Clinical information systems | NURSING | Chamberlain College of Nursing
Electronic health records (EHRs), by streamlining how health care is provided, can improve the efficiency of medical records and the quality of care (Jette, 2019). Clinical documentation needs to reflect and be consistent with the care provided (Jette, 2019). Tracking patients records and their care has improved the quality of care by reducing errors (Balestra, 2019).
Briefly describe the selected EHR software solutions. Include three features of each software in the description.
EPIC EHR
Epic is an electronic medical record that is a centralized solution for health care communication and documentation. It delivers and coordinates care through dedicated modules for many specialties, including hospitals, long-term care, labs, rehab, urgent care, and many more. This software offers many features, including but not limited to telehealth, analytics, and clinical.
Telehealth
Telehealth has a patient portal for patients to manage their care through electronic access to their healthcare information. They can schedule appointments, attend electronic telehealth visits, message their doctors, provide better health outcomes, and be accessible and available on tablets and phones. It also allows for monitoring patients in ICU, manages chronic diseases, has central deterioration monitoring, and allows case managers to manage care and coordinate discharge plans in acute care settings, hospitals, and rural settings.
Analytics
Analytics collects all the information that has been imputed and curates all the information at one point so that users can access it; it provides dashboards and reports that are utilized for benchmarking and quality improvement of patient care. Analytics allows the health care team to investigate through the built-in dashboards and quickly provide adequate care to the patient. The management of data allows for quick answers to complicated questions by combining the clinical data that has been inputted by care staff, allowing for quick decision-making.
Clinical
The clinical program is tailored to fit the organizations needs, from workflow to the layout of screens. Clinical documentation, care planning, medications administration and orders, physician updates are at the fingertips of all staff. Data inputted by the health care professionals are linked and streamlines to get patients healthier faster, connecting physicians through the web, mobile phones, and high other tech methods. The staff has access to one point of care date, real-time, allowing for quick response, solutions, and positive patient outcomes.
iCare Manager
iCare manager is software primarily used by assisted livings and small group homes for the elderly. It focuses specifically on the elderly and their diagnosis and plan of care. It is a relatively new system focusing on the small providers of long-term healthcare. iCare is an electronic medical record that is a centralized electronic solution for assisted livings, providing documentation at one point that is accessible to other users within the same organization. It delivers and coordinates care through dedicated modules specific to assisted livings. This software offers analytics, Emar, assessments, care tracker, clinical documentation, staff licensure, and staffing schedules.
EMAR
Electronic medical records can coordinate all medications based on scheduled administration time, allow staff to sign medication administration, and send alerts to managers for any missed mediations, allowing for quick follow-up. It can set parameters, create a face-sheet with all patient demographics, including physician and pharmacy information. Its clear screen display allows for streamlined medication administration by care staff and links with a pharmacy for accurate updates and changes with new medication orders.
Assessments
The assisted living completed routine and regular assessments on all residents based on health care regulations. iCare Manager has a component designed to meet the specific documentation requirement for delegating nurses and managers by health care regulatory requirements.
Care Tracker
Assisted Livings are required to track and document the ADLs of all the patients. Care tracker is a component of iCare, where care staff can log in and document all care provided daily. It can scan documents that can be integrated into the patients chart and easily accessible to the healthcare team. It tracks and sends alerts to the manager and delegating nurse any abnormal issues or concerns. For example, if a patient has not had a bowel movement for three days, an alert will be sent to quickly take the appropriate action, resulting in better patient outcomes.
All components of the iCare manager are integrated, allowing for access on mobile phones and pads. Physician, nursing team pharmacy all have access to one point allowing for seamless, efficient care and outcomes.
Compare and contrast the benefits of the two selected EHR software solutions.
EPIC and iCare are both web-based electronic health record software. Epic is aimed for use at hospitals and acute care settings; iCare is specific for assisted livings. Both have a good workflow and are easy to use; EPIC can be customized, iCare is not customizable. Epic provides a patient portal for patients to log in and manage their health care; iCare does not have a patient portal. Both allow providers to scan documents and save them in the patients portal, and both are easily accessible from mobile phones. Acute care and hospitals settings use EPIC, which has been around for some time and can meet their communication and documentation needs. iCare is relatively new and is still going through growing pains, but it is by far one of the best soft wares for small assisted livings with less than 16 residents. Both have issues related to web-based access. If power or connection is lost, it places the health care providers in the difficult position of trying to care without access to the patient portal and could increase errors.
Select an EHR software solution that is best suited for your workplace environment. Identify the workplace environment (hospital, stand-alone private practice, etc.) and provide your rationale for the selected software.
iCare is best suited for my care environment. As a small assisted living provider with 16 residents and low staff numbers, meeting the regulatory requirements can be challenging. iCare, with its user-friendly software, allows for easy documentation of assessments, care plans, nursing notes, and direct connectivity with pharmacy and physicians, makes it a cost-effective and user-friendly solution that meets our needs. The staff has direct access to EMAR for daily medication administration, and the caretaker tracks activities of daily living required by our regulatory board. iCare sends alerts directly to mobile devices if medications are missed or omitted or any abnormal readings of vital signs, weights, bowel movements. Continued upgrades are needed to accommodate the changing needs of small assisted livings, according to Schopf et al. (2019), substantial development is required to improve the EHR to support patients health information for healthcare providers accurately. An abundance of healthcare information can be managed through databases by using electronic medical records, and this makes data more easily shared between providers and organizations (Kruse et al, 2018. p.14)
References
Balestar, M.L. (2019). Electronic health record: Patient care and ethical and legal implications for nurse practitioners. JNP. 13(2), 105-111
Jetté, N., & Kwon, C. (2019). Electronic Health RecordsA system only as beneficial as Its data. JAMA. 2(9), DOI:10.1001/jamanetworkopen.2019.11679
Kruse, C. S., Stein, A., Thomas, H., Kaur, H. (2018). The use of electronic health records to support population health: A systematic review of the literature. Journal of Medical Systems, 42(11), 2-16. https://doi.org/10.1007/s10916-018-1075-6
Schopf, T.R., Nedrebø, B., Hufthammer, K.O., Daphu (Links to an external site.), I.K., Lærum (Links to an external site.), H. (2019). How well is the electronic health record supporting the clinical tasks of hospital physicians? A survey of physicians at three Norwegian hospitals. BMC Health Serv Res. 19(934). DOI: org/10.1186/s12913-019-4763-0
I NEED A COMMENT FOR THIS DISCUSSION BOARD WITH AT LEAST 2 PARAGRAPHS AND USE 3 SOURCES NO LATER THAN 5 YEARS.
