Identify the qualities that you feel are most important in an authentic leader.

Choose one of the prompts below:
What causes nursing to be a stressful occupation? What are some examples you have observed in the clinical areas? How do you see other staff nurses reacting to stress? How do nurses support each other? 
Identify the qualities that you feel are most important in an authentic leader. Think about your experience when you were a leader and identify which of the qualities you were able to display. 
This is shared only with your instructor.  Minimum 250  words.  
No title page needed
One full page typed and double spaced is equivalent to 250 words (your minimum required)
References and citations should be scholarly, peer-reviewed (no blogs, WIKI, or other school of nursing website) written in Current APA Style

Identify two to three issues with regard to management functions that will arise during operation and how you as an administrator would handle these issues.

Instructions

Review the article “Developing a Mission Statement.” Then create a mission statement for a sport program you would like to develop. It can be part of a larger organization or a stand-alone program. Write a brief description of what your program entails. Identify two to three issues with regard to management functions that will arise during operation and how you as an administrator would handle these issues.

For additional details, please refer to the Short Paper/Case Study Rubric PDF document.

Guidelines for Submission: Short papers should use double spacing, 12-point Times New Roman font, and one-inch margins. Sources should be cited according to a discipline-appropriate citation method. Page-length requirements: 2–4 pages (graduate courses).

What is a core competency, and what are the core competency areas for healthcare human resources?

What is the JCAHO and what does it do?  Describe the four broad processes used to achieve the goals of the HR function as stated by the JCAHO. What are the sources of evidence for JCAHO’s HR standards?

Describe at least 3 of the processes used to ensure that consumers of healthcare in the U.S. receive their care from a provider who is competent and safe.

What is a core competency, and what are the core competency areas for healthcare human resources? What questions should be addressed during an internal assessment of positions? Discuss the six key inputs to a healthcare HR strategic plan.

compare one simple test for resolving ethical dilemmas and discuss in your second part of your Memo how it might assist you in your current or future work life.

1. Think about your school or work life, and use an experience that one of the defined ethical theories would assist you in either solving or supporting an ethical issue you experienced. Be sure to name and define the theory you choose, and state how it assists you with this experience.

2. Using your assigned reading, compare one simple test for resolving ethical dilemmas and discuss in your second part of your Memo how it might assist you in your current or future work life.

Determine two reasons why health care leaders need to become culturally competent and inclusive.

Introduction and Scenario
“Diversity,” “cultural awareness,” and “culturally competent care” are terms used regularly in today’s world. Cultural differences are a factor in management and are often a factor in resolving or creating issues.
Address the “Patient Aligned Care Teams” case study on page 64 of your New Leadership for Today’s Health Care Professional: Concepts and Cases textbook.
Article 2
Address the following in the newsletter:
Summarize the case study.
Determine two reasons why health care leaders need to become culturally competent and inclusive.
Assess the success of the diversity program presented in the “Patient Aligned Care Teams” case study.

Describe the techniques used to reduce resistance to change for each of the problems listed above.

Newsletter Introduction
In Weeks 1 through 4, you’ll produce a newsletter that covers the content discussed in each assignment. The purpose of the newsletter is to provide advice for health care leaders on how to apply the skills and concepts to similar scenarios that arise in the workplace. For each part of the assignment,
Create an article that addresses each prompt.
Frame your articles as if you are writing to leaders in your organization.
Review the Writing Center resource Considering Audience (Links to an external site.) for information on how to do this.
You can create a newsletter using a tool or your choosing, such as Canvas, or use the Newsletter Template  Download Newsletter Template.
You can also add images or figures that are formatted according to APA Style as outlined in the Writing Center’s resource Table, Images, and Appendices (Links to an external site.).
You can find images from the websites: Unsplash (Links to an external site.) and Pexels (Links to an external site.).
These websites provide free images without attribution or commercial or non-commercial licenses. However, it is important to follow all copyright laws. You can find information on these laws by visiting the webpages Copyright Basics (Links to an external site.) and What is Copyright? (Links to an external site.)
For the assignment, you must use a minimum of three to four scholarly or credible sources that are formatted according to APA Style as outlined in the Writing Center. You can learn more by reviewing the resources Formatting Your References List (Links to an external site.) and APA: Citing Within Your Paper (Links to an external site.).
Part 1 – Introduction and Scenario
The focus of this assignment is to identify and analyze leadership practices at an imaginary health system. You are an essential member of the management team involved in the scenario described below:
Lake View Hospital is a 25-bed critical access hospital located in rural Minnesota. Lake View’s director of primary care and specialty services, and the president, who also serves as CEO, identified a need to restructure their physician and advanced practice provider (APP) coverage model to improve physician and APP recruitment (providers), to ensure provider retention, and to better serve their patients and the community. Changes related to health care reform, a survey of patients’ expectations of services, and the expectations of new providers looking to practice in a rural setting all factored into their decision to explore the need to make significant changes in their delivery models. Several complex challenges were identified early on and were discussed with their provider partners. They engaged in brainstorming, scenario planning, and other productive conversations on what changes they should work toward and why they should try to make them. All these changes happened during a relatively short period of time and after a long period of providing services at the status quo.
Summary of Changes Implemented include the following:
Provider contracts and recruitment. They restructured their provider contracts across the medical clinic to align with the organization’s strategic plan and to better serve their patients. The goal was to be transparent with the providers and create standard contract models for current providers and for the providers they were working hard to recruit. These changes were achieved through collaboration between administrators, consisting of Lake View’s president and CEO, director of primary care and specialty services, director of finance, and their team of eight providers at the time. They also modified their provider recruitment strategy to take more ownership of the process internally at Lake View, and to connect with more providers across the state to share what they were working on at Lake View. They had many challenges to work through with their current providers to maintain internal equity, and to respect current employment terms, past agreements, and compliance requirements.
Physician call obligations. Prior to this recent restructuring, Lake View’s physicians covered hospital call 24-7 and 365 days on a rotating basis. This was taking a toll on their long-term physicians after decades of covering this obligation and was seen as a burden by the newer physicians who were beginning their careers and starting their families. New physicians who were being recruited by Lake View also saw this call obligation as a negative to joining Lake View’s practice in contrast to some of the outpatient-only practices available in the region. The administration team and physician team again worked collaboratively on how to best solve this dilemma during internal team meetings and offsite retreats, and they discussed the issue with individuals. Their goal was to eliminate overnight hospital call, but still ensure the appropriate call coverage to operate and grow the inpatient services that their patients were requesting. They evaluated and considered many different creative and innovative coverage models (e.g., hospitalist program, telemedicine, contracts, etc.) before all deciding on their current call coverage model. They had to work closely with their emergency department physicians throughout the process to ensure success with their newly agreed upon model. They decided on a model in which the primary care physicians cover calls from 7:00 a.m. to 6:00 p.m. seven days a week, and the emergency department (ED) physicians cover the ED and inpatient unit from 6:00 p.m. to 7:00 a.m. They implemented a successful communication and handoff process from the ED physician to the primary care physician to ensure seamless patient care and quality. The change was identified as a significant factor in successfully recruiting two high-quality and sought-after physicians looking to sign with an organization in the Lake View region.
Article 1
For the scenario above,
Summarize the case study, including describing the leadership practices Lake View used to promote innovation.
Describe the techniques used to reduce resistance to change for each of the problems listed above.
Measure lessons learned by Lake View and propose a valid conclusion.

