Humanities: Assignment Two

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Humanities: Assignment Two

UNIT 2

(Humanities: Assignment Two)

Student Name: ______________________________________________

(Your NAME must be exactly as it is on the roll in e campus and in WEBCOM2)

 

Your Section Number _____________ (you must enter your section number)

 

The Unit 2 Assignment 2: Unit Two in the Textbook. ONLINE HUMA 1315 send this to professor through WEBCOM 2

 

DIRECTIONS: The assignment is in WORD. Save the document to your computer and write your answers in the spaces given. You may change the spacing as needed. You are also asked to just write what your thoughts are and what you think such as your own opinion for some answers for some questions.

 

NOTE: Turn in assignments using WEBCOM2 Internal Messages found under MENU in the top left corner of the site. You may either attach your Word file or copy and paste your entire submission in the message box. Be thorough in your answers. You should use the Textbook, Essential Humanities third edition and/or the Study Guide. The Study Guide is not mandatory; however, it is there for your enrichment. The Study Guide is in WEBCOM 2 in the tab labeled Student Resources. You may also want to use additional information for any assignments from the Internet. If you do, please remember to cite your source at the end of your answer. If you add additional information from the Internet, this is great, but you must cite sources. This applies to photos as well. (Remember that SLO and ULO are for evaluator and for this course to be certified and you do not have to do anything with them. However, they show that the assignments are aligned with the text, WEBCOM 2 and with the test questions.)

When completing your assignment questions, you should use the text for your answers. You may also want to look at the WEBCOM 2 website and the PowerPoints related to the great artists and individuals mentioned in Unit II, and the colored timeline. The timeline shows historical periods. These are available in the Student Resources’ tab. Do not worry about timeline dates being exact. Different sources give different dates depending upon who wrote the timeline. Dates also overlap with time periods, so dates are sometimes given as “approximate dates”. Subject in a question means what it is about. Answer all the following questions: (Humanities: Assignment Two)

Humanities: Assignment Two

 

1. Explain what makes Giotto an important artist and why many historians consider him important in history?

 

 

 

Why is Giotto considered a “transitional” artist? (SLO2: ULO 2.3)

(EXPLAIN WHAT MAKES HIS WORK SIGNIFICANT IN YOUR TWO ANSWERS FOR #1)

 

 

 

2. Distinguish what subject matter the artist, Johannes Vermeer painted during the Baroque Period in Holland? Refer to textbook appendix for visuals. (SLO 1: ULO 1:3; SLO 2, ULO 2.2) You should also write about what you think about his paintings.

 

EXPLAIN WHAT HIS PAINTING WERE ABOUT SUCH AS WHAT WAS IN HIS PAINTINGS?

 

 

 

 

 

3. Pieter Brueghel’s work is unique for his time. Examine the cultural heritage of the people in his paintings. Refer to textbook appendix for visuals. (SLO 2: ULO 2.2, 2.4; SLO 3: 3.2) EXPLAIN WHAT HIS PAINTING WERE ABOUT SUCH AS WHAT WAS IN HIS PAINTINGS?

 

 

 

 

 

4. Leonardo da Vinci’s painting known to us today as the Mona Lisa is his most famous work, however, he was active in many other fields. Give examples of how his background influenced his productivity. (SLO 3: 3.2, 3.3)

EXPLAIN SOME TYPES OF INVENTIONS

 

 

 

 

 

 

5. Review the types of work that Michelangelo Buonarrotti (Michelangelo) created and describe a minimum of two of his major works and how they fit into the Renaissance period. Refer to textbook Unit 2 (and Unit 3, p. 129) and the appendix for visuals. (SLO 1: ULO 1.3; SLO2: 2.2; SLO3, 3.3) He usually went by just Michelangelo. Please be thorough in your descriptions of his work.

 

1. A major work (Title):

 

Description of the work:

 

 

 

 

 

 

 

2. A major work (Title):

 

Description of the work:

 

 

 

 

6. Francisco de Goya’s health conditions and the political pressure at his time influenced the subjects for his prints, paintings, and the etchings.

Summarize what you learned about his etchings, “The Disasters War”, and, or the painting about the execution scene, titled, “The Execution of the Citizens of the Third of May”. (Refer to textbook appendix for visual or look it up in the internet). (SLO 2: ULO 2.4; SLO3: ULO 3.2)

EXPLAIN ANSWER FULLY

 

 

 

 

 

 

 

 

 

7. Jackson Pollock’s art style is referred to as Abstract-Expressionism. Explain his use of elements such as line and color in his artwork and explain how he was able to express strong emotional responses through to his audience. (SLO2: ULO 2.3)

EXPLAIN ANSWER FULLY

 

 

 

 

 

 

 

8. At age 27, when Vincent van Gogh left Holland to stay with his brother in Paris, his color palette changed from his early dark brown tones to very bright intense colors. (such as bright yellow and blue) What did you find interesting about his life and write about some of the factors that you think may have had an impact on his art works? (SLO 2: ULO 2.4) For example, when he went to Paris, he saw new paintings by Impressionist artists who used pure colors. These artists did not add brown and mix it with green, orange or blue. (Humanities: Assignment Two)

(You may use other sources also but if you do you must give your source or sources other than the text.)

 

9. Identify the main four types of printmaking processes discussed in the text and define each

There are four processes (methods) mentioned. (SLO2: ULO 2.3)

Directions for his questions: Name of a process of how the artist does the print in their studio and name the art work. (which the product is)

For example, Intaglio is a process or method and the product is an etching.

Name each of the 4 processes mentioned in the book. Explain what they are by reading information from the text and or study guide.

 

List the types of prints and the define the process and name the product or art work below:

a.

b.

c.

d.

Information about Printmaking

*If you want to invest in prints you want to buy the first or the last. For example,

25/25, 1/25, 1/25, 1/50, 50/50, 1/500, 500/500, 1/200, 200/220

Important Information about PRINTS:

(An edition is either 5 or 15 or 25 or 100 etc. pieces of all the same. In other words, the artist makes the prints all of the

Same quality. They all must be the same in the edition .

 

10. Identify a minimum of 3 major factors that influenced the 3 following individuals’ lives while they did their work.

Refer to Unit 2. Be thorough. Discuss what affected them and what influenced their work. (SLO 2: ULO 2.4) You may use other sources but if you do then give source/s.

 

Rembrandt Van Rijn

 

A. Influence/s identified:

 

B. What do you think influenced this artist and you may want to include names of work/s.

 

Katsushika Hokusai

 

A. Influence/s identified:

 

B. What do you think influenced this artist and you may want to include names of work/s:

 

Louis Armstrong

 

A. Influence/s identified:

 

B. What do you think were some major influences in this musician’s life to help him create?

 

11. Matching: Select the correct artist or architect. Write in the correct name of artist in the blank below the work: (SLO 3: ULO 3.5)

Figure 1 Landscape. Scene with dark green cypresses to the left painted using flowing broad strokes. A city in blue tones to the right bottom of the painting blends into the blue mountains behind the city and darker mountains in the distance. The sky is blue with swirls and yellow blotches and circular sun in yellow tints to the top right. (Humanities: Assignment Two)

 

_________________________________________________________________________

A. Frank Lloyd Wright

B. Vincent van Gogh

C. Pablo Picasso

 

 

 

Figure 2 Grayscale painting of a war scene. To the right, a bull’s head and upper body. Below a human face with open mouth facing upward to the bull. The body appears to be of female holding a child hanging limp in her arms. Below is a shape of a man’s head and various body parts. A horse’s head is in the center of the painting. Open mouth. Teeth shown. A horse’s tail is to the left above the body parts. Center top has a sun shape with a lightbulb inside. To right more body parts, faces and to the very right a shape of a person facing up with mouth open and arms stretched upward. (Humanities: Assignment Two)

_________________________________________________________________________

A. Frank Lloyd Wright

B. Vincent van Gogh

C. Pablo Picasso

 

 

Figure 3 A photo of a building. The terraced house is located over a waterfall coming out over some yellow-greenish rocks. Green trees are to the right and left and above the house emdedding it in greenery. The house has two terraced levels above the waterfall. The platforms are in pale yellow tones and the indoor area is within a glassed area with brown structural framwork. The upper level is a balcony with two people. To the center into the greenery the building chimney and another part of the building stand tall in pale beige stone and the brown framework with glass window. The planes are symmetrical.

