Provide an executive summary of the case analysis Provide a brief introduction of the company Critically analyse the external environmental forces influencing the company Critically analyse the capabilities and competencies of the company Analyse whether the company’s capabilities and competencies are sufficient to cope with the future challenges faced by the company Integrate findings from theoretical and empirical research
Discuss how advances in technology and medicine may influence the use of the diabetes program over time.
Transitioning to a New Leader Louis Rubino The Surgery Department at St. Gerard, a major academic medical center, is in the midst of change. New leadership has been appointed, which is rapidly changing the culture of the clinical area. The past Director was Dr. Marshall, who was a laid-back administrator/manager. He had been the Director for over 10 years and had become very comfortable in his position. Times were such that the academic medical center did very well. It could rely on not only strong revenue from good paying patients, but a steady stream of investment income, based on a successful fundraising campaign from a few years back. Dr. Marshall had a strong relationship-oriented leadership style and got along well with all his direct reports. He empowered the physicians, residents, nurses, and other operating room staff to manage their areas without much of his involvement. He was well-liked and oftentimes socialized with the Department personnel outside of work. The downward trend with the economy has taken its toll on St. Gerard. The insurance mix has changed from a private base with partial government program support to one highly dependent on government payers. The community demographics have changed to being older and, therefore, more Medicare patients have entered the facility. The unemployment rate surrounding St. Gerard has increased and many people who once had private insurance through their employers are now on state aid (Medicaid). The net revenue of all departments has decreased, especially in the Surgery Department, not only from the change in payer mix, but also because elective surgeries are being postponed. Dr. Marshall received a lot of pressure from the Vice President of Medical Affairs to decrease costs in the operating room. He did not feel up to the challenge at this point in his career and decided to retire earlier than he once expected. A new physician has been appointed as the Interim Director. Dr. Silver is a much younger surgeon who has impressed the VP with her efficient surgeries. She has the best on-time operations and all her peer scores are in the 90th percentile. She has been very effective working with the nurses on improving their Surgical Care Infection Prevention Scores (SCIP) and is active in the Surgery Department meetings, often volunteering to be on special subcommittees. Dr. Silver is anxious to turn things around. Even though she is only appointed as Interim Director, she wants to prove her abilities as an administrator and make some immediate changes in the Department. She has weekly meetings with her medical directors and managers. She is enforcing hospital rules that have been ignored for many years, like the dress code and appropriate professional behavior. She makes rounds daily and even scrubs up to observe what is happening during procedures. Dr. Silver believes in accountability and is holding her staff responsible for good performance and for reducing costs. A few employees have already been written up for not following through on policy changes. She tries to stay current by reading journals in the field and has read an article about the value of transparency in work units. Impressed with this best practice, she immediately begins posting productivity results, which embarrasses the poorer performing doctors and clinical staff. The Surgery Department faculty and staff are grumbling about all the changes taking place. Even though they seem to understand the necessity for all the changes and more active leadership, they feel Dr. Silver is micromanaging and does not trust them. They also believe that the changes are just happening too fast. The faculty and staff are concerned about their job security. The more senior associates want to approach Dr. Silver and let her know of their concerns. The more junior associates are afraid to be included in this meeting and would rather just stay silent and see how things progress. Now, these two groups of workers are beginning to form a division due to how they want to address these issues. Answer the following question using the information provided in the case study: What is your assessment of the different leadership styles displayed by Dr. Marshall versus Dr. Silver? How might Dr. Silver employ a more “emotionally intelligent” approach as the leader? What could Dr. Silver have done to make an easier transition for the employees and the organization after Dr. Marshall’s departure? Give specific examples to illustrate your points. How might you use this information as a Nurse Educator to be an “emotionally intelligent” an effective leader?
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Briefly summarize the main points of the article. How does the information in the article support the idea that effective leaders are also effective decision makers? How might you use this article as a Nurse Educator in your professional work?
Write a review on Recovery in mental health
topic is in history of modern architecture: Discuss and compare three major Frank Lloyd?Wright projects from his early, middle and late career. Did his approach to design change over time? If so, how? my answer is yes it did change and it is best illustrated by his use of ornament, Materials, layout in Floor plans & construction technology used the 3 buildings Ive chosen to discuss are: Frederick C. Robie House (1906), Fallingwater (1939), Solomon R. Guggenheim Museum (1959) —————————————————– Assessment and marking: Your essay will be judged on its originality, depth of research and its visual and written style. We are looking for your take on things, for you to demonstrate your understanding of architectural history and to give your opinions. You will need to read articles, and essays, and books on the given topic and to display a good understanding of your subject. The essay must be referenced, footnoted and include a bibliography. Research MUST include books and articles: merely citing websites is NOT sufficient. ———————————————– out of the 26 sources/references, 6 should come from the 2 books i have included photos of. the rest can come from other books on him, journals, essays etc. the essay layout plan should be set out like below: INTRO Intro on frank and how his design style changed throughout his career & short summary on the influences that made him change his approach. State that the change in design approach is best shown in these buildings; Frederick C. Robie House (1906), Fallingwater (1939), Solomon R. Guggenheim Museum (1959) by the way of his use of ornament, use of Materials, his layouts in Floor plans & the different construction technology used in the buildings and how that allowed him to do different things than previously before. PARAGRAPH 1 Explanation of how the influences around him and events during his early, middle and late career changed his design approach from The Prairie House (1899 – 1910) to The Usonian Period (1932 – 1942) to The later years (1943 – 1959) which was a culmination of his life works, ideals and approaches PARAGRAPH 2 examine and explain his Prairie House design approach during his early years and what events influenced him Detail key aspects of the style and how he applied them throughout his early career PARAGRAPH 3 Explain how above style is best shown in the Frederick C. Robie House (1906) and maybe the Taliesin House (I) (1911-1912) by; Use of ornament, Materials, Floor plan etc. PARAGRAPH 4 examine and explain his Usonian Period design approach during his middle years and what events influenced him Detail key aspects of the style and how he applied them throughout his middle career PARAGRAPH 5 Explain how above style is best shown in the Fallingwater building (1939) by; Use of ornament, Materials, Floor plan, site layout, construction technology etc. PARAGRAPH 6 examine and explain his design approach during his later years and what events influenced him and how it became a culmination of his life works Detail key aspects of evolved modern style and how he applied them throughout his late career Explain how above style is best shown in the Solomon R. Guggenheim Museum (1959) & maybe Taliesin West (III) (1937-1959) by; Use of ornament, Materials, Floor plans, site layout, construction technology etc.