Provide a five-number summary and show the box plot for the net sales.

Project One:
Pelican Stores
Pelican Stores, a division of National Clothing, is a chain of women’s apparel stores operating throughout the country. The chain recently ran a promotion in which discount coupons were sent to customers of other National Clothing stores. Data collected for a sample of 100 in-store credit card transactions at Pelican Stores during one day while the promotion was running are contained in the DATAfile named PelicanStores.  The Proprietary Card method of payment refers to charges made using a National Clothing charge card. Customers who made a purchase using a discount coupon are referred to as promotional customers, and customers who made a purchase but did not use a discount coupon are referred to as regular customers. Because the promotional coupons were not sent to regular Pelican Stores customers, management considers the sales made to people presenting the promotional coupons as sales it would not otherwise make. Of course, Pelican also hopes that the promotional customers will continue to shop at its stores.
Most of the variables shown in the data file “Pelican Store” are self-explanatory, but two of the variables require some clarification.
Items The total number of items purchased
Net Sales The total amount ($) charged to the credit card

Pelican’s management would like to use this sample data to learn about its customer base and to evaluate the promotion involving discount coupons.
Managerial Report
Use the tabular and graphical methods of descriptive statistics to help management develop a customer profile and to evaluate the promotional campaign. At a minimum, your report should include the following:
Percent frequency distribution for key variables.
A bar chart or pie chart showing the number of customer purchases attributable to the method of payment.
A cross tabulation of type of customer (regular or promotional) versus net sales. Comment on any similarities or differences present.
A scatter diagram to explore the relationship between net sales and customer age.
Descriptive statistics on net sales and descriptive statistics on net sales by various classifications of customers.
Provide a five-number summary and show the box plot for the net sales.
Descriptive statistics concerning the relationship between age and net sales.

What constitutes an employer-employee relationship?

Assignment 
Q:  What constitutes an employer-employee relationship?
Q:   Is the employment relationship a contractual relationship?
Q:  Can the employment relationship be modified?
Q:   What is the Fair Labor Standards Act (FLSA)?

What is the Establishment Clause?

Assignment
Q:  What is the Establishment Clause?
Q:  Based on the material read, how do you think religious (sectarian) institutions might be treated the same and be treated differently “under the law” (laws’ application/affect) when it comes to employment (employee-employer relationships, employee rights/treatment, etc.)?
 
Readings
Be prepared to discuss how this material relates to and affects institutional work environments (employee-employer relationships, employee rights/treatment, etc.).
C.     Chapter 4      THE COLLEGE AND ITS EMPLOYEES     (Read Pages 255-261)  
                                  Read Sections:  4.1          Overview of Employment relationships
                                  4.2          Defining the Employee Relationship
                                  4.2.1      Employees versus independent contractors
                                  4.2.2      Where is the workplace?
          Read the following at the link given: 
          Fact Sheet #13: Am I an Employee?: Employment Relationship Under the Fair Labor Standards Act (FLSA)
          https://www.dol.gov/whd/regs/compliance/whdfs13.pdf

What is meant by the term “State Action?”

Also, read State Action Doctrine (Links to an external site.) under the Resources
Assignment 
Q:   What is meant by the term “State Action?”
Q:   What is mean by the term “under color of law?”
Q:   How does the State Action Doctrine impact both public and private colleges and universities?
 
Readings
Be prepared to discuss how this material relates to and affects institutional work environments (employee-employer relationships, employee rights/treatment, etc.).
B.     Chapter 1      PERSPECTIVES AND FOUNDATIONS    (Read Pages 57-75)
                                 Read Sections: 1.6     Religion and Public-Private Dichotomy
                                 1.6.1      Overview
                                 1.6.2      Religious autonomy rights and religious institutions and their personnel
                                 1.6.3      Government support for religious institutions
                                 1.6.4      Religious autonomy rights of individuals in public post-secondary institutions