_________________________________________________________________________

 

A. Frank Lloyd Wright

B. Vincent van Gogh

C. Pablo Picasso

 

 

Figure 4 Painting of six Caucasian men in dark robes and with white rectangular collars. Four have blond shoulder length hair, two somewhat shorter. Four of them have moustaches, one a goatee beard. Five of the six men wear top hats with broad rims. A sixth man in the back does not wear a hat. To the left a wooden chair and one of the men appears to be rising from this. In the center a table cloth in yellow and orange colors and a book or document with white pages. This appears to be the center of their focus, however, all men are facing the viewer. The wall behind the men is wooden panel and flat semi-smooth wall. The panel wall color is beige, green, brown and the wall color is beige, yellow and pale greenish. (Humanities: Assignment Two)

_________________________________________________________________________

 

A. Sir Peter Paul Rubens

B. Raphael Sanzio

C. Rembrandt

 

 

 

Figure 5 Figure 6 Painting of woman holding a baby cradled with her left arm. The woman has dark brown hair drawn back into a bun. Her left cheek is touching the baby’s right cheek. The baby is plum, has red cheeks, yellow-brown, slightly curled hair and holds the left hand to the mouth, palm facing the viewer, and the right arm almost touching the woman’s right cheek. The baby is facing the viewer and is dressed in white. The painting is upper body of the woman who is wearing white and a pale pink-organge pastel tone apron. The background behind the pair is green. Detailed painting with pastels and softness. (Humanities: Assignment Two)

__________________________

 

A. Paul Gauguin

B. Raphael Sanzio

C. Mary Cassatt

 

 

 

Figure 7 Mural. A park scene. 36+ people. Men and women. Caucasians, blacks, Hispanics. Adults, children. Centered is a couple. Man in dark suit and with a brown walking cane. The woman to his right wears a beige dress with a fur collar. Her face is a skeleton under a huge bonnet hat. There is a man in a dark brown suit asleep on a green park bench to the left. A bunch of colorful balloons float to the left in the mural. A larger balloon reads RM to the right if the center. Brown, swaying tree stems and green and yellow leaves. A building in the far back right has a cupola roof and a man with a large Mexican hat on a horse to the very right holds a rifle. A little bit of blue sky is seen in the mid center back of the painting. (Humanities: Assignment Two)

_________________________________________________________________________

 

A. Paul Gauguin

B. Raphael Sanzio

C. Diego Rivera

 

 

 

Figure 8 A feudal landscape scene. Dark bluish and white/gray storm clouds in the distant back are broken up to a clearer sky in places. Distant black hills center the back of the image. A town towers on top of a green hill to the right with a gray town and a town wall moving down toward center left of the painting culminating in a bridge over a river. The green-blue waterway moves toward center front in the image. Trees, and green grass flank the river in the foreground. (Humanities: Assignment Two)

 

_________________________________________________________________________

 

A. Michelangelo

B. El Greco

C. Diego Rivera

 

 

 

Figure 9 Sculpture of a woman in rich drapes holding a dead man in her lap as if he were a child. The woman’s face is serene bent slightly down as she faces down his midsection with closed eyes. Her head is proportionally much smaller than her body. The man’s head is to the left in her arms. He is thin and only wearing some cloth around his hips. The work is of white marble and shows classical beauty. (Humanities: Assignment Two)

_________________________________________________________________________

 

 

A. Michelangelo

B. El Greco

C. Diego Rivera

 

 

 

Figure 10 This mural shows thirteen men, seen from the front, at a large rectangular table with a white table cloth. Food is served at the table. To the very right in the painting, three men discuss between them. One wears a blue robe facing right toward the other two in eager discussion but holding his arms toward the center where one man sits serenely with his arms spread out over the table. Between the center man, who wears a red and blue robe, and the three right men, three men lean toward the center man using body language and their hands. One of the men, wearing a greenish tunic, appears taken aback. To the very left of the picture are three more men facing toward the man in the center. One is wearing blue, one beige, and one beige and blue. To the right of these men are another three men in blue tunics. Two of them leaning to the left and one man with a white beard leaning toward the center. The scene is set in a room with blue-gray walls to the left and center and a beige wall to the right. The back wall has two windows and a door opening toward a distant landscape. (Humanities: Assignment Two)

 

_________________________________________________________________________

 

A. Michelangelo

B. El Greco

C. Leonardo da Vinci

References

https://www.artnews.com/list/art-news/artists/who-was-giotto-di-bondone-1234686429/

 
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Strategic Management Concepts Assessment

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Strategic Management Concepts Assessment

(Strategic Management Concepts Assessment)

Question 1 2.5 / 2.5 points

Which of the following is NOT one of Miles and Snow’s adaptive strategies?

Question options:

Defender

Prospector

Cost leader

Analyzer

Question 2 2.5 / 2.5 points

In Porter’s cost leadership strategy, the main goal of the cost leader is to have the lowest ________ in the industry.

Question options:

profits

prices

costs

products

Question 3 2.5 / 2.5 points

________ refer(s) to the process of creating and providing goods and services.

Question options:

Marketing

Production-operations

High-performance work practices

Information system

Question 4 2.5 / 2.5 points

If Mr. Carol wanted to introduce high-performance work practices in his organization, which of the following practices would he adopt?

Question options:

Centralized decision making

Fixed job assignments

Limited communication

Self-managed work teams

(Strategic Management Concepts Assessment)

Question 5 2.5 / 2.5 points

When an organization competes by providing unique products with features that customers value, perceive as different, and are willing to pay a premium price for, it is using a strategy of:

Question options:

cost leadership.

focus.

differentiation.

niche.

Question 6 2.5 / 2.5 points

Which of the following is a possible production-operations management strategy?

Question options:

Selective specialization

Inventory management systems

User positioning

Market logistics

Question 7 2.5 / 2.5 points

The ________ point(s) to the strategic issues organizational decision makers need to address in their pursuit of sustainable competitive advantage and high levels of performance.

Question options:

portfolio analysis

distinctive capabilities

strengths

SWOT analysis

Question 8 2.5 / 2.5 points

The ________ works hard to establish brand loyalty.

Question options:

differentiator

cost leader

defender

reactor

Question 9 2.5 / 2.5 points

The marketing mix is commonly known as the

Question options:

4Ps

5Ps

7Ss

4Ss

(Strategic Management Concepts Assessment)

Question 10 2.5 / 2.5 points

The role of top-level decision makers in the strategic management process is to:

Question options:

establish the overall operational goals.

develop the overall goal that the organization hopes to achieve.

establish functional strategies.

supervise line managers.

Question 11 2.5 / 2.5 points

________ is when organizations battle or vie for some desired object or outcome.

Question options:

Competition

Strategy

Goal

Objective

Question 12 2.5 / 2.5 points

Francesca has had a higher than desirable level of server turnover in her restaurant. She decided that she needs to pay better attention to which strategies?

Question options:

Marketing

Human resources

Information

Financial-accounting

Question 13 2.5 / 2.5 points

The ________ strategy is one in which an organization continually innovates by finding and exploiting new product and market opportunities.

Question options:

prospector

defender

analyzer

reactor

(Strategic Management Concepts Assessment)

Question 14 2.5 / 2.5 points

Which of the following is included under the product functional strategies?

Question options:

Supervision

Management

Marketing

Leadership

Question 15 2.5 / 2.5 points

When a company builds a profitable business by “stealing” ideas from other successful peers, it is following a(n) ________ strategy.

Question options:

prospector

defender

analyzer

reactor

Question 16 2.5 / 2.5 points

Designing which of the following systems involves making sure we have the information we need, when the information is needed, and in the form needed?

Question options:

Marketing

Human resources

Information

Financial-accounting

(Strategic Management Concepts Assessment)

Question 17 2.5 / 2.5 points

One of the two strategic decisions most associated with the organization’s information system is:

Question options:

optimum equity mix.

creating an approved vendor list.

selecting the correct marketing mix.

the choice of system technology.

Question 18 2.5 / 2.5 points

One factor that would lead to high-performance work practices is

Question options:

using contingent pay.

forming problem-solving groups.

conducting attitude surveys.

All of the answer choices are correct.

Question 19 2.5 / 2.5 points

Product design strategies typically involve an organization’s ________ functional area.

Question options:

finance

R&D

accounting

HR

Question 20 2.5 / 2.5 points

The ________ strategy is one in which an organization continually innovates by finding and exploiting new product and market opportunities.

