Contracts play an important part of all leasing, whether it be residential or commercial. It is important that the verbiage used on a contract be carefully examined in order to determine the rights and obligations of all parties. For all intents and purposes, presume the contract, as well as all addendums, has been properly signed, it is valid and enforceable. Tenant is planning on leaving her job and starting an online business on Etsy.com, making crafts at her rental home that she will sell online. Is she required to notify her landlord? Why or why not?
Contracts play an important part of all leasing, whether it be residential or commercial. It is important that the verbiage used on a contract be carefully examined in order to determine the rights and obligations of all parties. For all intents and purposes, presume the contract, as well as all addendums, has been properly signed, it is valid and enforceable.
Tenant is planning on leaving her job and starting an online business on Etsy.com, making crafts at her rental home that she will sell online. Is she required to notify her landlord? Why or why not?
Tenant has recently been diagnosed with PTSD and her doctor has recommended she obtain a therapy dog to assist her. However, she already has a dog named Happy and plans to have him trained to be her therapy dog. How might this change her rental agreement?
Tenant’s dog recently chewed through her patio screen and she would like this replaced. Who is responsible for this repair?
Tenant’s brother is going through a difficult time finding a rental of his own and has decided to come stay with her for three months, until the rental he signed a contract for is ready. Does the tenant have any legal obligation to inform her landlord? Why or why not?
The tenant has been saving her money and is considering buying a home of her own. If she terminates her lease five months before the lease ends, what are her obligations to her landlord? Please be sure to address all financial, notice and legal obligations.
Be sure to clearly number each of your answers to the corresponding questions. Don’t forget to note which section of the lease your answer is based upon for each question. Also, please be sure to thoroughly answer each question in detail. Answers should be written in complete sentences, with clarity and proper grammar. If you cite to any laws to support your answers, please be sure to include a citation to your source
Attachments
Week 7 Rental Agreement.pdf
As a healthcare manager, being able to discern the difference between a leader and a manager is critical. In this discussion, you will have the opportunity to evaluate and assess these differences. Consider the definitions of “leader” and “manager.” What are the characteristics of a leader and a manager? Which do you believe is most influential in the health care organization? Why?
As a healthcare manager, being able to discern the difference between a leader and a manager is critical. In this discussion, you will have the opportunity to evaluate and assess these differences. Consider the definitions of “leader” and “manager.” What are the characteristics of a leader and a manager? Which do you believe is most influential in the health care organization? Why? Can one person be both manager and leader? Explain.
Play the simulation game to master the role of a hospital manager. Write a one-to-two page reflection on your experience from the perspective of your role as a hospital manager in the simulation. What do you think is the purpose of this simulation? Does the simulation fulfill its purpose? What insights did the simulation provide?
Purpose
This assignment is intended to help you learn to do the following:
Manage the finances of healthcare departments.
Analyze and make life-saving decisions in a healthcare system.
Action Items
Access the simulation Dream Hospital and download to your phone.
Play the simulation game to master the role of a hospital manager.
Write a one-to-two page reflection on your experience from the perspective of your role as a hospital manager in the simulation.
What do you think is the purpose of this simulation? Does the simulation fulfill its purpose?
What insights did the simulation provide?
Were there any aspects of problem solving in this simulation you did not consider?
How does this simulation emulate a supportive culture, an essential aspect of quality health services delivery?
Describe the risks inherent with online websites and/or social media. Identify opportunities for effective use of online health information websites and/or social media.
Powerpoint
Describe the risks inherent with online websites and/or social media. Identify opportunities for effective use of online health information websites and/or social media.
Your presentation should include the following:
1. One social media in health care or public online health information site.2. An overview of the use.3. Their benefits and risks of use.4. Your recommendations for nursing regarding appropriate use.
Submission Instructions:
Presentation is original work and logically organized in current APA style including citation of references.
Incorporate a minimum of 4 current (published within last five years) scholarly journal articles or primary legal sources (statutes, court opinions) within your work.
PowerPoint presentation with 7-8 slides, excluding the tile slide and the reference slide.
The presentation is clear and concise and students will lose points for improper grammar, punctuation and misspelling.
Speaker notes expanded upon and clarified content on the slides.
