Informatics Competencies Week 4 NURS 6401

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Informatics Competencies

Nursing informatics is a discipline that is still evolving. Yet, there is a set of core skills and knowledge that applies to all individuals who work as nurse informaticists and many competencies that are specific to informatics roles, positions, tasks, and responsibilities. For example, a nurse informaticist who works as a consultant for a health care technology company and a nurse informaticist who works as a professor at a university will share much of the same expertise and knowledge. However, they will also have distinct competencies specific to their unique roles.

In this Discussion, you explore informatics competencies within the informatics functional area you selected for the Week 1 Assignment.

 

To prepare:

Review nursing informatics competencies such as those outlined by the American Nurses Association (ANA), the Technology Informatics Guiding Education Reform (TIGER), and the Quality and Safety Education for Nurses (QSEN).

Review this weeks media presentation Competencies for Nurse Informaticists, and reflect on the competencies outlined by the presenters.

Recall the informatics functional area you identified in the Week 1 Assignment. With this in mind, what competencies would be most important for you to master? How might you go about developing these competencies?

Create a list of competencies you would like to master.

By Day 3

1. Post a brief description of the informatics functional area in which you are interested. (Leadership in Nursing Informatics)

 

2. Then, identify at least four ANA, TIGER and/or QSEN competencies that you believe to be vital for success in this functional area, and justify your choices.

 

3. Explain how you might successfully develop and master each of these competencies.
***APA style with reference, 600 characters minimum*** Due date 9/20/2017

Required Readings

American Nurses Association. (2015). Nursing informatics: Scope and standards of practice (2nd ed.). Silver Spring, MD: Author.

Read the following chapter: Informatics Competencies: Spanning Careers and Roles In this section, the authors explain the competencies necessary for nurse informaticists to be successful. The section also highlights which competencies are applicable for various informatics roles and functional areas.

Saba, V. K., & McCormick, K. A. (2015). Essentials of nursing informatics (6th ed.). New York, NY: McGraw-Hill. Chapter 2, Computer Hardware

This chapter discusses introduces the basics of computer hardware used for nursing informatics.

Chapter 4, Computer Software This chapter introduces computer software, as well as the programs that are most relevant to nursing informatics.

 

Chapter 11, System Life Cycle: A Framework  In this chapter, the authors introduce the systems life cycle (SDLC) and its stages. These stages are often used by organizations for large-scale projects, such as implementing or upgrading health information technology.

Chapter 13, System Life Cycle Tools  Chapter 13 focuses on the tools needed to assist with each phase of the System Life Cycle. Successful implementation projects require clinical expertise as well as technical knowledge from nurse informaticists.

Chapter 9, Computer Interaction This chapter explains the need for nurses to be informed about human-machine interactions to prevent unintended consequences. Increased awareness of these factors can result in improved performance and outcomes in nursing informatics and other technologies. Chapter 30,

The Role of Technology in the Medication-Use Process  In this chapter, the authors discuss how new technologies that can create a safer environment for the patient. This is especially relevant for nurses involved in administering medication and educating patients on its use.

Gooder, V. J. (2011). Nursesperceptions of a (BCMA) bar-coded medication administration system. Online Journal of Nursing Informatics, 15(2). Retrieved from the Walden Library databases.

This article explores the outcomes of a bar-coded medication administration (BCMA) system, which included increased patient safety and accuracy of medication. The importance of assessing the impact of a BCMA system on nurses before implementation is also highlighted.

Preheim, G. J., Armstrong, G. E., & Barton, A. J. (2009). The new fundamentals in nursing: Introducing beginning quality and safety education for nurses competencies. The Journal of Nursing Education, 48(12), 694 – 697. Retrieved from the Walden Library databases.   This article discusses the Quality and Safety Education for Nurses (QSEN) initiative and its six competencies, including informatics, that are essential for nursing practice. The authors emphasize that nursing education should shift from task-training and development to more current skills and competencies for informatics and patient-centered care.

