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Larkin School of Nursing Future of Medicaid Discussion

Larkin School of Nursing Future of Medicaid Discussion.

In 1965, As part of Congress’s support for President Lynson Johnson’s “war on poverty”, Medicaid was anacted. Over its 50-year history Medicaid has evolved to become thenation’s largest helath care program, providing coverage to tens of millions of qualifying persons and famailies. While the number of individuals covered under Medicaid continues to grow it is not the principal reason for the strain on states budget. Reflect on the reasons that contribute to Medicaids strain on budget. (what is the reason?) What does the future of Medicaid look like as we move into the future
Larkin School of Nursing Future of Medicaid Discussion

MGT 101 Southeastern University Discussion Queries Discussion.

Instructions – PLEASE READ THEM CAREFULLY ⦁ This assignment is an individual assignment.⦁ Due date for Assignment 1 is by the end of Week 7 (17/10/2020).⦁ The Assignment must be submitted only in WORD format via allocated folder.⦁ Assignments submitted through email will not be accepted.⦁ Students are advised to make their work clear and well presented. This also includes filling your information on the cover page.⦁ Students must mention question number clearly in their answer.⦁ Late submitted assignments will NOT be entertained.⦁ Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. ⦁ All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).Submissions without this cover page will NOT be accepted.Assignment Workload: ⦁ This Assignment comprise of a short Case.⦁ Assignment is to be submitted by each student individually.Assignment Purposes/Learning Outcomes: After completion of Assignment-2 students will able to understand the LO 1. Identify and explain the concept of management, functions, roles and skills of a manager (Lo1.1)Assignment-1⦁ Please read the case “The Decline of Sears” on Page number 73, Chapter 2 “Management Theory” available in your textbook/e-textbook “Management: A Practical Approach” 9th edition by Kinicki, A., & Williams, B., and answer the following questions in about 500 words: Assignment Question(s):(Marks 5) ⦁ What is the underlying problem in this case from Edward Lampert’s perspective? (2marks)⦁ What are the key causes of Sears’ decline? (1.5 marks)⦁ To what extent did sears use a total Quality Management perspective in running the business? (1.5 marks)Answers:1.2.3.
MGT 101 Southeastern University Discussion Queries Discussion

