Month: July 2021

Adolescents And Pornography By Peter And Valkenburg

  1. Read the above review article on Adolescents and Pornography by Peter and Valkenburg then answer the following prompts in around 1.5-2 pages total
    -Who did they find was the typical pornography user? Does that mean they are the only people who use porn?
    -What did the authors say about who the typical porn user would be if a culture normalized pornography?
    -What did the authors have to say about gender-stereotypical beliefs related to pornography?
    -How was porn use related to sexual behavior?
    -Were all the findings they reviewed consistent, why or why not, and what did they suggest as a result?

BUSI 342 EXAM 2

Question 1 

  1. Lumina Corporation began      operations in 2015 with 4900 employees. During the first half of that      year, the company did not see any attrition. Profits were high, and the      training and orientation programs were efficient. New hiring continued at      a healthy pace and by mid-year, the employee strength of the company was      5000. However, in the second half of that year, 200 employees were laid      off, and no new hiring took place. The turnover rate at Lumina Corporation      in 2015 was _____.

 

a.

50%

 

b.

2%

 

c.

4%

 

d.

25%

2 points

Question 2 

  1. Insufficient pay is one of the      reasons that lead to employee turnover.

True

False

2 points

Question 3 

  1. Customer dissatisfaction is a      direct cost of absenteeism.

True

False

2 points

Question 4 

  1. The performance-reward linkage      described in the expectancy theory of motivation refers to employees’      beliefs that working harder will lead to better performance.

True

False

2 points

Question 5 

  1. Churn refers to the practice of      hiring _____.

 

a.

only those employees who   have more than five years of prior experience in a similar industry

 

b.

employees on a short-term   contract basis

 

c.

new employees while   laying off others

 

d.

through realistic job   previews

2 points

Question 6 

  1. Which of the following is the      first step in the process of managing retention?

 

a.

Management intervention

 

b.

Evaluation and follow up

 

c.

Measurement and   assessment

 

d.

Tracking of intervention   results

2 points

Question 7 

  1. A(n) _____ refers to the unwritten      expectations that both employees and employers have about the nature of      their work relationships.

 

a.

psychological contract

 

b.

non-compete agreement

 

c.

employment contract

 

d.

effort-performance   linkage

2 points

Question 8 

  1. Paid orientation time is a      training cost involved in turnover.

True

False

2 points

Question 9 

  1. _____ is the desire within a      person causing that individual to act.

 

a.

Motivation

 

b.

Attention

 

c.

Calibre

 

d.

Aptitude

2 points

Question 10 

  1. Which of the following is      considered to be a motivator by the motivator/hygiene theory?

 

a.

Salary

 

b.

Advancement

 

c.

Administration

 

d.

Company policy

2 points

Question 11 

  1. A passive job seeker is one      who _____.

 

a.

is an employed individual   who is not satisfied with his or her current job

 

b.

conducts a haphazard and   unplanned job search

 

c.

seeks a job merely   because it is a requirement of receiving unemployment compensation

 

d.

has a good job and is not   actively looking to change jobs

2 points

Question 12 

  1. Edison Inc., an electrical utility      company, is moving from using only traditional sources of electricity to      promoting the use of solar and wind power. It is one of the first      utilities in the country to move heavily to solar and wind-generated      electricity. Which of the following steps should the HR director take in      order to cope with these new technologies at Edison Inc.?

 

a.

Focus on training and   development to generate internal candidates for all the new positions at the   utility

 

b.

Avoid including specific   designations such as EEO/M-F/AA/ADA in the job advertisements

 

c.

Plan to do more extensive   external recruiting for technical and engineering positions

 

d.

Highlight terms such as   “young and enthusiastic” and “ journeyman lineman” in their official Web   sites

2 points

Question 13 

  1. An organization with a strong      union has a higher probability of having less flexibility than a nonunion      company in deciding who will be hired and where a newly hired person will      be placed.

True

False

2 points

Question 14 

  1. Employment agencies typically have      their own workforce, which they supply by contract to employers with jobs.

True

False

2 points

Question 15 

  1. Priam Designs Inc. is recruiting      fashion designers through LinkedIn. This recruiting mode typically      provides direct access to the _____.

 

a.

applicant population

 

b.

entire pool of eligible   candidates

 

c.

entire labor market

 

d.

applicant pool

2 points

Question 16 

  1. The _____ pool consists of all persons      who are actually evaluated for selection.

 

a.

selection

 

b.

labor

 

c.

talent

 

d.

applicant

2 points

Question 17 

  1. The process of generating a pool      of qualified applicants for organizational jobs is called _____.

 

a.

summoning

 

b.

requisitioning

 

c.

pre-screening

 

d.

recruiting

2 points

Question 18 

  1. Niche job sites are more useful      for recruiting applicants with specific technical skills than are general      job boards.

True

False

2 points

Question 19 

  1. Which of the following statements      is true about good recruiting efforts?

 

a.

Wording about specific   designations such as EEO/M-F/AA/ADA in employment advertisements would be   considered illegal.

 

b.

A salon that advertises   job openings for “young and enthusiastic” employees would be considered   impartial.

 

c.

Advertising job openings   for “exercise boys” for a race track would be considered legal terminology.

 

d.

If a disparate impact   exists between an employer’s workforce and the relevant labor markets, then   the employer is required by law to expand its external recruiting efforts.

2 points

Question 20 

  1. Contingency firms charge a client      a set fee whether or not the contracted search is successful.

True

False

2 points

Question 21 

  1. Listening responses such as      mirroring and echoing may backfire for managers doing job interviews      because these responses give feedback to the applicant.

True

False

2 points

Question 22 

  1. For the position of firefighter in      Redville, the physical requirements are rigorous and the selection process      involves many ability tests. Mark has a hearing impairment. This      impairment alone caused him to be disqualified, even though Mark passed      all the other physical tests and pencil-and-paper tests that were      conducted earlier. This is an example of _____.

