...Quality Nursing Indicators Task 1 A. Understanding Nursing Sensitive Indicators Nursing indicators are a way of measuring the quality and quantity of care that a patient is receiving. The nursing indicators are directly related to the nursing practice. (Movitalvo, 2007). The three components of the indicators are: Structural Indicators The skill, education and certification level of the current nursing staff. If the nurse feels like he or she has time to take with the patient then out comes are better. If the staffing levels are below average then the outcomes are shown to decrease. Having a good mix of nursing staff with varying levels of expertise is also an important indicator. Bachelors or Master level nursing have an increase in positive outcomes as opposed to an associate degree nurse which would have a decrease in outcomes. (Sauls, 2013). Process Indicators On the job nursing satisfaction, if the staff is happy and feel content within the job that they are doing then the outcomes of the patients have also been shown to be positive. How assessments are done and the type of interventions will increase positive outcomes. Best practices equal best outcomes for the patients.(Sauls,2013) Outcome Indicators A few outcome indicators clearly have nothing to do with the care that the nursing staff provided. These outcomes are out of the control of the Hospital yet still are part of the quality of care that is looked at and analyzed...
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...Task 1 Western Governors University Organizational Systems and Quality Leadership Task 1 Upon review of the scenario involving Mr. J, a 72 year old retired Rabbi, I can conclude that there were a number of quality nursing indicators that could be addressed to identify issues that would interfere with Mr. J’s care. Mr. J is identified as a fall risk as evidenced by his hospitalization for a fall with injury. Because of this recent fall and his dementia he is quickly labeled as a fall risk while in the hospital. Despite his dementia, Mr. J is able to answer questions appropriately. Mr. J appears to have not been given any alternative to restraints. Alternatives to restraints would include medication to help calm him, bed alarms, and distractions such as games, music, or television. Another alternative would be to offer a sitter at the bedside. Last resort would be to restrain Mr. J. In this case Mr. J appears to have not been offered any alternative to restraints. (Hinshaw, 2010) Another quality nursing indicator is the prevalence of pressure ulcers. He was found to have an area on his lower spine that was reddened and depressed, indicating the development of a possible pressure ulcer. The nurse in this case was not notified by the CNA that found the reddened area and the daughters concern was ignored by the CNA. Assessing skin, especially given Mr. J’s immobility would be a priority for the nursing staff. Developing a turn schedule and making all staff aware...
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...A) There are several issues in the case of Mr. J that need to be examined. Using nurse sensitive indicators “reflect patient outcomes that are determined to be nursingsensitive because they depend on the quality or quantity of nursing care” (American Sentinel University, 2011). Mr. J. was not receiving acceptable care, because his daughter noticed a red, depressed area over Mr. J’s lower spine, similar to a severe sunburn. This skin condition is the first stage of a developing pressure ulcer. a. Nurses should be aware that a patient with limited mobility is at risk for skin breakdown, and pressure ulcers. Anyone with limited mobility should be assisted to change positions by the care providers on a regular schedule to help circulation and prevent skin breakdown. b. Providers should also consider that the patient is 72, and has fragile skin due to aging skin. This also places the patient at further risk for pressure ulcers. c. The patient is also on restraints, which limits mobility even further. While restraints can help confused patients from falling, they can also cause skin damage. Care providers should continually access the need for using restraints, and remove them as soon as possible. B) Using hospital data on nursing sensitive indicators could advance quality care throughout the hospital. In this case, the hospital should examine the incidence of pressure ulcers, the use of restraints, and dietary requests. a. When examining the pressure...
