For this assessment you will create an 8-12 slide PowerPoint presentation for one or more stakeholder or leadership groups to generate interest and buy-in for the plan proposal you developed for the third assessment.

As a current or future nurse leader, you may be called upon to present to stakeholders and leadership about projects that you have been involved in or wish to implement. The ability to communicate a plan—and potential implications of not pursuing such a plan—to stakeholders effectively can be critically important in creating awareness and buy-in, as well as building your personal and professional brand in your organization. It is equally important that you know how to create compelling presentations for others’ delivery and ensure that they convey the same content you would deliver if you were the presenter.

Demonstration of Proficiency

• Competency 1: Explain strategies for managing human and financial resources to promote organizational health.     
  • Explain how the interdisciplinary plan could be implemented and how the human and financial resources would be managed.
• Competency 2: Explain how interdisciplinary collaboration can be used to achieve desired patient and systems outcomes.     
  • Explain an organizational or patient issue for which a collaborative interdisciplinary team approach would help achieve a specific improvement goal.
• Competency 3: Describe ways to incorporate evidence-based practice within an interdisciplinary team.     
  • Summarize an evidence-based interdisciplinary plan to address an organizational or patient issue.
• Propose evidence-based criteria that could be used to evaluate the degree to which the project was successful in achieving the improvement goal.     
  • Competency 5: Apply professional, scholarly, evidence-based communication strategies to impact patient, interdisciplinary team, and systems outcomes.
• Communicate the PowerPoint presentation of the interdisciplinary improvement plan to stakeholders in a professional, respectful manner, with writing that is clear, logically organized, with correct grammar and spelling, using current APA style.

Professional Context

This assessment will provide you with an opportunity to sharpen your ability to create a professional presentation to stakeholders. In this presentation, you will explain the Plan-Do-Study-Act cycle and how it can be used to introduce the plan (P), implement the plan (D), study the effectiveness of the plan (S), and act on what is learned (A) to drive continuous improvement. By using this cycle, the stakeholders will have a tool and a proposal to expand on these ideas to drive workplace change and create improved processes to solve an interprofessional collaboration problem.

Scenario

In addition to summarizing the key points of Assessments 2 and 3, you will provide stakeholders and/or leadership with an overview of project specifics as well as how success would be evaluated—you will essentially be presenting a discussion of the Plan, Do, and Study parts of the PDSA cycle. Again, you will not be expected to execute the project, so you will not have any results to study. However, by carefully examining the ways in which your plan could be carried out and evaluated, you will get some of the experience of the thinking required for PDSA. 

When creating your PowerPoint for this assessment, it is important to keep in mind the target audience: your interviewee’s organizational leadership. The overall goal of this assessment is to create a presentation that your interviewee could potentially give in his or her organization.

Instructions

Please follow the Capella Guidelines for Effective PowerPoint Presentations [PPTX]. If you need technical information on using PowerPoint, refer to Capella University Library: PowerPoint Presentations.

Be sure that your plan addresses the following, which corresponds to the grading criteria in the scoring guide. Please study the scoring guide carefully so you understand what is needed for a distinguished score.

• Explain an organizational or patient issue for which a collaborative interdisciplinary team approach would help achieve a specific improvement goal.
• Summarize an evidence-based interdisciplinary plan to address an organizational or patient issue.
• Explain how the interdisciplinary plan could be implemented and how the human and financial resources would be managed.
• Propose evidence-based criteria that could be used to evaluate the degree to which the project was successful in achieving the improvement goal.
• Communicate the PowerPoint presentation of the interdisciplinary improvement plan to stakeholders in a professional manner, with writing that is clear, logically organized, and respectful with correct grammar and spelling using current APA style.