The notion of culture has been a significant and popular part in the study of organisational analysis. It is believed that strong organisational culture is a symbol of excellent management which organisations own (Peters and Waterman, 1982). Hence researchers are desired to analyse this question: can cultured be managed? The effort of this essay is to analyse this question of great importance. It might be necessary to focus on the crucial aspects rather than provide an all-encompassing overview, for the sake of offering a convincing argument. This essay’s structure is as follow. Firstly, it will present some literature reviews revealing the previous studies on this question. There are three diverse views: culture cannot be managed; culture can only be manipulated under some contingencies; culture can be managed. Secondly, a comprehensive and in-depth analysis will be conducted. It will first refute the former two arguments and then prove why the third view is supported. Finally, conclusions will be drawn based on the analysis. II. Literature Review Before presenting the review of various literatures on managing culture, it seems useful to define the concept of organisational culture. Organisational culture is a widely used term, while there is some degree of ambiguity on its definition. For instance, Schein (1985) defined culture as the atmosphere and custom that organisations develop within their employees, the stimulated value and widely accepted beliefs of an organisation. According to Brown (1995), organisational culture is described as a batch of norms, faiths, principles and the behavioural patterns that jointly provide organisations distinctive features. Schein (1985) categorised three levels of the cultural phenomenon, which are: artifacts and creations, values and basic assumptions. The basic assumptions, which mean those things that are taken for granted, are described as culture by Schein. According to Smircich (1983), there are two different views to describe culture: culture as something an organisation is and culture as something an organisation has. Ogbonna (1993) demonstrated that these two views seemed to be mutually exclusive. On the one hand, when culture is viewed as something that an organisation has, it turns out to be a potent instrument for organisations, which forms the behaviour, offers the employees within the organisation the sense of identities and sets the widely accepted principle. On the other hand, when the culture is viewed as what an organisation is, the concepts of the culture and the organisation become inseparable. There was always a drastic controversy on whether the culture can be managed. According to Ogbonna and Harris (1998), these viewpoints could be categorised into three types: culture cannot be managed; culture might be only manipulated under some contingencies; culture can be managed. Firstly, many researchers, such as Martin and Siehl (1983), argue that culture exists itself and cannot be managed by people. They indicated that since the culture is described as assumptions, it simply exists itself without people’s consciousness. Krefting and Frost (1985) presented that if organisational culture is formed unconsciously and unorganised, it is possible that trials for managing the culture would not successful. Some researchers viewed the culture as what an organisation is, so they claimed that the culture and the organisation are interactive, to some extent, the organisation is the culture. Thus Martin (1985) argued that organisational culture’s changes cannot be managed but might be manipulated when some contingencies happen, which became the second viewpoint we mentioned. However, other researchers argued that culture can be managed, because they viewed culture as an organisational variable which, similar to other organisational variables, was subordinate to the control of management. They emphasised the research on the management approaches to directly control the culture. The proponents of this perspective had provided many cultural change models to facilitate cultural management (for example, Bate (1994); Bowman and Faulkner (1997)). Berger and Luckmann (1966) demonstrated that culture is a social phenomenon that depends upon human behaviours and interactions. Researchers believed the leaders are supposed to create and maintain culture. Hampden-Turner (1990) presented that leaders developed the culture, the culture shaped the employees, and culture is one of the leaders’ responsibilities. III. Analyses and discussions Firstly, the first stance, which argued culture cannot be managed, is logically inconsistent as well as empirically flawed. The basic approach to manage culture by implication could be classified into two types: conforming, which means maintaining the current order, and transforming, which means changing the existing pattern (Bate, 1994). Although there are many instances that organisations’ changing efforts degenerated into changing behaviours and failed to change the culture, which indicated that the efforts to manage culture is unsuccessful, it does not mean that culture cannot be managed. There also existed many examples that the culture within organisations had been successfully changed. Ogbonna (1993) pointed out that: “By implication, if the value system guiding members’ behaviour is no longer appropriate, it must be replaced by that which is more appropriate by manipulating the elements identified”. In this way, culture change is not only possible but also desirable. The second argument is that culture can only be manipulated under some contingencies, such as certain crisis. This assumption could also be challenged by some real examples. In the literature, there are also some examples indicating the dramatically change of the culture within the organisation. There are even more appropriate examples in the contemporary business fields. Organisations have to change their existing culture, so as to be consistent with the external environment. For instance, now many companies are intended to change their business strategy to customer-centric strategy, so as to retain their competitiveness. All the staffs are trained to build up the awareness of the new strategy, and the existing culture is facing the silent but adamant change. Since it has been proved that the culture can be managed, it is useful to discuss how to manage culture and what significant factors can affect the culture management. In order to deal with the issue of managing organisational culture, the first thing ought to identify the impacts of the existing culture as well as the desired culture. Then the organisations need to evaluate whether the current culture need to be changed, maintained or manipulated. Since culture change can be a difficult, slow and even annoying process, the change of success is low especially when the staffs don’t understand or support the aim of the organisational change (Park et al, 2004). Hence it is possible to make use of the knowledge management system to facilitate the culture management. As we know, knowledge management system could enhance knowledge sharing, so it is useful to help to inform the employees of the organisations of the purpose of the culture management, as well as convince them to accept and support the leader’s decision. Schein (2000) suggested that it is better to facilitate cultural evolution rather than implement drastic culture change. According to McDermott and O’Dell (2001), it is more effective to align the knowledge management system with the organisation climate than to directly change the organisational culture. It is worthwhile mentioning that managing culture does not imply that the culture would be completely changed. Culture management includes not only changing culture but also creating culture, maintaining culture and even abandoning culture (Ogbonna, 1993). According to Silverzweig and Allen (1976)’s Normative Systems Model, there are four steps to change the culture: analysing the existing culture; experiencing the desired culture; modifying the existing culture; sustaining the desired culture. In this model, the most significant parts are the critical factors including leadership, work-team culture, information systems, performance and reward systems, training, first-line supervision and results orientation, which are vital for managing culture. For example, work-team cultures, which are also called subcultures, are the components of the organisational culture. Hence each subculture should be developed positively to be consistent with the organisational culture. Meanwhile, the information systems within the organisation also should support the desired culture (using knowledge management system to facilitate culture management would be a suitable example). Performance and reward systems are applied to indicate what employees should do so as to guarantee that employees’ actions are consistent with the desired culture. First-line supervisors are expected to cope with the barriers and conflicts between the management and the employees. In other words, they are in charge of bridging the gap between them. Although the Normative Systems Model has demonstrated many crucial aspects that could affect the result of culture management, there are still some challenges of its feasibility. Some researchers argued that the real business situations are not as ideal as the model hypothesised. For instance, in this model, employees are expected to experience the desired culture by attending the workshop. However, it is possible that people’s performance in the workshop could be different from the real work condition. Employees might cooperate actively in the workshop, while going back to the routine that they are familiar with at work. Then the effect of experiencing the desired culture might not be achieved. IV. Conclusions Culture management has been an important part of organisational analysis since 1970s. However there still exists the disagreement on whether the culture can be managed or not. The purpose of this essay is to try to elucidate the author’s viewpoint on this question. This essay first analysed the three different views from previous literatures on the feasibility of culture management. It was proved that the argument, which insisted that culture cannot be managed, was improper both logically and empirically. Then the second stance, which considered that culture can only be manipulated, was proved inappropriate as well by actual examples that happen in business fields. Though the analyses, this essay drew the conclusion that culture can be managed. Then we discussed how to manage culture and what factors should be focused on to ensure the culture can be managed successfully. The knowledge management systems and Normative Systems Model were demonstrated. The questions on the model’s validity was analysed afterwards. It is worth noted that although the model appropriately described vital factors for culture management, the actual business conditions are not as ideal as the model assumed. Empirical evidence also proved that it would always be a tough task to manage culture as planned. Further studies have to put emphasis on the real effective approaches for managing culture.
discussion post – 300 word count. I’m working on a Law question and need guidance to help me study.

