What type of leadership is most effective (according to research) for building teams? What antecedents may be present in leaders that can enhance their ability to set team goals and facilitate team effectiveness?

Lebron James

What type of leadership is most effective (according to research) for building teams?

What antecedents may be present in leaders that can enhance their ability to set team goals and facilitate team effectiveness?

What are some characteristics of leadership-type that you identified for this paper?

Use a sports leader active between 1960 and present day to use as an example in this paper.

How did they capitalize on these characteristics (whether they understood them or not)?

 

What are the mission, objectives and priorities of the organization? How are these communicated? How are management techniques and theories incorporated into leadership activities?

Leadership Analysis of a Healthcare Systems Organization

It is not uncommon for healthcare organizations to restructure, reorganize, or change ownership on a somewhat frequent basis. As the business of healthcare is ever-changing, many organizations must change to meet the demands of the industry, the patients they serve, and the professionals that serve them.

  • SEE THE ARTICLES ATTACHED TO ASSIST IN WRITING THIS PAPER
  • FEEL FREE TO SEARCH ARTICLES ON COMMUNITY HEALTHCARE SYSTEMS

For this first week’s assignment, you are going to explore CHS (Community Health Systems) leadership culture. What type of leadership methodologies does the organization subscribe to? Were these the same prior to undergoing a change? Why do they believe in them and encourage them?

FEEL FREE TO SEARCH ARTICLES ON COMMUNITY HEALTHCARE SYSTEMS

In particular focus in on these areas:

1.) Leadership Skills and Behavior

What are the mission, objectives and priorities of the organization? How are these communicated?
How are management techniques and theories incorporated into leadership activities?
How does leadership analyze problems, promote solutions and encourage decision making?

2.) Engaging Culture and Environment

Does the organizational climate encourage transparency, mutual trust and focus on service improvement? Does it encourage teamwork and support diversity?
Does the organizational culture encourage a high level of employee commitment by communicating a compelling organizational vision and goals?
Does leadership hold themselves and others accountable for surpassing organizational goals?

3.) Leading Change

Does leadership promote ongoing learning and improvement?
Do they respond to the need for change and lead that process?

4.) Driving Innovation

Does leadership encourage diversity of thought and support innovation, creativity and improvement?

COMMUNITY HEALTH SYSTEMS ARTICLES BELOW

ARTICLE #1

Franklin-based Community Health Systems is selling three Virginia hospitals in the final stretch of the health system’s divestiture plan to pay off its bad debt.

CHS has agreed to sell the assets of 300-bed Southside Regional Medical Center in Petersburg, 105-bed Southampton Memorial Hospital in Franklin and 80-bed Southern Virginia Regional Medical Center in Emporia to subsidiaries of Cincinnati-based Bon Secours Mercy Health, who already has a big presence in the state.

According to Modern Healthcare Metrics data, Southside Regional was generating a 2.1 percent operating margin with $4 million in operating income in fiscal year 2019. Southampton Memorial posted a negative 33 percent margin with losses of $13.2 million in 2018, and Southern Virginia Regional lost $11.2 million on $24 million in revenue in its most recent fiscal year.

The transaction is expected to close by the end of 2019. Based on other CHS hospital sales this year — which valued its facilities on average at $169,000 per bed — CHS stands to take in about $82 million on the 485-bed sale.

Of note, a 76-bed West Virginia hospital CHS sold last year owes the health system more than $651,000, according to the hospital’s bankruptcy filings. A CHS subsidiary has sued Mingo Health Partners for the money, which was used on surgical implants and supplies as well as billing and IT services.

CHS shares (Ticker: CYH) climbed 3 percent Monday to close at $4.60. The stock has more than doubled since hitting its 2019 low in late August.

ARTICLE #2

One of the Richmond region’s major health care providers is buying three hospitals in Virginia, including Southside Regional Medical Center in Petersburg.

Cincinnati-based Bon Secours Mercy Health, a not-for-profit Catholic health care system with more than 40 hospitals, announced Monday that it has signed an asset purchase agreement to acquire the three hospitals from affiliates of Community Health Systems Inc., a Franklin, Tenn.-based owner of 102 hospitals in 18 states.