There are various ways to structure your presentation; following is one example:

• Part 1: Organizational or Patient Issue. 
  • What is the issue that you are trying to solve or improve?
  • Why should the audience care about solving it?
• Part 2: Relevance of an Interdisciplinary Team Approach. 
  • Why is using an interdisciplinary team relevant, or the best approach, to addressing the issue?
  • How will it help to achieve improved outcomes or reach a goal?
• Part 3: Interdisciplinary Plan Summary. 
  • What is the objective?
  • How likely is it to work?
  • What will the interdisciplinary team do?
• Part 4: Implementation and Resource Management. 
  • How could the plan be implemented to ensure effective use of resources?
  • How could the plan be managed to ensure that resources were not wasted?
  • How does the plan justify the resource expenditure?
• Part 5: Evaluation. 
  • What would a successful outcome of the project look like?
  • What are the criteria that could be used to measure that success?       
    • How could this be used to show the degree of success?

Again, keep in mind that your audience for this presentation is a specific group (or groups) at your interviewee’s organization and tailor your language and messaging accordingly. Remember, also, that another person will ultimately be giving the presentation. Include thorough speaker’s notes that flesh out the bullet points on each slide.

Additional Requirements

• Number of slides: Plan on using one or two slides for each part of your presentation as needed, so the content of your presentation will be 8–12 slides in length. Remember that slides should contain concise talking points, and you will use presenter’s notes to go into detail. Be sure to include a reference slide as the last slide of your presentation.
• Number of references: Cite a minimum of 3 sources of scholarly or professional evidence that support your central ideas. Resources should be no more than five years old. 
• APA formatting: Make sure that in-text citations on your slides and in your notes pages and reference slide reflect current APA Style and Format.

 

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A number of demands are unique to the management of projects, and the success of the PM depends to a large extent on how capably they are handled. These special demands can be categorized under the following headings. 

Acquiring Adequate Resources

It was noted earlier that the resources initially budgeted for a project are frequently insufficient to the task. In part, this is due to the natural optimism of the project proposers about how much can be accomplished with relatively few resources. Sometimes, it is caused by a deliberate, unethical understatement of resource requirements to ensure that a project is accepted for funding. At times it is caused by the great uncertainty associated with a project. Many details of resource purchase and usage are deferred until the project manager knows specifically what resources will be required and when. For instance, there is no point in purchasing a centrifuge now if in nine months we will know exactly what type of centrifuge will be most useful. 

The good PM knows there are resource trade-offs that need to be taken into consideration. A skilled machinist can make do with unsophisticated machinery to construct needed parts, but a beginning machinist cannot. Subcontracting can make up for an inadequate number of computer programmers, but subcontractors will have to be carefully instructed in the needs of the contractor, which is costly and may cause delays. Crises occur that require special resources not usually provided to the project manager. 

All these problems produce glitches in the otherwise smooth progress of the project. To deal with these glitches, the PM must scramble, elicit ajd, work late, wheedle, threaten, or do whatever seems necessary to keep the project on schedule. On occasion, the additional required resources simply alter the project’s cost-benefit ratio to the point that the project is no longer cost-effective. Obviously, the PM attempts to avoid these situations, but some of what happens is beyond the PM’s control. 

Case #1-  Turning London’s Waste Dump into the 2012 Olympics Stadium

Back in 2006, the 2012 Olympic Delivery Authority (ODA) chose a river-surrounded, 1-square-mile East London disposal site loaded with discarded appliances, tops of waste, shanties, and soil polluted with petrol, oil, lead, tar, and arsenic as the site for their 2012 Olympic Stadium to seat 80,000 visitors. To meet a mid-2011 completion due date, the ODA project manager lan Crockford quickly assembled a project team of over 1000, including governmental employees and other stakeholders, such as the London Development Agency as landowner, politicians, utility firms, community councils, miscellaneous local governmental groups, and of course, the athletes, all of whom wanted a voice in the site design. To clean up the site, the team created a “Soil Hospital” on-site with 60 scientists and technicians who processed and cleaned 800,000 tons of soil. To use the surrounding river for transporting equipment and materials to the site, others on the team dredged 30,000 tons of silt, gravel, garbage, and one car from 2.2 kilometers of the river, which hadn’t seen commercial use in over 35 years. 