Question options:

prospector

defender

analyzer

reactor

Online Exam 7

Question 21 2.5 / 2.5 points

Efficiency is:

Question options:

the organization’s ability to complete or reach goals.

a specific measure, typically used in the production-operations-manufacturing area, of how many inputs it took to produce outputs.

the ability of the organization to minimize the use of resources in achieving organizational goals.

the search for the best practices from other leading organizations.

(Strategic Management Concepts Assessment)

Question 22 2.5 / 2.5 points

One of the risks associated with a horizontal integration strategy is:

Question options:

a potential violation of antitrust laws.

exponential growth.

increased market exposure.

increase in sales.

Question 23 2.5 / 2.5 points

The types of renewal strategies include:

Question options:

retrenchment strategy.

turnaround strategy.

diversification strategy.

retrenchment and turnaround strategies.

Question 24 2.5 / 2.5 points

The ________ strategy is one in which the organization maintains its current size and current level of business operations.

Question options:

stability

concentration

diversification

backward integration

Question 25 2.5 / 2.5 points

Examples of portfolio analyses include:

Question options:

the BCG matrix.

the McKinsey-GE stoplight matrix.

the product-market evolution matrix.

All of the answer choices are correct.

Question 26 2.5 / 2.5 points

Diversifying into a completely different industry from the organization’s current operations is referred to as:

Question options:

concentric diversification.

vertical diversification.

conglomerate diversification.

horizontal diversification.

(Strategic Management Concepts Assessment)

Question 27 2.5 / 2.5 points

One of the major disadvantages of the McKinsey matrix is that of:

Question options:

simplicity.

uniqueness.

subjectivity.

All of the answer choices are correct.

Question 28 2.5 / 2.5 points

Related diversification is ________ unrelated diversification.

Question options:

less effective than

more effective than

just as effective as

less profitable than

Question 29 2.5 / 2.5 points

A business unit with low relative market share and low industry growth rate is referred to as a:

Question options:

dog.

cash cow.

cat.

question mark.

Question 30 0 / 2.5 points

All of the following are reflective of restructuring efforts except:

Question options:

spin-off.

liquidation.

reengineering.

cost cutting.

Question 31 2.5 / 2.5 points

The _______ strategy establishes the overall direction that the organization hopes to go.

Question options:

business

functional

corporate

competitive

Question 32 2.5 / 2.5 points

The main causes of corporate performance include all the following except:

Question options:

inadequate financial controls.

uncontrollable costs or too high costs.

new competitors.

underexpansion or too slow growth.

Question 33 2.5 / 2.5 points

A concentration strategy:

Question options:

does not enable an organization to become very good at what it does.

cannot cause the organization to become vulnerable to industry and other external environmental shifts.

allows the firm to diversify into new industries.

is a growth strategy in which the organization concentrates on its primary line of business and looks for ways to meet its growth objectives through expanding its activities or operations in its core business.

(Strategic Management Concepts Assessment)

Question 34 2.5 / 2.5 points

________ are usually “friendly.”

Question options:

Mergers

Acquisitions

Takeovers

Buyouts

Question 35 2.5 / 2.5 points

Developing different uses for a product is an example of a ________ concentration option.

Question options:

product-market diversification.

market development

product-market exploitation

product development

Question 36 2.5 / 2.5 points

Mr. Wilson is thinking about concentrating on his primary line of business, Italian furniture, and looking for ways to meet its growth goals by expanding its core business. Which of the below strategies is Mr. Wilson following here?

Question options:

International

Vertical integration

Diversification

Concentration

Question 37 2.5 / 2.5 points

Both the product-market evolution and McKinsey matrices have the disadvantage of:

Question options:

simplicity.

complexity.

individuality.

subjectivity.

(Strategic Management Concepts Assessment)

Question 38 2.5 / 2.5 points

Mr. Wilson, a successful importer of Italian furniture, is considering combining operations by exchanging stock with a competitor, Italian Delights, to create a new store, Supremo Italiano. Which of the following growth strategies is Mr. Wilson following here?

Question options:

Merger

Acquisition

Hostile takeover

Internal development

Question 39 2.5 / 2.5 points

Starting a business from the ground up is referred to as:

Question options:

product development.

market development.

strategic development.

internal development.

Question 40 2.5 / 2.5 points

A long-term contract is usually an agreement between:

Question options:

two organizations in the same industry.

an organization and its suppliers.

two organizations in unrelated industries.

a domestic and international organization.

 
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Barriers to Work-Life Balance

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Barriers to Work-Life Balance

(Barriers to Work-Life Balance)

Analysis

Barriers in achieving work-life balance

Implementing work-life practices for organizational effectiveness may be compromised by lack of use of these practices. Research conducted amongst organizations in the UK suggests that employees often remain unaware of their work-life entitlements following the implementation of work-life balance practices (Kodz et al, 1998). For example, in a survey of 945 employees in six different organizations across three sectors of employment (local government, supermarkets, and retail banking), it was found that 50% of employees were unaware of the family-friendly practices offered by their organizations (Yeandle et al 2002).

Barriers to Work-Life Balance

Five distinct aspects of work-life culture have been identified from previous studies (McDonald et al 2005), all of which should be considered by organizations when attempting to improve employees’ work-life balance. These are outlined below:

  1. Managerial support is consistently emphasized in discussions and studies as a factor influencing work-life balance. Managers play an important role in the success of work-life programs because they are in a position to encourage or discourage employees’ efforts to balance their work and family lives. Where supervisors enthusiastically support the integration of paid work and other responsibilities, employees will be more likely to take up available work-life programs. On the other hand, it has been suggested that even in ‘family-friendly’ organizations, managers may send negative signals indicating that the use of flexible benefits is a problem for them, their colleagues and the organization as a whole (Hudson Resourcing, 2005).

  2. Career consequences: The second factor associated with a barrier to the successful implementation of work-life practices is the perception of negative career consequences. In a study of 463 professional and technical employees in biopharmaceutical firms, Eaton (2003) found that the provision of work-life practices improved employees’ organizational commitment, but only to the extent that employees felt free to use the practices without negative consequences to their work lives—such as damaged career prospects. Similarly, Cunningham (2001) cites an American Bar Association report that although 95% of American law firms have a part-time employment policy, only 3% of lawyers have used it due to fear of career derailment. The perception that using work-life balance practices will have a negative impact on their career prospects appears to be a powerful demotivator for employees’ use of these practices (Kodz, Harper, Dench, 2002).

  3. Organizational time expectations: Another factor that influences the uptake and overall supportiveness of work-life policies is organizational time expectations—the number of hours employees are expected to work; how they use their time (e.g., whether employees are expected to take work home). In several studies, however, long working hours have been identified as a signal of commitment, productivity and motivation for advancement. One study, based on interviews with engineers in a Fortune 100 company in the US, concluded:
    “If one is to succeed, one has to be at work, one has to be there for long hours, and one has to continuously commit to work as a top priority. To be perceived as making a significant contribution, productivity alone is not enough. One has to maintain a continual presence at work.”
    This is particularly the case in organizations with “presenteeism” cultures, where those who succeed are the ones who come in early and stay late as a matter of course. Known as “face time,” being visibly at the workplace, often for long hours, is seen as a sign of commitment, loyalty, competence and high potential (Beauregard and Lesley 2008), but also is seen as a major barrier to achieving work/life balance.

    Employees who do not give the maximum amount of time possible to the organization are often defined as less productive and less committed, and are therefore less valued than employees working longer hours. We consider that the shift to evaluating performance on the basis of outputs rather than time spent physically at the workplace is, however, an essential part of developing a culture that supports work-life balance. It is very difficult to implement flexible work arrangements in organizations where the focus is on hours rather than output, and presence rather than performance. This means that organizations that want to increase work-life balance need to introduce new performance measures that focus on objectives, results and output. To do this, they need to reward output not hours and what is done, not where it is done. They also need to publicly reward people who have successfully combined work and non-work domains and not promote those who work long hours and expect others to do the same.

  4. Gender perceptions: Perceptions that work-life policy is developed only for women are the fourth factor related to their use. A review of men’s use of family-friendly employment provisions argues that barriers to men’s use arise from three major sources. First, the culture of many workplaces casts doubt on the legitimacy of men’s claims to family responsibilities. Second, the business environment imposes competitive pressures to maintain market share and increase earnings. Third, the domestic organization in employees’ own homes often precludes men from taking up available work/life options. Some work-life provisions, such as paternity leave, are intended specifically for men and aim to foster a greater sharing of responsibilities between men and women. Thus, encouraging more men to use opportunities for flexible work is important, but clearly this requires a supportive work environment as well as changes in attitudes and expectations in the wider community.

