Strategic Planning Report 18766187
Assignment needed an A++++
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Stress Case Study 19430793
A young woman sought psychological services after her cardiologist referred her for stress management and treatment of “heart attack” symptoms. This 36-year-old woman had the world by the tail. Marketing director for a local high-tech firm, she was in line for promotion to vice president. She drove a new sports car, traveled extensively, and was socially active.
Although on the surface everything seemed fine, she felt that, “the wheels on my tricycle are about to fall off. I’m a mess.” Over the past several months she had attacks of shortness of breath, heart palpitations, chest pains, dizziness, and tingling sensations in her fingers and toes. Filled with a sense of impending doom, she would become anxious to the point of panic. Every day she awoke with a dreaded feeling that an attack might strike without reason or warning.
On two occasions, she rushed to a nearby hospital emergency room fearing she was having a heart attack. The first episode followed an argument with her boyfriend about the future of their relationship. After studying her electrocardiogram, the emergency room doctor told her she was “just hyperventilating” and showed her how to breathe into a paper bag to handle the situation in the future. She felt foolish and went home embarrassed, angry and confused. She remained convinced that she had almost had a heart attack.
Her next severe attack occurred after a fight at work with her boss over a new marketing campaign. This time she insisted that she be hospitalized overnight for extensive diagnostic tests and that her internist be consulted. The results were the same–no heart attack. Her internist prescribed a tranquilizer to calm her down.
Convinced now that her own doctor was wrong, she sought the advice of a cardiologist, who conducted another battery of tests, again with no physical findings. The doctor concluded that stress was the primary cause of the panic attacks and “heart
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Stress And Quality Of Life 19336771
Normative and non-normative events help us understand how change and stress may impact our quality of life. Using the South University Library, locate 2 scholarly journal articles written in the last 5-6 years on how change and/or stress can impact a person’s life. Look especially for how sudden, unanticipated (non-normative events) events can impact a person’s quality of life.
- Write a summary.
- Describe the main points of the article and how they relate to the week’s course and text readings.
Use the lessons and vocabulary found in the readings. Your responses should clarify your understanding of the topic and should be original and free from plagiarism. Follow APA guidelines for the writing style, spelling and grammar, and citation of sources.
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Stress And Nursing Practice
Assignment Description
Stress and Nursing Practice
Describe the case that defined you as a nurse. What happened, how were you involved? How does this case still affect you and your practice? What steps have you taken to overcome the stress of this event? (Remember to protect patient privacy).
Explain the importance of debriefings. Are they used in your workplace? If a debriding would happen who would be involved, what would be discussed, who would lead the debriefing, where would it take place? Are debriefing possible at your workplace and would they help nurses deal with stress?
Assignment Expectations:
Length: 1550 to 1750 words
Structure: Include a title page and reference page in APA format. These do not count towards the minimum word count for this assignment. Your essay must include an introduction and a conclusion.
References: Use appropriate APA style in-text citations and references for all resources utilized to answer the questions. A minimum of two (2) scholarly sources are required for this assignment.
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Stress 19428401
Support Groups for Stress Management
Article: https://www.mayoclinic.org/healthy-lifestyle/stress-management/in-depth/support-groups/art-20044655
Once you have read the article, answer the following questions.
1. What are the different structures of support groups?
2. Name 5 benefits of support groups.
3. Name 5 risks and cons of joining a support group.
4. What would be one question from the list that you would ask before joining and WHY?
5. What are the red flags you should look for before joining?
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Strengths Based Leadership
Strengths-Based Leadership
It is relatively easy to describe our acquired expertise, but most of us struggle when asked to describe our natural talents.
—Rath, 2007, p. 21
Recognizing innate talents is critical not only for leveraging one’s own strengths, but for fostering a workplace environment in which everyone’s contributions are respected and maximized. This is valuable because “the opportunity for individuals to play to their strengths most of the time is the key factor that shows the greatest correlation to outstanding performance in the widest range of business outcomes including profits, productivity, customer satisfaction, and safety and employee retention” (Buckingham, 2011, p. 5).
