Leaders In Government Business And Health Care Must Address These Persistent Dis

Leaders in government, business, and health care must address these persistent disparities at the national, state, and local levels, as both an ethical and an economic imperative. In fact, eliminating racial disparities in health care is vital to pushing the entire health care system toward improving quality while containing costs — so-called value-based care. In its 2001 “Crossing the Quality Chasm” report, the Institute of Medicine identified equitable care as one of six core aims of high-value health care systems. And since 2003, Congress has mandated that the federal government produce the annual National Healthcare Disparities Report as part of the effort to monitor national progress in this domain.

Directions

For this unit’s discussion, we will explore incorporating social determinants into population health management. Diabetes is the sixth leading cause of death in the United States. Research indicates that external or upstream factors consistently affect individuals diagnosed with diabetes, influencing self-management. Therefore, research recognizes the need to consider the social determinants of diabetes and health along with individual factors in developing clinical strategies focused on long-term health improvement (Clark & Utz, 2014). 

You are the Director of Population Health Department of a not-for profit healthcare system. The Chief Population Health Officer (CPHO) has scheduled a meeting with you to discuss the impact of social determinants of health on the health outcomes and prognosis of the individuals with diabetes. The CPHO believes that to be able to succeed in population health management initiatives, health systems must take into account the impact of social determinants and health determinants. The CPHO asked you, in preparation for this meeting, to conduct a literature review to examine current understanding of the social determinants and health determinants affecting health of individuals with diabetes, and to provide a corresponding report of the findings.

Questions/what to answer

Prepare your recommendations for creating a population health management program focused on incorporating social determinants and health determinants. 

  1. Include the information about conducting a community health assessment and collecting diverse, relevant data pertaining to the population.
  2. In your recommendations, be sure to discuss details about stratifying patients according to risk to identify subgroups and individuals most likely to benefit from targeted interventions, and implementation plan for solutions based on the findings.
  3. Include the opportunities of developing partnerships with different community-based healthcare provider organizations in effort to support comprehensive care coordination.
 
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Leaders Face Many Hurdles When Leading In Multiple Countries There Are Several E 1

Leaders face many hurdles when leading in multiple countries. There are several examples of disastrous public relations fallout that have occurred when companies have outsourced work to other nations. When determining where to move offshore as a company, the leaders of the organization must make several decisions.

Using current multinational organizations that have locations in several countries, convey your own thoughts on the subject and address the following:

  • What leadership considerations must an organization weigh in selecting another country to open a location such as a manufacturing plant?
  • How might leaders need to change leadership styles to manage multinational locations?
  • What public relations issues might arise from such a decision?
  • How would you recommend such a company to demonstrate their social responsibility to their headquarters country as well as any offshore locations?
 
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Leaders Can Use Power Both Constructively And Destructively Within An Organizati

leaders can use power both constructively and destructively within an organization. Share two examples: one in which power was used to advance the organization and one in which power harmed the organization or stakeholders. What oversight is necessary to ensure that leaders use power only for good in business?

 
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Leaders And Managers Often Have To Deliver Unpleasant Or Difficult Information T 1

Leaders and managers often have to deliver unpleasant or difficult information to other employees or other internal or external stakeholders. How well this news is delivered can affect employee relations as well as public perceptions.

Review the following scenario:

   A new company claims it manufactures the best dog food in the market. It employs around 250 people worldwide. After six months in business, one of the company’s brands is found to contain harmful bacteria. Overnight, reports start pouring in from all over the country about pets falling sick, some critically. The company wants to communicate with its stakeholders through a memo before major news channels start to cover the disease.     

Assume that you are an assistant to the company’s chairperson. Based on your analysis of the scenario and using the reading material covered in this module, draft two memos for the chairperson. One memo should address the board of directors and the other the company’s employees.

Make assumptions about whether it is the food product that has bacteria or if there is another explanation for the pets’ sickness.

Write 2 full pages

 
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Leadership Assignment Ii Sbs Mba Msc Student Id Unit Title Unit Code Name In Ful

CASE 1

Kathy McCarthy was the manager of a production department in Alvis Corporation, a firm that manufactures office equipment. The workers are not unionized. After reading an article that stressed the benefits of participative management, Kathy believed that these benefits could be realized in her department if the workers were allowed to participate in making some decisions that affect them. Kathy selected two decisions for an experiment in participative management.

The first decision involved vacation schedules. Each summer the workers are given two weeks’ vacation, but no more than two workers can go on vacation at the same time. In prior years, Kathy made this decision herself. She would first ask the workers to indicate their preferred dates, then she considered how the work would be affected if different people were out at the same time. It was important to plan a vacation schedule that would ensure adequate staffing for all of the essential operations performed by the department. When more than two workers wanted the same time period, and they had similar skills, she usually gave preference to the workers with the highest productivity.

