Approach 1: Capture Your Readers’ Attention:
•Start with an unusual or surprising piece of information about your subject
•Present the information, starting from the least unusual or surprising idea and moving to the most
•Use specific examples, quotations, statistics, and so on to illustrate your topic
•End your paper by restating a unique or surprising aspect of your topic
Approach 2: Question Your Readers
•Begin with a question to help readers see why they might want to read about your topic
•Outline the information, starting with the least significant piece of information and working toward the most important
•Use specific examples, quotations, statistics, and so on to illustrate your topic
•Conclude by answering the questions that you started with
Approach 3: Create a Context:
•Set the stage. What is the situation that your readers may be interested in?
•Broaden your initial explanation with specific details, quotations, and examples so your reader can “see” what you are writing about
•Compare and contrast your subject with another one, to help readers understand the information
•Conclude your paper by reinforcing your reader’s connection to your topic
SAMPLE ANSWER
The Impact of Media on Public Opinion
Media is regarded as the fourth estate for its role in providing information and contributing in opinion formation among its audience. Before going into details on the impact of media on public opinion, let me pose this question. Do you believe that media messages at any time have changed your perception or opinions on any issue? If it has, then it is evident that indeed media has some powers to influence.
The members of the public perceive and have their own opinions and views about certain aspects in the society. However, the media through its messages and opinions or representation of information affects the already formed opinions of the audience. The impacts of messages from media can be higher especially if the audience believes and trusts media as a credible source of information. Some of the reasons that contribute to mass media influence on the public opinion is that the media carry out its own research and report findings from the members of public on their opinions (Lazaroiu 264). Media houses such as CNN, for instance, carry out research to establish the opinions of the audience on various topics. Media furthermore, reports others research and findings as well reports on events, topics, and feelings of groups about them.
Audiences hold their own ideologies as they have distinct belief systems. Ideologies act as constraints when receiving messages from the media. They are able to interpret the messages and form their own opinions. Being able to evaluate messages from a media outlet is determined by various factors such as the interests in the message and the level of education or rather literacy levels (Lazaroiu 265). People with high level of education will not just take in any messages from the media but will dig deeper into the information to ascertain its credibility.
Media has the capacity to form opinions, has the power to shape patterns of feelings, thinking and reacting on certain circumstances, or events as clearly illustrated from the Vietnam War. Media through its depictions of the horrible killings in Vietnam by the American Soldiers made the American citizens to stop supporting their soldiers’ actions. The media portrayals included killings of children and people; something that was very shocking and disturbing. The focus of the Americans shifted on the human activists instead of the soldiers in the Vietnam. On the same not, it is exhibited how negative media portrayal as well impacts on the public opinion. The media in this case affected the opinions and the views of the people through the pictures. Had the media sparingly or concealed some of the acts on ground, the American publics could have not relinquished their support to their soldiers in the USA. Therefore, from the media portrays USA lost in terms of politics and social arena.
Media, through its gatekeepers such as editors, makes the decision on what information the public receives. Such messages or information may influence or override the opinions of the members of the public. The media, therefore, sets the agenda on the issues the members of the public deliberate and discuss on (Lazaroiu 264). For instance, if the gatekeepers decided to concentrate on a specific kind of news, for example, terrorists attack, the members of the public will believe in the messages the media transmits to them. For instance, if the media reports that an attack is carried out by Al-Qaida, members of the public will believe in the information as long as the media keeps on repeating and reporting on the issue even if another terror group carried the attack. This, therefore, means that, media is powerful in influencing the opinion through its framing and that is why it is important that before any information is broadcast or reported to the public, enough evidence is gathered to ensure credibility and as well to upholster the image of the media in the public eye.
Media has the potential of influencing political elections unfairly. Many people that relay on media for accurate information can be mislead to hold contrary position based on information that is not factual. To indicate the sincerity in this argument arose when World Net Daily cautioned members of the public to be vigilant not to be keen in the presidential lection because media had the capability of shaping opinion through skewing the polls.