As a supervisor, at some point in your social work career, you will find yourself in the position of power, and in a situation where corrective and disciplinary action is indicated. discuss the interplay between the Social Work Standards for Supervision (2008), Reamer’s (1998) obligations of a supervisor, and supervisory authority and power.I
Introduction
As a supervisor, at some point in your social work career, you will find yourself in the position of power, and in a situation where corrective and disciplinary action is indicated. discuss the interplay between the Social Work Standards for Supervision (2008), Reamer’s (1998) obligations of a supervisor, and supervisory authority and power.It is important for supervisors to have the knowledge and skills to navigate these difficult situations.
Instructions
For this assignment, discuss the interplay between the Social Work Standards for Supervision (2008), Reamer’s (1998) obligations of a supervisor, and supervisory authority and power. By providing relevant examples from your personal experiences, and a connection to the course content, discuss this interplay, and the challenges of balancing the supervisory role and how you as a supervisor will address what clinicians need to do differently to solve problems, to move outside their comfort zone, to be accountable, and to demonstrate honesty in their work.
choose one component of the sliding filament theory and explain why it is essential to the process of muscle contraction. Describe where the component is found within the sarcomere and the function it serves. Use your own words to create your discussion post and choose your topic from this list: Actin Myosin Troponin
Directions:
The process of muscle contraction is incredibly complex and includes many steps, substances, and impulses.
In your initial post:
For your initial discussion post, choose one component of the sliding filament theory and explain why it is essential to the process of muscle contraction. Describe where the component is found within the sarcomere and the function it serves. Use your own words to create your discussion post and choose your topic from this list:
Actin
Myosin
Troponin
T-tubules
Sarcoplasmic reticulum
Acetylcholine
Action potential
Example: Calcium
Calcium is stored in the sarcoplasmic reticulum. Stored calcium ions are released from the sarcoplasmic reticulum and bind to troponin. This reveals the binding site for myosin heads to attach.
How would you explain this to your employees in a health care organization? Focus on concepts of change management, interprofessional collaboration, and decision making
There is a saying: “If You Can’t Measure It, You Can’t Improve It.” How would you explain this to your employees in a health care organization? Focus on concepts of change management, interprofessional collaboration, and decision making.
Please share your thoughts on the initial Discussion topic. Your responses to the Discussion should be at least (including citations and references).
Convince your city council or city council member to have your city join the Clean Power Alliance. The CPA offers cost competitive electric services that rely on clean energy sources throughout Los Angeles and Ventura counties. If you live in an incorporated part of Los Angeles or Ventura, Moorpark, and South Pasadena your energy already comes from CPA. In making your case, you should be sure to do the following: 1) define the history of the problem, 2) explain why your audience should be concerned about this problem,
Convince your city council or city council member to have your city join the Clean Power
Alliance. The CPA offers cost competitive electric services that rely on clean energy
sources throughout Los Angeles and Ventura counties. If you live in an incorporated part
of Los Angeles or Ventura, Moorpark, and South Pasadena your energy already comes
from CPA. In making your case, you should be sure to do the following: 1) define the
history of the problem, 2) explain why your audience should be concerned about this
problem, 3) explain why your proposal will address the problem, 4) contend with
possible objections to the solution and consider other solutions, and 5) explain why your
solution is the best solution. If appropriate, you may also want to consider why this issue
matters specifically to you. How has climate change or climate change related activity
affected you or those you care about?
Technical skills (e.g., past work in a particular job or field, formal training, areas of expertise, and valuable knowledge or experiences to share) Interpersonal skills (e.g., communication skills, listening and speaking skills, and relationship skills)Discuss the importance of these 3 basic skills for successful consulting. Then, evaluate your personal skills in these 3 areas.
The following are the 3 basic skills that consultants need to perform well in a consultative role:
Technical skills (e.g., past work in a particular job or field, formal training, areas of expertise, and valuable knowledge or experiences to share)
Interpersonal skills (e.g., communication skills, listening and speaking skills, and relationship skills)Discuss the importance of these 3 basic skills for successful consulting. Then, evaluate your personal skills in these 3 areas.
Consulting skills (e.g., initiating projects, planning, strategizing, execution, and completing projects)
For Week 1 of your Key Assignment, complete the following:
Discuss the importance of these 3 basic skills for successful consulting. Then, evaluate your personal skills in these 3 areas.