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...A. Discuss how an understanding of nursing-sensitive indicators could assist the nurses in this case in identifying issues that may interfere with patient care. Nursing-sensitive indicators reflect elements of patient care that are directly affected by nursing practice, specifically three aspects of nursing care which include: structure, process, and outcomes. Structural indicators include the supply of nursing staff, the skill level of nursing staff, and the education and certification levels of nursing staff. Process indicators measure methods of patient assessment and nursing interventions. Nursing job satisfaction is also considered a process indicator. Outcome indicators reflect patient outcomes that are determined to be nursing-sensitive because they depend on the quantity or quality of nursing care. These include things like pressure ulcers and falls. When understanding the above, this could greatly assist the nurses in the case of Mr. J in identifying issues that may interfere with patient care in a number of ways. In the first sentence of the scenario, it states that Mr. J is a retired rabbi, with that statement we are informed of Mr. J’s religious beliefs and background of Jewish faith. Structural indicators, specifically the education level of the nursing staff would benefit the certain beliefs and customs members of the Jewish community follow. Having a high level of education would aide in the nurses quality of care. Process indicators would also be of assistance...
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...Chapter 6 LO6-2: Differentiate between the global task and global general environments. The task environment is a set of forces and conditions that originate with suppliers, distributors, customers, and competitors and affect an organization’s ability to obtain inputs and dispose of its outputs because they influence managers daily. These forces have the most immediate and direct effect on managers because the pressure from them. The general environment includes the wide-ranging global, economic, technological, sociocultural, demographic, political, and legal forces that affect an organization and its task environment. Opportunities and threats resulting from changes in the general environment are often more difficult to identity and respond to than are events in the task environment. Changes in these forces can have major impacts on managers and their organization. LO6-3: Identify the main forces in the global task and general environments, and describe the challenges that each force presents to managers. Task Environments: 1) Suppliers- the individuals and organization that provide an organization with the input resources it needs to produce goods and services 2) Distributors- Organizations that help other organizations sell their goods or services to customers. 3) Customers- Individuals and groups that buy the goods and services an organization produces. 4) Competitors- Organizations that produce goods and services that are similar to a particular organization’s...
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...Chapter two 1 The Evolution of Management Learning Objectives * Describe how the need to increase organizational efficiency and effectiveness has guided the evolution of management theory * Explain the principle of job specialization and division of labor, and tell why the study of person-task relationships is central to the pursuit of increased efficiency * Identify the principles of administration and organization that underlie effective organizations * Trace the change in theories about how managers should behave to motivate and control employees * Explain the contributions of management science to the efficient use of organizational resources * Explain why the study of the external environment and its impact on an organization has become a central issue in management thought. What is an Organization? * An organization is a collection of people who work together to achieve individual and organizational goals * Individual goals * Organizational goals What is Organizational Behavior? 2 * Organizational behavior (OB): the study of factors that have an impact on how people and groups act, think, feel, and respond to work...
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...University Computer technology has recently been applied to the automation of office tasks and procedures. Much of the technology is aimed not at improving the efficiency of current office procedures, but at altering the nature of office work altogether. The development of automated office systems raises a number of issues for the organization. How will this technology be received by organization members? How will it affect the definition of traditional office work? What will be its impact on individuals, work groups, and the structure of the organization? This paper presents a descriptive model and propositions concerning the potential impacts of office automation on the organization and it stresses the need, when implementing automated office systems, to take a broad perspective of their potential positive and negative effects on the organization. The need for further research examining the potential effects of office automation is emphasized. CR Categories and Subject Descriptors: J. 1 [Administrative Data Processing]--business; K.4.3 [Computers and Society]: Organizational Impacts General Terms: Experimentation, Management, Theory, Human Factors Additional Key Words and Phrases: office automation, automated office systems, impact on organizations, electronic mail Authors' Present Address: Marrgrreth H. Olson and Henry C. Lucas, Jr., Computer Applications and Information Systems Area, Graduate School of Business, 100 Trinity Place, New York, New York 10006...