Busi 342 db3 replies | Business & Finance homework help
1 day ago
Randy Shepherd
Randy Shepherd DB 3
Collapse
Top of Form
Coca Cola began a pay for performance program in 2014 according to news reports from CNBC. Then in 2015 the company revamped this system, “Beginning in 2015, performance metrics applied to long-term awards will provide a balanced approach to incentives, increase alignment with local operations and pay for results that employees can more directly influence,” (CNBC, 2014).
Coca Cola has a Compensation Committee which oversees all compensation programs for the company. In describing the reasons for the compensation systems used at Coca Cola, the Compensation Committee issued this quote. (We are) focused on fostering a high-performance culture and continuing to align pay and performance against the key strategic drivers of long-term growth. (Coca Cola Unbottled Our Blog, 2016). This is a component of performance management. Performance management is a series of activities designed to ensure that the organization gets the performance it needs from its employees (Mathis, 2017, Chapter 10-1)
The majority of the focus of the Compensation Committee is on the performance compensation of the executives of Coca Cola. The compensation program is guided by three principles.
1. Pay for Performance. The great majority of pay for executives should be at-risk and performance-based with metrics aligned to the Companys financial results and business strategy and have a clear connection to the employees individual performance.
2. Maintain programs that will attract and retain critical talent, while reinforcing a high-performing and accountable culture. Compensation programs should be competitive in the marketplace and designed to retain talent over the longer term, while holding employees accountable to the Companys strategy and values.
3. Consider the Coca-Cola system. Employees are required to operate and have influence in the context of a broad and complex global Coca-Cola system, which includes the independent bottling partners. While the Company had approximately $42 billion in reported net operating revenues in 2016, the Coca-Cola system generates more than $100 billion in revenues, operates in over 200 countries and employs more than 700,000 people. The executives and employees must not only manage the business but also support its bottlers and other partners. This alignment and a shared vision of success are critical to drive long-term growth.
This compensation program rewards top executives with bonuses and stock options which more than double their salaries. The executives who benefit are expected to deliver results in leading the company in growth in the beverage industry. The long term incentive program will continue to provide awards to a broad-based population of employees. The majority of employees currently eligible for long-term awards will begin receiving long-term incentives as performance cash awards in 2015, which will continue to provide competitive incentives consistent with the Companys pay for performance philosophy.
Coca Cola has also expanded this concept of Pay for Performance to its advertising agencies. If the agency doesnt deliver advertising that works to increase profits, then Coca Cola only pays them for the cost of the advertisement but not additional profits. This has led to increased innovation in the advertising of their product. This pay for performance model is risky for the advertising agency, because they may have hundreds of employee hours invested in a television commercial and if it doesnt do well in the market place, then that advertiser doesnt make a profit. On the other hand, Coca Cola is a large wealthy company, and the advertising agency would be rewarded handsomely for a successful campaign. If the agency is able to really add value to the Coke products, the agency can earn as high as 30 percent profit (Trendsupdates.com)
In looking at the history of Coca Cola and what brought about this pay for performance change, the article Corporations as Partners: Connected Capitalism and The Coca-Cola Company by Robert J. Foster alludes that former CEO Neville Isdell, the CEO of the company from 2004 to 2008, had a mindset of partnering with other corporations and NGOs to improve the companys brand as well as change the world for the better. Profits and progress, Isdell claims, need not conflict: In fact, one demands the other (Foster, 2014). It appears this mindset of the company led ultimately to the current compensation program.
The American dream is built on hard work and being rewarded for that work. While everyone needs money and resources to sustain life, the most important thing is to live for Christ in all we do and put his cause above all worldly pursuits. Proverbs 14:23 In all toil there is profit, but mere talk tends only to poverty.
References
Foster, R. J. (2014), Corporations as Partners: Connected Capitalism and The Coca-Cola Company. PoLAR, 37: 246258. doi:10.1111/plar.12073
Mathis, R. L., Jackson, J. H., Valentine, S. R., & Meglich, P. A. (2017). Human resource management.
https://www.cnbc.com/2014/10/01/coca-cola-revises-pay-plan-after-consulting-with-shareholders.html
http://www.coca-colacompany.com/coca-cola-unbottled/coca-colas-board-of-directors-outlines-compensation-strategy
http://www.coca-colacompany.com/content/dam/journey/us/en/private/fileassets/pdf/investors/2017-proxy-statement.pdf
http://www.iaauae.org/en/news-archive/coke-leads-pay-for-performance-model.html
1 day ago
Jennifer Comer-Acker
Forum: Forum 3 (Modules 5 and 6)
Collapse
Top of Form
Forum: Forum 3 (Modules 5 and 6)
Pay-for-performance philosophy A financial reward system for employees where some or all of their monetary compensation is related to how their performance is assessed relative to stated criteria. Performance related pay can be used in a business context for how an individual, a team or the entire company performs during a given time frame (Performance Related Pay, n.d.).
Auto makers are a large corporation that use the pay-for-performance philosophy. After many years of assembly line workers putting cars together it is now evolved into several departments working to bring a vehicle together. Auto Makers are providing incentives and using the pay for performance model to make high quality cars faster. The United Auto Workers Union have already settled with General Motors and have a tentative agreement with Ford and they are wrapping up talks with Chrysler (DuBois, 2011).