In addition to the 300-bed Southside Regional Medical Center in Petersburg, the deal includes Southampton Memorial Hospital, a 105-bed hospital in the city of Franklin; and Southern Virginia Regional Medical Center, an 80-bed hospital in Emporia. They are Community Health Systems’ only hospitals in Virginia.

Financial terms of the deal were not disclosed. Bon Secours said Monday that both companies are working to finalize a deal and expect it to close by the end of this year.

In the Richmond area, Bon Secours operates St. Mary’s Hospital, Richmond Community Hospital, Memorial Regional Medical Center and St. Francis Medical Center. It also owns Rappahannock General Hospital in Kilmarnock.

Southside Regional Medical Center has a 50-acre campus and employs about 380 physicians working in more than 40 specialties. The hospital also has seven satellite outpatient centers, according to its website.

In July 2018, Southside Regional Medical Center opened a 24-hour emergency care center in Colonial Heights. The facility has 10 exam rooms, diagnostic imaging and lab services.

Southside Regional Medical Center traces its roots to the Petersburg Home for the Sick that opened in 1884. The name changed to Petersburg Hospital in 1886 and to Petersburg General Hospital in 1953.

The name changed again to Southside Regional Medical Center in 1986.

In 2003, the Petersburg Hospital Authority sold Southside Regional to Community Health Systems.

The new owners built a new $145 million hospital, which opened in July 2008, relocating the hospital from 801 S. Adams St. near downtown Petersburg to Medical Park Boulevard.

Community Health Systems has been selling hospitals as the company seeks to stem losses related to declining admissions.

The company sold 11 facilities and closed three others in 2018. It reported a $788 million loss for 2018, less than its loss of about $2.4 billion in 2017.

The company announced in August that it had sold nine hospitals to date in 2018. Later in August, it announced that it had completed the sale of two hospitals in Florida, and in September, it sold a hospital in Bluefield, W.Va.

The deal to sell the Virginia hospitals comes less than a week after Bon Secours named a new president for the health system’s Richmond market. Faraaz Yousuf was named to replaced Toni R. Ardabell, who left the role earlier this year for a job at Inova Health System in Northern Virginia.

Yousuf, who will start the job on Dec. 1, currently is responsible for strategic planning for Bon Secours Mercy Health’s Atlantic Group, which includes five states from New York to Florida.

When the deal is complete, Southside Regional Medical Center and Southern Virginia Regional Medical Center will become part of the company’s Richmond market, led by Yousuf, a spokeswoman for the health care system said.

Southampton Memorial Hospital will become part of Bon Secours Mercy Health’s Hampton Roads market, which is led by Amy Carrier, the spokeswoman said.

“Bon Secours Mercy Health is strategically focused on how we can best fulfill our mission and meet the needs of our patients and communities,” John Starcher, Bon Secours Mercy Health’s president and CEO, said in a statement.

“Southeastern Virginia is a very attractive growth market, and we look forward to continuing to invest in the health and well-being of area residents, while ensuring our facilities are places where associates want to work, clinicians want to practice, people seek wellness and communities thrive,” Starcher said.

Identify three different types of PAs that can be offered. Analyze how the PA can be applied to a training effort. Identify one type of training and one assessment tool for each PA that could be used to identify training success.

Unit 7 Human Resources

Unit VII Homework

In this homework assignment, you will develop a table on performance appraisals (PA) and how they are applied to training.

In column 1, identify three different types of PAs that can be offered.

In column 2, analyze how the PA can be applied to a training effort.

In column 3, identify one type of training and one assessment tool for each PA that could be used to identify training success.

Use bullet points in the table. APA is not required for this homework assignment.

Briefly discuss the difference between training and development and how they can affect a performance appraisal. Why does a company need a succession plan? What are some issues with the use of a succession plan?

Unit 6 Risk Mgmt

QUESTION 6-2
  1. Briefly discuss the difference between training and development and how they can affect a performance appraisal.

    Your response must be at least 200 words in length.

