How could Cindy have assured herself that she would not receive any blood no matter what happened?

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Instructions: 1.Read the Case Law – Werth vs. Taylor. 2.Then, answer the questions below. a.Did this case turn out the way you thought it would? Why or why not? . b.How could Cindy have assured herself that she would not receive any blood no matter what happened? . c.Would it have made any difference in the outcome of the case if the anesthesiologist had interviewed Cindy before the procedure and told her that her life could be in danger if she refused blood during both procedures? . d.What kind of consent is it when there is an emergency situation and the physician/healthcare worker needs to act or the patient may lose their life? . . 3.Your paper should be: ◦One (1) page. ◦Typed according to APA style for margins, formatting and spacing standards . ◦Typed into a Microsoft Word document, save the file, and then upload the file
Case Law Werth vs. Taylor 475 N.W.2d 426, 427 (Mich. Ct. App. 1991) Cindy Werth was expecting twins. Because she was a Jehovah’s Witness and had a firm belief in the religion’s teaching “that it is a sin to receive blood transfusions”, Cindy signed a “Refusal to Permit Blood Transfusions” form as part of her hospital preregistration. After delivery, Cindy had complications and was experiencing uterine bleeding. She was advised to undergo a dilatation and curettage and agreed. Again, she discussed her refusal to allow a blood transfusion with her obstetrician/gynecologist (OB/Gyn). After being placed under anesthesia and despite the specialist’s efforts during surgery, Cindy continued to bleed and was experiencing, among other things, premature ventricular activity and a significant decrease in blood pressure. The anesthesiologist (Dr. Michael Taylor) determined that Cindy needed a blood transfusion to sustain her life. Cindy’s OB/Gyn expressed Cindy’s refusal of blood transfusions, but the anesthesiologist proceeded anyway stating that it was medically necessary. The Werth’s filed a malpractice suit, alleging that Dr. Taylor committed battery by performing the transfusion without Cindy’s consent. Dr. Taylor moved for a summary disposition “because Cindy’s refusal was not conscious, competent, contemporaneous and fully informed.” The trial court found that Cindy’s refusals of a transfusion were made when she contemplated “merely routine elective surgery” and not life-threatening circumstances, and that, “it could not be said that she made the decision to refuse a blood transfusion while in a competent state and while fully aware that death would result from such refusal.” The record apparently reflected “the unexpected development of a medical emergency requiring blood transfusion to prevent death or serious compromise of the patient’s well-being.” The trial court therefore granted summary disposition in favor of Dr. Taylor.

Imagine that you are the HR Director at your current organization or an organization with which you are familiar. As the HR Director, you must use different employment law requirements to create methods and policies that support the promotion of a diverse workforce.

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Imagine that you are the HR Director at your current organization or an organization with which you are familiar. As the HR Director, you must use different employment law requirements to create methods and policies that support the promotion of a diverse workforce. Select one (1) job opportunity that you have held or with which you are familiar within the same organization for this scenario. (Note: You may create and / or make all necessary assumptions needed for the completion of these assignments. In your original work, you may use aspects of existing processes from either your current or a former place of employment. However, you must remove any and all identifying information that would enable someone to discern the organization[s] that you have used.) Write a ten to twelve (10-12) page paper in which you: Develop three (3) recruitment methods for the job opportunity in question, and suggest two (2) ways that each method helps one to avoid discriminatory practices. Justify your response. Outline an application process that details the organization’s method of accepting all applications, as well as its method of validating applicants’ attainment of the required credentials (e.g., reviewing resumes, collecting transcripts, verifying certifications, etc.) for the job opportunity. Develop a five- (5) step procedure for the HR Department to use in order to maintain all applicants’ records in case a discriminatory charge occurs. Decide on three (3) background checks that the HR Department must utilize, and justify the relevance of each background check for the job opportunity. Choose three (3) employment tests (e.g., drug tests, medical examinations, HIV tests, generic tests, polygraphs, honesty tests, psychological tests, intelligence and skills tests, and physical fitness, etc.) that the HR Department should use. Justify the relevance of each selected employment test to the job requirements. Formulate a policy for making both the hiring and promotional decisions related to the job opportunity.

Have people Annoyed you by criticizing your drinking?

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Directions:Compete the following chart. An example has been provided for you in the first row. Include in-text citations in the table as well as an APA reference listing below. A minimum of two to three scholarly references should be included
Assessment Tool
Include the full name, description of the tool, and what the tool measures (i.e., opioids, process, withdrawal) Tool Description
Type of tool (paper, pen, structured, unstructured), how it is administered, how many questions, and general scoring information Appropriateness of Use
When/where the tool is appropriate or inappropriate to use, where the tool will most likely be used (i.e., online, in-patient, outpatient, clinic), and what specific population the tool is used for (i.e., adolescents, elderly, pregnant.)
CAGE Questionnaire
A brief 4 item, widely used questionnaire designed to assess alcohol use. CAGE is acronym for:
C=Cut down
A=Annoyed
G=Guilty
E=Eye opener

Paper and pen or orally administered Takes less than 1 minute, Yes or No response
Typically administered by health care professional or clinician and is client’s self- report, scored by tester
CAGE Questionnaire-4 questions
1. Have you ever felt you should Cut down on your drinking?