 

a.

the multiple hurdles   approach of combining predictors

 

b.

the compensatory approach   to selection

 

c.

discrimination under the   ADA

 

d.

poor person/organization   fit

2 points

Question 23 

  1. In selection, validity refers to _____.

 

a.

the correlation between a   predictor and job performance

 

b.

the applicant achieving   approximately the same score in a test-retest situation

 

c.

the strength of the   correlation between a test score and a predictor

 

d.

the consistency with   which the predictor actually tests the desired construct

2 points

Question 24 

  1. Voltra Inc. is planning to fill a      number of openings for entry-level professionals. The selection process is      quite extensive and includes several levels of individual interviews,      panel interviews, psychological tests, and general ability tests. Much of      the interview time is spent on the applicant’s philosophy of life and      work. Voltra is highly concerned about _____.

 

a.

person/organization fit

 

b.

complying with EEO and   ADA requirements

 

c.

matching the person to   the job

 

d.

defining who is an   applicant

2 points

Question 25 

  1. Ability, intelligence, and      conscientiousness are all examples of _____.

 

a.

soft skills

 

b.

predictors of selection   criteria

 

c.

elements of job   performance

 

d.

selection criteria

2 points

Question 26 

  1. In the _____ approach for      combining predictors, a minimum cutoff score is set on each predictor, and      to be considered, each minimum level must be “passed.”

 

a.

matching

 

b.

multiple hurdles

 

c.

compensatory

 

d.

universal predictor

2 points

Question 27 

  1. “Aaron might not be the sharpest      person I know, since his cognitive scores are pretty low. But he showed      wonderful interpersonal skills with guests in our simulations. I suggest      that we hire him, and give him some intense training on our desk      procedures.” This is an example of the compensatory approach to combining      predictors of work performance.

True

False

2 points

Question 28 

  1. Which of the following types of      selection interviews is unstructured?

 

a.

Situational interview

 

b.

Competency interview

 

c.

Behavioral interview

 

d.

Nondirective interview

2 points

Question 29 

  1. Which of the following occurs when      interviewers favor or select people whom they believe to be like      themselves on the basis of a variety of personal factors?

 

a.

Halo effect

 

b.

First impression error

 

c.

Cultural noise

 

d.

Similarity bias

2 points

Question 30 

  1. The _____ of a test is the extent      to which a predictor repeatedly produces the same results over time.

 

a.

test validity

 

b.

reliability

 

c.

predictability

 

d.

consistency

2 points

Question 31 

  1. The “cognitive” component of      intercultural competence is the person’s _____.

 

a.

ability to connect with   foreigners on an emotional level

 

b.

level of sensitivity to   cultural issues

 

c.

ability to handle the   emotional stress of an overseas assignment

 

d.

knowledge about a foreign   culture

2 points

Question 32 

  1. Organizations must continually      train their current employees because of _____.

 

a.

the lack of competition   from businesses in low labor cost countries

 

b.

low involuntary turnover   rates of U.S. employees

 

c.

rapid technological   innovation

 

d.

the need to increase the   rate of attrition

2 points

Question 33 

  1. Active practice occurs when      trainees perform job-related tasks and duties during training.

True

False

2 points

Question 34 

  1. Jeanne is 54 years old. She had      worked as a medical research librarian for ten years before quitting in      her late forties. She wants to re-enter the workforce. However, she is      worried about applying for an open position at the library she was      previosly working at because of the major changes in information      technology that have taken place in library management. She also feels      intimidated by computers. The HR director of the library feels Jeanne is      highly qualified for the position in question. Given this scenario, what      would be the main barrier to her learning the job tasks?

 

a.

Jeanne’s low sense of   self-efficacy regarding the use of computer technology

 

b.

Jeane’s low motivation   levels as she wants to get into a new career

 

c.

The fact that Jeanne   won’t see the benefits of learning the library’s computer system

 

d.

The fact that Jeanne may   not have the ability to learn the library’s computer system even with training

2 points

Question 35 

  1. Ideally, training should be viewed      tactically rather than strategically.

True

False

2 points

Question 36 

  1. A gap analysis identifies the      difference between what an individual employee knows and what the employee      should know in order to perform the job satisfactorily.

True

False

2 points

Question 37 

  1. Unions view cross training      unfavorably primarily because _____.

 

a.

it reduces effective   wages per hour

 

b.

it adds supervisory roles   to part-time employees’ duties

 

c.

it increases worker   productivity, and thus threatens job security

 

d.

it threatens job   jurisdiction

2 points

Question 38 

  1. In contrast to informal training,      which is planned, on-the-job training should occur spontaneously.

True

False

2 points

Question 39 

  1. Which of the following is a      disadvantage of the on-the-job training (OJT)?

 

a.

External firms are   typically used for training purposes.

 

b.

It is the least flexible   of all the available modes of employee training.

 

c.

It is more expensive than   classroom training.

 

d.

Incorrect information   from the supervisor can be transferred to the trainees.

2 points

Question 40 

  1. EarthShapers Inc., a manufacturer      of heavy construction equipments based in U.S.A., maintains large sales and      support operations overseas. Before sending new employees to its      operations in Japan, it requires the employees to take courses in Japanese      history and culture so that they can adjust more easily to living in      Japan. This training focuses on the _____ component of international      competence training.

 

a.

cognitive

 

b.

conceptual

 

c.

behavioral

 

d.

emotional

Business Paper Organizational Development And Change

Case Study 5, Solving Team Challenges At DocSystems Billing Inc, in Organization Development 

Consider :

  1. What problems exist in this organization?
  2. How are team roles impacting this organization?
  3. What is the presenting problem(s) ?
  4. What is the possible root cause(s)? 

Write:

A business correspondence to Jim, Senior Director Customer Service at  Doc Systems that :

1. Summarize the situation as you see it.

2. Make a recommendation the client about what could be done next based on the data included.

a. Recommended intervention(s)

b. Intervention strategy and purpose

Work Product:

Your work product is a business letter.  