  5. Co-worker support: An increasing amount of evidence shows that workers who make use of work-life practices suffer negative perceptions from colleagues and superiors. An experiment (Beauregard & Lesley, 2008) found that employees who used work-life balance practices were perceived by co-workers as having lower levels of organizational commitment, which was thought to affect the subsequent allocation of organizational rewards such as advancement opportunities and salary increases. Some staff that use flexible arrangements have reportedly experienced a “family‑friendly backlash” or resentment from co-workers. In other organizations, employees without dependent care responsibilities (in this paper, defined as time spent performing childcare, eldercare or care for a disabled dependent) interpret “family friendly” as favoritism and complain that they are being “unfairly” or inequitably treated. We consider that such employees feel that their colleagues with childcare or eldercare responsibilities are “getting away with less work” and that the needs of childless employees are being ignored, but this kind of attitude should be changed. This backlash against “family friendly” makes it harder for organizations who wish to address the issue.

In conclusion regarding such perceptions, it is therefore not surprising why work-life practices tend to be underused by male employees, single employees and career-oriented mothers; and that apprehension of negative career consequences for using practices has been associated with increased levels of work-life conflict.

Barriers to Work-Life Balance

Conclusions

Changing demographics are behind the move to embrace work-life programs. The decline of the traditional family, an increase in dual-career couples, and a rise in the number of single parents mean that employees are juggling more responsibilities outside work. In conclusion, we want to enhance that everyone benefits from good practice in work-life balance. For instance: business, through easier recruitment, improved retention, and easier service delivery; the economy, as the labour market grows more skilled and experienced people are available to work; parents and carers, who can spend quality time at home as well as providing financial support through work; people with disabilities, through improved access to work; and the workforce generally, where they are better able to balance their work with other aspects of their lives.

The more control employees feel they have over their lives, the more able they are to balance work and family. An overall conclusion of much of the research is that work-life balance practices are most effective when they enhance employees’ autonomy and increase their capacity to perform well in work and in family situations.

In summary, a successful convergence between work and non-work aspects can be a win‑win situation for employees and employers alike. The ability to achieve satisfying experiences in all life domains enhances the quality of personal relationships and a range of organizational outcomes. Availability and use of work-life balance practices, when provided in the context of supervisor and organizational support, can reduce work-life conflict and increase positive appraisals of one’s organization. These effects are often associated with employee attitudes such as increased job satisfaction and enhanced control over their work schedule. The results are: reduced absenteeism, reduced intent to turnover, lower job stress levels and work-life conflict, and increased productivity. A lower turnover intention means: lower recruitment and training costs, increased retention of valuable employees, and increased organizational commitment and loyalty. All of these aspects are associated, in turn, with cost savings, higher customer satisfaction and implicitly higher levels of organizational performance.

This article argues that building an organizational culture which supports work-life balance is a long‑term process for large organizations. It involves changing the way people think and talk about their work and about work-life balance so that using flexible working options and other work-life initiatives becomes accepted and normal for everyone regardless of their gender, seniority within the organization, or personal commitments.

 
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Health Care Policy and Determinants

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Health Care Policy and Determinants

(Health Care Policy and Determinants)
Part 1: The Importance of Health Care Policy and Its Impact on Determinants

Health care policy plays a critical role in shaping health outcomes and ensuring equitable access to health services. Policies guide the allocation of resources, regulation of providers, and delivery of care. Health care determinants—such as socioeconomic status, education, environment, and access to care—are heavily influenced by these policies. For instance, a policy expanding Medicaid eligibility directly improves access to health care services for low-income populations, positively affecting their health outcomes. Additionally, health care policy influences preventive care efforts, insurance coverage, and public health programs. Through well-crafted policies, disparities in health care delivery and outcomes can be addressed effectively. Therefore, policies not only serve as administrative tools but also as instruments for social justice and public health improvement.

Part 2: Health Care Policy Forms Chart

Identify the four different forms of health care policy Identify an example of each form identified Classify the form identified into one of the two categories of the health care policy Describe why the health care form identified fits in the category identified (15–45 words)
1. Laws The Affordable Care Act (ACA) Regulatory Laws set standards and rules that govern the operation and delivery of health services.
2. Rules and Regulations HIPAA Privacy Rule Regulatory Regulations enforce existing laws by detailing how they will be implemented and monitored.
3. Operational Decisions Medicare reimbursement procedures Allocative These decisions allocate resources by determining payment methods and service coverage.
4. Judicial Decisions Supreme Court ruling on ACA mandate Regulatory Judicial decisions interpret and enforce laws, setting legal precedents in health care policy.

Part 3: Using Different Health Care Policy Forms to Shape Future Policies

Different forms of health care policy provide a framework for future policy development. Laws can establish foundational programs like Medicare, which may later be expanded through amendments or new rules. Regulations adapt to evolving needs by defining how existing laws are implemented. Operational decisions allow for flexible resource allocation, especially when addressing emergent health issues such as pandemics. Judicial decisions, on the other hand, clarify constitutional boundaries and influence the legality of new policies. Together, these forms allow policymakers to create responsive, evidence-based legislation that meets both current and future health care demands. They ensure that policy can be adjusted as health care systems and population needs evolve.

References

Longest, B. B. (2016). Health policymaking in the United States (6th ed.). Health Administration Press.
U.S. Department of Health and Human Services. (n.d.). HealthCare.gov. https://www.healthcare.gov

 
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Gender Beliefs in Childhood

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Gender Beliefs in Childhood

(Gender Beliefs in Childhood)

During Early Childhood, Gender-Stereotyped Beliefs

1. During early childhood, gender-stereotyped beliefs

A. first emerge.
B. strengthen.
C. weaken.
D. disappear.

2. Gender-schematic thinking is so powerful that when children see others behaving in gender-inconsistent ways, they

A. become more pronounced in their gender segregation as well as gender-role conformity.
B. experience a crisis of gender labeling that disrupts peer interactions.
C. object and tell that person not to behave in such a way.
D. often can’t remember the behavior or distort their memory to make it gender-consistent.

3. The connection between mature moral reasoning and action is

A. nonexistent due to the fact that theoretical morality and real-life morality are based on different constructs.
B. weak due to the impact of personal relationships on the decision-making process.
C. modest due to the influence of empathy, sympathy, and guilt.
D. strong due to the realization that behavior reflects thinking and judgments.

4. Dr. Arbus is interested in learning how children come to understand their multifaceted world. In her research, she asks questions like, “When do infants discover that they are separate beings, distinct from other people and objects?” Dr. Arbus is studying

A. the inner self.
B. social cognition.
C. personality development.
D. self-concept.

5. Colin says, “I’m Colin. I’m 6 years old and have two older brothers. I’m good at running and football. I’m not very good at wrestling, and I don’t like doing my chores. Sometimes I get mad at my brothers.” Colin is constructing his

A. self-concept.
B. remembered self.
C. theory of mind.
D. autobiographical narrative.

6. Research findings suggest that language is _______ teach children about gender stereotypes and gender roles.

A. the only method to
B. the primary means through which parents
C. not a factor in the way that parents
D. a powerful indirect means to

7. Twin studies reveal that empathy is _______ heritable.

A. slightly
B. highly
C. rarely
D. moderately

8. Which of the following statements is an example of recursive thought?

A. “If she doesn’t give me the book, I’m going to tell the teacher.”
B. “Mommy is mad because I hit my sister.”
C. “I thought you would think I was just kidding when I said that.”
D. “My teacher is always happy.”

9. During the evening drive home, Mr. Cruz looks at his 4-year-old daughter in the rearview mirror and asks what she’s doing. She responds, “I’m thinking inside.” Her response indicates an awareness of the _______ self.

A. categorical
B. enduring
C. remembered
D. inner

10. Eight-year-old Oren has just begun describing other people’s personalities. He is most likely to describe someone as

A. “tall and thin.”
B. “boring and dull.”
C. “angry and sad.”
D. “always fighting with people.”

11. In the United States, _______ students are the most isolated group.

A. white
B. Hispanic
C. black
D. Asian

12. Because cross-cultural findings on the reversals of traditional gender roles are inconclusive, a more
direct test of the importance of biology on gender typing could be achieved by

A. studying adolescent boys and girls in tribal villages.
B. observing other-sex play in children who score high in androgyny.
C. observing infant behavioral preferences immediately after birth.
D. testing the impact of sex hormones on gender typing.