Discuss the types of missing data. What are your plans for coding different types of missing data in your research? Which type of missing data are you most concerned about in your research? What strategies will you be using to minimize missing data?
this assignment is a discussion and the requirement is: “In the article (Little 2009:96), the author writes that government agency Mission statements tell very little about the actual people working in the agency and their experiences with community engagement and scientific investigation. Ethnographic detail intensifies our understanding of government agency culture and how and in what ways its culture of science and expertise is internally defended, contested, adapted, and reconfigured. What do you think about this claim?
Assignment Brief Strategic International Business Management Read the case study at the end of this assignment brief and then complete the following tasks: Write a report explaining why Jan may be encountering the difficulties he is facing and to make recommendations as to how he should proceed, in order to implement this change successfully. Report should address the following: 1. The people management issues that potentially underpin the difficulties Jan is facing (30 marks) 900 words. 2. The steps that Jan should take in the short and medium term, to get the launch of the new product back on track (40 marks) 1200 words. 3. The leadership style(s) that Jan should adopt in this process, including the reasons why (20 marks) 600 words. 4. Any decisions or support that might be needed at board level to help improve this situation (10 marks) – 300 words. Answer should be written as a report, with headings and sub-headings. Should draw on and reference theories of leadership and change management* SweDigi Case Study SweDigi is a manufacturing company in the south of Sweden. Previously owner-managed it was sold to a group that consists of seven similar companies four years ago. Today the company has 543 employees. The present CEO (also the previous owner) who has been with the company for 15 years is due to retire within the next few months. The company operates as a sub-contractor to the digital music industry and has shown decreasing sales figures over the last three years. Turnover 3 years ago decreased by 13% vs previous year, 2 years ago by 16% and last year by 17%, with the forecast for the current year alarming. Twenty employees have been made redundant and the forecast indicates that further staff reductions may be needed. The board of SweDigi and the board of the parent company have had lengthy discussions about the future of the company. The parent company believes that the latest developments (the downturn) are due to poor management, but also that new products are needed to turn the company around. They have appointed a new CEO, Jan, an entrepreneur who started his own company 10 years ago, manufacturing digital equipment for the car industry. Jan is an engineer, in his 40s and recently sold his company with a fairly healthy profit, despite a declining market. During a previous recession he also managed to adjust production to avoid redundancies being made. Jan is very enthusiastic about taking up the role of CEO at SweDigi. Jans Mission To turn the company around within 12 months, by finding new niches for the present product range, but primarily by introducing a new product a high tech simulation game for use in training in the media industry. The management team has assumed that the new product can be produced in the existing production plant, with only minor changes to production equipment needed. Jan is unsure that this will prove to be the case, but is keen to avoid too much disruption, due to the turbulence that has existed over the past few years. During the first quarter of production of the new product Jan encounters a number of problems. It is harder than the management team expected to customise the new product in the production plant, and sales are not taking off as forecast. While the sales agents around the world are trained in the new product they seem to be having problems accessing important prospective clients. The management team has different opinions on how to progress development and quality assurance processes are also taking too long. Added to this, the marketing manager has quit and the production manager is threatening to resign and go with him, to a multinational in the same city. He accuses Jan of not working with his management team or listening. Jan starts to realise that the people within the organisation are not with him, that they mistrust the whole project and are stuck in old habits, failing to fully appreciate the risks they face and the increase in competition within their industry. The risk of ending up with a loss by the end of the period Jan has been given by the board is obvious. Word Count Assessment should be 3000 words in total (+ / – 10%). The word count excludes the following: ? cover page ? contents page ? references ? tables ? diagrams ? appendices Assessment Criteria ? Word processed (letter size 12, times new roman, space) ? Fully referenced (Harvard Referencing System). ? Conclusions Useful Resources Books: Bridges, W. (2009). Managing Transitions: Making the Most of Change. 3rd edn. London: Nicholas Brealey. Carnall, (2007). Managing Change in Organisations. 5th edn. Harlow: Prentice Hall. Hayes, J. (2014). The Theory and Practice of Change Management. 4th edn. Basingstoke: Palgrave Macmillan. Journal Articles: Brisson-Banks, . (2009). Managing Change and Transitions: A Comparison of Different Models and Their Commonalities. Library Management, 31 (4/5), 241-252. Kotter, . (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, (73) 2, 59-67. Schein, E. (2002). The Anxiety of Learning. Harvard Business Review, 80 (3), 100-106. On the Internet: Proscis ADKAR model (a goal-oriented change management model to guide individual and organizational change) free guides are available to download from: Managing Transitions by William Bridges: Brief Summary of Key points; Online interview with Ed Scheins learning and survival anxieties: TED Talk by Jenni Cross on 3 myths of behaviour change, which highlights ways in which behaviour may be altered: * There are multiple models of change management to be found within the academic and practitioner literature. Lewins field-force analysis and 3-step model of change led the way.
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Discuss The Implication of Chaos/Complexity theory in Second Language Acquisition