The driving reason behind the United Auto Workers Union and the auto manufacturers to create a pay-for-performance model, is to create the incentive to its employees to work better and faster. Incentives to make the same car, but with less errors and less time give an employee something to strive for and not just come in for a solitary paycheck. United Auto Workers and the auto manufacturing companies are trying to create more auto jobs in America; therefore, GM and Ford have offered sign on bonuses and profit sharing plans for the entry level workers coming in at lower salaries (DuBois, 2011).
Many major companies and the government included, are considering going to a pay for performance model to help in the low cash flow issues. In the tough economic times, top working employees need to be compensated for their superior performance. Companies must make sure that they clearly communicate the types of compensation that they will offer in the pay for performance models. When getting the employee geared up for making more by working harder there will be a shift in the overall performance that will help in the end keep companies open. All workers can work to a common goal to perform better to create a better produce and in the end, make more money for themselves and the companies that they work for (DuBois, 2011).
There are some not so nice side effects of the pay to perform models that can lead to criminal activity or the undoing of the entire company. With enough money to be had good people can do some bad things and when selfishness takes over there can be a mess. There must be clear boundaries for incentives, what is and is not allowed, before any wrong doing can begin. Several examples of Pay-to-Perform gone wrong are Enron, Galleon, UBS and Wells Fargo to name a few (Khan, 2016). If corporations want to promote conscientious behavior, then conscious needs to be given a breathing room. How much for your integrity? Does everyone has a price? George Washington supposedly said few men have the honor to withstand the highest bidder (Khan, 2016).
References
DuBois, S. (2011, October 07). Why automakers are adopting pay for performance. Retrieved from Fortune: http://fortune.com/2011/10/07/why-automakers-are-adopting-pay-for-performance/
Khan, R. (2016, October 12). There’s a problem with ‘pay for performance’. Retrieved from Business Insider: http://www.businessinsider.com/theres-a-problem-with-pay-for-performance-2016-10
Performance Related Pay. (n.d.). Retrieved from Business Dictionary: http://www.businessdictionary.com/definition/performance-related-pay.html
Fin 571 week 6 final ( fin571 week 6 finals exam mcq ) fin/571
FIN571 Week 6 Finals EXAM (****** 30/30 Correct Answer ******) 100% A+ Score
Multiple Choice Question 51
Which of the following is considered a hybrid organizational form?
[removed]
sole proprietorship
[removed]
limited liability partnership
[removed]
partnership
Multiple Choice Question 59
Which of the following is a principal within the agency relationship?
[removed]
the CEO of the firm
[removed]
the board of directors
[removed]
a company engineer
[removed]
a shareholder
Multiple Choice Question 78
Which of the following presents a summary of the changes in a firms balance sheet from the beginning of an accounting period to the end of that accounting period?
[removed]
The statement of retained earnings.
[removed]
The statement of working capital.
[removed]
The statement of cash flows.
[removed]
The statement of net worth.
Multiple Choice Question 57
Teakap, Inc., has current assets of $ 1,456,312 and total assets of $4,812,369 for the year ending September 30, 2006. It also has current liabilities of $1,041,012, common equity of $1,500,000, and retained earnings of $1,468,347. How much long-term debt does the firm have?
[removed]
$803,010
Multiple Choice Question 63
Efficiency ratio: Gateway Corp. has an inventory turnover ratio of 5.6. What is the firm’s days’s sales in inventory?
[removed]
57.9 days
Multiple Choice Question 70
Leverage ratio: Your firm has an equity multiplier of 2.47. What is its debt-to-equity ratio?
[removed]
1.47
Multiple Choice Question 84
Which of the following is not a method of benchmarking?
[removed]
Conduct an industry group analysis.
[removed]
Identify a group of firms that compete with the company being analyzed.
[removed]
Utilize the DuPont system to analyze a firms performance.
[removed]
Evaluating a single firms performance over time.
Multiple Choice Question 67
Present value: Jack Robbins is saving for a new car. He needs to have $ 21,000 for the car in three years. How much will he have to invest today in an account paying 8 percent annually to achieve his target? (Round to nearest dollar.)
[removed]
$19,444
Multiple Choice Question 62
PV of multiple cash flows: Ferris, Inc., has borrowed from their bank at a rate of 8 percent and will repay the loan with interest over the next five years. Their scheduled payments, starting at the end of the year are as follows$450,000, $560,000, $750,000, $875,000, and $1,000,000. What is the present value of these payments? (Round to the nearest dollar.)
[removed]
$2,815,885
Multiple Choice Question 64
PV of multiple cash flows: Ajax Corp. is expecting the following cash flows$79,000, $112,000, $164,000, $84,000, and $242,000over the next five years. If the company’s opportunity cost is 15 percent, what is the present value of these cash flows? (Round to the nearest dollar.)
[removed]
$429,560
Multiple Choice Question 72
Future value of an annuity: Jayadev Athreya has started on his first job. He plans to start saving for retirement early. He will invest $5,000 at the end of each year for the next 45 years in a fund that will earn a return of 10 percent. How much will Jayadev have at the end of 45 years? (Round to the nearest dollar.)
[removed]
$3,594,524
Multiple Choice Question 57
Serox stock was selling for $20 two years ago. The stock sold for $25 one year ago, and it is currently selling for $28. Serox pays a $1.10 dividend per year. What was the rate of return for owning Serox in the most recent year? (Round to the nearest percent.)
[removed]
16%
Multiple Choice Question 62
Bond price: Regatta, Inc., has six-year bonds outstanding that pay a 8.25 percent coupon rate. Investors buying the bond today can expect to earn a yield to maturity of 6.875 percent. What should the company’s bonds be priced at today? Assume annual coupon payments. (Round to the nearest dollar.)
[removed]
$1,066
Multiple Choice Question 57
PV of dividends: Next year Jenkins Traders will pay a dividend of $3.00. It expects to increase its dividend by $0.25 in each of the following three years. If their required rate of return is 14 percent, what is the present value of their dividends over the next four years?
