Do you expect to generate any revenue for the hospital from the campaign?

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Click here to access the IOM report.

Prepare a demand-analysis briefing for the board of directors. The demand-analysis briefing should be no longer than 2 pages. You will need to do some research to understand the nature of the broader demand questions, but you should focus your analysis on clearly explaining the demand problem to the board. Be sure to define the healthcare demand problem in the scenario.
Here is an outline:
Define the service (1-2 paragraphs). Explain exactly what the service is, when it should be delivered, and what signals quality to the consumer of the service.
Define the demand (2-3 paragraphs). Who are the consumers for this service? Where are they to be found? Are there any consumer characteristics that impact demand for the service? What are they? How sensitive is the consumer to price (price elasticity)?
Define the direction of demand (1-2 paragraphs). What are we trying to do with the demand—-increase it, decrease it, or manage it in other ways? When you analyze the direction of the demand, be sure to consider not only what benefits the consumer, but also the organizational strategy of your focus provider and how the provider can stay financially viable.
Demand management recommendations (1-2 paragraphs). List the steps you recommend. What should management do? Support your recommendations with a clear summary of your previous analysis..
Write a 2- to 3-page marketing campaign to discuss the following marketing issues:

Do you think the hospital needs to complete more marketing research before embarking on the campaign?
What advertising media would you suggest to be used during the campaign?
What products or services could the hospital offer to assist in reducing the number of infants and toddlers who are overweight?
Do you expect to generate any revenue for the hospital from the campaign?
How long will the campaign last? How long would you continue to measure the effectiveness of the campaign?
Make sure you integrate the demand analysis and the marketing campaign for the Board of Directors..

how do you foresee yourself fulfilling this mission in the role of nurse leader?

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. Becoming a part of a new team can be difficult at times. As a leader, how can you facilitate acceptance by team members for an employee who is new to your team?

 

8. Preventing and resolving conflict is the responsibility of every nurse leader. Review the scenario where a leader and a staff nurse have a disagreement over an assignment. What conflict management strategies may be employed to bring this to a “win-win” resolution? Please describe.

 

Second Life Video

 

9. Assume you are employed as a nurse leader at a small healthcare organization/agency that does not have a nurse on staff who is an expert in evidence-based practice. How would you lead the charge to overcome this barrier and integrate EBP into the daily practice of your staff?

 

10. Review Appendix A, Sections I–V in Finkelman (2012, pp. 510–515). Select one of the sections and share how your chief nurse executive demonstrates expertise in these competencies.

11. Describe one core measure OR National Patient Safety Goal that your work place is monitoring. Describe if you are meeting the standards.

If you are NOT working, describe a monitoring requirement imposed by a federal or state agency in which you are actively involved.

 

12. An important role for a BSN-prepared nurse is educating staff, either formally or informally. Visit the QSEN website to review teaching strategies at http://qsen.org/teaching-strategies. Select ONE of the current strategies and share how you could adapt this to educate staff at your work place. To make our discussion more robust, please try to select a strategy that has not already been discussed by your classmates. This is your opportunity to be creative and suggest innovative approaches.

 

 

13. Our College of Nursing states, “We are committed to graduating compassionate, ethical, and knowledgeable nurse leaders who are empowered to transform healthcare.” This is a powerful statement. As a student who will soon graduate from Chamberlain, how do you foresee yourself fulfilling this mission in the role of nurse leader? Provide a specific example of how you will “Walk the Talk.”

. How could the leader intervene in this situation to assist Masaya to be successful in his new role?

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Visit the American Nurses Association site on healthcare policy athttp://www.nursingworld.org/MainMenuCategories/HealthcareandPolicyIssues.aspx. What are the current policy issues addressed? How would you apply them to nursing leadership?

2. Explain how accountability, authority, and responsibility relate to delegation.

 

3. Review the Five “Rs” (reengineering the health care organization, redesigning the workforce, re-regulating professional practice, rightsizing the workforce, and restructuring nursing education.)related to Change and Decision Making in Action  Select one of the “Rs” and describe how you have been involved in change or will be involved in change either in your prelicensure program or after obtaining your license. Was this change a comfortable or uncomfortable time in your life? Explain.