13. To manage her emotion, 12-year-old Britney appraises the situation as changeable, identifies the difficulty, and decides what to do about it. Britney is using

A. problem-centered coping.
B. emotion-centered coping.
C. emotional self-efficacy.
D. a secure base.

14. _______ is the only emotion that males express more freely than females in everyday interaction.

A. Anger
B. Sorrow
C. Embarrassment
D. Envy

15. Which of the following four babies who went to the doctor for the same vaccination will most likely remember it better?

A. Mari, who smiled and cooed at the doctor
B. Bina, who was highly upset by the injection
C. Wyatt, who was startled by the injection, but didn’t cry
D. Juan, who remained alert throughout the appointment

16. Mastery-oriented children focus on learning goals, whereas learned-helpless children focus on _______ goals.

A. performance
B. specific
C. short-term
D. social

17. Temper tantrums tend to occur because toddlers

A. frequently compete with siblings for desired toys.
B. are easily overwhelmed and often have a difficult temperament.
C. recall that crying as an infant got them immediate adult attention.
D. can’t control the intense anger that often arises when an adult rejects their demands.

18. After seeing two little boys taunt another child on the playground, Najai tells the teacher that they should make playground rules that protect other people’s rights and welfare. Najai is requesting a common set of

A. social conventions.
B. moral imperatives.
C. moral ideals.
D. matters of personal choice.

19. In 1990, shyness in Chinese children was positively associated with being well-adjusted. However, as China’s market economy expanded and the valuing of _______ increased, the direction of the correlations shifted.
A. timidity
B. passivity
C. collectivist values
D. sociability

20. In response to the Heinz dilemma, Bill says, “You shouldn’t steal the drug because you’ll be caught and sent to jail if you do. If you do get away, the police would catch up with you any minute.” Bill is most likely in the _______ stage.

A. instrumental purpose orientation

B. punishment and obedience orientation

C. social-order-maintaining orientation

D. morality of interpersonal cooperation Childhood Development

 
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Behavioral Competencies

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Behavioral Competencies

Behavioral Competencies

In this section, you will determine strategic HR initiatives that support people, organizations, and workplaces under the technical competency while selecting the most appropriate behavioral competencies.

You must select at least one behavioral competency in addressing each domain (i.e., business, leadership, or interpersonal).

A. Determine HR initiatives that support the people technical competency and explain which behavioral competencies within the business domain are the most appropriate.

HR Initiatives for People Technical Competency

Implement comprehensive training programs. These programs enhance employee skills, ensuring alignment with organizational goals and technological advancements.

Foster a culture of continuous learning. Encourage employees to pursue professional development opportunities and stay updated with industry trends.

Introduce mentorship programs. Pair experienced employees with new hires to facilitate knowledge transfer and professional growth.

Develop robust recruitment strategies. Focus on attracting talent that aligns with the company’s values and technical requirements.

Implement performance management systems. Regularly evaluate and provide feedback to employees, promoting growth and addressing any performance gaps.

Behavioral Competencies within the Business Domain

Effective communication is essential. It ensures clear conveyance of ideas and expectations, fostering a collaborative work environment.

Adaptability is crucial. Employees must navigate changing business landscapes and adjust strategies accordingly.

Leadership skills are vital. Leaders inspire and motivate teams, driving organizational success through strategic vision and guidance.

Critical thinking is important. It helps in analyzing complex problems and making informed decisions that benefit the organization.

Teamwork enhances performance. Collaborative efforts lead to innovative solutions and a supportive workplace culture.

 

B. Determine HR initiatives that support the organization’s technical competency and explain which behavioral competencies within the leadership domain are the most appropriate.

 

C. Determine HR initiatives that support the workplace technical competency and explain which behavioral competencies within the interpersonal domain are the most appropriate.

 

D. Recommend strategic HR initiatives across the organization that utilize a combination of behavioral competencies and explain why this is the most appropriate approach.

Guidelines for Submission: This milestone must be submitted as a 3- to 4-page Word document with double spacing, 12-point Times New Roman font, and one-inch margins. Use the latest edition of the APA manual for formatting and citations.

 

References

https://www.aihr.com/blog/hr-initiatives-examples/

 
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Effective EHR Communication Practices

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Effective EHR Communication Practices

(Effective EHR Communication Practices)

Health Information Systems And The Electronic Health Record

Neehr Perfect Activity: Communication Within the EHR

Overview

This activity is designed for the beginning EHR student user. The focus of the activity is how clear documentation in an EHR can facilitate communication among the healthcare team. The student will look at diagnoses and problems documented in a patient chart and the use of approved, and unapproved, abbreviations.

Prerequisites

1. Completion of Scavenger Hunts I – III

Student instructions

1. If you have questions about this activity, please contact your instructor for assistance.

2. Document your answers directly on this document as you complete the activity. When you are finished, save this document and upload it to your Learning Management System (LMS). If you have any questions about submitting your work to your LMS, please contact your instructor.

3. Screen displays are provided as a guide and some data (e.g. dates and times) may vary.

Additional resources

1. You may use any of the following resources to complete this activity:

a. The EHR: The Lexicon search on the Problems tab.

b. Websites.

c. Your textbooks.

Objectives

1. Demonstrate ability to locate necessary data from a patient chart.

2. Apply diagnosis codes according to current guidelines.

3. Identify errors in documentation within a patient chart.

 

Glossary(Effective EHR Communication Practices)

ICD-10 – The 10th revision of the International Statistical Classification of Diseases and Related Health Problems (ICD), a medical classification list by the World Health Organization (WHO). It codes for diseases, signs and symptoms, abnormal findings, complaints, social circumstances, and external causes of injury or diseases. ICD-10s are very detailed in their descriptions, compared to the ICD-9s that are no longer in use.

Problem – A current or a historical health care problem. Sometimes called a diagnosis or a “complaint.”

The activity

Patient problems: communicating with the healthcare team

For patients with a 3 to 5-day hospital stay, a study revealed that an average of 30.8 clinicians could access the electronic chart, including 10.2 nurses, 1.4 attending physicians, 2.3 residents, and 5.4 physician assistants (Vawdrey et al, 2011). With those numbers alone, the importance of accurate and timely documentation in the EHR is imperative.

A problem list can summarize patient medical information, such as a patient’s major diagnoses, symptoms, past medical and/or surgical history, and recurrent complaints. This problem list can be seen by those involved in the patient’s care allowing for communication within the patient’s medical record. When documented correctly, this can ultimately lead to continuity of care, improved patient safety, and a thorough interdisciplinary approach. There are many times that healthcare team members never see one another, and the only way to communicate to others caring for the same patient is through the documentation in the patient’s medical record.

Go to the chart of Warren Olson. Notice that his active problems are listed as ICD-9 codes. In this activity, you will be updating all of the current ICD-9s to ICD-10s. Notice how the ICD-10 terms are more specific and there is a different code for left, right, and so on.

1. To update the Problems, you will be filling in the blanks in the table below. You may use any of the following resources to complete the table.

(You may be prompted to choose an Encounter Provider. Choose your instructor and click OK).

· The EHR: On the Problems tab click on New Problem. You can enter the ICD-10 code or the diagnosis. Click on Search. Once you have your answer click on Cancel to enter a new diagnosis or code. DO NOT CLICK OK AND DO NOT SAVE ANY PROBLEMS TO THIS CHART. You will not be documenting in Warren Olson’s chart. You will be entering your answers in the table below.

· Websites.

· Your textbooks.(Effective EHR Communication Practices)

Current diagnosis ICD-9 Updated diagnosis term ICD-10 List your resource
Coronary Artery Disease 414.9 I25.9
Carotid Stenosis 799.9 Occlusion and stenosis of unspecified carotid artery
Cerebrovascular Accident 436.0 Occlusion and stenosis of right posterior cerebral artery
Peripheral Vascular Disease, Unspecified 443.9 I73.9
Hypertension 401.9 I10
Hearing Loss 389.9 Unspecified hearing loss, bilateral
Syncope 780.2 Syncope and collapse

2. Looking at the Problems tab in Mr. Olson’s chart, do you feel this is enough information to accurately explain why the he was admitted to the hospital? Does it present a clear enough picture to the healthcare team? Explain why or why not?