Review your textbook’s discussion re: Another Human Being Requirement.
Internet Activity 1:

Many jurisdictions recognize the unlawful killing of a fetus as murder. For a discussion and listing of state laws, consult the National Conference of State Legislatures webpage, and search fetal homicide. Focus on Florida. Review the statutes listed.

Based on your research and utilizing proper terminology from your textbook, answer the following questions:

Does Florida follow the common law definition of “human being.”? Explain.
What is Florida’s position on fetal homicide? Is it a crime? What degree is the offense? Explain.
Do you agree with Florida’s position on its treatment of crimes involving the death of a fetus? Why or why not?

discussion post – 300 word count

Bowie State University Organizational Leadership Mentorship Role Report

Bowie State University Organizational Leadership Mentorship Role Report.

This journal provides a valuable tool for recording, reflecting on, and reviewing your learning. This approach provides an opportunity for you to “connect and observe the relationships between and among activities, interactions, and outcomes.
this leadership journal is a record of your activities, assessments, and learning related to this academic experience.
Write a journal entry of 1,500 words on the subject of provision, including the following:

Practicum Activities Reflection: Discuss some of your activities with your preceptor, provide observations and thoughts on the activities in your practicum with your nurse manager during her meetings and delegations with nursing staff on patient assignment and care.
Application of Leadership: Describe how your nurse leader preceptor influences the work environment. Consider how influence protects and values the followers in the work environment.
Practicum Project Preparation:Describe any potential or actual barriers you have encountered as you prepared for project implementation of introducing and using EBP in making clinical and management position.
Leadership Video Reflection: Reflect on at least two things you learned from the “Servant Leadership – Issue of Headship” video.

Bowie State University Organizational Leadership Mentorship Role Report

South University Online Time and Cause of Death Presentation

custom essay South University Online Time and Cause of Death Presentation.

Consider the following scenario:You have been called to a possible crime scene in an alley next to a nightclub. A trash collector had discovered a dead body in the alley, next to a trash dumpster. A fire had been set near the body, partially burning it.As a good investigator, you do not jump to any conclusions. For instance, the fire and the death may not even be related.Create a presentation of 7–10 slides in Microsoft PowerPoint to outline a plan for the investigation, addressing the following points:What questions about the victim will investigators need to answer?Given the above information, what possible causes and manners of death need to be considered?What observations would allow an investigator to estimate the time of death in this case?What observations would allow an investigator to determine whether the victim had died at the scene or had been moved after having been killed?How would the medical examiner determine whether the victim had been alive at the time of the fire?
South University Online Time and Cause of Death Presentation

Discussion board responses

Discussion board responses.