 

4. Keep in mind that completing this TD is the key to assisting you with the Week 4 Assignment, My Leadership Development SMART Goal. Use the format below to develop a leadership SMART goal for YOURSELF, not your organization or department. The goal needs to be related to ONE of the Institute of Medicine’s (IOM) quality initiative, which includes the five core healthcare profession competencies. One of these competencies will serve as a framework for identification of your leadership goal.

The five core healthcare profession competencies outlined by the IOM are listed in Finkelman (2012) in Section II. You should review the appropriate chapter prior to posting.

These core competencies include the following.

  1. Managing Patient-Centered Care
  2. Working in interdisciplinary/interprofessional teams
  3. Employing evidence-based practice
  4. Applying quality improvement techniques
  5. Utilizing informatics

SMART Goal Format:

 

S—Specific (Who, besides YOU is involved in your goal, what is YOUR goal, and where will it take place?)

M—Measurable (How are YOU going to achieve the goal?)

A—Attainable (What resources and/or experts are available to assist YOU with attaining your goal?)

R—Realistic (Is YOUR goal something that is realistically obtainable by YOU in YOUR professional practice? Explain.)

T—Time bound (What specific dates or weeks will YOU accomplish each task related to YOUR leadership goal?)

 

5. Review the Article:

Kramer, M., Schmalenberg, C., Maguire, P., Brewer, B., Burke, R., Chmielewski, L., … Meeks-Sjostrom, D. (2009). Walk the talk: Promoting control of nursing practice and a patient-centered culture. Critical Care Nurse, 29(3), 77–93. http://proxy.devry.edu/login?url=http://search.ebscohost.com.proxy.devry.edu/login.aspx?direct=true&db=rzh&AN=2010305271&site=ehost-live

How do you OR your current (or previous) leader walk the talk as it relates to fostering an environment of patient-centered care?

 

6. Culture can influence how we perceive a situation. Alicia is a nurse leader for a unit where Masaya is working as an RN who recently graduated with a BSN from a university in The Philippines. After watching the scenario, describe how cultural differences have impacted the scenario. How could the leader intervene in this situation to assist Masaya to be successful in his new role? How could the leader intervene with the staff to be more accepting of diversity in co-workers?

How could the developed world be of assistance in these cases? Could developed countries do more?

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CH4
1. Can you think of additional examples of complementarities from everyday life? Does the S-shaped curve of Figure 4.1 shed any light on them? Do you think your examples help as a metaphor for economic development problems?
2. What role do you think international trade and foreign investment can play in solving some of the problems identified in the big push model? In the O-ring model? What limitations to your arguments can you think of?
3. The word trap suggests that there may be a way to escape. Do you think developing countries can escape all of the traps described in this chapter? Which ones would be most difficult to escape? How could the developed world be of assistance in these cases? Could developed countries do more?
4. Why might high levels of inequality lead to lower rates of growth and development? Why might it be difficult to get out of this kind of trap?
5. Why is the government sometimes a part of the problem of coordination failure rather than the solution? Does this make the problem hopeless? What could be done in this case?
6. One of the characteristics of some developing economies is the relatively low level of trust of people outside one’s extended family. How might the models explored in this chapter shed light on this problem?
7. Can you think of an example of O-ring production from everyday life? Do you think your example is a good metaphor for development problems?
8. Modern economic models sometimes require strong assumptions. What do you think are some of the trade-offs between a more rigorous, logically cohesive model with strong assumptions but clear inferences and a description of problems followed by a verbal discussion of possible implications? Do you think the two approaches can be used together to inform each other?
9. As you read later chapters, think about whether the models described in this chapter are useful in shedding additional light on the nature of problems considered. Some of the later problems you might consider are child labor, poor health and nutrition among the poor, high fertility, environmental degradation, availability of credit for the poor, urbanization, protectionism in international trade by developed and developing countries, reform of government, and land reform.

10. Select a developing country that interests you and search for evidence suggesting which factors are the binding constraint on growth. (For inspiration, see the sources in Box 4.2.)