Create a 3-column chart, title each column, and list all of the skills that you possess in each of the 3 areas.
Be very specific when identifying the particular skills that you possess that are valuable to an organization.
Include a minimum of 5 skills for each area (technical, interpersonal, and consulting).
How important to the company is training for the project management staff? What is the frequency of this training? Does the company have a coaching and mentoring program to train and nurture junior project managers?
READ THIS INSTRUCTION PACKAGE CAREFULLY
This project is issued to give you the benefit of linking the theory covered in class with the actual Project Management practices and procedures being followed in the field which insight you are expected to gain from the company you selected to be interviewed for this project. The company of your selection should be engaged in a sizeable project with a Total project cost that MUST EXCEED $1M and should be located in one of the five Boroughs of New York City. My permission must be sought for a project located outside of this region.
You are required to make an appointment to visit ONE COMPANY AT ITS HEADQUARTERS, OR IT’S SITE (engineering design or construction) to interview the owner and/or his/her Director of Project Management, and/or one of the project managers to be nominated by the director. In your interview with these officials, you are to do the following: Determine the structure of the organization; The methods, practices and procedures being followed by their organization; and how do they manage their projects in order to deliver it in an orderly, efficient, economical and quality manner; within budget and schedule.
NO TWO STUDENTS ARE TO VISIT THE SAME PROJECT. If the owner and/or director wish me to speak to them, to confirm that you are indeed engaged in gathering data for your project, please have them call me, so I can confirm your identity and the intent of this student exercise. YOU ARE TO VISIT THE COMPANY WITH YOUR ID AND THESE INSTRUCTIONS.
PLEASE NOTE: Your project must be currently active. That is, it must be in the Execution Phase. Your Project must not be in the Initiation, Planning, nor Closeout Phases.
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Your Detailed Report Submission Requirements are as set out below and you must follow these instructions to the letter. Each question MUST first be written as a heading, with its question number, and then below that heading you will write in your response to the question, adding any discussion you wish to make with respect to the response received, and the theory you learnt. Full responses must be provided with explanations. Vague One-word responses or one-liners will not be accepted for a grade. Also, do not give me identical audio tape first person transcripts of your interviews. IF THESE INSTRUCTIONS ARE NOT ADHERED TO, YOUR REPORT WILL BE PENALIZED.
PLEASE NOTE: Your report MUST be written in the THIRD PERSON ONLY. Therefore, I should not be seeing I, WE, OUR, US, MY etc. included in the text of the responses to the questions in your report.
Vague one-liner responses to the questions will not be accepted. Each Page must be numbered, except the cover page.
Page 1. Cover Page. (Not numbered)
Page 2 Contents Page (Page numbering commences).
Page 3 and onward. Using appropriate headings, report on the following as
appropriate to the project of your selection on the sequential page numbers listed to the left. You may, however, place more than one subject heading on a page if your response to any one question does not fill that page. (SEE REPORTING INSTRUCTION ABOVE).
4. Name of the company and location of the Companys business.
5. Type of business. Is it project-oriented or manufacturing?
a. If the company is project-oriented, how was project management introduced to the company?
b. Was it adopted first by Senior Management then filtered down through rank and file in the company?
c. How was it received by staff?
d. Was there resistance and how was it dealt with, or was there full
acceptance?
6. Did projectizing the company in any way enhance the career path of the employees?
7. What is the Location and description of the Project? [State where located]. Are any
drawings, sketches or photographs available to assist in your description of the
location?
8. What is the Total Project Cost for the PROJECT? REQUIRED. Must be >$1M.
9. Is the project being managed solely by internal project management staff, or is there
a Professional Project Management company providing Project Management services to the Client? If a professional Project Management company is on board, does the company’s PM report directly to the owner or does he/she report to his/her superior in the company, who in turn interfaces with, and reports to the owner?
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10. Does the company have a single methodology for managing all of its product/projects/ lines? If different methodologies are used for the respective product/project lines, how are they managed controlled if there is no consistency to achieve the companys objectives? In addition, what are the companys perceived benefits in utilizing more than one methodology for executing its projects, if used?