[removed]
$13.50
Multiple Choice Question 79
Capital rationing. TuleTime Comics is considering a new show that will generate annual cash flows of $100,000 into the infinite future. If the initial outlay for such a production is $1,500,000 and the appropriate discount rate is 6 percent for the cash flows, then what is the profitability index for the project?
[removed]
1.11
Multiple Choice Question 88
What decision criteria should managers use in selecting projects when there is not enough capital to invest in all available positive NPV projects?
[removed]
The profitability index.
[removed]
The internal rate of return.
[removed]
The modified internal rate of return.
[removed]
The discounted payback
Multiple Choice Question 60
How firms estimate their cost of capital: The WACC for a firm is 13.00 percent. You know that the firm’s cost of debt capital is 10 percent and the cost of equity capital is 20%. What proportion of the firm is financed with debt?
[removed]
70%
Multiple Choice Question 85
If a company’s weighted average cost of capital is less than the required return on equity, then the firm:
[removed]
Must have preferred stock in its capital structure
[removed]
Is financed with more than 50% debt
[removed]
Is perceived to be safe
[removed]
Has debt in its capital structure
Multiple Choice Question 68
The cost of equity: Gangland Water Guns, Inc., is expected to pay a dividend of $2.10 one year from today. If the firm’s growth in dividends is expected to remain at a flat 3 percent forever, then what is the cost of equity capital for Gangland if the price of its common shares is currently $17.50?
[removed]
15.36%
Multiple Choice Question 32
A firm’s capital structure is the mix of financial securities used to finance its activities and can include all of the following except
[removed]
preferred stock.
Multiple Choice Question 54
M&M Proposition 1: Dynamo Corp. produces annual cash flows of $150 and is expected to exist forever. The company is currently financed with 75 percent equity and 25 percent debt. Your analysis tells you that the appropriate discount rates are 10 percent for the cash flows, and 7 percent for the debt. You currently own 10 percent of the stock.
If Dynamo wishes to change its capital structure from 75 percent to 60 percent equity and use the debt proceeds to pay a special dividend to shareholders, how much debt should they issue?
[removed]
$375
Multiple Choice Question 69
Multiple Analysis: Turnbull Corp. had an EBIT of $247 million in the last fiscal year. Its depreciation and amortization expenses amounted to $84 million. The firm has 135 million shares outstanding and a share price of $12.80. A competing firm that is very similar to Turnbull has an enterprise value/EBITDA multiple of 5.40.
What is the enterprise value of Turnbull Corp.? Round to the nearest million dollars.
[removed]
$453.6 million
Multiple Choice Question 86
External financing needed: Jockey Company has total assets worth $4,417,665. At year-end it will have net income of $2,771,342 and pay out 60 percent as dividends. If the firm wants no external financing, what is the growth rate it can support?
[removed]
25.1%
Multiple Choice Question 46
Which of the following cannot be engaged in managing the business?
[removed]
a sole proprietor
[removed]
a general partner
[removed]
a limited partner
[removed]
none of these
Multiple Choice Question 80
Which of the following does maximizing shareholder wealth not usually account for?
[removed]
Government regulation.
[removed]
The timing of cash flows.
[removed]
Amount of Cash flows.
Multiple Choice Question 41
The strategic plan does NOT identify
[removed]
working capital strategies.
[removed]
the lines of business a firm will compete in.
[removed]
major areas of investment in real assets.
[removed]
future mergers, alliances, and divestitures.
Multiple Choice Question 67
Firms that achieve higher growth rates without seeking external financing
[removed]
have a low plowback ratio.
[removed]
have less equity and/or are able to generate high net income leading to a high ROE.
[removed]
are highly leveraged.
Multiple Choice Question 75
Payout and retention ratio: Drekker, Inc., has revenues of $312,766, costs of $220,222, interest payment of $31,477, and a tax rate of 34 percent. It paid dividends of $34,125 to shareholders. Find the firm’s dividend payout ratio and retention ratio.
[removed]
55%, 45%
Multiple Choice Question 30
The cash conversion cycle
[removed]
begins when the firm uses its cash to purchase raw materials and ends when the firm collects cash payments on its credit sales.
[removed]
estimates how long it takes on average for the firm to collect its outstanding accounts receivable balance.
[removed]
shows how long the firm keeps its inventory before selling it.
[removed]
begins when the firm invests cash to purchase the raw materials that would be used to produce the goods that the firm manufactures.
Multiple Choice Question 58
You are provided the following working capital information for the Ridge Company:
Ridge Company
Account
$
Inventory
$12,890
Accounts receivable
12,800
Accounts payable
12,670
Net sales
$124,589
Cost of goods sold
99,630
Cash conversion cycle: What is the cash conversion cycle for Ridge Company?
FIN/571 Week 6 Final Exam Quiz
FIN571 Week 6 Final Exam
FIN 571 Week 6 Finals
Nurs 6221: managing human resources – discussion 5 (grading rubic
Discussion: Strengths-Based Leadership
The task of leadership is not to put greatness into people, but to elicit it, for the greatness is there already.
John Buchan
It can be demoralizing when managers focus primarily on the deficiencies of employees, yet it can sometimes be difficult to see beyond the negatives. Strengths-based leadership is a management approach that not only recognizes an individuals strengths, but also draws upon these strengths to enhance the dynamics of the workplace. Strengths-based leadership can be applied to employees performing at their personal best or to those who may need redirection. In addition, the principles of strengths-based leadership can be carried over to managers themselves. When nurse managers are aware of their own strengths, they can better leverage them to effectively manage difficult situations.
To prepare
Review the article Know Your Own Strength. How can strengths-based leadership improve the skills and attitudes of employees?
Reflect on your own personal and professional leadership strengths. Consider how you might use these strengths to manage staff members who seem to be disengaged or problematic. In addition, determine how you might use these strengths to resolve difficult situations between employees.