When they were ready to design the stadium, they referred to plans and schedules for London’s 90,000 seat Wembley Stadium (but that took 10 years to build) and Sydney’s 2000 Olympics 80,000-seat stadium (but that would have stretched halfway across the surrounding rivers on the London site). Moreover, the scope for this stadium was that 25,000 seats would be permanent but the other 55,000 would be temporary, built solely for the 2012 Olympics. To respond, the design team planned a highly-compact field of play that was acceptable to everyone, including the athletes. Construction started in May 2008 with the pouring of concrete, but soon they found that the steel-beamed roof as designed would create turbulence on the compact field. The team redesigned a lighter, more flexible roof made, in part, with 52 tons of scrap metal from old keys, knives, and guns confiscated by the London police, fitting with the ODA’s goals of using recycled materials. The entire stadium uses only one-quarter the amount of steel used in the 2008 Olympic stadium in Beijing. Construction was completed by the mid-2011 deadline at a price of £486 million, £51 million under budget. 

Questions:

1. What shape of life cycle did this stadium project have? Compare it with the life cycle of the river dredging portion of the effort. Compare it also with the Olympic Torch Relay project described earlier.
2. Which of the “triple constraints” seems to be uppermost here? Which constraints was Crockford trading between?
3. Were there any ancillary goals for this project? What might they have been?

 Source: J. Danko, “Serious Conditioning,” PM Networks, Vol 24. 

 

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Question Set 1.

You are in charge of quality control for computer monitors at Dell. You have data on twenty-five batches of monitors, tracking five types of screen defects: brightness, resolution, color, dead pixels, and stuck pixels. These data are given in the table below.

1. For each defect type, find the average number of defects per batch. So, you should have an average defect rate for displays, another for color, and so on. (2pts)

2. For each batch, find the total number of defects (the sum of all five types). So, you should have one number for batch 1, another for batch 2, and so on. (2pts)

3. Sort the five columns of defects by descending average defect rate. The lowest rate should be on the right. (4pts)

4. Sort the batches by descending total defects. The batch with the highest total should be at the top. This will not affect the column sorting from the question 1.3 above. (4pts)

5. Create a Pareto chart showing the average defect rate for each of the five defect types. This will be a column chart, in descending left-to-right order, with each column and the axes labeled. (8pts)

	Defects
Batch	Brightness	Resolution	Color	Dead Pixels	Stuck Pixels
1	1	1	0	0	3
2	2	2	0	0	3
3	3	1	3	1	1
4	3	0	0	2	2
5	3	0	1	2	3
6	1	3	0	0	1
7	3	3	1	2	2
8	1	1	0	0	2
9	0	1	0	3	0
10	2	1	2	0	0
11	2	2	1	3	2
12	1	1	2	2	0
13	1	2	1	0	0
14	2	1	0	1	0
15	1	0	0	2	0
16	0	1	1	3	1
17	1	2	0	0	1
18	3	3	0	2	2
19	1	0	3	0	3
20	2	1	2	0	0
21	1	3	0	3	0
22	2	3	0	0	2
23	1	2	1	3	0
24	0	3	2	0	0
25	0	4	2	1	0

Question Set 2.

A manufacturing operation must periodically purchase bulk quantities of bolts. The bolts are purchased in boxes of 550 and are consumed at a constant rate. The operation expects to purchase 27,000 boxes over the coming year. Each box costs $160, the annual holding cost per box is $21, and the cost of placing an order is $170 (regardless of the quantity ordered). For the following questions, use the basic economic order quantity model (without quantity discounts).