Organization 5

Content 5

Language Used 4 

Rubric

Professional Writing Rubric (2)Professional Writing Rubric (2)CriteriaRatingsPtsThis criterion is linked to a Learning OutcomeContent1pt • Purpose of letter is unclear • Main idea is not supported by explanations or facts • Letter rambles; hard to follow or understand • Tone is inappropriate for intended audience 4pt • Letter clearly states the purpose as assigned • Appropriate explanations or facts used to support the main idea • Easy to follow • Tone is appropriate for intended audience5.0 pts
This criterion is linked to a Learning OutcomeOrganization1pt • Several noticeable errors in use of correct business letter format (heading, greeting, introduction, body, closure, signature, enclosure, and copy) 4pts Accurately uses correct business letter format (heading, greeting, introduction, body, closure, signature, enclosure, and copy)5.0 pts
This criterion is linked to a Learning OutcomeLanguage used1pt • Incorrect use throughout the letter of punctuation or grammar • Frequent spelling errors distract from letter 4pt • Accurate use of punctuation and grammar • No spelling errors4.0 pts

  • Case Study 5: Solving Team Challenges at DocSystems Billing, Inc.

    Read the DocSystems Billing case, including the briefing document and four scenes, and consider the following questions:

    1. What problems exist in this organization? How do these problems differ based on the employees’ roles? Why do employees object to Jim’s proposed solution?
    2. Make a recommendation to the client about what could be done next based on the data included. Summarize your observations for Jim, offer possible interpretations, and suggest an approach for next steps.

    Briefing Document: DocSystems Billing, Inc.

    About the Company

    DocSystems Billing, Inc., processes insurance billing paperwork for a network of small health care clinics throughout the United States. Privately owned physician practices, as well as specialists such as cardiologists and physical therapists, contract with DocSystems to process the billing paperwork through the maze of health care insurance companies and networks. DocSystems charges either a flat fee for each bill it processes or a percentage of the total, depending on the contract with the provider.

    About the Call Center

    • Forty full-time employees work at the onsite call center: 30 Medical Insurance Specialists (who handle cases of moderate complexity) and 10 Senior Insurance Consultants (who handle very complex cases). The senior consultants have usually worked up through the ranks, often first working on basic billing, then as medical insurance specialists. Most of them have a long tenure with DocSystems, ranging from 17 to 23 years.
    • An additional 100 employees (called Billing Specialists) work at an outsourced call center. DocSystems contracts out the initial processing of claims and basic computer input. The contract employees used to work at DocSystems until the outsourcing.
    • The call center was outsourced a year ago to another organization. Almost all of the former DocSystems employees were offered jobs with the new company, but the pay and benefits were not comparable. Word has spread to the former colleagues who remain at DocSystems that the outsourcing company treats its employees poorly.

    Call Center Reorganization

    The remaining group of 40 employees was reorganized into two new teams about 3 months ago. Initially, there had been two managers—Alex managed the senior insurance consultants, and Dana managed the medical insurance specialists. Both reported to Jim, the senior director. In the new structure, Alex and Dana both manage 20 employees, with each managing half of the specialists and half of the consultants.

    That meant that some of each group remained with their former manager, while some moved to a new manager. Senior management hoped that the integrated teams would start to share knowledge between more senior and more junior practitioners.

     

    Roles and Work Process

    Billing Specialist

    The billing specialists do the initial computer input and handle the majority of the cases. Normally this occurs without any need for DocSystems intervention or assistance, but occasionally there are difficult issues that arise. For example, a cardiologist may have conducted a certain procedure that fits more than one category in the DocSystems database, and the billing specialist may be unsure how to categorize it accurately. A phone tree system has been set up between the outsourced organization and DocSystems so that the billing specialist can call any of the medical insurance specialists, who are required to be on call at least 4 to 5 hours during a typical 8-hour shift. The partners can also formally escalate cases by handing them off through the system for a medical insurance specialist to work.

    Medical Insurance Specialists (MIS)

    A similar process works for the medical insurance specialists. They are assigned insurance cases on a round-robin basis. They typically handle two types of cases: (1) any case that has been “kicked back” by the insurance companies for more information and (2) any case where the patient has filed a complaint, grievance, or appeal. Like the billing specialists, they work on the case to get it accurately processed and filed, and if they run into problems, they can call on their senior counterparts, the senior insurance consultants, to ask a question. They also have the opportunity to formally escalate cases to have one of the senior insurance consultants handle the case if it seems too complicated.

    Senior Insurance Consultants (SIC)

    The senior insurance consultants handle anything and everything, but they usually work on only the most complex cases. They also answer questions from the medical insurance specialists. They usually get their work from formally escalated cases that the medical insurance specialists cannot handle on their own.

    The DocSystems Case in Four Scenes

    Central Characters

    • Jim: Senior Director, Customer Service, DocSystems
    • Dave: Organization Development Consultant, DocSystems
    • Rosie Jones: Medical Insurance Specialist, DocSystems
    • Carlos Chavez: Senior Insurance Consultant, DocSystems
    • Michelle: Senior Insurance Consultant and Carlos’s colleague, DocSystems

    Scene 1: The First Client Meeting

    Dave and Jim sit at a large oval table in Jim’s office, discussing the OD engagement and plans for the upcoming team meeting.

    Jim: Thanks for meeting with me. I really need your help facilitating this team meeting.

    Dave: No problem, I’m glad to help. Maybe you can start by telling me what you’re trying to accomplish.

    Jim: Basically we’re trying to redesign how the call center works. We have a few problems. The first problem relates to processing times. Our physician clients obviously want their payments as quickly as possible, so the billing specialists must work very rapidly to input the payment request to the insurance company. Also, our physicians want us to service their patient problems and appeals very quickly. Each role in the process is critical to getting the work done and processed as quickly as possible. Time is our number one success metric, and it’s our number one failure right now.

    Dave: What are the results today?

    Jim: Right now we only have about 80 percent of our customers that say that they’re satisfied with our services. From what I’ve read in our industry, that’s at the very bottom. We’re seriously in danger of losing customers if we can’t speed up.

    Dave: Have you done any analysis of where the bottlenecks might be occurring?