Recall a time when you either observed a disengaged or problematic employee(s) at work or observed a difficult or conflict situation between employees.
Imagine that you were the nurse manager in the above situation. How might you have used your strengths to effectively manage this employee or situation? Also, give some thought to the strengths of those posing the problem. How might you have used their strengths to resolve the situation?
Post an explanation of what you consider to be your top two strengths as a leader. Then, briefly describe the situation you selected and explain how you could leverage your own strengths (applying strengths-based leadership) to successfully manage that situation. Explain at least two ways you might also capitalize on the strengths of the employee(s) involved to successfully resolve the situation.
Read a selection of your colleagues responses.
Respond to at least two of your colleagues on two different days using one or more of the following approaches:
Suggest another way a colleague might capitalize on the identified strengths of the employee(s).
Ask a probing question, substantiated with additional background information and evidence or research.
Expand on a colleagues posting by providing additional insights or contrasting perspectives based on readings and evidence.
Validate an idea with your own experience and additional research.
Required Readings
Lussier, R. N., & Hendon, J. R. (2016). Human resource management: Functions, applications, & skill development (2nd ed.). Thousand Oaks, CA: Sage Publications.
Chapter 7, Training, Learning, Talent Management, and Development (pp. 234274)
Chapter 7 explores many types of training that organizations can offer new employees, such as on-the-job training, classroom training, and e-learning. It also highlights career development opportunities for existing employees.
Manion, J. (2011). From management to leadership: Strategies for transforming health care (3rd ed.). San Francisco, CA: Jossey-Bass.
Chapter 7, Coaching and Developing Others (pp. 283349)
This chapter compares the roles of leader and coach and explains why some leaders fail to employ effective coaching strategies. The author discusses coaching best practices and reviews in depth one practice, the six-step coaching model.
Kanefield, A. (2011). Know your own strength. Smart Business St. Louis, 4(2), 6.
Retrieved from the Walden Library databases.
This article provides simple rationale for employing strengths-based leadership in clinical settings.
Tyra, S. (2008). Coaching nurses: A real example of a real difference. Creative Nursing, 14(3), 111115.
Retrieved from the Walden Library databases.
The author of this article uses an authentic coaching example to explain the stages of the coaching process. The author identifies coaching strategies as well as general feelings both the coach and the nurse might experience.
Optional Resources
The Trustees of the University of Pennsylvania. (2006). Authentic happiness.Retrieved from https://www.authentichappiness.sas.upenn.edu/
Ellisen, K. (2011). Mentoring smart. Nursing Management, 42(8), 1216.
Meister, J. C., & Willyerd, K. (2010). Mentoring millennials. Harvard Business Review, 88(5), 6872.
Minimum number of toll collectors
Oakton River Bridge The Oakton River had long been considered an impediment to the development of a certain medium-sized metropolitan area in the southeast. Lying to the east of the city, the river made it difficult for people living on its eastern bank to commute to jobs in and around the city and to take advantage of the shopping and cultural attractions that the city had to offer. Similarly, the river inhibited those on its western bank from access to the ocean resorts lying one hour to the east. The bridge over the Oakton River had been built prior to World War II and was grossly inadequate to handle the existing traffic, much less the increased traffic that would accompany the forecasted growth in the area. A congressional delegation from the state prevailed upon the federal government to fund a major portion of a new toll bridge over the Oakton River and the state legislature appropriated the rest of the needed monies for the project.
Progress in construction of the bridge has been in accordance with what was anticipated at the start of construction.
The state highway commission, which will have operational jurisdiction over the bridge, has concluded that the opening of the bridge for traffic is likely to take place at the beginning of the next summer, as scheduled. A personnel task force has been established to recruit, train, and schedule the workers needed to operate the toll facility. The personnel task force is well aware of the budgetary problems facing the state. They have taken as part of their mandate the requirement that personnel costs be kept as low as possible. One particular area of concern is the number of toll collectors that will be needed. The bridge is scheduling three shifts of collectors: shift A from midnight to 8 A.M., shift B from 8 A.M. to 4 P.M., and shift C from 4 P.M. to midnight.
Recently, the state employees union negotiated a contract with the state which requires that all toll collectors be permanent, full-time employees. In addition, all collectors must work a five-on, two-off schedule on the same shift. Thus, for example, a worker could be assigned to work Tuesday, Wednesday, Thursday, Friday, and Saturday on shift A, followed by Sunday and Monday off. An employee could not be scheduled to work, say, Tuesday on shift A followed by Wednesday, Thursday, Friday, and Saturday on shift B or on any other mixture of shifts during a 5-day block. The employees would choose their assignments in order of their seniority.
The task force has received projections of traffic flow on the bridge by day and hour. These projections are based on extrapolations of existing traffic patternsthe pattern of commuting, shopping, and beach traffic currently experienced with growth projections factored in. Standards data from other state operated toll facilities have allowed the task force to convert these traffic flows into toll collector requirements, that is, the minimum number of collectors required per shift, per day, to handle the anticipated traffic load. These toll collector requirements are summarized in the following table: Minimum Number of Toll Collectors Required per Shift
SHIFT
SUN.
MON.
TUE.
WED.
THU.
FRI.
SAT.
A
8
13
12
12
13
13
15
B
10
10
10
10
10
13
15
C
15
13
13
12
12
13
8
The numbers in the table include one or two extra collectors per shift to fill in for collectors who call in sick and to provide relief for collectors on their scheduled breaks. Note that each of the eight collectors needed for shift A on Sunday, for example, could have come from any of the A shifts scheduled to begin on Wednesday, Thursday, Friday, Saturday, or Sunday.
Discussion Questions
1. Determine the minimum number of toll collectors that would have to be hired to meet the requirements expressed in the table.
2. The union had indicated that it might lift its opposition to the mixing of shifts in a 5-day block in exchange for additional compensation and benefits. By how much could the number of toll collectors required be reduced if this is done?