1. What is the economic order quantity (in boxes)? (2pts)

2. Calculate the annual inventory holding costs based on the average inventory level and annual holding cost per box. (2pts)

3. Calculate the annual inventory ordering costs based on the number of orders expected to be placed during the coming year. (2pts)

4. Create a data table showing the total inventory costs (only) for order quantities varying from 100 to 1050 (use a step size of 50). You must use a data table structure to receive full credit for this problem. If you have any doubt as to what a data table is, please ask your lab TA. (8pts) 5. Create a scatter chart (use the one with markers and smooth lines) showing how total inventory costs are a function of the order quantity. Be sure to label your axes

 

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The assignment carries a possible 60% of the overall module weighting (available marks).

Assignment question

The essay has a maximum word count of 2000 words (excluding the end reference list but including everything else) with the following title: 

Analyse the roles and responsibilities of managers in healthcare contexts.

If you submitted an essay plan and received formative feedback this will provide you with an excellent framework for writing your essay.

Assignment Guidance

The following are examples of what you should consider in your essay:

1. Define      the roles and responsibilities of healthcare managers in terms of skills      and applications within healthcare organisations. You may also like to      include a definition of an organisation. Remember that responsibilities      are to stakeholders and the organisation aims and objectives so these will      need to be analysed and discussed.
   
    
2. Discuss      management skills and the challenges and barriers to implementing      strategies and carrying out the role day to day.
   
    
3. Describe      management systems, strategies and processes for complying with organisational      policy, legislation and other regulatory and non- regulatory requirements      within healthcare contexts. 

Remember the essay format from the essay plan activity; use clear headings to signpost each section and ensure work is evidence-based throughout with correctly formatted citations and end references. 

You will draw on all unit concepts for this final essay and include a connection to management theory, principles and strategies.

Use Harvard Referencing.

Departmental guidelines on preparation and submission of coursework

• Assignments      should be submitted in either MS Word or Open Office format unless stated      otherwise on the assignment submission page
• Use      standard margins: 1″ (2.5cm) on all sides.
• Use      standard Arial 12-point font size.
• Use      double-line spacing
• Pages      should be numbered consecutively
• Your      work should be correctly referenced using the Harvard      Referencing style.

Please note, a word count penalty applies to this assessment.

If your assessment exceeds the word count limit or range by more than 10% then your awarded grade will be reduced by 10% grade points. For more information please see the word count penalties information.

Not meeting the word count

There is no grade reduction applied if your assignment does not meet the word count range or limit, but to maximise your opportunity to achieve the highest grade possible, you should aim to meet the word count or range as closely as possible.

Learning outcomes

• Demonstrate      an understanding of the variety of healthcare organisations
• Discuss      the role of management in healthcare and explore the challenges and      barrier to effective management
• Identify      major stakeholders in healthcare management

Bibliography

Journal

Baljoon, R.A., Banjar, H.E. and Banakhar, M.A., 2018. Nurses’ work motivation and the factors affecting it: a scoping review. International Journal of Nursing & Clinical Practices, 2018.

Book

Rossow, C.C., 2017. Health Organizations. Jones & Bartlett Learning.

Khim, K., 2016. Are health workers motivated by income? Job motivation of Cambodian primary health workers implementing performance-based financing. Global health action, 9(1), p.31068.

Webpage

Librarian, I, 2016, Why is Motivation Important in Health Care? Retrieved June 28, 2019, from https://www.hrhresourcecenter.org/HRH_Info_Motivation.html

 

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Please read Case Study 9.1: Delis Foods Corporation. After reading Case Study 9.1, please answer the questions below. PG 21-24

Instructions:

Please provide at least 1 (one) well- written and well-reasoned answer to the following discussion questions and then 5 (five) responses to your classmates’ posts

What primary errors did Delis make during the market feasibility study? What kind of strategy would you advise Delis to adopt to avoid this kind of situation in the future?

Can cultural values be changed?

Submission Instructions:
All responses in this discussion forum must be professional, well-reasoned, well-written, and free from profanity.  This discussion assignment should reflect the fact that this is a written product for a graduate professional program

• AjamiGoddard_2015_Ch-09_Sociocultural_Factors.pdf
• ReflectionPaperRubric-Revised-22.pdf

 

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