    Jim: Yes. First, you should realize that the workload is tremendous. Each week, the billing specialists handle almost 2,000 claims in total. Our medical insurance specialists handle about 50 cases each per week, and the senior consultants about 10. It might not seem like a lot to handle only 10 or 50 cases per week, but some of the more complex cases can take 2 to 4 hours each to process. If we can’t meet our time commitments, our clients and patients get frustrated. So we have metrics in place to monitor how well it’s going. If a case takes more than 4 hours to process, it turns “red,” which means that in our automated system, the case shows up on our urgent list. When a case turns red, we know from past data that it represents a customer who is dissatisfied, or it doesn’t meet our service levels. The more red cases, the more likely we are to lose a customer or to lose money because we have to reimburse our clients when we don’t meet our agreements with them.

    Dave: What about the outsourcing? Do you have contractual agreements with them on their own processing timelines?

    Jim: Yes, and actually they’re doing pretty well. We don’t usually have too many problems with them. The real problem comes when the cases get escalated to us. We have far fewer cases to handle, yet since they’re complex they tend to take longer. Some of our physicians have special service contracts with us where their requests and their patients get top priority. They pay extra for the service, and they expect higher service from us as a result. For our Platinum Tier physicians, we have an agreement that we will get back to them with a resolution to their problem within 2 to 3 hours.

    Dave: What is the cycle time today?

    Jim: It’s 15 hours at the moment. In other words, they expect a resolution in less than half a day, and we get them an answer in 2 days.

    Dave: What do you think is causing the delay?

    Jim: First, the cases are remaining with the medical insurance specialists for too long. Their cases turn red at a faster rate than anyone else’s. It’s the volume that’s killing us. Each of them is forced to juggle 10 to 20 cases at a time. It’s too much for them to take on, in addition to the calls that keep coming to them from the billing specialists.

    Dave: Why don’t they escalate to the senior insurance consultants?

    Jim: They do, sometimes. But once they’ve started to work it, I guess they think they may as well finish it. We just need to hire more people, but we can’t afford it right now.

    Dave: Do you have any ideas about what could solve this problem?

    Jim: Yes, and that’s in part the reason I called to get your help. I want the 10 senior consultants, who are the most knowledgeable, to help the 30 medical insurance specialists with their caseloads. We want more collaboration on the teams. That’s why I’ve scheduled the 2-day meeting that we talked about, and I’d like your help facilitating the team through a design session where we get their input and figure out how this new collaboration process will work.

    Dave: I’m definitely willing to help facilitate the session, and I believe it’s the right approach to involve them in the design. First, though, I think it would help me to understand their work better if I could see how they worked. Do you think that one of the medical specialists and one of the senior consultants would let me observe them for a few hours?

    Jim: I’m sure they wouldn’t mind at all. You should meet with Rosie and Carlos, who are our top performers. I’ll send them an e-mail and ask if it would be okay if you contacted them and set up a time to talk. Rosie and Carlos will also be on our project design team, so it will be good for you to get to know them now.

    Scene 2: Observation With Rosie Jones

    Rosie Jones, a medical insurance specialist, looks up as Dave approaches her desk.

    Dave: Hi, Rosie. I’m Dave.

    Rosie: Nice to meet you. Please have a seat. I hope I can help you with your questions.

    Dave: I appreciate you letting me observe. As I said when we arranged this, I really don’t want to take up too much of your time. I’m just interested in learning more about what you do so we can figure out this project together. What are these monitors for?

    [Dave points to the three computer monitors all located side by side on Rosie’s desk.]

    Rosie: This one is for my e-mail, this one is for the case database, and this one shows the calls that are currently waiting on hold.

    Dave: And the one with the case database—what are the numbers and colors?

    [Dave notices that the screen is full of line after line of case numbers, patient names, and insurance company names. About half are black and about half are red. More than 30 cases are listed on the screen.]

    Rosie: These are all of my open cases. The numbers represent the case numbers, and the red type means that the case is behind. This last column shows the status. So if you look, most of them either say “Waiting Patient” or “Waiting Physician.” On those, I’m waiting for a return call. Some I could just close out now. So at the moment, there’s not much I can do. Well, I guess on these last three I could get started on them. Let’s see what they say.

    [Rosie clicks on the screen and opens up one of the red cases.]

    Rosie: This one says DED-1, which means “Denied for patient status.” I’m not sure what happened, but it looks like we may have sent the case to the wrong insurance company, who denied the case and sent it back to us. This patient also has two health insurance companies to deal with. I’m going to have to call the physician.

    [Dave looks at the screens, mesmerized by the amount of detail there is to monitor. Rosie is typing and clicking so quickly, Dave can’t follow. Rosie marks the current case “Waiting Physician.”]

    Dave: It certainly seems that there’s a lot going on at any one time. How often do you escalate cases?

    Rosie: [looks up quickly and stares at Dave] I don’t really need to. I know how to do my job. These are my cases, and I want to work them. Besides, we all know what happened to the billing specialists when they got outsourced. You think I want to give up my work and not be doing anything?

    Dave: What do you think about the model that Jim is talking about, where the senior consultants would jump in and help out with your caseload when it’s too much?

    Rosie: [forcefully] You mean Big Brother watching over me?

    Scene 3: Observation With Carlos Chavez

    Later that same day, Dave arrives at his appointment with Carlos Chavez, a senior insurance consultant.

    Dave: Thanks for letting me sit with you for a bit. How long have you been with DocSystems?

    Carlos: [pouring a cup of coffee] It will be 19 years next month. I’ve done it all, from billing, to insurance, to management. I remember when we used to have only three insurance companies to deal with, and I knew the physicians personally. Now there are so many clients, patients, and insurance companies, it’s really amazing.

    [Carlos adds sugar and cream to his cup and they return to his desk, just a row of cubicles away from Rosie’s. Like Rosie, Carlos has three monitors arranged in a semicircle on his desk, each showing the same information that Dave saw on Rosie’s monitors.]

    Dave: What kinds of cases do you tend to work on?

    Carlos: Well, here’s my list right now.

    [Carlos points to the case monitor. There are just three cases showing, all listed in red.]

    Carlos: I have this one, which was escalated because the patient was so upset. She had three different physicians she was working with, and only two were part of our client list. The insurance company got confused and ended up paying too much, but we also ended up mistakenly billing the patient for the work of one of the physicians. You can see the case notes are three screens long.