Media also influences the audience or public opinions as it drives consumers to develop certain consumption/purchasing habits through adverts and promotion of goods and services. People that access to media adverts are highly persuaded to change their purchasing behaviors, as they believe that information transmitted through media is true. Large corporations therefore spend colossal sums of money to run their adverts to accrue high profits from the increased sale of their products after advertisement. A good example is Two and a Half Men show that stared Charlie Sheem who received huge sums of money. The company CBS earned colossal amounts of money in its first quarter courtesy of the show. This therefore, indicates the capability of media to influence the public opinion
In conclusion, the media has a greater potential of influencing the public opinion either negatively or positively. Many people do believe that media messages are true, hence, they believe in the same as illustrated from various events such as Vietnam War and in presidential elections among many others. However, it is important for the public to interrogate media messages they receive to ensure that they are credible and true. This will ensure that they remain objective and sincere.
The Impact of Complex Adaptive Systems
As a teenager beginning a new school, you likely searched for other students who were similar to you to befriend. You may have looked for students with similar backgrounds, interests, hobbies, and academic abilities. It is likely that no one explicitly told you to do this but that you did it naturally. Others did likewise, and groups began to form. As your group began to interact with other groups, rules governing these relationships may also have formed. Again, these relationships were likely not instituted by anyone in formal authority but passed informally among members and between groups. However, some members may have deviated from these informal relationship rules. If the influence of these individuals were strong enough, they could permanently alter the relationships within and between groups.
Those who apply complexity theories suggest that organizations and even entire industries develop in much the same way as individuals or entire organizations pursue individual goals, react to the actions of others, and form relationships. Scholar-practitioners must ask themselves what implications these theories have for those attempting to develop strategy for modern organizations.
To prepare, review this Week’s Learning Resources on complexity theory. Consider the potential impact of a complex adaptive system for the organization you chose for your SSP.
By Day 5 of Week 5, read all of your colleagues’ posts and respond to two colleague’s individually in one of the following ways:
•Critique your colleagues’ analyses of how a small change in a system may lead to large or radical organizational transformation, and offer additional insight from your personal experience or the literature.
•Refute or support your colleagues’ analyses of the potential impact of complex adaptive systems on leadership using an example from your own experience or support from the literature.
•Refute or support your colleagues’ analyses of the potential impact of complex adaptive systems on innovation using an example from your own experience or support from the literature.
•Answer one of the questions posed by your colleagues in their posts.
Colleague post 1 (Geraldine)
The Impact of the Complex Adaptive Systems
Organizational strategic goals is set up by executing the traditional strategic thinking (“Strategy,” 2005). Many attributes exist within the organization that causes the inconsistent, unlink processes, and business units key relation disconnections. CAS acronyms stand for complex adaptive system. CAS defines how corporation classifies innovation, complex as living machine, and growing organization (Lucas, 2004) and describes as organizations compete with other and compete with other organizations in the same trade is a form as a complex system (Stacey, 2011). Scholars describe combination of a number; populations of entities called as agents, each behaves according to the define set of rules (Laureate Education, 2013; as cited by Stacey).
The Impact of Changes within a CAS
Organization carried out many changes by the force of the changing environment and advanced technology. Internal business units within CAS transform due to the communication and collaboration with other business units (Stacey). IBM has undergone many changes and transformed over the past 100 years. For example, the business focus transformed from a hardware product offering to product and services offering. IBM today has been committed as service oriented.
During the revolution, the organizational culture depends on their CM known as changes management to ensure the success of the project deliverables, while the IT industry will make significant transformations over time as well. IBM cultures innovative thinking, with that a great collaboration and communication, this attributes is one key for the technology enhancement and advancement, procedural and processes improvement.
Potential Impact of CAS on Leadership and Innovation
The organization creates innovative thinking culture; leader encourages employees on innovation and management uses technology and skills to advance processes and competitiveness (McCarthy, 2003). New product and services offering is a key differentiating themselves from another industry. IBM and Apple were the major company during the personal computers (PC) era. The product serves the same deliverables, although serves different types of entities. For instance, Apple was more focus with a graphical interface, whereas IBM focuses with a command line interface system. Microsoft dominated the PC operating system and transformed the PC by incorporating IBM, Apple, and other ideas.