Acct 346 midterm | Business & Finance homework help
1. Question : (TCO 1) Managerial accounting stresses accounting concepts and procedures that are relevant to preparing reports for
taxing authorities.
internal users of accounting information.
external users of accounting information.
the Securities and Exchange Commission (SEC).
2. Question : (TCO 1) Which of the following costs does not change when the level of business activity changes?
total fixed costs
total variable costs
total direct materials costs
fixed costs per unit
3. Question : (TCO 1) You own a car and are trying to decide whether or not to trade it in and buy a new car. Which of the following costs is an opportunity cost in this situation?
the trip to Cancun that you will not be able to take if you buy the car
the cost of the car you are trading in
the cost of your books for this term
the cost of your car insurance last year
4. Question : (TCO 1) Shulas 347 Grill has budgeted the following costs for a month in which 1,600 steak dinners will be produced and sold: materials, $4,080; hourly labor (variable), $5,200; rent (fixed), $1,700; depreciation, $800; and other fixed costs, $600. Each steak dinner sells for $14.00 each. What is the budgeted fixed cost per unit?
$1.06
$1.44
$4.49
$1.94
5. Question : (TCO 1) Which of the following costs is not part of manufacturing overhead?
electricity for the factory
depreciation of factory equipment
salaries for the production supervisors
health insurance for sales staff
6. Question : (TCO 1) Product costs
are also called manufacturing costs.
are considered an asset until the finished goods are sold.
become an expense when the goods are sold.
All of the above answers are correct.
7. Question : (TCO 1) Red Runners Work in Process Inventory account has a beginning balance of $50,000 and an ending balance of $40,000. Direct materials used are $70,000 and direct labor used totals $35,000. Cost of goods sold totals $135,000. Manufacturing overhead applied is $20,000. How much is cost of goods manufactured?
$145,000
$115,000
$125,000
$135,000
8. Question : (TCO 2) BCS Company applies manufacturing overhead based on direct labor cost. Information concerning manufacturing overhead and labor for August follows:
Estimated Actual
Overhead cost $174,000 $171,000
Direct labor hours 5,800 5,900
Direct labor cost $87,000 $89,975
How much is the predetermined overhead rate?
2.00
1.90
30.00
1.93
9. Question : (TCO 2) During 2011, Madison Company applied overhead using a job-order costing system at a rate of $12 per direct labor hours. Estimated direct labor hours for the year were 150,000, and estimated overhead for the year was $1,800,000. Actual direct labor hours for 2011 were 140,000 and actual overhead was $1,670,000.
What is the amount of under or over applied overhead for the year?
$10,000 underapplied
$10,000 overapplied
$130,000 underapplied
$130,000 overapplied
10. Question : (TCO 3) Which of the following describes the differences between job-order and process costing?
Job-order costing is used in financial accounting while process costing is used in managerial accounting.
Job-order costing can only be used by manufacturers; service enterprises must use process costing.
Job-order costing is voluntary while process costing is mandatory.
Job-order costing traces costs to jobs while process costing traces costs to departments and averages the costs among the units worked on during the period.
11. Question : (TCO 3) The Blending Department began the period with 45,000 units. During the period the department received another 30,000 units from the prior department and completed 60,000 units during the period. The remaining units were 75% complete. How much are equivalent units in The Blending Departments work in process inventory at the end of the period?
30,000
22,500
15,000
11,250
12. Question : (TCO 3) Ranger Glass Company manufactures glass for French doors. At the start of May, 2,000 units were in-process. During May, 11,000 units were completed and 3,000 units were in process at the end of May. These in-process units were 90% complete with respect to material and 50% complete with respect to conversion costs. Other information is as follows:
Work in process, May 1:
Direct material $36,000
Conversion costs $45,000
Costs incurred during May:
Direct material $186,000
Conversion costs $255,000
How much is the cost per equivalent unit for direct materials?
$24.00
$16.20
$15.86
$13.58
13. Question : (TCO 4) Total costs were $75,800 when 30,000 units were produced and $95,800 when 40,000 units were produced. Use the high-low method to find the estimated total costs for a production level of 32,000 units.
$80,115
$76,000
$79,800
$91,800
Uses communication strategies to influence others
INTRODUCTION
Producing an effective message encompasses efficient planning, organization, and influential communication. In this task, you will:
1. Write a proposal for a new policy for an organization or community using the RRM3 D268 Task 3 Template located in the Supporting Documents section below the rubric.
2. Create a professional, influential, narrated digital multimedia presentation of your proposed change using the RRM3 D268 Task 3 PPT Template also located in the Supporting Documents section below the rubric.
For your proposal and presentation, you may:
A. Select a topic from the “D268 Task 3 Rotating Topic List” document in the Supporting Documents section located below the rubric, OR
B. Use a policy topic based on your own personal or professional interests.
This task includes two parts:
1. A written message plan
2. A professional, narrated multimedia presentation (i.e., narrated PowerPoint or Panopto video) that focuses on a new policy for an organization or community (e.g., workplace, environmental, social group or club, neighborhood, school)
Note: You may use a narrated PowerPoint or Panopto for this task.
REQUIREMENTS
Your submission must be your original work. No more than a combined total of 30% of the submission, and no more than a 10% match to any one individual source, can be directly quoted or closely paraphrased from sources, even if cited correctly. The similarity report that is provided when you submit your task can be used as a guide.
You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
Tasks may not be submitted as live documents or cloud links, such as links to Google Docs, Google Slides, OneDrive, SharePoint, etc., unless specified in the task requirements. All other submissions must be file types that are uploaded and submitted as attachments (e.g., .docx, .pdf, .ppt).
A. Write your presentation plan by doing the following:
1. Describe the audience (i.e., organization leaders, hospital administration, community council members, neighborhood association, neighbors, school board, colleagues, etc.) you wish to target who has the potential to enact your proposed policy.
a. Explain how your proposed policy will affect your chosen target audience from prompt A1.
