had been hired by the Board of Directors, Mr. Phillip Plucky Duck. Mr. Duck has been part of ACMEs Sales team for five years. He holds a Bachelor of Science degree in Information Technology, and got his MBA from Harvard Business School in 2005. Mr. Duck is young (he was born in 1984), ambitious, hard-charging, and has plans to take ACME in new and innovative directions. The majority of ACMEs current employees (including upper management) have been part of the organization for a minimum of 25 years. Many have been with ACME since its inception in 1949. Since Mr. Sam became CEO, ACMEs organizational culture was based on fear and to some extent cruelty. Mr. Sam was known to not only to fire people from their jobs, but fire at them with guns, flame throwers, cannons, or whatever other ACME weapon he had on hand. He never spoke without shouting, and never had kind words to say about anyone. While business was good, ACMEs employees suffered in silence, and accepted their lot. Mr. Sam did reward loyalty monetarily, and ACME employees who stayed were well paid. When Mr. Duck came on board, he sought to change this toxic culture. At first, Mr. Duck was not well-accepted. Many employees were distrustful of his different management style and were put off by the fact that he was so young. Some saw him as a slacker, due in part to his choice to wear casual attire. The entire Financial Department gave notice (with the exception of the CFO, Percival Porky pig) and left the organization, along with several other key employees, and the sales department was reorganized, including the replacement of several long-term members of its staff. Upper management remained primarily intact, but the stress of the change in leadership and philosophy took a physical and mental toll on those at all levels that stayed with the organization. In June of 2015, sales and revenue slowly began to recover. Mr. Duck had begun implementing many new employee well-being programs, including an on-sight gym, several stress reduction programs, and new safety programs, all in an effort to rebuild and restructure ACMEs organizational culture. Unfortunately, some of this restructuring also meant a reduction in the sometimes exorbitant bonuses that Mr. Sam was known to hand out. This too was not well received, but the large array of non-monetary benefits seemed to satisfy the employees. Absenteeism began to drop and performance and productivity began to rise. The stock price rose from a low of $ per share in December of 2013, to a respectable $ per share prior to the July 4,, 2016 weekend. Mr. Ducks strategy was working, and it led to a happier and more productive workforce, and a slow, steady rise in sales and revenue. In the summer of 2018, Mr. Duck announced to the board of directors at their strategic planning meeting that he would like ACME to go global after facing some tight competition from a Chinese manufacturer called Shngo Industries, Inc., who for lack of a better explanation, produces cheap knock-offs of ACMEs products (an example is Shngos High Flying Slippers, a copy of ACMEs Spring Loaded sandals, which retail for $, versus ACMEs $50 price tag). ACME is not used to such large and direct competition, particularly from overseas. Mr. Duck was concerned that Shngo would take away ACMEs current and future business mainly on the basis of their significantly lower pricing. Shngos product quality has been called into question on several occasions and is facing several complaints and lawsuits including but not limited to personal injury and product failure. ACME has been an US only company for so many years that Mr. Duck is really not sure where to begin. He is not sure how long it will take to create an overseas presence, whether ACME should simply import their products, or manufacture them overseas, or even how to market their products in international markets. He is also concerned with the impact this move will have on the employees, after they have gone through so many structural and cultural changes. Your job is to diagnose ACMEs current state in order to assist Mr. Duck in his decision-making in this situation. You will create a proposal for the Vice President of ACME Industries that includes your suggestions for what options ACME has organizationally to move in an international direction.

Discuss Positioning, and the importance of using Gel Pads and Foam Pads during surgery

Topic: Positioning, and the importance of using Gel Pads and Foam Pads during surgery Aim of the assignment: Facilitate the planning of your capstone experience at the end of your degree. Applied synthesized knowledge and skills to explore the professionally relevant topic. Demonstrate higher level applied written communication skills. Details: This assessment task provides you with the opportunity to outline a capstone experience that will enable you to demonstrate how you have integrated applied and reflected on the knowledge and skills gained through your master course. It is an opportunity to apply your extended knowledge and skills to the professionally relevant topic area. The choice of topic is up to you. In developing your plan, it is useful to consider that the topic area needs to be: Relevant to your professional area of practice Sufficiently complete and achievable in the one-year time frame. Measurable against stated learning outcomes In this outline of your capstone experience you are required to provide/ consider: A rationale for your choice of topic A well-informed conceptualization of the capstone experience, supported by relevant literature. Individual learning outcomes for your capstone experience The steps you will take to develop and operationalize your capstone experience project. A critical reflection model of framework to support your reflections throughout the capstone experience. Marking criteria and standards: Exceptional outstanding clear, concise introduction of the area of change. Justification of topic cogently argued. Excellent overview of area to be addressed. Includes a clear relevant statement about the relevance of the topic to their learning and professional area. A well-developed discussion that makes relevant and insightful links relevant to their professional area. Background addresses in detail the relevant and significant challenges in achieving project outcomes. An extensive range of relevant literature (mainly primary sources) have been synthesized and used to support all area of the background discussion. Learning outcomes clearly outlined and articulated outcomes include concrete active verb are measurable and contextualized. An exceptionally well-articulated and accurate discussion of the steps involved in the development of the capstone experience in presented. A persuasive argument is developed to demonstrate exceptional insight into the choice of capstone experience. Justification of critical reflection model chosen exceptional, clear and concise. Outstanding use of an extensive range of relevant literature. Discussion and synthesis is detailed and has depth.

What obstacles to that freedom do you believe still remain?

BRIEF: Consider the concept of the free movement of workers in the single market, including how this is legally possible and the restrictions which exist over such free movement. In particular considered Articles 45-46 TFEU and Directive 2004/38/EC on the right of citizens of the Union and their family members to move and reside freely within the territory of the Member States. QUESTION: i). Summarise and critically examine the major elements of the Treaty Provisions (and related subsidiary legislation) in relation to freedom of movement to workers and the relevant ECJ jurisprudence. ii) To what extent do you believe freedom of movement of workers has actually been achieved within the EU? iii) What obstacles to that freedom do you believe still remain?