1 Managing Multidisciplinary Professionals by Combining Assets and Activities For this assignment, review the Combining Assets and Activities case study in Section 7.3 of your course text. Then, thoroughly address the following points in your paper: Describe the vertical and horizontal dimensions of this organization. Describe the authority/responsibility relationships that will present in this organization. Should this practice become centralized, decentralized, mechanistic, or organic in its design? Defend your answer. Explain the importance of differentiation, integration, and managing complexity, interdependence, and boundary spanning activities for this organization. Draw an organization chart for this organization and explain why form of departmentalization you chose believe best fits the unit. Your assignment must be one to two pages in length (excluding title and reference pages). Utilize your course textbook and at least one additional scholarly source to support your conclusions and leadership considerations. Your paper and all sources must be formatted according to APA style as outlined in the Ashford Writing Center. Assignment 2 Human Resources: Debbie's Dilemma For this assignment, review the Debbie's Dilemma case study and complete the interactive module in Section 12.4 of your course text. Then, thoroughly address the following points in your paper: Use Herzberg's two factor theory to explain Debbie's level of motivation. Use Adams' equity theory to explain Debbie's decision to look for work elsewhere. Use Vroom's expectancy theory to explain this situation. If you were advising the three physicians in the organization, what would you tell them they should have done when confronted by the two LPNs? Defend your advice. Your assignment must be one to two pages in length (excluding title and reference pages). Utilize your course textbook and at least one additional scholarly source to support your conclusions and responses to the questions. Your paper and all sources must be formatted according to APA style as outlined in the Ashford Writing Center. Assignment 3 S.W.O.T. (Strengths, Weaknesses, Opportunities, Threats) For this assignment, using the situation given below, apply the S.W.O.T. Situational Planning Strategy which was described in Chapters 4 and 7 of your course text: Situation: You are the C.E.O. of Community South Medical Center, a large, urban forprofit healthcare facility. This institution has comprehensive health services including acute care, residential care, independent living, inhome nursing, hospice, neonatal, and pediatric services, advanced cardiac services, a major trauma center, a center of excellence for pulmonary services, and a neurosurgery center. Community South Medical Center has a positive bottom line and is striving to enhance health services for the population it serves. The patient care mix has shifted in the last three years and its reimbursement source is currently: 25% Medicaid (up 20%); 35% Medicare (down 12 %); 25% employer sponsored health insurance (unchanged), 8% managed care (down 20 percent), 4% private pay (unchanged) and 4% nopay (up 25%). The Medical Center is in an older urban area. Businesses with wellpaying jobs have gradually been replaced by smaller shops and other small businesses. Overall, the community is trending towards a predominantly elderly population. The Medical Center has an excellent reputation and has been recognized in the past by receiving a Baldrige Center of Excellence evaluation and a The Joint Commission (T.J.C.) approval for their quality of services; however, recent selfinspections indicated a slight decline in compliance with T.J.C. standards. Patient satisfaction survey results have an overall mean of 95 percent. The medical staff strongly supports new program development and there is an abundant supply of physicians. Currently, the major issues confronting the Community South Medical Center are: an identified shortage of clinical staff including registered nurses, respiratory therapists, and medical technologists; non interfacing information technology systems; antiquated facilities and infrastructure; decline in T.J.C. compliance on internal audits; and a shift to its financial mix. Action: As the C.E.O., it is time to embark on the annual updating of the organization's strategic plan. The last major revision to the strategic direction was completed three years ago. In a four to sixpage (excluding title and reference pages) doublespaced paper, consider and respond to the following points: Select one of the needs of Community South Medical Center and identify at least one strength, one weakness, one opportunity, and one threat (S.W.O.T.) for that need. How do each of these (e.g., the strength, the weakness, the opportunity, and the threat) correlate to the overarching issues confronting Community South Medical Center? Is it time to revise the strategic mission and plan of the organization from three years ago or continue as originally planned with a yearly assessment? Should the C.E.O. address the issues confronting Community South Medical Center or wait another year? If so, what should the strategic plan be? If not, why? What leadership positions would be a part of your strategic management team? Why? What would each of their responsibilities entail? What are some of the market trends you can identify in this area? How might they affect Community South Medical Center? How would you prepare for them? You must use a minimum of four scholarly sources, excluding the course text, cited according to APA format as outlined in the Ashford Writing Center. Your paper and all sources must be formatted according to APA style. CASE Debbie's Dilemma Debbie Vestica decided to look for a new job on a day that should have been filled with joy. She had just completed a master's degree in nursing and had been given a substantial increase in pay, along with new benefits. Other factors, however, greatly diminished the reward she had just received. Debbie began working as a nurse in a local pediatric physician's medical group. Three doctors and three nurses made up the medical staff. Two of the nurses completed training at the licensed practical nurse (LPN) level, while Debbie held the rank of registered nurse (RN). Due to this difference in educational attainment, Debbie was expected to supervise the other two nurses. The problem she faced was that the two nurses often treated her more as a peer, or even as a subordinate, rather than as a supervisor. To complicate matters, the two LPNs had been on staff for four and five years, respectively, while Debbie had only been employed by the organization for two years. Still, when hired, she was told to assume a supervisory role. At first, Debbie chose not to confront the two more experienced nurses, hoping that over time she would be able to manage them more effectively by not trying to use forceful or directive tactics. One year later, Debbie discovered that although her pay was slightly above average for RNs in the area, her pay differential with the LPNs was only $3 per hour. She earned $30 per hour ($60,000 per year), whereas the LPNs earned $27 per hour ($54,000 per year). Their pay ranked them above nearly all LPNs in the state. Given the additional duties she was expected to complete, Debbie found the pay differential to be unsatisfactory. After two years on the job, Debbie began a master's program designed to achieve the designation of clinical nurse specialist with an emphasis in children's health. She devoted considerable time and money to obtaining the degree, although the physician's group did contribute 50% of her tuition and book costs. On graduation day, Debbie met with the three physicians. They all generously praised her efforts and promised her a new status level that included having her own office in the complex. They also granted her a raise of $7 per hour, raising her annual salary to $74,000, in return for additional duties and responsibilities. The turning point occurred when Debbie overheard the two LPNs talking in the office break room. Upon finding out about Debbie's new pay raise and status, the LPNs confronted the three physicians, demanding an additional increase in pay as well. Sensing a major confrontation, the physicians had decided to raise the pay of the two by $5 per hour, to $32 per hour or $64,000 per year. That amount was higher than what Debbie had earned as an RN and as an RN attending graduate school. Believing that she would never receive the proper pay differential that she deserved in this practice, Debbie decided it was time to seek employment elsewhere. 1. Use Herzberg's two-factor theory to explain Debbie's level of motivation. 2. Use Adams's equity theory to explain Debbie's decision to look for work elsewhere. 3. Use Vroom's expectancy theory to explain this situation. 4. If you were advising the three physicians in the organization, what would you tell them they should have done when confronted by the two LPNs? Defend your advice