Charged with the complex and considerable goal of promoting health care quality and safety, nurse leader-managers must learn how to draw upon each person’s strengths to foster collaboration toward this shared purpose.
In this Discussion, you assess your own strengths and consider how they can be applied in a health care organization to improve quality and safety.
To prepare:
- Review the Learning Resources focusing on strengths-based leadership.
- If you have not already done so, follow the instructions in Strengths Finder 2.0 to complete the online assessment and read the sections in Part II that are associated with your five top strengths.
- Consider the results of the assessment. What insights, questions, or concerns arise as you think about these results?
- Think about how your identified strengths relate to your current role as a leader-manager and to the professional contributions that you hope to make now and in the future. Give focused attention to patient safety and health care quality; how and why are your strengths valuable for promoting optimal patient outcomes and creating systems-level change?
- Evaluate strategies for applying your strengths in the health care workplace. Identify at least two that you can use to add value to a team or workgroup to improve quality and safety.
By Day 3
Post a brief description of your identified strengths and explain how and why they are beneficial in your role as a nurse leader-manager. Explain at least two strategies for applying your leadership strengths in a health care organization to improve quality and safety.
Read a selection of your colleagues’ responses.
Required Readings
Rath, T. (2007). Strengths finder 2.0. New York, NY: Gallup Press.
Part I, “Finding Your Strengths—An Introduction” (pp. 1–31)
Part II, “Applying Your Strengths” (pp. 33–172)Read Part I first, then complete the online assessment as instructed in the book. Read the sections in Part II that are associated with your five top strengths.Note: You must purchase a new, unopened copy of this book in order to acquire the access code that you will need to complete the online assessment.
Buckingham, M. (2011). Strong leadership. Leadership Excellence, 28(1), 5.
Retrieved from the Walden Library databases.The author explains how strengths-based leadership creates competitive advantage for organizations. “The opportunity for individuals to play to their strengths most of the time is the key factor that shows the greatest correlation to outstanding performance in the widest range of business outcomes including profits, productivity, customer satisfaction, and safety and employee retention” (p. 5).
Cooper, H., & Cottrell, R. R. (2010). Charting your career path through clear professional values and purpose. Health Promotion Practice, 11(1), 13–15.
Retrieved from the Walden Library databases.This article provides direction for clarifying professional values and purpose, and using that for career development. “The importance of understanding and articulating values at an individual level is that they can assist in developing one’s unique contribution to one’s profession, just as a professional organization’s values assist in directing the organization” (p. 14).
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Strengths Based Leadership Discussion
Strengths-Based Leadership
The task of leadership is not to put greatness into people, but to elicit it, for the greatness is there already. —John Buchan It can be demoralizing when managers focus primarily on the deficiencies of employees, yet it can sometimes be difficult to see beyond the negatives. Strengths-based leadership is a management approach that not only recognizes an individual’s strengths, but also draws upon these strengths to enhance the dynamics of the workplace. Strengths-based leadership can be applied to employees performing at their personal best or to those who may need redirection. In addition, the principles of strengths-based leadership can be carried over to managers themselves. When nurse managers are aware of their own strengths, they can better leverage them to effectively manage difficult situations.
•Review the article “Know Your Own Strength.” How can strengths-based leadership improve the skills and attitudes of employees? •Reflect on your own personal and professional leadership strengths. Consider how you might use these strengths to manage staff members who seem to be disengaged or problematic. In addition, determine how you might use these strengths to resolve difficult situations between employees. •Recall a time when you either observed a disengaged or problematic employee(s) at work or observed a difficult or conflict situation between employees. •Imagine that you were the nurse manager in the above situation. How might you have used your strengths to effectively manage this employee or situation? Also, give some thought to the strengths of those posing the problem. How might you have used their strengths to resolve the situation?