Quality and Safety Education for Nurses. (2012). Informatics. Retrieved from http://qsen.org/competencies/graduate-ksas/#informatics Access this website to explore the knowledge, skills, and attitudes expected of informatics graduates.

Healthcare Information and Management Systems Society. (2015). Informatics competencies for every practicing nurse: Recommendations from the TIGER Collaborative. Retrieved from http://www.himss.org/file/1308906/download?token=zGqfWaqp‚

This comprehensive report provides you with an overview of the TIGER collaborative as well as informatics competencies. 

Required Media

Laureate Education (Producer). (2012a). Competencies for nurse informaticists [Video file]. Baltimore, MD: Author.   In this week media presentation, Gail Latimer, Dr. Patricia Button, and Dr. Roy Simpson overview the progress that the ANA and the TIGER initiative have made in outlining key informatics competencies. In addition, each presenter identifies competencies that he or she believes to be vital to working in the informatics field.

 

Laureate Education (Producer). (2012h). Selecting new technologies [Video file]. Baltimore, MD: Author. Dr. Patricia Button and Dr. Roy Simpson discuss the critical process of selecting the right technology for a health care organization. The presenters discuss the factors to consider, as well as the key skills informaticists should have to successfully lead these processes.

Optional Resources

Kaminski, J. (n.d.). Nursing informatics competencies: Self-assessment. Retrieved August 9, 2012, from http://nursing-informatics.com/niassess/index.html 

Technology Informatics Guiding Educational Reform. (2009). TIGER Informatics Competencies Collaborative (TICC) final report. Retrieved from http://tigercompetencies.pbworks.com/f/TICC_Final.pdf 

 

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pediatric vaccination

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The objective of assignment is to provide a power point presentation about vaccines including the Flu vaccine in the pediatric population. Your primary goal as an FNP is to educate parents about the importance of vaccination, and understanding their beliefs and preference by being cultural sensitive in regards this controversial topic.  This is an individual presentation and must include a minimum of 8 slides with a maximum of 10 slides. This presentation must include a Voice Presentation and the following headings: (you don’t have to record anything if you don’t want to but send me the writing portion)
                                                                       
Introduction, Clinical Guidelines EBP per CDC, Population and Risk Factors, Education, Conclusion.  ** Rubric for this assignment is at the end of the course syllabus and posted on Blackboard.

You must read the Turnitin Policy prior to submitting this PPT presentation.

civilengineering designing a parking lot for brewery project of san marcos california 1

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Determine minimum parking requirements (including ADA, EV, etc.)

Evaluate and determine parking and fire access (new driveways, connections through existing adjacent parking/shared drive, impacts to adjacent streets, etc.

provide confirmation of parking requirements.

 

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62. The primary limitation of a full-cost based transfer pricing system is that: A The supplying and

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62.
The
primary limitation of a full-cost based transfer pricing system is that:
A
The supplying and purchasing divisions
are more likely to make decisions that are inconsistent with the
.
goals of the organization as a whole.

B.There
will be little incentive on the part of the supplying manager to supply goods
and services efficiently.

C.
Managers may spend too much time
negotiating the transfer price.
D.
Managers may find that the transfer
price is difficult to compute.
E.
Such transfer prices are not currently
allowed for federal income tax purposes.

67.
A company has two divisions, X and Y,
each operated as an investment center. X charges Y $55 per unit for each unit
transferred to Y. Other data are:

X is
planning to raise its transfer price to $65 per unit. Division Y can purchase
units at $50 each from outsiders, but doing so would idle X’s facilities now
committed to producing units for Y. Division

X cannot
increase its sales to outsiders. From the perspective of the short-term
profit position of the company as a whole, from which source should
Division Y acquire the units?