2. Describe the problem to be solved by the proposed policy.
3. Describe your proposed policy and how it will be implemented.
B. Present your proposed policy from part A by creating a narrated multimedia presentation (i.e., record a voiceover of you narrating a PowerPoint or Panopto video). See notes below for more details on recording options.
1. Your presentation needs to be between 2 and 7 minutes in length.
2. Your presentation needs to be appropriate for the selected audience.
3. Your presentation needs to describe the problem to be solved by the proposed policy.
4. Your presentation needs to propose the change and how it will be implemented.
5. Your presentation needs to integrate the following principles of multimedia design:
a. Effective organization
b. Effective opening and closing
c. Appropriate choice and placement of 2 relevant visual aids (i.e. images, graphs, etc.)
d. Effective use of vocalics (i.e., pitch, tone, inflection, volume)
Note:Recording Option 1 (PowerPoint):
If you use a narrated PowerPoint, do not enable the webcam as the file will be too large.
Your narrated PowerPoint must be submitted in .ppt or .pptx format.
Each slide needs to include narration.
The recording must feature a voiceover of you narrating your multimedia presentation.
For instructions on how to access and use WGUs PowerPoint, refer to the “Introduction to Microsoft PowerPoint” link in the Web Links section located below the rubric.
For instructions on how to record a PowerPoint, refer the How to Make a PowerPoint with Audio link in the Web Links section located below the rubric.
Recording Option 2 (Panopto):
If you use Panopto, your webcam is optional.
The video must feature a voiceover of you narrating your multimedia presentation.
For instructions on how to access and use WGUs Panopto, refer to the “Panopto FAQ” link in the Web Links section located below the rubric.
For the direct link and directions to login to WGUs Panopto, refer to the “Panopto Access” link in the Web Links section located below the rubric.
For instructions on how to submit your Panopto video, refer to the “How to Submit a Panopto Video Link for Evaluation” link located in the Web Links section below the rubric.
C. Acknowledge sourcesusing in-text citations and referencesfor content that is quoted, paraphrased, or summarized. This includes source citation for any visual elements used in the digital presentation.
Note: Sources are NOT required for this task, but if sources are used, they must be acknowledged and cited appropriately.
D. Demonstrate professional communication in the content and presentation of your submission.
Note: See the rubric for what professional communication entails.
I will post questions in the description
1. Freedom of speech and expression are fundamental human rights that are protected under the U.S. Constitution. Commonly, defenses of these rights are grounded in appeals to autonomy (in order to act autonomously, we must have the freedom to express ourselves). Thus, restrictions on our freedom of expression correlate to restrictions on our autonomy. However, several authors cited within Chapter 4 recognize that sexual harassment can have a detrimental effect on autonomy. On the surface, there seems to be a tension between appeals to autonomy in defense of freedom of speech and expression and appeals to autonomy in order to justify restrictions on freedom of speech and expression, which may result in sexual harassment. Do you believe that there is a conflict between these two positions? How may such a conflict be balanced?
2. Central to Duskas discussion of whistle-blowing is his conception of loyalty. Do you find his account of loyalty convincing? What elements of it might you disagree with? What implications might an altered conception of loyalty have on his contention that whistle-blowing does not require moral justification?
3. Epstein claims that the positions of both employers and employees are essentially even with regard to EAW. Do you find this argument convincing? Why, or why not?
4. Because no job can ever be completely free from hazards, occupational safety requires a balancing of the interests of employees and employers. Using the ethical theories that are discussed in Chapter 3, defend a position regarding how these competing interests should be balanced from a moral perspective.
5. Explain Holleys position in Information Disclosure in Sales. Next, apply his arguments to the case study Advice for Sale: How Companies Pay TV Experts for On-Air Product Mentions On page 331 of the textbook. What would Holley likely conclude about this case? Why? Do you agree or disagree with Holley? Why
6. John R. Boatright in Individual Responsibility in the American Corporate System: Does Sarbanes-Oxley Strike the Right Balance? argues that the primary purpose of laws governing corporate responsibility is deterrence. Do you agree with this interpretation? Why, or why not? Appeal to the ethical theories discussed in Chapter 6 to support your position.
7. Consider the practices described by Carl Elliott in his essay The Drug Pushers. Provide two arguments in support of the practices described in that essay. Next, provide two arguments against the practices described in that essay. Where do you stand on this issue? Explain.
8. Two articles in Chapter 6 raise doubts about the ethical problems that underlie insider trading, primarily relying on utilitarian reasoning to support their positions. Examine the practices of insider trading from the perspective of deontological reasoning. Does this lead to different conclusions regarding the moral permissibility of these practices? Explain.
9. Explain Cooleys argument in Genetically Modified Organisms and Business Duties. What would Cooley say about the activities of Monsanto and related in the case study Monsantos Round-Up Ready Wheat? In general, do you agree or disagree with Cooley? Why, or why not?
10. In Intellectual Property and Pharmaceutical Drugs: An Ethical Analysis, Richard T. De George lays out what he comes to call the Status Quo Approach as a defense of copyright protection of pharmaceuticals. Do you find this argument persuasive regarding ethical pricing of pharmaceuticals? Why, or why not?
11. In Intellectual Property and the Information Age, Richard T. De George begins by examining the case of Napster and the practice of sharing digital music over the Internet. He concludes by arguing that determining whether an action with regard to copyright protection is moral or immoral will depend on the balancing of competing conceptions and justifications for copyright protection. Using the positions that De George lays out, examine the case with which De George begins. Do you believe that this activity is morally justified or immoral? Why?
12. In Internet Content Providers and Complicity in Human Rights Abuse, Jeffery D. Smith argues that while ICPs may be complicit in human rights abuse, they may strive to minimize their complicity. Do you believe that the strategies he imagines are sufficient to absolve ICPs of any moral wrongdoing that arises from their complicity in these abuses? Why, or why not? If not, what do you believe that ICPs should do?
Other information:
The textbook for this course is below. I need someone who knows and tutor or teaches Business Ethics to respond to this. If you have experience in answering these type of questions lets do business.