Post an explanation of what you consider to be your top two strengths as a leader. Then, briefly describe the situation you selected and explain how you could leverage your own strengths (applying strengths-based leadership) to successfully manage that situation. Explain at least two ways you might also capitalize on the strengths of the employee(s) involved to successfully resolve the situation.
Required Readings Lussier, R. N., & Hendon, J. R. (2016). Human resource management: Functions, applications, & skill development (2nd ed.). Thousand Oaks, CA: Sage Publications. •Chapter 7, “Training, Learning, Talent Management, and Development” (pp. 234–274) Chapter 7 explores many types of training that organizations can offer new employees, such as on-the-job training, classroom training, and e-learning. It also highlights career development opportunities for existing employees. Manion, J. (2011). From management to leadership: Strategies for transforming health care (3rd ed.). San Francisco, CA: Jossey-Bass. •Chapter 7, “Coaching and Developing Others” (pp. 283–349) This chapter compares the roles of leader and coach and explains why some leaders fail to employ effective coaching strategies. The author discusses coaching best practices and reviews in depth one practice, the six-step coaching model. Kanefield, A. (2011). Know your own strength. Smart Business St. Louis, 4(2), 6. Retrieved from the Walden Library databases. This article provides simple rationale for employing strengths-based leadership in clinical settings. Tyra, S. (2008). Coaching nurses: A real example of a real difference. Creative Nursing, 14(3), 111–115. Retrieved from the Walden Library databases. The author of this article uses an authentic coaching example to explain the stages of the coaching process. The author identifies coaching strategies as well as general feelings both the coach and the nurse might experience.
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Strengths And Barriers To Program Implementation
Strengths and Barriers to Program Implementation
As you design your program, it is important to anticipate potential issues related to program implementation. Careful forethought can help you to minimize unnecessary stumbling blocks during implementation.
There are strengths and barriers associated with every program. What do you see as the key factors to be aware of for your program? Brainstorm key terms such as community, culture, environment, organization, client, bias, and ethics. Give consideration to the factors you come up with (along with those in the Learning Resources) as you proceed with this Discussion.
To prepare:
- Review the information presented in the Learning Resources. What are some of the factors (e.g., community, organization, environmental, ethical) that you consider strengths or facilitators for your program (breast cancer in African American women in the USA)?
- Which ones do you think may pose a challenge for your program(breast cancer in African American women in the USA)?
- How do these barriers need to be addressed in your program design?
- How might the strengths be leveraged to help overcome the barriers?
By tomorrow Wednesday 01/02/19 2 pm post a minimum of 550 words essay in APA format with a minimum of 3 scholarly references from the list of required readings below. (Also see attached file on the previous paper regarding the program on the issue of breast cancer in African American women in the USA). Include the level one header as numbered below:
Post a cohesive scholarly response that addresses the following:
1) Analyze two or more community, client, organization, and/or environmental forces that may facilitate your program and two or more that may pose a challenge for your program (breast cancer in African American women in the USA).
2) Propose a strategy for addressing one of the barriers as a part of your program design (breast cancer in African American women in the USA)?
3) Ask questions of your colleagues regarding how you might address the other challenge.
Required Readings
Hodges, B. C., & Videto, D. M. (2011). Assessment and planning in health programs (2nd ed.). Sudbury, MA: Jones & Bartlett Learning.
• Chapter 4, “Program Planning: The Big Picture”
• Chapter 5, “Social Marketing, Program Planning, and Implementation”
• Chapter 8, “Identifying Strategies and Activities”
• Chapter 9, “Program Implementation”
Chapter 4 outlines the program planning steps and emphasizes the importance of including your target population and additional stakeholders in the design process. Chapter 5 reemphasizes this focus on the target audience as the authors discuss the use of marketing principles in relation to program development and implementation. Chapter 8 discusses the importance of utilizing strategies that are aligned with the theoretical foundations of a program and presents recommendations for developing suitable activities. In Chapter 9, the authors note that even implementation requires planning; they provide guidance for implementation planning and advise how this can also support evaluation.