    [Carlos scrolls through the case record showing the extensive list of comments.]

    Dave: Looks like there is indeed a lot to sort through. How many of these do you work at a time?

    Carlos: [putting his feet up on his desk] Ah, it’s not that bad. This is pretty typical, with about one new case per day. It will take a few hours to sort through, but mostly it’s manageable, isn’t it, Michelle?

    [Carlos yells over his cubicle wall to a neighbor. Michelle stands up and introduces herself to Dave as a senior insurance consultant.]

    Carlos: Michelle and I both left Alex’s team to work for Dana. Well, I supposed we were technically forced to work for Dana. [They laugh.]

    Michelle: Yeah, that’s been a joy, hasn’t it? If at first you don’t succeed, reorganize to make sure you won’t.

    Carlos:  [turning to Dave, voice rising] You know, we were put into our new team 3 months ago. Dana just had our first staff meeting on Thursday last week. She hadn’t even called us to welcome us to her team.

    [Michelle pulls out a sheet of paper filled with tally marks. At the top it reads, “Where’s Dana?” There is a cartoon drawing of a person on top of a mountain with “Dana” written above it, and 15 stick figures at the bottom of the mountain with question marks over their heads.]

    Dave: So until last week, you hadn’t even spoken to your new manager?

    Carlos: Whatever. It was much better on Alex’s team, but hey, I figure the pay’s the same whether I leave at 5:00 or 6:30, whether I have 3 cases or 30. We’ve had the standard 2 percent raise for the past 3 years, and it won’t be any different this year.

    Dave: What do you think about the model that Jim has proposed to the design team, where the senior consultants would help out on the medical insurance specialist caseload?

    Carlos: I guess I understand where he’s coming from. But I don’t want to sit on the phone all day dealing with the same old patient status issues. Been there, done that. And I’m not about to take over the caseload for a lazy med specialist who just waits until the case gets old enough for me to work it for them.

    Scene 4: The Design Session

    It’s 8:30 on Wednesday morning. Jim begins the design session meeting with a kickoff presentation. In attendance are Dave, Rosie, Carlos, and Alex (the manager of one of the call center groups).

    Jim: I really appreciate everyone taking time out of their schedules to work on this program. I’m confident that we can come up with a good solution. You’re among our top performers in the division, and you know best what will work and what won’t work in our company.

    Jim spends the first few hours of the meeting reviewing the importance of the call cycle times, showing the group charts with the data he has collected: customer satisfaction numbers (last year, year to date, last month), call answering times (in minutes, listed by month for the past 12 months), case volumes (number of new cases opened, number of cases closed for the past 12 months), and number of red cases (by month).

    Next, Dave facilitates the group through an approach that Jim has suggested all along, where the senior insurance consultants would collaborate on cases with medical insurance specialists. In the new process, senior consultants would have a new job task of monitoring the current list of red cases and pulling them from the medical insurance specialists if they felt that they could work the case faster based on their knowledge and experience. The new process would require that all senior consultants monitor the list regularly and read through any new red cases.

    Dave notes to himself that neither Rosie nor Carlos raised the objections they had shared with him privately, but instead both seem very energetic and willing to experiment with some changes. With confidence high, the group takes a lunch break. After lunch, Dave checks the agreement the team appears to have reached.

    Dave: So, Carlos, what do you think of the solution we’re proposing?

    Carlos: It will never work.

    Dave: Why?

    Carlos: I don’t know. I can just tell you right now, this will never work.

    [The group looks silently at Dave.]

    Dave: You seemed more confident this morning. What changed your mind?

    Carlos: I was out at lunch talking with Michelle and a couple of other people on Dana’s team. They hate the idea and think it’s just more work for us, and a way for the medical insurance specialists to pawn off their tough cases. I mean, no offense to Rosie, she handles her own cases well. But why should we jump in? We have our own work to do. People are basically lazy, and unless you force them to work on the new cases, they aren’t going to volunteer.

    After an hour of discussion, the group makes little progress. The morning’s agreement has dissolved. With only a few hours to go in the meeting, the attendees begin to abandon hope that they could reach a solution, and Jim intervenes.

    Jim: Look, here’s what I propose. Let’s call it a day for now, and we can reconvene next week to talk about it more. Thanks for your input, everyone, I know that we can handle this. It’s a tough situation but I appreciate your participation on this project. Dave, can you hang around for a few minutes?

    [The group walks out quietly as Dave begins to stack up some of his papers.]

    Jim: [shaking his head] I really thought we were headed toward a solution. [raising his voice] Why can’t people just say what they think if they have a problem? Why did we have to go through all of this?

    Dave: I know that you’re frustrated, and I’m getting a bit frustrated myself. Clearly the team is frustrated. But I also have to remember that it’s better that we find out their objections now rather than a month from now when we’re wondering why the new model isn’t working.

    Jim: I’m at a loss. What do we do now?

    Dave: I’ve listened carefully to the team today, and I’m also thinking about my meetings with Rosie and Carlos. I’m also thinking about the structure of the work and of the two teams at this point. Let’s plan to meet at 8 on Friday morning. I’ll prepare my thoughts about what I’ve heard so far and what I think we should do next.

    Jim: Friday at 8 works for me. I’m anxious to get your perspective.

     

     

Read The Case Study 11-2, Dealing With Traffic Jams In London. Then, Respond To The Following Questions: Assess The Risks Of This Project. Given Your Assessment Of The Project Complexity, Clarity, And Size, What Management Strategies Would Y

Read the Case Study 11-2, Dealing with Traffic Jams in London. Then, respond to the following questions:

  • Assess the risks of this project.
  • Given your assessment of the project complexity,      clarity, and size, what management strategies would you recommend?
  • What, if any, of these strategies, were adopted in this      project?
  • Describe the development methodology that was applied      to this project. Was this the most appropriate approach? Provide a      rationale for your response.
  • When a project is outsourced, who should manage the      project—the internal group or the outsourcer? Why?

The Implementation Of The New Procedure Is Expected To Reduce Costs Of Production By 10% Over The Next Year. This Is An Example Of The __________ In A Project Charter

Question 1

The implementation of the new procedure is expected to reduce costs of production by 10% over the next year. This is an example of the __________ in a project charter.

