What areas will your objectives focus on – patients, services, revenues, staffing, other?

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This module you will develop objectives for your plan. In a 1-2 page paper, describe 3 objectives for your plan. Using the guidelines provided this week in the lecture, test each objective and include your results with the objectives. Be sure to format your paper per APA standards and be sure to use in-text citations where necessary. Also, be sure to include a reference page when required.

 

 

Organizational Objectives

Writing objectives is a critical part of strategic planning. Your objectives must be clear statements detailing what will be accomplished, in what time frame, and evaluated against what standard. Peter Drucker stated in The Practice of Management that, “objectives are not fate; they are direction. They are not commands, but they are commitments. They do not determine the future, they are the means by which the resources and energies of the operation can be mobilized for the making of the future.” (p. 102)

What Makes a Good Objective?

There are a number of characteristics of good objectives:

  1. Objectives should be clear and concise. Simply state what the objective and avoid long, flowery prose.
  2. Objectives should be in written form. By writing your objectives you can reduce the possibility of misinterpretation or misunderstanding.
  3. Objectives should name specific results. Make it clear how the results will be evaluated – “1,000 females of child-bearing age who smoke will be counseled” instead of “a large number of women who smoke” or “an acceptable level of patient services” should be used to clearly state what results are sought.
  4. Objectives should be time-sensitive. Objectives can be for the short-run or long-run but the timeframe should be indicated. This provides not only a deadline but also sets the time for the final evaluation of the strategy.
  5. Objectives should be stated in measurable terms. Avoid ambiguous phrases such as “increase patient satisfaction” or “improve staffing” which don’t allow for measurement. How much increase? How much improvement?
  6. Objectives should be attainable, yet challenging. It doesn’t do any good to write objectives that no organization can ever accomplish or objectives that can be reached with minimum effort.

In healthcare, we tend to focus on four different types of objectives: 1) services offered; 2) staffing; 3) services reimbursement, donations, and funding; and 4) constituents served.

Before you write your objectives, consider these questions:

  1. What areas will your objectives focus on – patients, services, revenues, staffing, other?
  2. What needs to happen for your program to be successful? How many people served? Levels reached? Etc.
  3. When do you want this to happen? By what specific date?

Reference:

Drucker, P. (1954). The practice of management. New York: Harper Collins.

Discuss how Dunn can use John’s knowledge of The Deli business to his advantage;

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Dunn’s Emporium is going gangbusters and George who owns the deli next door is getting ready to retire.  Dunn is in the process of acquiring The Deli.  Although most of the local long-time employees at Dunn’s and The Deli have been on board with the merger some employees have never been happy.

The Deli people did not trust the new ice cream manager because of his age.  Fresh out of culinary school, John Levitz, at age 22 became the ice cream manager.  Ice cream was one of The Deli’s biggest iconic menu offerings.  The ice cream is homemade and The Deli offers a special flavor each week.  John has big ideas in expanding the ice cream business by having classes and opportunities for customers to make their own flavors.  He is passionate about his job but sometimes rubs the older employees the wrong way.  He can be arrogant about his skill.  He thinks he is being confident.  The chef at The Deli is jealous of the newcomer because he has wanted to change the menu for some time.  He thinks that George’s retirement will be the demise of his dreams because the new General Manager that is working with George is not on board with innovation.  His attitude is “if isn’t broken don’t fix it.”  However, the new General Manager tells Dunn and George that he is happy with making changes.

Dunn’s sporting goods has had a change of employment as well and a new group of South American immigrants has come to work at the Emporium. Dunn is impressed with the wonderful skills of the workers as they display outstanding repair work and the group’s work ethic as seen by their willingness to work long hours during the ski season is impressive.  Dunn’s long term employees agree that the new employees are a good addition to the staff but find working with the group hard because they are not able to understand Spanish and sometimes it creates problems in communicating order information.  Also, the group tends to stick together. They even eat lunch together despite attempts by the other employees to get them to join in with the rest of the group. There seems to be a growing frustration on the part of the original group.  What neither the original employees nor Dunn know is that because of the language barrier the new South American employees are apprehensive about being included in the group because they cannot speak English well and do not know how to break the language barrier.  What the original employees do not know as well is that Esteban Enrique has asked to be promoted to the vacancy as head of the second shift in the repair shop.  Dunn has concerns that if Estaban is promoted that it might be hard to keep the cohesiveness of the group.  He is especially concerned because his nephew who works the evening shift during the off season would like the job. In short, Dunn has to revisit his organizational structure, culture and vision to make the changes necessary to prevent future problems with the business.  Further, he hasn’t told anyone but he wants to put in new software to monitor the staff hours, payroll, and business sales.  It will make information gathering much easier but will require some staff scheduling changes and authority delegation.