The second decision involved production standards. Sales had been increasing steadily over the past few years, and the company recently installed some new equipment to increase productivity. The new equipment would make it possible to produce more with the same number of workers. The company had a pay incentive system in which workers received a piece rate for each unit produced above a standard amount. Separate standards existed for each type of product, based on an industrial engineering study conducted a few years earlier. Top management wanted to readjust the production standards to reflect that fact that the new equipment made it possible for the workers to earn more without working any harder. The savings from higher productivity were needed to help pay for the new equipment.

Kathy called a meeting of her 15 workers an hour before the end of the work day and explained that she wanted them to discuss the two issues and make recommendations. Kathy figured that the workers might be inhibited about participating in the discussion if she were present, so she left them alone to discuss the issues. Besides, Kathy had an appointment to meet with the quality control manager. Quality problems had increased after the new equipment was installed, and the industrial engineers were studying the problem in an attempt to determine why quality had gotten worse rather than better. When Kathy returned to her department just at quitting time, she was surprised to learn that the workers recommended keeping the standards the same. She had assumed

they knew the pay incentives were no longer fair and would set a higher standard. The worker speaking for the group explained that their base pay had not kept up with inflation and the higher incentive pay restored their real income to its prior level.

On the vacation issue, the group was deadlocked. Several of the workers wanted to take their vacations during the same two week period and could not agree on who should go. Some workers argued that they should have priority because they had more seniority, while others argued that priority should be based on productivity, as in the past. Because it was quitting time, the group concluded that Kathy would have to resolve the dispute herself. After all, wasn’t that what she was being paid for?

Answer all the questions (3 x 10=30marks)

1. Were the two decisions appropriate for a group decision procedure?

2. What mistakes were made in using participation, and what could have been done to avoid the difficulties the manager encountered?

3. Were these two decisions appropriate ones for introducing participation into the department?

CASE 2

Marsha Brown was the new manager of a suburban office of Metro Bank. The branch office was experiencing low morale and lower productivity than expected. One of the difficulties was that the office served as an informal training center for young managers. New hires who needed experience as loan officers or assistant branch managers were assigned here for training. When they reached a certain level of competence, they were promoted out of the branch office. This practice was demoralizing to the less mobile tellers and other assistants, who felt exploited and saw no personal reward in “training their boss.” After some checking with her boss and other people at corporate headquarters, Marsha concluded that it would be impossible to change this program. Her branch was one of those considered to be essential for executive development in Metro Bank. During her first few months on the job, Marsha got to know her employees quite well. She reviewed performance records and met with each employee in the branch to talk about the person’s career aspirations. She learned that many of her employees were quite capable and could do much more than they were presently doing. However, they had never seen themselves as “going anywhere” in the organization.

Marsha searched for a unique vision for the branch office that would integrate the needs of her employees with the objectives of the executive development program, and in the process better serve the bank’s customers. She formulated the following strategic objective: “To be the branch that best develops managerial talent while still offering quality customer service.” From this decision flowed a series of actions. First, Marsha declared that development opportunities for growth would be open to all, and she initiated a career development program for her employees. For those who wanted career advancement, she negotiated with the central training department for spaces in some of its programs. She persuaded the personnel department to inform her regularly about job openings that might interest her employees, including those not involved in the executive development program. Next, she built rewards into the appraisal system for employees who helped others learn, so that even those who did not aspire to advance would get some benefit from contributing to the new objective. To provide adequate backup in service functions, she instituted cross-training. Not only did this training provide a reserve of assistance when one function was experiencing peak workloads, it also contributed to a better understanding of the policies and procedures in other functions. Marsha also used developmental assignments with her own subordinate managers. She frequently had the assistant managers run staff meetings, represent the branch office at corporate meetings, or carry out some of her other managerial responsibilities.

The changes made by Marsha resulted in major gains. By repeatedly stressing the strategic objectives in her words and actions, she gave the branch office a distinctive character. Employees felt increased pride and morale improved. Some of the old-timers acquired new aspirations and, after developing their skills, advanced into higher positions in the bank. Even those who remained at the branch office felt good about the advancement of others, because now they saw their role as crucial for individual and organizational success rather than as a thankless task. The new spirit carried over to the treatment of customers, and together with the increased competence provided by cross training, it resulted in faster and better service to customers.

Answer all the questions (3 x 10=30marks)

1. What leadership behaviours did Marsha use to change the branch office and motivate employees?

2. Describe Marsha’s vision for her branch office of the bank.

3. Do you think Marsha should be classified as charismatic, transformational, or both

 
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Leaders And Managers In Today S Ever Changing Business World Are Frequently Chal

Leaders and Managers in today’s ever-changing business world are frequently challenged with leading and managing major organizational change as well as dealing with and managing smaller units of organizational change, and most challenging is often developing strategies and tactics to most effectively deal with individual and group resistance.  Resistance to change is a major challenge, yet there are ways to effectively address and deal with resistance and ultimately achieve and sustain change.