2. Have people Annoyed you by criticizing your drinking?

3. Have you ever felt bad or Guilty about your drinking?

4. Have you ever had a drink first thing in the morning to steady your nerves or to get rid of a hangover (Eye opener)?
Scoring: Item responses on the CAGE are scored as 0 or 1. A higher score is an indication of alcohol problems. A total score of 2 or greater is considered to be clinically ToollTsignificant Ewing, 1984; NIAAA, 2002) Often used in medical settings
Several adaptations of tool available for use including computerized and self- administered versions.
Free, in public domain and translated into many languages

Not used to assess for drugs but adapted CAGE-AID questionnaire can be used for drug use.
Best use is in adult populations

Criticism of the CAGE- not gender-sensitive. Women who are problem drinkers less likely to screen positive than men.
It identifies alcohol-dependent persons, but may not identify binge drinkers.
CAGE asks about “lifetime” experience rather than current drinking. A person who no longer drinks may screen positive unless the clinician directs the questions to focus on a more current time frame (ADAI, 2016).

Create at least three contingency goals in the event the current strategy would fail.

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There are several elements results from the planning stage but for our purposes we will focus on the development of long-term and short-term goals. Long-term goals are set by the owners, leaders or upper management depending on the structure, size or type of organization. They are the big-picture goals and objectives of the company and are directly related to the purpose and vision that the leaders and owners develop. In today’s change dominated business environment long-term goals are set to be accomplished in 2-3 years’ time as opposed to the previous century’s 5-10 years.
Long-term goals are often created through planning and strategizing. It begins with the vision and mission of the business. To understand the concept of vision and mission and its role in the process, you will do the leader’s job and formulate the vision and mission of an organization. In week four the class will examine the vision and mission in the context of planning the goals for the same organization.
Create a vision and mission statement to fit the company described below:
Mohammed Abul and his family own the Long-lasting Boot (LLB) store. LLB is a specialty boot store located in the downtown area in a medium sized Scottsdale, Arizona and sells a broad line of boots to all members of the family including a novelty pet line. The store sells boots for work and recreation as well as a line of expensive cowboy boots for the tourist trade. The business is twenty-five years old. It has a reputation for being the best place to get boots in the community because of the selection, quality, and customer service. They will even work with custom designed boots for people with unusually sized feet or medical problems. The boots in some instances, work boots in particular, are considered expensive by middle class buyers but the construction quality is so long-lasting that it makes the higher prices seem worthwhile. The store is successful but sales are very slow growing at the moment. The family is looking to boost sales by developing a competitive edge for the future.
Hint: Before you begin be sure that you clearly understand the difference between a vision and mission statement as well as the purpose they each serve.
As mentioned last week the planning process begins with an environmental scan of the business and its relationship to vision and mission statements. Using the expanded case study of LLB below and the SWOT tool complete a business environmental scan.

Mohammed Abul and his family own the Long-lasting Boot (LLB) store. LLB is a specialty boot store located in the downtown area in a medium sized Scottsdale, Arizona and sells a broad line of boots to all members of the family including a novelty pet line. The store sells boots for work and recreation as well as a line of expensive cowboy boots for the tourist trade. The business is twenty-five years old. It has a reputation for being the best place to get boots in the community because of the selection, quality, and customer service. They will even work with custom designed boots for people with unusually sized feet or medical problems. The boots in some instances, work boots in particular, are considered expensive by middle class buyers but the construction quality is so long-lasting that it makes the higher prices seem worthwhile. Abul, who is 32 years old and just out of the military after 10 years of service, has returned to find the business at a crossroad.
The store is successful but sales are very slow growing at the moment. The family is looking to boost sales by developing a competitive edge for the future. The business has up till now been successful because of its ability to anticipate changing boot styles. In the past three years sales have remained constant but growth has waned. Despite sales, loyalty reward cards and staying open late revenue has not grown. Yet total sales in the Central City metropolitan area including the suburbs have grown substantially. Volume stores like Wal-Mart and large shoe chain stores like Payless have boot sales that pull in three times the sales of LLB.

Abul and the family are planning for the next three years and want to find ways to increase sales. They have come to you for advice. As their consultant you want to cover the following ideas in your reply:
• What is meant by long-term planning?
• The tools and information needed to evaluate the future goals.
• The conclusions you have drawn from evaluating the information and analysis of the facts of this case.
• The recommendations that you would make.

Learning Activity 2 – Theme 2 & 3
In the planning phase, managers create a detailed action plan aimed at the organizational goals. Strategic management, or what you will learn as strategizing, is what an organization will do or not do to achieve the goals and objectives that lead to meeting the stated mission and vision. Using the vision, mission, and SWOT analysis created in week three and LA1 complete the following:
• Create three long term goals and objectives (3 each) for the business (2 years forward);
• Create three medium term (operational) goals and objectives (3 each) for the business (usually accomplished within the year);
• Create three short term (day, week, month) goals and objectives (3 each) for the business; and
• Create at least three contingency goals in the event the current strategy would fail.