A.
Outside vendors.
B.
Division X, but only at the variable
cost per unit.
C.
Division X, but only until fixed costs
are covered, then should purchase from outside vendors.
D.
Division X, in spite of the increased
transfer price.
E.
It is not possible to tell without
additional information.
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68. Division
A, which is operating at capacity, produces a component that it currently sells
in a competitive market for $25 per unit. At the current level of production,
the fixed cost of producing this component is $8 per unit and the variable cost
is $10 per unit. Division B would like to purchase this component from Division
A. The price that Division A should charge Division Y for this component is:
A.
$10 per unit.

B.
$18 per unit.
C.
$20 per unit.
D.
$25 per unit.
E.
$35 per unit.

69.
A company established a branch to sell
automobile seat covers. The company purchases these covers and stores them in a
warehouse. The covers are then shipped from the warehouse to both the home
office and the new branch, FOB destination. Home office management is
responsible for setting the transfer price of the covers charged to the branch.
Per-unit costs of the covers are:

According to the general
transfer-pricing formula given in the text, the minimum transfer price
that home office should charge the branch is:

A.
$62.50.
B.
$63.50.
C.
$66.00.
D.
$68.00.
E.
$69.00.
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Selected data from Division A of
Green Company are as follows:
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70.
Division
A’s return on investment (ROI) is:
A.
1.8%.

B.
7.5%.
C.
12.0%.
D.
20.0%.
E.
48.0%.

71.
Division
A’s return on sales (ROS) is:
A.
1.8%.
B.
7.5%.
C.
12.0%.
D.
20.0%.
E.
48.0%.

72.
Division
A’s asset turnover (AT) is (rounded):
A.
0.72.

B.
1.00.
C.
1.58.
D.
1.67.
E.
2.08.

73.
Division
A’s residual income (RI) is:
A.
$15,000.
B.
$24,000.
C.
$30,000.
D.
$36,000.
E.
$54,000.

74.
If
the minimum rate of return was 10%, Division A’s residual income (RI) would be:

A.
$15,000.

B.
$24,000.
C.
$30,000.
D.
$36,000.
E.
$45,000.

75.
In
the context of transfer pricing, dual pricing is:
A.
Never used when numerous conflicts exist
between two units.

B.
The simultaneous use of two or more
transfer pricing methods.
C.
The use of two or more transfer pricing
methods by the buyer only.
D.
Not recommended because of negative
behavioral consequences.
E.
Not recommended because it conflicts
with current income tax requirements.

76. Expropriation
occurs when the government in which a foreign company’s investment assets are
located:

A.
Takes ownership and control of those
assets.
B.
Charges additional taxes for the use of
those assets.
C.
Uses domestic currency to purchase those
assets.
D.
Uses foreign currency to purchase those
assets.
E.
Does not allow transnational transfers
of currency.

77.
One
advantage of the return on investment (ROI) metric is that it:
A.
Can use the minimum rate of return to
adjust for differences in risk.
B.
Can use a different minimum rate of
return for different types of assets.
C.
Eliminates goal congruency problems,
particularly for better-performing divisions.
D.
Requires disclosure under current
international financial reporting standards.
E.
Can be compared to interest rates and to
rates of return on alternative investments.

78. One
approach to measuring the short-term financial performance of a business unit
considered an investment center is return on investment (ROI). ROI is expressed
as operating income of the investment center
A.
Divided by the current year’s capital
expenditures plus cost of capital.
B.
Minus imputed interest charged for the
use of invested capital by the investment center.
C.
Divided by fixed assets.
D.
Divided by total assets used by the
investment center.
E.
Minus the asset turnover (AT) of the
investment center.

79.
The
two approaches for estimating EVA® are:
A.
The operating approach and the capital
approach.

B.
The financing approach and the operating
approach.
C.
The discounted approach and the
financing approach.
D.
The operating approach and the
discounted approach.
E.
The residual income approach and the
operating-income approach.

80.
A fully-owned subsidiary of a
multinational company reports its return on investment (ROI) periodically
during the year. This unit of the company, for performance evaluation purposes,
is likely considered a(n):

A.
Profit center.
B.
Revenue center.
C.
Investment center.
D.
Operating center.
E.
Cost center.

 

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