Using you first organizational plan, culture, vision and mission, discuss all the changes that Dunn might consider in keeping his business expansion going strong. Also consider all the leadership challenges that Dunn himself must address in the areas of personal skills, leading change, diversity, knowledge management, office politics and empowerment.

 

  • Final Project (35%)

 

In the final project, students will complete the case study provided as a comprehensive leadership plan analysis) applying concepts learned throughout the course.  This paper continues the saga of Joseph Dunn’s leadership at Dunn’s Ski Emporium and The Deli.

 

You are to help Dunn address his role as relationship builder. Interface the plan you have created in Assignment #1- leader vs. manager assignment with a plan for Dunn’s need to address the potential threats to workforce harmony.  Emphasize his role as leader and what he can do to build his relationship with his employees so that he empowers his managers and workforce to implement his vision for the company.

The goal of this paper is to have students link the concepts of Dunn as a social architect, change agent, and individual to Dunn as a relationship builder.  Think of a relationship builder as a leader who aligns people to his or her vision.  Again, students will write from the leader’s perspective.

Remember that in order to determine strategic direction, the leader must look inward, outward, forward and beyond.

Students will create a Leadership Plan:

  • Discuss the role of Dunn as a leader to motivate, empower, create followers, and promote communication;
  • Discuss how Dunn should address cultural diversity within the organization;
  • Discuss the areas in the original plan that would require change to accommodate Dunn’s role as a relationship builder.
  • Discuss how Dunn can use John’s knowledge of The Deli business to his advantage;
  • Students are expected to be creative but realistic in applying the concepts from the course to expand Dunn’s environment and leadership role.

 

Required Formatting of the Final Project:

  • This report should be double spaced, 12-point font, and six to eight pages in length excluding the title page and reference page;
  • Title page with your name, the course name, the date, and instructor’s name;
  • Include references with at least one reference other than the course material;
  • Use headings;
  • Writing is expected to be clear and concise;
  • Write in the third person;
  • Use APA formatting for in-text citations and reference page.  You are expected to paraphrase and not use quotes. Deductions will be taken when quotes are used and found to be unnecessary;
  • No dictionary or encyclopedia definition or use of wiki files;
  • Submit the paper in the Assignment Folder.

 

 

What are the principles of scholarly discussion in an online environment?

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What are the principles of scholarly discussion in an online environment? How does this differ from a social network? Please cite the sources used to support your response.

 

In this discussion thread, we will look at the principles of scholarly discussion. Have you ever heard someone make a general statement, but not offer anything to support that statement? As you reflect on the lesson and your readings, we will discuss what you believe to be principles of scholarly discussion in an online environment. For example, how might an online scholarly discussion differ from discussions in a social network?  Course Outcome for this discussion:

CO1: Demonstrate effective verbal, written, and technological communication using legal and ethical standards for transferring knowledge.

What are the principles of scholarly discussion in an online environment? How does this differ from a social network? Please cite the sources used to support your response and provide a full reference. 

Remember to answer all parts of the question in your initial response.

Do you feel that the social aspect of Qi Gong (often done in groups) has any bearing on patient wellness?

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One of the CAM therapies suggested to patients dealing with chronic illness is Qi Gong, a Chinese martial art devoted to slow, purposeful movement, and breathing.

 

On the basis of your understanding of the above statement, address the following questions:

  • From a physical standpoint, why do you think patients might improve after practicing the art of Qi Gong?
  • From a psychological standpoint, what factors may play a role in improving a patient’s healing using this ancient martial art practice?
  • Do you feel that the social aspect of Qi Gong (often done in groups) has any bearing on patient wellness?
  • How does Qi Gong combine the social aspect of well-being in producing a greater patient immunity response?

In addition to the above questions and keeping in mind the fact that CAM involves key components, which often differ from those of contemporary Western medical practices, answer the questions listed below:

  • How is Qi Gong incorporated into a TCM practice?
  • Compare and contrast between TCM and the following practices:
    • Acupuncture
    • Ayurveda
    • Native American healing
  • Analyze the similarities and differences between Qi Gong and Tai Chi?
  • Use APA format to cite the sources