Question options:

project description

project objective

acceptance criteria

success criteria and expected benefits

Question 2

The building constructed will have at least R-38 insulation rating for the ceiling and R-28 for the walls. This is an example of the __________ in a project charter.

Question options:

success criteria and expected benefits

project description

project objective

acceptance criteria

Question 3

The contractor should state its understanding of the customer’s need:

Question options:

by including complex graphics to show expertise.

in its own words with a description of the customer’s current condition.

adding lots of information about other projects that are similar.

by restating the problem statement that appears in the RFP.

Question 4

A project charter summarizes the:

Question options:

project objective.

detailed description of the project.

key conditions and parameters of the project.

funding and contracting of the project.

Question 5

Proposal preparation is completed by:

Question options:

a single person when proposing a multimillion-dollar project.

a proposal manager regardless of the project size.

a large team for a simple project.

one or more people depending upon the requirements of the proposal.

Question 6

A way to foster trust is to:

Question options:

get insider information about a company then share it with a competitor.

ask about upcoming RFPs a company is planning.

be reliable and responsive.

only contact the customer when planned.

Question 7

The first step in project selection is to:

Question options:

gather data and information for each project.

list assumptions.

evaluate each project against the criteria.

develop a set of criteria against which a project will be evaluated.

Question 8

A BAFO requested by a customer is a:

Question options:

best and first offer from the contractor.

base accounting and finance office clarification from the contractor.

best and final offer from the contractor.

clarification request for broad, ambiguous, frivolous, and obscure aspects of the proposal.

Question 9

A contractor bidding on a fixed-price project must develop:

Question options:

a well-defined project with low risk.

accurate and complete cost estimates and include sufficient contingency costs.

techniques to control costs and reduce expenses to make a larger profit.

techniques to determine the cost-at-completion with actual expenditures.

Question 10

Fixed-price contracts are most appropriate for projects that:

Question options:

are well defined and entail little risk.

take less than one year to complete.

are with customers that want a single payment date.

involve risk.

Question 11

It is advisable to build relationships with __________ in a client or partner organization.

Question options:

the chief financial officer

several key people

the top ranking official

one individual

Question 12

Your company has been supplying a local company with warehouse management. A proposed project requires warehouse management in 15 national locations. This is an example of how the contractor could:

Question options:

develop its proposal writing skills by bidding on the project.

hurt its local reputation by working on projects with other companies.

extend its capabilities and expand its business to a larger customer base.

take on too much risk because they have only worked with a small company.

Question 13

When making contingency estimates, the contractor should:

Question options:

heavily pad the estimates to include every issue.

include an amount for each issue that has high impact.

estimate the amount to mitigate high impact and probable issues.

include a small amount for each possible issue.

Question 14

The project title should:

Question options:

state what is expected to be accomplished.

summarize the need and justification for the project.

state the major end products or items expected to be produced.

be concise and create a vision for the end result of the project.

Question 15

The new employees are expected to receive $13 million of Fast Start training that will be provided by a state workforce development grant. This is an example of the __________ in a project charter.

Question options:

key assumptions

project description

acceptance criteria

success criteria and expected benefits

Question 16

Sleeping on a contradictory issue and providing a thoughtful answer the next day:

Question options:

gives you time to find a comic strip to include that expresses your political point of view.

reinforces your thoughtfulness and builds a positive perception of you by the customer.

lets you get more information to prove the client was wrong.

reinforces that you cannot make quick decisions.

Question 17

The contract must clearly spell out the:

Question options:

names of those responsible for tasks.

deliverables the contractor is expected to provide.

level of risk acceptable by the contractor.

number of contact hours the contractor must have with the customer.

Question 18

Customers and partner organizations prefer to work with people they:

Question options:

know are lean companies with few employees.

have read about.

know and trust.

know are very large with many employees.

Question 19

An assumption for a construction project could be:

Question options:

the size of the building that is to be constructed.

a grant will be secured to help fund the project.

the regulations and codes required for the building.

the materials to be used to construct the building.

Question 20

A good way to start a conversation with a potential customer at XYZ Company is:

Question options:

“How did your son’s football team do this season?”

“Did your sales increase this year?”

“I just finished a meeting with Grace from ABC. She told me about their new products.”

“We are working on a project for ABC Company.”

Application: Individual Case Study: Hiring Practices

Application: Individual Case Study: Hiring Practices

· Select one of these two cases for your individual case study:

o Nkomo 38. Case: A Solution for Adverse Impact (p. 118)

o Nkomo 40. Exercise: Evaluating the Recruiting Function (p. 123)

· Review the Learning Resources that provide information on how to complete the calculations relevant to your chosen case.

o For Nkomo 38. Case, this includes information on adverse impact in the textbook and optional study notes.

o For Nkomo 40. Exercise, this includes information on how to calculate selection and acceptance rates on pp. 231-232 of your Mathis text.

· Locate at least one external resource from the Walden Library or the Internet to help with analysis of your chosen case.

· Review the Week 3 Assignment Template in the Learning Resources.

· Job analysis homepage.

Submit by Day 7 a paper (500–700 words) that includes the following:

· Calculations relevant to your case study:

o For Nkomo 38 Case; this includes adverse impact

o For Nkomo 40 Exercise; this includes selection and acceptance rates for the position (you do not need to calculate the other yield rates on page 211 of the Mathis text)

· Answers to the questions associated with your case that meet the following requirements:

o Double-spaced paragraphs

o The question used as the header for each answer

o APA style format

o Support from external sources with correct APA citations

o An APA reference list

· Two job-related interview questions based on the Knowledge, Skills, Abilities, and Other characteristics (KSAOs) associated with your case and an explanation of how the questions relate to the KSAOs

40 EXERCISE: Evaluating the Recruiting Function

  • OBJECTIVES
    • To make you aware of the necessity of evaluating the efficiency and effectiveness of various recruitment sources.
    • To provide you with practice analyzing data, drawing conclusions, and planning a strategy to remedy identified problems or deficiencies.
    • To make you aware of the linkages among staff turnover, recruitment sources, recruitment methods, and adequate staffing.
  • OUT–OF-CLASS PREPARATION TIME: 2 hours
  • IN-CLASS TIME SUGGESTED: 45 minutes
  • PROCEDURES