Kettner, P. M., Moroney, R. M., & Martin, L. L. (2017). Designing and managing programs: An effectiveness-based approach (5th ed.). Thousand Oaks, CA: Sage.
Review Chapter 6, “Selecting the Appropriate Intervention Strategy”
Chapter 8, “Designing Effective Programs”
Review Chapter 6, which discusses the connection between the program hypothesis and service decisions. Chapter 8 addresses how to design elements of a program systematically in order to promote consistency and attend to the necessary details.
Breslau, E.S., Weiss, E.S., Williams, A., Burness, A., & Kapka, D. (2015). The implementation road: Engaging community partnerships in evidence-based cancer control interventions. Health Promotion Practice, 16(1), 40–54 doi: 10.1177/1524839914528705
Buck, H.G., Kolanowski, A., Fick, D., & Baronner, L (2016). Improving rural geriatric care through education: A scalable, collaborative project. The Journal of Continuing Education in Nursing, 47(7), 306-313 doi:10.3928/00220124-20160616-06
KIDASA Software. (n.d.). Gantt charts. Retrieved December 12, 2011, from http://www.ganttchart.com/Examples.html
This site provides examples of different forms of Gantt charts.
Minb, A., Patel, S., Bruce-Barrett, C., O-Campo, P. (2015). Letting youths choose for themselves: Concept mapping as a participatory approach for program and service planning. Family Community Health, 38(1), 33–43 doi: 10.1097/FCH.0000000000000060
Soong, C.S., Wangm M.P., Mui, M., Viswanath, K., Lam, T.H., & Chan, S.SC. (2015). A “community fit” community-based participatory research program for family health, happiness, and harmony: Design and implementation. JMIR Research Protocols, 4(4), 1–10 doi:10.2196/resprot.4369
Witherspoon, B., Braunlin, K., & Kumar, A.B. (2016). A secure, social media-based “case of the month” module in a neurocritical care unit (2016). American Journal of Critical Care, 25(4), 310–317 doi: http://dx.doi.org/10.4037/ajcc2016203
Required Media
Laureate Education (Producer). (2011). Design and evaluation of programs and projects [Video file]. Baltimore, MD: Author.
“Designing Effective Programs” (featuring Dr. Donna Shambley-Ebron, Dr. Debora Dole, and Dr. Rebecca Lee)
You may view this course video by clicking the link or on the course DVD, which contains the same content. Once you’ve opened the link, click on the appropriate media piece.
In this week’s videos, Dr. Donna Shambley-Ebron, Dr. Debora Dole, and Dr. Rebecca Lee share experiences related to designing effective programs.
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Strategy Map 3
Using the completed action plan, create a 500-750 word communication plan for disseminating your action plan to all of the stakeholders. Which strategies do you plan to utilize and why? Your plan should demonstrate how you plan to use formal and informal communication channels to implement the plan.
In addition, explain how the communication plan addresses what you are hoping to achieve with your strategic goal. What leadership or managerial skills will you draw upon in implementing this plan?
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Strategy Map 2
Use your completed strategy map to formulate functional-level strategy for the primary business functions included in your plan. Functional-level strategies are the action plans used by departments within organizations to support the execution of business-level strategy at the managerial level. Create a 500-750 word action plan that addresses the following:
1. Identify which management tactics and strategies you will implement to meet your strategic goals for each of the stakeholders, departments, or business functions impacted by your plan: MBO, MBM, single-use or standing plans, competitive advantage, contingency planning, building scenarios, crisis planning, and innovation.
2. Provide an explanation of how you will apply managerial decision-making methods throughout your action plan.
3. Which business functions will be impacted by your action plan? What tactics will you use to manage implementation across business functions? What can you do to enhance collaboration/cross-functionality to ensure the success of your plan?
4. Identify leadership strategies you plan to implement throughout the execution of your action plan. In particular, explain which strategies you would implement to foster team collaboration among the multiple stakeholders who must collaborate to successfully implement the plan. Why do you think these will be successful?
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