 

3. Mr. Olson also has symptoms that are documented in the admission notes that can be used to communicate presenting complaints and immediate concerns on the Problems tab. When a patient arrives to the emergency room, and before a diagnosis is entered, there are symptoms that tell the healthcare team what is going on. For example, “The patient came in complaining of being dizzy and nauseated.” These symptoms lead to assessments and tests, which in turn produce a diagnosis.

 

Complete the table below. This information was gathered from the MEDIC: ADMIT NOTE documented when the patient first arrived at the hospital. Using the same resources from question #1, locate the medical term, or problem, that would be coded with an ICD-10 code.

Symptom Medical term (or Problem)(Use the term associated with the ICD-10 code) ICD-10 code List your resource
Weakness Muscle weakness (generalized)
Slurred speech
Lightheaded Dizziness and giddiness
SOB (shortness of breath)

4. Should Mr. Olson’s symptoms have been included on the Problems tab? Explain why or why not?

Errors in communication(Effective EHR Communication Practices)

A study at a large urban hospital found that while pediatricians were able to understand 56-94% of the abbreviations used, physicians from other fields understood only 31-63% of those same abbreviations, highlighting the ambiguous nature of many abbreviations. Another study looked at a selection of abbreviations from recent hospital admissions and asked different members of a multidisciplinary care team to decipher them. They found that the average correct response rate was only 43%, with specific abbreviations better known by the professionals who used them the most. A third study in Australia that looked at error-prone abbreviations in medication orders found that of the 8,296 medication orders, 1,162 error-prone abbreviations were found, with an average of 2.4 per patient (Rodwin, B. 2013). Not only do abbreviations make it difficult for healthcare team members to understand fully what is occurring with their patient, but abbreviations are a major safety concern for the patient.

5. Go to the Notes tab of Mr. Olson’s chart and look at the following notes, MEDIC: CONSULTATION REPORT and the MEDIC: ADMIT NOTE. Read the notes. Notice the abbreviations and use of symbols. Using online resources or your textbook, decipher the following. Write your answers in the table below.

Abbreviation What it means List your resource
“s/p 3V CABG”
“s/p L CEA”
“SVG->OM”
“MJ andshrooms but no IVDU”
“Abd soft, NT/ND”
“check TTE to eval LV fxn and valvular dz”
“HEAD: NCAT”
“sig b/l weakness X 4 limbs LE more pronounced”

6. Having completed the table in #5, answer the following question. Do you feel that healthcare providers should not use abbreviations when documenting, or should they be limited on the abbreviations they can use, such as a standardized abbreviations list? Explain your answer, and provide references if any were used.

(Effective EHR Communication Practices)

References

Rodwin, B. (2013). Why you should think twice about using medical abbreviations. Clinical Correlations. Retrieved from http://www.clinicalcorrelations.org/?p=6304

 

Vawdrey, D. K., Wilcox, L. G., Collins, S., Feiner, S., Mamykina, O., Stein, D. M., Stetson, P. D. (2011). Awareness of the Care Team in Electronic Health Records. Applied Clinical Informatics, 2(4), 395–405. http://doi.org/10.4338/ACI-2011-05-RA-0034

2 Neehr Perfect Activity: Communication Within the EHR v4Archetype Innovations LLC ©2017
 
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Human Resources And Management

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Human Resources And Management

(Human Resources And Management)

Answer each case question according to the information given in the case.

Each answer should be between 150-200 words.

Human Resources And Management

1. Understanding Your Employee Benefits: Qualifying for Unemployment Benefits

During the three years that you have worked at your current company, the company has had some success, but mostly, it has not done well. The most recent downturn in business has made you concerned about the future of the company. Several employees who work in your department were laid off in the past six months due to lack of work, and you are concerned that you may be next on the list. It seems that others feel the same way, as company morale is at an all-time low. In fact, the overall company morale, coupled with the poor attitude of your supervisor, is making your job miserable. You aren’t sure if it is worthwhile at this point to try to stick it out.

Every day you dread getting up and going to work. Your supervisor is frustrated about trying to get work done with a lean staff, and you feel that he is taking it out on you. He criticizes you constantly and sometimes makes it seem that it is your fault that things are going so poorly. He has mentioned several times that the department will likely be closed within the year. You know that he is under a great deal of stress, given the impending lay offs, but the situation is becoming unbearable. You still show up to work and do your best, but you’re not sure how much longer you can do it. It seems inevitable that you will lose your job, so you are starting to think that it might be a better idea to resign your position now.

You know that you are going to need to look for a new job soon, regardless of what you do, but it is hard to even think about a job search while you are working full time. You are thinking that maybe quitting your job now will relieve some stress and give you the time you need to conduct a job search. However, you rely on your weekly paycheck, and you aren’t sure what you will do if it takes you very long to find a new job. A former coworker who was laid off last year told you that the unemployment insurance payment that he received helped bridge the gap between the lay off and finding a new job. After a one-week waiting period, he received a weekly benefit that helped him pay his bills until he found another job. As the job market is uncertain, you think that you need the support of unemployment insurance to sustain yourself until you find another job.

You are pretty sure that you will be eligible for unemployment insurance if your company does ultimately lay you off. However, you’re not sure if you can still qualify for unemployment insurance if you resign. If you are able to collect unemployment insurance,214you would like to quit soon so that you can move on with your job search, and you must do some research to understand the unemployment insurance benefit.

1. Are you eligible to receive unemployment if you resign?

2. Should you resign or wait to find out if and when you are laid off?

Human Resources And Management

2. Managing Employee Benefits: Social Security and Retirement Planning at Taylor Foods

As Gavin Jackson leaves the monthly professional luncheon for human resource executives in his area, he starts to consider how the information he learned will affect his company, Taylor Foods. The program speaker provided an update on the Social Security system and how challenges in financing the system may affect organizations. As the director of human resources at this large food-processing and distribution company, Gavin must plan the retirement benefits for the organization’s employees. Gavin had been aware that the Social Security system is in trouble, but now has some clear ideas about how it will affect both the retirement benefits offered by Taylor Foods and the retirement plans of its employees.

Gavin learned that the current Social Security system is unstable and that the future of benefits to be provided is uncertain. In particular, the Old-Age, Survivor, and Disability Insurance (OASDI), which provides retirement benefit payments to retired workers, is under a strain. Retirement benefits comprise a majority of the payments made by the Social Security system, and the instability of the system suggests that current workers may not be able to rely on the Social Security system as it exists today to support them in retirement. Gavin knows that this information affects the retirement benefit planning at Taylor Foods.

The speaker also noted that employees retiring in the relatively near future may base their retirement decisions to some extent on the Social Security benefits available to them. While employees may receive their retirement benefits from Social Security starting at age 62, the amount is reduced if they haven’t reached the full retirement age, which is determined based on year of birth. For example, the age for full retirement is 67 for anyone born in 1960 or later. Further, the system contains other incentives to encourage individuals to delay retirement. This is important to Taylor Foods, as the age at which employees plan to retire affects the company’s human resource planning process. Annually, Gavin creates staffing plans that include estimates for turnover of employees, and employee retirements are included in those estimates. This information, coupled with a current downturn in the economy, leads Gavin to believe that Taylor Foods may experience a lower level of turnover as employees delay retirement.

Gavin is considering both of these issues as he considers retirement benefits, as well as staffing planning at Taylor Foods. While the company currently offers a competitive retirement plan, he knows that he needs to reexamine the benefits in the context of his new understanding of the Social Security system. He also needs to consider how employees planning to delay retirement will affect the organization and the human resource planning process.

1. How does the instability of the Social Security system affect retirement benefit planning at Taylor Foods?

2. Should Gavin consider the possibility of employees delaying retirement in the company’s human resource planning process?

Human Resources And Management

1. Understanding Your Employee Benefits: The Decision to Work from Home

As you make the nearly hour-long commute home from your job at your company’s downtown office, you think about today’s announcement with some excitement. The director of human resources introduced a new company policy that permits employees to apply to telecommute. The company is doing well and is hiring new workers. As a result, management recently reviewed company policies and practices to accommodate the needs of the growing workforce. The company is looking to save some facility costs and also respond to employee requests for more flexible work options. The company will allow people in certain positions, including yours, to work from home either full time or a just a few days each week.

With high gas prices, daily parking expenses, and the logistics challenges that the two hours a day you spend commuting causes, you see this as a great opportunity. You have two children, and, although they are in school full time, it is almost impossible for you to attend your children’s special events at school without taking a full day off and using one of your limited vacation days. Further, when your children get sick, you have to use a sick day to stay at home taking care of them and not working.