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...OVERVIEW Job performance is the set of employee behaviors that contribute to organizational goal accomplishment. It has three components: 1) task performance, or the transformation of resources into goods and services; 2) citizenship behaviors, or voluntary employee actions that contribute to the organization; and 3) counterproductive behaviors, or employee actions that hinder organizational accomplishments. This chapter discusses trends that affect job performance in today’s organizations, as well as practices that organizations can use to manage job performance. LEARNING GOALS After reading this chapter, you should be able to answer the following questions: 2.1 What is the definition of job performance? What are the three dimensions of job performance? 2.2 What is task performance? How do organizations identify the behaviors that underlie task performance? 2.3 What is citizenship behavior, and what are some specific examples of it? 2.4 What is counterproductive behavior, and what are some specific examples of it? 2.5 What workplace trends affect job performance in today’s organizations? 2.6 How can organizations use job performance information to manage employee performance? CHAPTER OUTLINE I. Job Performance A. Defined as the value of the set of employee behaviors that contribute either positively or negatively to organizational goal accomplishment 1. Behaviors are within the control of employees, but results (performance outcomes)...
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...1. Introduction 2. Executive summary 3. Theory of organizational structure 4. Types of organizational structure 5. The nature of the organizational structure 6. Case study 7. Task 1 8. Task 2 9. Task 3 10. Conclusion 11. Recommendation 12. Reference Introduction Any operating organization should have its own structure in order to operate efficiently. For an organization, the organizational structure is a hierarchy of people and its functions. The organizational structure of an organization tells us the character of an organization and the values it believes in. therefore, when we do business with an organization or getting into a new job in an organization, it is always a great idea to get to know and understand their organizational structure. Executive summary In this assignment, I describe about the theory of the organization, the types of the organization, and the nature of the organization. As task 1, 2 and 3 I have explain about Paul Rogers’ card design business. Theory of organizational structure The theory of organizational structure is a product of the industrial revolution to help businesses appropriate their workforce. Classical school Henry Fayol is acknowledged as the founder of the Classical Organization theory and is one of the pioneers of management thought. He divided the business activities into six areas- technical, commercial, financial, accounting, managerial functions and protecting the assets of the organization...
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...Instructor’s Manual to Accompany Organizational Behavior 5/e emerging knowledge and practice for the real world by Steven L. McShane and Mary Ann von Glinow Chapter 1 Introduction to the Field of Organizational Behavior Prepared by: Steven L. McShane, University of Western Australia This Instructor’s Manual 1ile is part of the Instructor’s Resource CDROM for Organizational Behavior: Emerging Knowledge and Practice for the Real World, 5th edition 10‐digit ISBN: 0073364347 13‐digit ISBN: 9780073364346 Published by McGraw‐Hill/Irwin, a business unit of The McGraw‐Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2010, 2008, 2005, 2003, 2000 by The McGraw‐Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw‐Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. McGraw-Hill Irwin Chapter 1: Introduction to the Field of Organizational Behavior 1 Introduction to the Field of Organizational Behavior LEARNING OBJECTIVES After reading this chapter, students should be able to: 1. De1ine organizational behavior and organizations, and discuss the importance of this 1ield ...
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...Management Control System CHAPTER 1 : THE NATURE OF MANAGEMENT CONTROL SYSTEMS By: Amirul Affan (115020305121001) Maria Dias Ika S (115020307121009) FACULTY OF ECONOMICS AND BUSINESS BRAWIJAYA UNIVERSITY 2014 A. Basic Concepts Management control system (MCS) is a system which gathers and uses information to evaluate the performance of different organizational resources like human, physical, financial and also the organization as a whole considering the organizational strategies. MCS influences the behavior of organizational resources to implement organizational strategies. MCS might be formal or informal. Control An organization must be controlled to ensure that is strategic intentions are achieved. But controlling an organization is much more complicated than controlling devices. Every control system has at least four elements: 1. Detector or sensor Device that measures what is actually happening in the process being controlled. 2. Assessor Device that determines the significance of what is actually happening by comparing it with some standard or expectation of what should happen. 3. Effector Device that alters behavior if the assessor indicates the need to do so 4. Communications network Device that transmit information between the detector and the assessor and between the assessor and the effector. Management An organization consists of a group of people who work together to achieve certain common goals (in business...