I need it back as soon as possible.
Textbook:
Beauchamp, T. L., Bowie, N. E., & Arnold, D. G. (2009). Ethical theory and business (8th ed.). Upper Saddle River, NJ: Prentice Hall.
SC President Clintons Interpretation on Governance and Reelection Campaign Essay
You will be writing a paper about how an incumbent president interpreted what happened in his first successful election to the White House, and how that shaped the way in which he governed and ran for reëlection.Choose a president other than Barack Obama and Donald Trump who came to office through election, rather than via the death or resignation of his predecessor, and then ran for another term. I would recommend you look for one from the 20th or 21st century, since I expect youll find research materials easier to come by that way, but if you have a particular reason for wanting to choose one from earlier you are welcome to do so. Just so were all on the same page, the 20th or 21st century presidents who would qualify are: Taft, Wilson, Hoover, Roosevelt, Eisenhower, Nixon, Carter, Reagan, Bush, Clinton, and Bush. First off, youll want to map (not literally) the broader debate over what happened in the election which put your president in the White House. So you will want to read about the campaign itself, but more importantly, identify the stories that circulated at the time and in its aftermath about why the election turned out the way it did. Get a good grasp on who embraced and promoted which stories, and what their motives might be for doing so. Then situate the president himself in this debate. You will want to immerse yourself in the presidents understanding of how he was elected the first time, and do this by looking for his own statements, from speeches, interviews, memoirs, correspondence and diaries if those became available. Youll also want to look at what those around him advisers, campaign consultants, political allies and family members, among others said about the election. Ultimately youll want to hone in on which stories the president embraced and believed. In some instances he will be direct and overt in this analysis. In other times, it will be implied or suggested. (For those presidents who lost campaigns for the White House before winning one, you may find find meaning in contrasting how they discuss their successful and unsuccessful runs.) Elsewhere I will want you to take note of both absence and emphasis. Which stories for his election does your president not address or invoke? What did he ignore, discount or minimize, either directly or by implication? Did these stories, or points of emphasis within them, vary with the intended audience or did it shift over the course of his or her presidency? You will characterize that story for me use quotes as appropriate, but you should be synthesizing and summarizing in your own voice. Where useful, contrast your presidents analysis with the contemporaneous analysis of journalists, scholars, interest groups, political elites and others. (Dont, however, make this a survey of everything anyone had to say about the election draw in contrasts only where it illuminates something interesting or important about the presidents view.) Once you have that grounding, were interested first in how the presidents processing of these stories shaped the way he governed. What policy areas did he prioritize? What types of proposals did he advance? Did his take on the election affect the way he interacted with his own party and with the opposition? What about his approach to the relative merits of legislative versus executive action? Next youll look at how the presidents processing of those same stories about his election shaped the way he ran for a second term. Can you see their influence on his campaign strategy, tactics or technology? Did he try to adjust his ideological positioning or how he defined opponents? What about how he tried to assemble a winning coalition, or his areas of geographical or demographic emphasis? In some of the above areas, you will find continuities rather than changes, and its good to note them but only if they are significant in light of the debate over how to interpret the elections. (For example: Its not particularly interesting to me to learn you never leave the house with an umbrella. But I will be intrigued if you dont bring an umbrella today after I heard you complaining yesterday about how terrible it was to be stuck outside in a surprise rainstorm.)Your citations can come in any form you choose (endnotes, footnotes, etc.) as long as you pick a style and stick to it consistently. Regardless of form, they should demonstrate that you consulted a wide and varied range of sources. Both your endnotes and the text of your paper should show that you engaged with the course readings.This project should test your research capability, your skills of analysis, and your ability to construct both narrative and argument. Ill consider all of those elements when grading.
Secondry source history essay | History homework help
Structure of the Paper
Section 1: Identification of Secondary Source
In this section, give the article title, author, the title of the journal in which you found it, the date of publication, and the basic topic of the article. If relevant, give a short (one or two sentence) bio of the author.
Section 2: Thesis/Argument & Debate [MOST IMPORTANT PART OF THE ASSIGNMENT]
Every academic article is written for the purpose of making an argument about how something happened in the past. In this section, tell your reader what argument the author is making about the topic listed above. First, outline the main argument. Then, give the specifics of the argument. Finally, note any geographical, chronological, or thematic limits that the author places on his argument. Look for phrases such as this article will be looking at x or this article will not be dealing with y)
When writing an article, a scholar enters into an ongoing discussion/debate with others who have studied the same topic or problem. In this section, you should tell your reader what the larger debate the author is taking part in. Note if there are other historians or theories with which the author is agreeing or disagreeing. Note how the author claims that his/her work different from what has been done before in this field?
Section 3: Basic Outline of the Articles Content
In this section, give a BRIEF summary of what the main sections of the article cover. Does the author tell a story? Use examples? Does he/she focus mainly on one case or on many?
Section 4: Sources
In this section, tell the reader what kinds of data the author uses to support his/her argument. (Qualitative or quantitative? Primary sources or secondary sources? Personal sources (letters, diaries, etc.)? Official sources (government documents)? Public sources (newspapers)? Written or oral sources? In what languages are these sources composed? If you can figure it out, note where the author found his/her data.
Section 5: Strengths and Weaknesses
In this section, identify one thing that you think the author did well and explain why you think that. Then, identify one thing that you think the author could have done better. You might consider one of the following: whether you found his/her argument convincing, whether you could follow his/her logic, or whether the sources he/she used seemed appropriate to answer the question posed.
Section 6: Conclusion and Meditation
Having read the article, give your overall impression of it. Did it cover the topics you hoped it would? Was it easy or difficult to follow? Who, if anyone, might you recommend it to? Finally, having read the article, what one question would you like to pose in relation to the authors topic?
The paper should be 3-4 pages 12 font. make sure all the reference write as footnote ( chicago style). also, you will find the grade creteria for this essay and the source that you only should use in attach file.