The new company policy states that employees who telecommute must use their own computers and provide evidence that they have a safe and quiet work environment. The company will provide you with any other work supplies that you need. All of the information you need to do your job is available to you via an online connection, so the transition to working at home should be fairly easy. You already have an office at home with a computer, so you could begin telecommuting as soon as your request is approved.

It seems like the perfect solution to your daily challenges, but you worry about how telecommuting will affect your career. You’ve heard from others that old adage, “out of sight, out of mind” and have concerns about your chances for future promotions if you aren’t in the239office every day. Further, you have high productivity expectations and you consider whether working at home alone will allow you to work harder, as you would not have the typical office distractions, or whether you would be distracted by work that needs to be done around the house. You also think that you might feel somewhat isolated, as you generally are a social person and enjoy seeing your coworkers each day. As you consider some of the negatives of telecommuting, your excitement wears off, and you aren’t sure what you should do.

1. Should you apply to telecommute? If so, should you pursue a part-time or full-time work-at-home arrangement?

2. If you do telecommute, what can you do to make sure that the arrangement does not negatively impact your career? Are there any other concerns you should have?

Human Resources And Management

2. Managing Employee Benefits: Transitioning to a Paid Time-Off Bank

Human Resources Manager Stan Gomez finds that he is spending a lot of time talking with supervisors about employee absences. Stan is the Human Resource Manager works for Custom Call Services, a contract customer service-call center that provides year-round online and telephone service to the customers of a wide variety of clients. Staffing levels are essential to meet the demanding level of calls and inquiries the center receives each day. The company offers paid time-off options to its employees to allow them to balance work and nonwork interests. A goal of the time-off program is to keep unscheduled absences to a minimum in order to keep productivity and service quality high. Unscheduled absences create a problem, as the company has to cover the workload of the absent employee with little advance notice.

Custom Call Center offers a generous paid time-off program to allow employees to have time off to rest and relax, to meet personal obligations, and to manage unexpected illnesses. Currently, employees receive 10 vacation days, 3 personal days, and 5 sick days per year. Due to the nature of the business and the need to provide service to clients every day, the company does not close on any holidays. Thus, in addition to other time-off benefits, the company provides seven floating holidays and encourages employees to take these on or near traditional holidays.

Human Resources And Management

The time-off program currently creates some challenges for the company. While the company uses an automated system to track employees’ time off, supervisors still need to record and properly allocate time off as it is taken. This requires the supervisors to know the reasons for each absence and the scheduling policy for each type of absence. For example, employees must schedule vacation and floating holidays in advance. They are encouraged to schedule personal days in advance, but personal days may be taken without advance notice if necessary. Finally, sick days do not require advance notice, but they may require a doctor’s note if an employee uses a few days in a row, or if the supervisor questions the need for the absence.

The sick days create the most challenges for supervisors, as sick days are typically taken without advance notice. Many supervisors suspect that not all last-minute call-offs are necessary. Some employees have admitted that they use sick days even if they are not sick when they have exhausted all of their other time-off options. Essentially, they plan to take a day off, but because the policy does not allow them to schedule sick days in advance, they call off shortly before they are scheduled to work. As a result, supervisors must quickly arrange to cover those shifts.

To overcome these challenges, Stan is considering transitioning the company to an integrated paid time-off (PTO) policy in which all time off is grouped into one bank. Instead240of the current time-off allotments, the company would offer 25 PTO days each year. Under this policy, employees could still call off on the same day due to illness, but they would be encouraged to schedule most of their time off in advance. Further, supervisors would not need to know the reasons for the absences; they only would need to track the number of days taken off by employees. Stan thinks that the PTO bank would eliminate many unscheduled absences and ease the administrative burden of the company’s current time-off policies.

1. Should Custom Call Services switch to a PTO policy? What are the pros and cons of doing so?

2. If Custom Call Services does transition to a PTO policy, what are some things that Stan should consider including in the policy to address concerns about absenteeism?

 
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Strategic Workforce Planning Analysis

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Strategic Workforce Planning Analysis

(Strategic Workforce Planning Analysis)

questions 

1. Discuss the workforce planning process. After discussing each step, explain what would happen if an organization did not follow the workforce planning process. Explain from the perspective of the employer and the employees. (210 Words)

 

2. Based on the reading in this unit, there are many external sources of information that firms can tap into to forecast the demand for their product. Discuss the five most common types of information that can be used to evaluate general business trends in the economy. Provide an example for each. (210 Words)

 

3. Within staffing planning, there are three questions that need to be addressed. Identify and discuss each question and its components in detail. (210 Words)

 

4. Part of forecasting a firm’s labor supply requires an understanding of current and future skill and competency trends in the labor market. Compare and contrast forecasting the internal labor market and the external labor market. Be certain to discuss key components used within each process. (210 Words)

APA CITATION

REFERENCE:

Phillips, J. M., & Gully, S. M. (2015). Strategic staffing (3rd ed.). Upper Saddle River, NJ: Pearson

Strategic Workforce Planning Analysis

Staffing and Labor Forecasting Paper

Workforce Planning Process

Firstly, workforce planning involves environmental scanning to identify internal and external trends. Secondly, forecasting workforce demand predicts needed positions based on strategic objectives. Thirdly, forecasting workforce supply assesses current employee skills and future availability. Fourthly, gap analysis compares demand and supply projections to identify shortages or surpluses. Fifthly, solution implementation addresses identified gaps through recruitment, training, or redeployment. Finally, monitoring and evaluation ensure plan effectiveness and enable timely adjustments.

If an organization skipped environmental scanning, strategic threats might go unnoticed. Consequently, forecasting demand would lack precision, causing understaffing or overstaffing. Moreover, ignoring supply assessments could overlook employee retirements or promotions. Therefore, gap analysis would fail to guide recruitment or training correctly. In turn, solution implementation would be misaligned with actual needs. Finally, without evaluation, the organization cannot measure success or correct course.

From the employer perspective, bypassing workforce planning leads to skill mismatches. Hence, project delays and higher labor costs may occur. Additionally, legal risks might increase when staffing levels do not comply with regulations. Moreover, staffing inefficiencies hinder productivity and reduce profitability.

Employees also experience negative outcomes. Firstly, understaffed teams face excessive workloads and burnout. Secondly, overstaffed units may see unclear roles and diminished job satisfaction. Moreover, limited communication channels may foster uncertainty and lower morale. Thirdly, limited development opportunities reduce engagement. Ultimately, employees may leave, increasing turnover and harming organizational culture.

External Information Sources

Firstly, economic indicators track macroeconomic performance through measures like gross domestic product. For example, rising gross domestic product signals increased consumer spending potential. Secondly, consumer market surveys gather direct feedback on preferences and purchase intentions. For instance, a smartphone manufacturer might survey buyers on desired battery life. Thirdly, competitor analysis examines rival strategies, pricing, and product offerings. For example, a clothing company may analyze a competitor’s new sustainable line. Fourthly, industry trend reports identify evolving patterns in technology and consumer behavior. For instance, an automotive firm may use an electric vehicle adoption report. Fifthly, government statistics offer reliable data on labor costs, trade volumes, and import trends. For example, a furniture exporter might use import tariff changes to forecast pricing.

Moreover, economic indicators include unemployment rates and inflation measures. Therefore, a retailer could adjust stocking based on predicted consumer confidence shifts. Furthermore, consumer market surveys often involve focus groups and online polls. Consequently, survey data helps firms align product features with customer expectations. Similarly, competitor analysis may involve benchmarking key performance metrics. In contrast, industry trend reports often originate from consultancy firms. Additionally, government labor statistics guide staffing decisions and production capacity planning. Therefore, combining these sources improves forecast accuracy and supports strategic planning. Moreover, using diverse data reduces risk from any single erroneous forecast.

Staffing Planning Questions

Firstly, organizations must ask how many employees they require. Quantity analysis involves headcount projections by department. Firms evaluate workload, production schedules, and turnover rates to estimate needed staff numbers. In addition, firms may use trend analysis and historical headcount data to adjust projections.

Secondly, firms ask what skills and competencies employees should possess. Skill analysis covers educational qualifications, technical expertise, and behavioral competencies. This ensures alignment between employee capabilities and job requirements. Moreover, competency mapping helps reveal internal talent pools and development needs.