Read the entire exercise, including the background on St. Vincent’s Hospital. Then, using the data provided in Exhibit 2.9, do the calculations on Form 2.5. A yield ratio is the number of applicants necessary to fill vacancies with qualified people. It is the relationship of applicant inputs to outputs at various decision points. For example, the yield ratio for all recruitment sources in Exhibit 2.9 shows that 273 nurse applicants were generated over the three-year period from 2007 to 2009. Since only 221 were classified as potentially qualified, the yield ratio is 273/221 or 1.24 to 1. The yield ratio for “potentially qualified” among “walk-ins” is 1.26 (53 ÷ 42). The average cost per nurse hired among “walk-ins” is $119.23 ($1,550 ÷ 13). Students should form groups of two to four students each and calculate the yield ratios for each recruitment source at each stage of the recruitment process on Form 2.5. These data show that the hospital needs to start with more than five times as many applicants as it needs to fill job openings and more than 13 times as many applicants as it hopes to have as above-average performers.

EXHIBIT 2.9: Data on Recruitment Sources for Registered Nurses at St. Vincent’s Hospital, 2007–2009

Recruitment Source Number of Applicants Potentially Qualified Invitation for Interview Qualified and Offered Job Accepted Job One-Year Survival Above-Average Rating Total Recruitment Costs
1. Internet applications  83  72  60 38 21 12  5 $1,145
2. Walk-ins  34  17   8  6  3  1  1    900
3. Employee referrals  13  12   7  5  4  3  2    400
4. Newspaper ads  24  16   8  4  2  1  0    750
5. Journal ads  19  18  10  8  4  2  2    450
6. Educational institutions                
     Junior colleges  16  13  11  6  2  2  1  1,200
     Hospital-based schools   8   8   3  2  1  0  0   800
     University programs  24  24  16 14 10  8  7  1,300
7. Private employment agency   9   9   8  5  2  2  1  4,000
8. Public employment agency   8   4   2  1  1  0  0   600
9. Direct mail  15  14   4  3  1  0  0   450
10. Job fair  13   7   5  3  1  1  1   900
11. State Nursing Association meeting  7   7   4  3  0  0  0  1,150
   Totals 273 221 146 98 52 33 20 $14,045

FORM 2.5: Yield Ratios at Each Step in the Recruitment Process and Recruitment Cost per Nurse Hired, St. Vincent’s Hospital, 2007–2009

Do the calculations for Form 2.5 on your own prior to class. Think about the implications of these data for future recruitment at the hospital. Then, look at Exhibit 2.10 in conjunction with the background description and think about the implications for the recruiting process. During the class period, form groups of three to five, which will act as a consulting team for the hospital. With your group, discuss and answer the questions at the end of this exercise. At the end of the class period, have a spokesperson for each group discuss the group’s answers and rationale with the entire class.

EXHIBIT 2.10: Reasons for Nurse Rejection of a Job Offer from St. Vincent’s Hospital, 2007–2009

Reason Number Percent
Recruitment Processes    
Job attributes not communicated  2   4.3
Negative perception of recruiter 12  26.1
Negative perception of hospital  2   4.3
Lack of timely follow-up 13  28.3
Perceived lack of honesty in recruitment process  1   2.2
Negative information from recruiter  1   2.2
Job Attributes    
Location of hospital  3   6.5
Salary offer  2   4.3
Hours of work  2   4.3
Promotional opportunities  0   0.0
Fringe benefits  0   0.0
Working conditions  3   6.5
Perceived poor job “match”  5  10.9
Totals 46 100.0

BACKGROUND

St. Vincent’s Hospital is a 260-bed hospital in a northeastern city affiliated with the Roman Catholic Church. The administrator is Sister Claire, a 56-year-old member of the Daughters of Charity religious order. During the last decade, the hospital operated with a nursing staff of approximately 450 registered nurses and experienced a nursing turnover rate of about 25 percent per year. The turnover rate was average for the city during this time period. However, it has accelerated to an average of 35 percent over the past three years.

These higher turnover rates have put additional pressure on the recruiting process to provide larger numbers of qualified candidates. However, Sam Barnett, director of human resources, has reported more difficulty locating qualified nurse candidates over the last three years. Barnett’s office has prepared the recruitment data shown in Exhibit 2.9. The data show that 273 applicants (from all sources) had to be screened to produce 52 qualified candidates who accepted a job offer. One year later, 19 of these 52 had left the hospital. The last column shows the direct and indirect costs of recruitment by source, including clerical time, supervisor time, and direct costs, such as travel and postage. The human resource department has also conducted a telephone survey of all the nurses they could locate who did not accept a job offer from the hospital during the most recent three-year period. Reasons for such rejections are shown in Exhibit 2.10.

Sister Mary Louise, the 62-year-old director of nursing service, has conducted all off-site recruitment for many years. This includes attending both the local Nursing Job Fair and the State Nursing Association Annual Meeting. She has begun to feel burned out as a result of all her external recruiting and internal evaluation of candidates over the years.

At a recent meeting, she suggested that an outside group (your group) be brought in to analyze the recruiting process, identify problems and opportunities, and suggest improvements. Sister Mary Louise and Barnett readily agreed to an outside consultant because they are aware of current nursing shortages due to declining nursing school enrollments. St. Vincent’s Hospital itself contributed to this enrollment decline by closing its own School of Nursing due to fewer applications and the high cost of operation.

Since recruitment of new nurses has begun to fall behind turnover of nurses employed at St. Vincent’s Hospital, the vacancy rate has begun to increase. Five years ago, only 11 percent of staff nursing positions were unfilled. This percentage has now increased to 23 percent. One result has been an exhausting workload on the existing nursing staff. In addition to increased turnover, the symptoms of staff burnout (i.e., stress, conflict, absenteeism) are becoming more evident.

QUESTIONS

1.