1-Legitimate power refers to a formal type of power that comes from people in a top-level position. Such as CEO’s, Presidents and Executives. Employees will recognize their positions by following the chain of command and hierchy within the organization. Conversely, employees who possess reward power can influence other workers by enhancing their performance greatly (Garnus, Furtmuller & Guttel, 2014). In part, this can be used as a motivational factor, reward power can make employees work harder and effectively and contribute more efficiently to the organization. Reward power is the extent to which a manager can use rewards to influence other employers. Managers have the power to reward subordinates for their actions when those behaviors meet or exceed performance expectations by writing commendations or some type of bonus that includes monetary compensation.GARAUS, C., FURTMÜLLER, G., & GÜTTEL, W. H. (2016). The Hidden Power of Small Rewards: The Effects of Insufficient External Rewards on Autonomous Motivation to Learn. Academy of Management Learning & Education, 15(1), 45–59. https://doi-2-Legitimate power is the power that comes from one’s organizational role or position. For example, a boss can assign projects, a policeman can arrest a citizen, and a teacher assigns grades. Others comply with the requests these individuals make because they accept the legitimacy of the position, whether they like or agree with the request or not (The Power to Influence, n.d.). Examples of legitimate power include a police officer’s legitimacy to make arrests; a parent’s legitimacy to restrict a child’s activities.Reward power is the ability to grant a reward, such as an increase in pay, a perk, or an attractive job assignment. Reward power tends to accompany legitimate power and is highest when the reward is scarce. Anyone can wield reward power, however, in the form of public praise or giving someone something in exchange for their compliance (The Power to Influence, n.d.). Reward power is conveyed through rewarding individuals for compliance with one’s wishes. This may be done through giving bonuses, raises, a promotion, extra time off from work, etc.The Power to Influence. (n.d.). Organizational Behavior. Retrieved December 4, 2020, from…3-Coercive power is known as controlling other employees through fear and punishment. Institutions and agencies must have additional punitive actions due to the wide range of individuals working for the institution or agency. The power to contain or control an individual’s actions may yet be one of the many important responsibilities of a company (More, Vito and Walsh, 2012). The reputation of the company or perhaps a police department may be on the line because of someone’s actions may reflect back to the department. If an employee is being constantly defiant and always on the sick list, then perhaps administration or a supervisor must dock their pay and threaten the employee with disciplinary actions if the behavior persists.More, H. W., Vito, G. F., & Walsh, W. F. (2012). Organizational behavior and management in law enforcement (3rded.). Upper Saddle River, NJ: Prentice-Hall. ISBN-13: 9780135071526please respond to these discussion boards (150+ words each response)
Discussion board responses

SOW 3101 HBSE I – Applying theoretical knowledge

SOW 3101 HBSE I – Applying theoretical knowledge.

The purpose of this assignment is to apply theoretical knowledge of human behavior to the main character in a movie. You will assess the main character in A Beautiful Mind. Use concepts and standpoints presented in the textbook Human Behavior In The Social Environment by: Anissa Taun Rogers to integrate learning throughout the semester. This assignment will be completed as a PowerPoint or similar format, although you will not be presenting the material in class. The following components need to be included on the presentation slides:Introduction: Brief presentation of the character utilizing concepts from the person-in-environment lens (systems theory, ecological theory, ecosystems theory, strengths perspective, intersectionality theory).Family Genogram: Create a genogram of the main character’s family system (include a key).Neurobiological Development: Identify and explain how at least three neurobiological factors may have affected the character’s development. Discuss your assessment of trauma, if applicable.Psychosocial Development: What are your impressions on the character’s emotional, cognitive, social, behavioral, moral, and spiritual development and functioning? Include your evaluation of the character’s attachment style and how the character developed such style.Sociocultural Considerations: How do you understand the sociocultural issues addressed and the character’s development, considering at least three sociocultural/social change theories?Conclusions: Given your theoretical knowledge, what is your impression as to the well-being and functioning of this character in the future? Do you anticipate social work involvement? In which ways might a social worker become involved.References: Use at least two journal articles to support your claims. Use APA guidelines for all reference citations on slides and for the references slide.
SOW 3101 HBSE I – Applying theoretical knowledge