Thirdly, planners inquire when and where employees will be needed. Timing components include recruitment lead times, training durations, and project deadlines. Location considerations cover geographic distribution and remote work feasibility. Furthermore, planners consider seasonal demands and project-based requirements for precise timing.

Furthermore, balancing these questions reduces labor costs and improves service quality. Consequently, organizations can implement recruitment or training before shortages emerge. Therefore, organizations gain competitive advantage through proactive planning. Ultimately, addressing these three questions fosters efficient and effective staffing practices.

Internal and External Labor Market Forecasting

Internal forecasting examines existing workforce capabilities. Internal processes include skill inventories, performance appraisals, and succession planning. For example, a hospital may track nursing competencies and identify future nursing leaders through performance reviews.

By contrast, external forecasting evaluates outside labor supply and skill trends. Components involve analyzing labor force participation rates, educational output, and occupational outlook data. For instance, a clinic may review nursing graduate numbers entering the market.

Internal forecasting focuses on employee development and mobility. It uses talent management systems and career path analysis to fill upcoming vacancies. Conversely, external forecasting relies on government labor statistics and industry association forecasts. This approach helps anticipate skills shortages and wage pressures.

Moreover, internal forecasts often leverage replacement charts and internal applicant pipelines. In contrast, external forecasts use demographic trends and immigration patterns. Therefore, organizations can plan recruitment campaigns or partnerships with educational institutions. Additionally, internal forecasting ensures retention of institutional knowledge. Meanwhile, external forecasting supports strategic decisions about outsourcing or offshoring. Ultimately, combining both forecasts yields robust staffing strategies that balance internal talent development with external labor market realities.

References

Phillips, J. M., & Gully, S. M. (2015). Strategic staffing (3rd ed.). Upper Saddle River, NJ: Pearson.

 
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Survey of Healthcare Management

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HE310 Survey of Healthcare Management

(Survey of Healthcare Management)

Directions: Be sure to make an electronic copy of your answer before submitting it to Ashworth College for grading. Unless otherwise stated, answer in complete sentences, and be sure to use correct English spelling and grammar. Sources must be cited in APA format. Your response should be three (3) to six (6) pages in length; refer to the “Assignment Format” page for specific format requirements.

This written assignment has two parts and involves combining the case studies from lessons 1-4. For each of the case studies, you are responsible for selecting the appropriate case at the end of the applicable chapter and response to the question. In each of the cases you will respond as if you are the hospital administrator. For part 1 of this written assignment, please see case studies relating to lessons 1-4 below. Please combine your response to these case study questions into part I of your written assignment.

Part I(Survey of Healthcare Management)

Lesson 1

Case Study 1. Better Service to Current Patient Population

You are the administrator of a 250-bed hospital. A recent report from the county tells you that the population within a 25-radius of your facility is getting younger – the median age in the area has decreased from 35 years of age to 29 years of age. This was an expected impact of the new state university campus that has opened about five miles away. What do you need to review and analyze to ensure that you can provide the services required by this changing population in your area?

Lesson 2

Case Study 2. Using Statistics to Support Expansion Plans

Evaluate the data from the Agency for Healthcare Research and Quality (AHRQ) Data & Surveys (www.ahrq.gov/data) shown in Figure 2-8 in your textbook. After reading the statistics and referencing Figure 2-8 determine what services you would recommend if you were the administrator of a health care facility in Illinois, to expand what is available at your facility. Support your recommendation with specific statistics from the table.

Lesson 3

Case Study 2. Determining Opportunities to Increase Revenues

Evaluate the data available in Figure 3-6, which is from the Health, United States, 2010 report from the US Department of Health and Human Services, available in Figure 3-7. If you were the administrator of a heath care facility, what actions would you recommend to ensure your organization can increase revenues? Support your recommendations with specific statistics from Figure 3-6.

Lesson 4

Case Study 3

“Researchers now believe that most medical errors cannot be prevented by perfecting the technical work of individual doctors, nurses, or pharmacists. Improving patient safety often involves the coordinated efforts of multiple members of the health care team, who may adopt strategies from outside health care.”

“The report reviews several practices whose evidence came from the domains of commercial aviation, nuclear safety, and aerospace, and the disciplines of human factors, engineering and organizational theory. Such practices include root cause analysis, computerized physician order entry and decision support, automated medication dispensing systems, bar coding technology, aviation-style preoperative checklists, promoting a ‘culture of safety,’ crew resource management, the use of simulators in training, and integrating human factors theory into the design of medical devices and alarms.”

Discuss this concept of utilizing standard business quality initiatives and the logic of adopting them to use in healthcare. Choose one of the practices identified in paragraph 2, research it, summarize it, and include how you might apply this concept in your healthcare facility.

The practices identified in paragraph 2 are:

  • Root cause analysis

  • Computerized physician order entry and decision support

  • Automated medication dispensing systems

  • Bar coding technology

  • Aviation-style preoperative checklists

  • Promoting a “culture of safety”

  • Crew resource management

  • The use of simulators in training

  • Integrating human factors theory into the design of medical devices and alarms

Part II(Survey of Healthcare Management)

For part II of the written assignment, explain why the following course objectives are important for hospital administrators:

  1. Identify the responsibilities of the healthcare administrator.

  2. Evaluate various types of healthcare facilities and the different types of services performed in these facilities.

  3. Analyze the financial side of healthcare, including reimbursement methodologies.

  4. Explain the link between quality of care and health care administration.

Please include at least 3 scholarly articles within your response. Overall response will be formatted according to APA style and the total assignment should be between 3-6 pages not including title page and reference page.

Grading Rubric

Please refer to the rubric on the next page for the grading criteria for this assignment.

CATEGORY

Exemplary – 25 points
Student provides all case study activities and presents information in a manner that demonstrates the skills of hospital administrator. A deeper level of critical thinking skills are displayed in case study activity responses.

Satisfactory – 20 points
Student provides all case study activities and presents information in a manner that demonstrates some skills of hospital administrator. Critical thinking skills are displayed in case study activity responses.

Unsatisfactory – 15 points
Student does not provide all case study activities or does not demonstrate skills of a hospital administrator appropriately. No critical thinking skills displayed in response.

Unacceptable – 10 points
Student does not provide all case study activities and does not demonstrate skills of a hospital administrator appropriately. No critical thinking skills displayed in response.

Exemplary – 50 points
Student applies critical thinking skills to appropriately discuss why first four learning objectives are critical to hospital administrators. Student uses more than 3 scholarly articles to substantiate response. Each objective discussion exceeds expectations and demonstrates deep level of analysis.

Satisfactory – 40 points
Student applies some critical thinking skills to appropriately discuss why first four learning objectives are critical to hospital administrators. Student uses 3 scholarly articles to substantiate response. Each objective discussion is adequately discussed, but further, deeper level of analysis is needed.

Unsatisfactory – 30 points
Student does not apply critical thinking skills to explain why first four learning objectives are critical to hospital administrators or the student uses less than 3 scholarly articles to substantiate response. Each objective discussion is not adequately discussed and some objective could be omitted.

Unacceptable – 20 points
Student does not apply critical thinking skills to explain why first four learning objectives are critical to hospital administrators and the student uses less than 3 scholarly articles to substantiate response. Each objective discussion is not adequately discussed and some objectives are omitted.

Mechanics

Exemplary – 10 points
Student does not make any errors in grammar or spelling, especially those that distract the reader from the content.

Satisfactory – 8 points
Student makes 1-2 errors in grammar or spelling that distract the reader from the content.

Unsatisfactory – 5 points
Student makes 3-4 errors in grammar or spelling that distract the reader from the content.

Unacceptable – 2 points
Student makes more than 4 errors in grammar or spelling that distract the reader from the content.

Format – APA Format, Citations, Organization, Transitions (15 Points)

Exemplary – 15 points
The paper is written in proper APA and organizational format. All sources used for quotes and facts are credible and cited correctly. Excellent organization, including a variety of thoughtful transitions.

Satisfactory – 12 points
The paper is written in proper format with only 1-2 errors. All sources used for quotes and facts are credible, and most are cited correctly. Adequate organization includes a variety of appropriate transitions.

Unsatisfactory – 8 points
The paper is written in proper format with only 3-5 errors. Most sources used for quotes and facts are credible and cited correctly. Essay is poorly organized, but may include a few effective transitions.

Unacceptable – 5 points
The paper is not written in proper format. Many sources used for quotes and facts are less than credible (suspect) and/or are not cited correctly. Essay is disorganized and does not include effective transitions.

 
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