Assignment:  You are a Director level leader within a large organization.  You have been assigned to the Change Leadership Team by Senior Leadership to develop a major organizational change plan; to Lead the Change Team as the plan is implemented across the organization; to provide on-going guidance to Senior Leadership as the plan is being implemented; and to develop a means to assure the changes realized are sustained going forward. 

Consider the guidance provided in the two articles and the UTube video by John Kotter regarding resistance to change.  Provide a comprehensive well thought out response to the following questions:

Managing Your Own Resistance to Change:

Although you have been named as part of the Change Team and assigned the role of Leading the Change team, as you learn more and more about the forthcoming changes, you find yourself resisting the changes.  You have learned the major change will include a major workforce reduction, re-organization of several major functions, the transfer and movement of people, the addition of some new outside leaders, and for a portion of the organization, the addition of automation to replace people.  You are finding these changes difficult to accept. 

How will you self-manage to most effectively deal with your own resistance to change?  How will you manage your emotional state of mind and the associated behaviors in a way that does not negatively affect your Change Team or impact the rest of the organization?  What are some specific techniques you can use to self-manage your resistance in the most productive way? 

Managing Team Members Resistance to Change:

While dealing with and self-managing your own resistance to change you are finding that several of your change team members are also very concerned about the forthcoming changes, and are clearly resisting the changes.  You know that you must find a way to help your team members also self-manage their own resistance and ultimately get your Change Team aligned and moving forward in a productive manner, given the critical importance and urgency of the changes.

What actions will you take with you team?  What specific actions will you take with each team member?  How will you get their buy-in and support for the changes going forward?  How will you help your team sustain a positive and productive approach with themselves and with their team members?   And how will you assure that they are effectively influencing a positive and productive approach with individuals across the organization?

Managing Workforce Resistance to Organizational Change:

As you work to self- manage and to help your change team also manage their respective resistance to the forthcoming changes in the most productive manner, you must also provide the necessary leadership working with Senior Leadership to address resistance across the workforce

How will you manage this challenge?  What specific actions will you take as the Team Leader in working with Senior Leadership.  Remember, the Organizational Change initiative is owned by the CEO and her Senior Leadership Team, as the Change Team Leader, part of your responsibility is to advise and guide Senior Leadership – What will you do? How will you guide Leadership to achieve effective implementation of the change plan?   And to assure a positive productive change?

Guidance:   There is no minimum or maximum number of pages or words for your paper – the key is to effectively answer the questions.  Remember in business provide a meaningful, concise and precise answer.  Volume is not of value, meaningful content is.

Resources:

You Tube:  John Kotter – Resistance to Change: John Kotter – Resistance to Change 

 https://youtu.be/Wdroj6F3VlQ 

Article: Steve Bell –  Resistance to Change (Attached)

Article:  Torben Rick – Top 12 Reasons Why People Resist Change (Attached)

 
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Leadership And Power 6

Create a 15- to 20-slide Microsoft® PowerPoint® presentation on the interaction and influence among leadership tactics according to the following criteria:

  • Explain power and compare how it relates to leadership
  • Analyze the five sources of power
  • Summarize the relationship between influence and power
  • Determine how relationships between leaders and staff affect influence and power

Cite a minimum of two references other than the text.

Format your assignment consistent with APA guidelines.

 
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Leadbelly Co Sells Pencils In A Perfectly Competitive Product Market And Hires W 1

Leadbelly Co. sells pencils in a perfectly competitive product market and hires workers in a perfectly competitive labor market. Assume that the market wage rate for workers is $150 per day. a. What rule should Leadbelly follow to hire the profit-maximizing amount of labor? b. At the profit-maximizing level of output, the marginal product of the last worker hired is 30 boxes of pencils per day. Calculate the price of a box of pencils.

 
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Leadership And Managingthis Week You Reflected Upon The Difference Between A Man

Leadership and Managing

This week you reflected upon the difference between a “manager” and a “leader” and discussed this concept with your classmates and professor in the discussion board. In a written essay please answer the following questions:

  • What are the differences between leaders and managers? What characteristics are similar and what are different?
  • Provide a total of three examples. First, someone who has great managerial skills. Second, another individual with great leadership skills. Third, another person with poor managerial skills. These can be made up individuals or examples you have seen without any identifying information. Discuss how the staff of each individual would be affected by the skills of the leader/manager. Minimum of 1600 words, three scholarly references in APA style writing which include running head.
 
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Lead To Greenleaf S Theology Of Institutions Becoming A Viable Model For Making

What could lead to Greenleaf’s theology of institutions becoming a viable model for making societal change? What stands in the way of this idea being achievable?

Class: PSC-410-O500

Course: Servant Leadership

Greenleaf’ TheologyWhat could lead to Greenleaf’s theology of institutions becoming a viable model for makingsocietal change?ExplanationsSome of the elements that could drive the institution…

 
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