QUESTION 6-3
  1. Why does a company need a succession plan? What are some issues with the use of a succession plan?

    Your response must be at least 200 words in length.

 

 

 

Characterize the forced distribution method. What potential problems are associated with the forced distribution method?

HUMAN RESOURCE MANAGEMENT

Essay: Characterize the forced distribution method. What potential problems are associated with the forced distribution method? Include an intro a body and a conclusion

ONLY reference: Fundamentals of Human Resource Management Gary Dessler, 2019 Pearson

 

What are the pros and cons of decisions made by groups such as committees and task forces as compared to decisions made by one person? Is it possible for someone to be a good decision makchoer but a poor supervisor? Explain

Management Information Systems

Discussion Questions 1. Peter Drucker states that a big decision-making error supervisors frequently make is failing to get a handle on a problem. Often, managers plunge in prematurely. Why do you think many managers make this common mistake?

  1. Discuss the following statement: It’s better for a manager to try to carry out a poor decision for the sake of worker confidence. You can’t build worker confidence by continually admitting the poor decisions you make.
  2. What are the pros and cons of decisions made by groups such as committees and task forces as compared to decisions made by one person?
  3. Is it possible for someone to be a good decision makchoer but a poor supervisor? Explain

 

Choose one topic to write about. Each question should be discussed/answered. Be sure to include references. Describe the main problem of economic inequality.

Describe the main problem of economic inequality

Choose one topic to write about (minimum 250 words). Each question should be discussed/answered. Be sure to include references.

Describe the main problem of economic inequality.

 

Create a work breakdown structure (WBS) and project schedule for the project proposal you selected in Week 2.

G=Gantt Chart

Exam Content

The work breakdown structure reaches its culmination through the change management plan and project closure. As a project manager, you need to ensure that your WBS has been successfully implemented.

Create a work breakdown structure (WBS) and project schedule for the project proposal you selected in Week 2.

Use Microsoft® Project to list the components and breakdown of the project’s WBS (i.e., project phases, grouping of tasks, resource assignments, and so on).

Develop a Gantt chart with the following:

  • Project phase
  • Tasks
  • Resource names/titles
  • Duration
  • Start and finish dates
  • Predecessors
  • Milestones highlighted

Develop a theoretical framework for deeper understanding of the turnaround phenomenon.

Corporate Turnaround

Develop a theoretical framework for deeper understanding of the turnaround phenomenon.

Explain how a company can link their compensation and performance evaluations to the organization’s innovation objectives and strategy.

Evaluations, Compensation, and Firm Objectives

Introduction: A company’s mission, vision, and values must be aligned with the company strategy. Then each of the functional areas of the company have their own strategies that align with the overall company strategy. In this assignment, you will explain how a company can link their compensation and performance evaluations to the organization’s innovation objectives and strategy.

Read the case study below, and respond to all the checklist items.

Case Study:

Braintrust Toys is a toy maker that has as its mission, “Our purpose is to expand the minds of children 1 month–100 years old.” Currently they use a product development strategy but believe that maybe they need to orient their company towards an innovative strategy.

Their current objectives are to:

  • Invent 10 new toys every year and reinvent at least 10 more.
  • Increase revenues by 15% per year.
  • Employ motivated and committed workers.
  • Provide safe and intellect-expanding toys for everyone.
  • Braintrust Toys has operated as a medium-sized company for about 20 years. Their compensation to date has been based on longevity at the company. The employee evaluations were performed by their managers after reviewing their results based on their influence on: (1) increased department product output (75%), and (2) increased department sales (25%) at the end of the year. With the increasingly mechanized and digitized toys, and now robotics involved in toy making, many employees have been let go or offered early retirement due to their obsolescence.

The new objectives in line with the new innovation strategy include:

-Enhance attributes and convenience in at least 20 existing products.
-Launch at least 15 new products that appeal to new customers and new markets.
-Develop five new markets.
-Hire personnel that think innovatively.
-Hire diverse support personnel and designers who are customer service oriented to support new products and markets.
-The 200 remaining employees are beginning to worry, and feel their compensation and evaluation process needs an overhaul.