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...Topic 1. Managers and Managing. 1. Management is a process of using organizational resources to achieve organizational goals effectively and efficiently through planning, organizing, leading, and controlling. A manager is a person responsible for supervising the use of an organization’s resources to meet its goals. Efficiency is a measure of how well or productively resources are used to achieve a goal. Effectiveness is a measure of the appropriateness of the goals an organization is pursuing and of the degree to which the organization achieves those goals. 2. Planning is a process that managers use to identify and select appropriate goals and course of action. Organizing is a process that managers use to establish a structure of working relationships that allow organizational members to interact and cooperate to achieve organizational goals. Motivation is a psychological force that determines the direction of person’s behavior in an organization; a person’s level of effort, and a person’s level of persistence. Controlling – an evaluation of how well an organization is achieving its goals and taking action to maintain or improve performance. 3. First-line manager is a manager who responsible for the daily supervision of nonmanagerial employees. Middle manager is a manager who supervises first-line managers and responsible for finding the best way to use resources to achieve organizational goals. Top manager is a manager who establishes organizational goals, decides...
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...Chapter two The Evolution of Management Theory Learning Objectives 1. Describe how the need to increase organizational efficiency and effectiveness has guided the evolution of management theory. 2. Explain the principle of job specialization and division of labour, and tell why the study of person–task relationships is central to the pursuit of increased efficiency. 3. Identify the principles of administration and organization that underlie effective organizations. 4. Trace the changes that have occurred in theories about how managers should behave in order to motivate and control employees. 5. Explain the contributions of management science to the efficient use of organizational resources. 6. Explain why the study of the external environment and its impact on an organization has become a central issue in management thought. A Case in Contrast Changing Ways of Making Cars Car production has changed dramatically over the years as managers have applied different views or philosophies of management to organize and control work activities. Prior to 1900, workers worked in small groups, cooperating to hand-build cars with parts that often had to be altered and modified to fit together. This system, a type of small-batch production, was very expensive; assembling just one car took considerable time and effort; and workers could produce only a few cars in a day. To reduce costs and sell more cars, managers of early car companies needed better techniques to increase efficiency. Henry...
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...TEXAS DEPARTMENT OF INFORMATION RESOURCES System Development Life Cycle Guide Version 1.1 ● 30 MAY 2008 Texas Project Delivery Framework SYSTEM DEVELOPMENT LIFE CYCLE GUIDE Version History This and other Framework Extension tools are available on Framework Web site. Release Date Description 30-May-2008 Version 1.1 released. Modified all references to “Project Plan and related plans” to “Project Plan” in order to align with Framework 2.0 and Change Request 38. 25-Sep-2007 Version 1.0 – System Development Life Cycle Guide released. DIR Document 25GU-1-1 ii Texas Project Delivery Framework SYSTEM DEVELOPMENT LIFE CYCLE GUIDE Contents Introduction ................................................................................................................................1 Use of the System Development Life Cycle Guide ....................................................................2 Section 1. System Life Cycle Processes...................................................................................3 1.1 Introduction ......................................................................................................3 1.2 System Life Cycle Processes and the Organization ........................................4 Section 2. Development Process ..............................................................................................5 2.1 Introduction ..........................................................................
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...FBI Case Study 9/16/14 Saran Voleti Critical Facts: 1. The FBI is “an intelligence-driven and a threat-focused national security organization.” It has both intelligence and law enforcement responsibilities. ( http://www.fbi.gov/about-us/quick-facts) 2. The FBI’s mission is “to protect and defend the United States against terrorist and foreign intelligence threats, to uphold and enforce the criminal laws of the United States, and to provide leadership and criminal justice services to federal, state, municipal, and international agencies and partners”.( http://www.fbi.gov/about-us/quick-facts). 3. Headquarted in Washington, the FBI has 35,344 employees. It has 56 field offices and 380 other offices in the US .It also has 60 offices in foreign...
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