How would you evaluate the nurse recruiting strategy currently being used by St. Vincent’s Hospital? Is the hospital using too few or too many recruiting sources? Why?

2.

If you feel that the hospital is using too many recruitment sources, which ones would you eliminate and why?

3.

What stage or stages in the recruitment process seem to be most amenable to improvements? What specific improvements would you suggest to decrease the yield ratios? Why?

 

Choose a disease/disorder and discuss its pathology

Assignment Content

  1.    For Part 2 of the Goals for Stevens District Hospital assignment, you will use the same format you used in Week 3. In this assignment, you will identify 3 additional goals that support the mission and vision of the hospital. For each goal, you will write a 260- to 350-word analysis based on your review of the data provided in the Stevens District Hospital Strategic Planning Scenario and your SWOT analysis.

    Financial or Economic Goal

    Identify a clear, actionable, and measurable financial or economic goal for the organization that clearly supports the mission and vision.

    Analyze how this goal supports the mission and vision of the hospital.

    Explain how you would measure progress toward the goal.

    • Discuss milestones necessary for progress.
    • Discuss the criteria you would use to measure that the goal was completed.
    • Legal or Regulatory Goal

      Identify a clear, actionable, and measurable legal or regulatory goal for the organization that clearly supports the mission and vision.

      Analyze how this goal supports the mission and vision of the hospital.

      Explain how you would measure progress toward the goal.

    • Discuss milestones necessary for progress.
    • Discuss the criteria you would use to measure that the goal was completed.
    • Risk or Quality Management Goal

      Identify a clear, actionable, and measurable risk or quality management goal for the organization that clearly supports the mission and vision.

      Analyze how this goal supports the mission and vision of the hospital.

      Explain how you would measure progress toward the goal.

    • Discuss milestones necessary for progress.
    • Discuss the criteria you would use to measure that the goal was completed.
    • Cite 4 peer-reviewed, scholarly, or similar references to support your assignment.

      Use correct APA in-text citation guidelines and include references above.

      Submit your assignment.

Choose a disease/disorder and discuss its pathology

Choose a disease/disorder and discuss its pathology 

Pathology addresses four components of disease:

  1. Cause (etiology)
  2. Mechanisms of development (pathogenesis)
  3. Structural alterations of cells (morphologic changes)
  4. The consequences of changes (clinical manifestations)

Focus on how the disease/disorder affects the body’s physiology, and correlate that to what you have learned in class so far.

Some other things to address (if applicable):

  • Cause/Effect:  What is the cause of the disease or disorder and its effect (anatomical and physiological) on the normal human body?
  • Detection/Technology:  What are some of the most current monitoring technologies to detect or symptoms to diagnose the disease?  Are there any new advances needed or being developed in the area of detection?
  • Treatment/Therapies:  Is there a cure or is the current medical approach just treating symptoms?  What are the risks and side effects associated with traditional treatments or therapies?  Discuss the risks and benefits associated with any experimental or unconventional protocols.
  • Status:  Does the medical profession have the disease or disorder under control?  If not, what is the future projection for advancements in this area?  What quality of life can a person with disease or disorder expect to have?

Discussion Question:

Discussion Question:

 

Henderson believed nurses have the responsibility to assess the needs of the individual patient, help individuals meet their health needs, and provide an environment in which the individual can perform activities unaided. What is an opportunity in your nursing practice that would benefit from application of Henderson’s theory?  How does this align with the ANA’s definition of nursing? Provide at least one evidenced-based research article to support this recommendation.

Your initial posting should be at least 400 words in length and utilize at least one scholarly source other than the textbook.

 

Assignment:

 

Peplau and Orem

 

Assignment Description:

 

Create a PowerPoint presentation that addresses each of the following points/questions. Be sure to completely answer all the questions for each bullet point. Use clear headings that allow your professor to know which bullet you are addressing on the slides in your presentation. Support your content with at least three (3) outside sources and the textbook using APA citations throughout your presentation. Make sure to cite the sources using the APA writing style for the presentation. Include a slide for your references at the end. Follow best practices for PowerPoint presentations related to text size, color, images, effects, wordiness, and multimedia enhancements. Review the rubric criteria for this assignment.

 

This week you will create a two-part PowerPoint to discuss the following:

 

Part one: Peplau was the first nursing theorist to identify the nurse–patient relationship as being central to all nursing care. Peplau valued knowledge, believing that the nurse must possess extensive knowledge about the potential problems that emerge during a nurse–patient interaction. Peplau’s theoretical work on the nurse–patient relationship continues to be essential to nursing practice.Describe the phases of the Nurse-Patient relationship as defined by Peplau.  Align your presentation regarding the use of Peplau’s theory with a current nursing practice example.

Part two: Provide a discussion of Orem’s Self-Care Deficit Theory.  Identify and explain the three related parts? Identify a current nursing practice example where Orem’s theory would be relevant. Use at least one evidenced-based research article to support your practice example.

 

 

 

Assignment Expectations:

 

Length: 14-20 slides

 

Structure: Include a title slide, objective slide, content slides, reference slide in APA format. Title/Objective/Reference slides do not count towards the minimum slide count for this assignment.

 

References: Use appropriate APA style in-text citations and references for all resources utilized to answer the questions. A minimum of three (3) outside scholarly sources and the textbook are required for this assignment.

 

Rubric: This assignment uses a rubric for scoring. Please review it as part of your assignment preparation and again prior to submission to ensure you have addressed its criteria at the highest level.

 

Format:  Save your assignment as a Microsoft PPT document (.pptx) or a PDF document (.pdf

Organization Leadership And Decision Making

  1. Discuss and identify leader traits and attributes that are most beneficial in implementing the best decisions in an organization.
  2. Explain the differences in charismatic and transformational leadership and how both leadership styles impact organizational effectiveness.  Please note how these leadership styles affect implementing new innovative technologies.
  3. Review table 8.1 in the reading this week, note the work characteristics and the traditional versus high-performance focus, note which focus is best for strategic decisions and which is best for operational decisions.  Please explain.

Please refer to Journal article attached.

Word Count: 300 APA7

At least one scholarly article reference