11. Site plan and layout. In terms of space utilization on site, obtain a plan of the site during construction to show the contractor’s laydown area, contractor’s site office, RE’s Site office, materials storage, equipment storage, prefabrication areas etc in relation to the footprint of the project structure, access, means and methods. What were the owner/Project Managers reasons for giving the contractor this particular area for lay-down and not another? Does the PM feel this layout was efficient? Could it have been better organized or laid out?
12. What was the Scheduled project Start Date? REQUIRED.
13. What is the Scheduled Project End Date? REQUIRED.
14. How does the company go about planning for the project, considering the scope of
work, desired objectives project duration budget, available resources and other project constraints? How does the company develop the plan for new projects? Are brainstorming sessions held with experienced senior staff to develop the activity list, precedence chart, logic diagram, bar charts (time, cost and resources), to aid in the further development of the plan?
15. In the planning room, how does the Project Manager determine project planning cost and generally, what would he/she do if planning costs exceed the available budget? Is the cost-loaded schedule used in the cost monitoring and control process?
16. Similarly, for the optimization of the use of company resources, is a resource loaded schedule used to determine resource utilization? Having been made aware of project demands from the planning process, what steps are taken to bolster available resources to meet project requirements?
17. Is the plan first done manually, first, before loading onto industry standard software, or is it input directly into the software?
18. Is the company still in the maturity stages or can it boast of its excellence, because of its longevity, prosperity, and the years of existence of its project management system?
19. Is the project on schedule? If not on schedule, what caused the delay? Is there a recovery plan? What are the usual initiatives that the project management team would employ in the recovery plan to bring the project back on its schedule?
20. What is the relationship between line departments and the project manager?
21. What are the identifiable benefits and disbenefits of project management to the
company?
22. Do company executives have to get involved in the resolution of conflicts between
line management and project management, or are these disputes resolved at the PM
and functional manager level?
23. How important is communication within the organization? What procedures do
they have in place to enable an efficient communication system, and provide for the 5
easy flow of information up and down the rank structure, and across the
organization?
24. Do they use an informal management system or a formal management system?
25. What type of organizational structure does the company have? Is it a matrix system
with the Project Management Department/Division horizontally managing all projects for the company? How does the PM interface with the vertical line/functional Departments/Divisions? Is it done through direct contact with the functional staff themselves or through a department coordinator/Lead?
26. What was being done during your visit to the company/site? What means and methods were being used to include equipment or plant, material etc. Were specialist staff there providing supervision, and were visible safety measures in place? Did the activity taking place require project management intervention?
27. How important to the company is training for the project management staff? What is the frequency of this training? Does the company have a coaching and mentoring program to train and nurture junior project managers?
28. How are project teams staffed? Is there a consistent policy for putting only the best person to manage the project? How are Ms trained for the challenge? What line items are in their selection criteria to ensure that only the best manager gets to manage the best fitting project? Is the selection done by interviews or by an examination of the individuals credentials and performance reports?
29. How is the project office staffed? Does the project team stay together or do the matrixed personnel work from their respective Departments/Divisions? How does the PM manage the staff under these circumstances? Does the PM have any authority over matrixed staff where he/she could influence their promotions, merits or bonuses if their performance is poor on the project?
30. Does the PM have the ability to comment horizontally; on the performance of matrixed staff that could affect their vertical line managements pay increases, promotions etc.?
31. What is the project manager’s responsibility for delivery of a quality product to the owner, and how does he assure this delivery?
You may reference and use any drawings and/or charts, photographs etc. made available to you during the visit to the site, in the Annexes. These Annexes will be named Annex A or Annex B, or Annex C…. etc. You are not to include drawings in your packaged report that are not being referenced in your document. I have no interest in unreferenced material. In referencing your material, you will state the Annex and the Appendix where the reference could be found to support your text. IF NOT MENTIONED IN YOUR TEXT, DO NOT ATTACH.
YOU WILL ADHERE TO THE ABOVE FORMAT AND REQUIRED SEQUENCE OF THE REPORT AS OUTLINED ABOVE, OR FACE PENALIZATION FOR ANY DEFICIENCIES. NOTE, THAT IF EXTRA PAGES ARE REQUIRED FOR ANY SECTION OF THE REPORT, PLEASE INSERT SUCH PAGES AND RE-NUMBER THE PAGES AS APPROPRIATE.