Communicating with the agents within the CAS is the key, because if communication does not exist, then innovative thinking and technology advancement would not stimulate for driving the technological growth. Still true today, a greater collaboration and communication is still the key and continuously exercise. CAS more significant today than ever value, an innovation and flexibility must exist to be sustainable.
The question remains on whether the organization measure the results of these interactions attribute aligned with the leadership expectations (Laureate Education). What is the leadership perspective about the system complexity? What is the next big thing for PC? How quickly consumer adapt the advancement of PC? Any advice for IBM, Microsoft, or Apple?
References
Baran, M. (2010). Teaching multi-methodology research courses to doctoral students. International Journal of Multiple Research Approaches, 4(1), 19-27. doi:10.5172/mra.2010.4.1.019
Laureate Education (Producer). (2013). Analyzing complex adaptive systems [Video file]. Retrieved from https://class.waldenu.edu.
McCarthy, I. P. (2003). Technology management–a complex adaptive systems approach. International Journal of Technology Management, 25(8), 728-745. Retrieved from http://beedie.sfu.ca/profiles/IanMcCarthy
Colleague #2 post(Quintin)
The Impact of Complex Adaptive Systems
The field of complex adaptive systems theory (complexity) seeks to understand how order emerges in complex, markets, and social systems. High smith (2013) stated “complex adaptive systems provides an alternative to the linear, reductionist thinking that has ruled scientific thought since the time of Newton.” Complex adaptive systems theory maintains that the structure emerges from the interaction of individuals or a group. Successful business transformation has proven to be a complex issue. Cumming and Norberg (2013) stated, “In Darwin’s theory, it is commonly held that the evolution is a gradual process in which all species go through changes at regular intervals.”
Semetsky (2013) described CAS as a living system, which has several recurring conditions. The critical starting point from which the system enters into a presence at the edge of chaos is Disequilibrium. Semetsky described disequilibrium as being fluidity. Merriam-Webster defined fluidity as “the quality or state of being fluid and the physical property of a substance that enables it to flow.” Keyhani, Lévesque, and Madhok (2013) described disequilibrium as a “state in which old processes and strategies are disrupted.” Presence at the edge is an active state, which is a condition that allows old processes, structures, and customer to yield or try new approaches. Highsmith (2013) explained cultivation of self-organization and emergence are results of distributed intelligence. Systems achieve order because multiple local agents interact and those interactions produce unintended outcomes without the intervention of a central controller. Organizations take on properties and structures that are unexpected because people and groups. The most one can do to change and improve themselves is relative to what the other agents are doing (Bolman & Deal, 2013).
Highsmith (2013) described CAS’s as being characterized by perpetual novelty. In an economy, the agent may be an individual or household. Control of the CAS tends to be highly dispersed. A CAS has many levels of an organization with agents at levels servings as building blocks for agents at a higher level. A group of individual workers will produce a department; a group of departments will form a division, and will continue to build throughout the company and world economy. The systems processes are learning and adapting to changes in the system. The agents continuously throughout the process are exchanging information.
Alcock, Burgess, and Hasan (2013) described CAS’s as fluidly changing collections of distributed interacting components that react to both environmental and to one another. Examples of CAS’s include power grids, the internet, social groups, and human society. Power grid refers to the electrical grid that delivers electricity from suppliers to the consumers. The grid has stations that supply electricity to different areas and equipment. Power travels from the plant to the consumer to use for heating, lighting, sound, and refrigeration. Power failure can cripple plants, firms, airports and many other locations that require power. Power grids that cease to operate can cause broad hardships. Devices that need power can stop operating until powers restored. People can die from extreme cold or excessive heat, and the economy could suffer billions of dollars in damage.
Bullock et al. (2014) described how leaders of organizations expect to achieve stability by reducing complexity through codification, solving problems using reductionist rather than holistic thinking, understanding critical cause and linkages, and engaging in complex planning for a world they believe is predictable. Thus, leaders cannot control the future because, in complex systems such as organizations, unpredictable internal dynamics will determine future conditions. Heylighen (2013) described how leaders have learned the importance of interactions, correlation, and unpredictability among individuals. Leaders facilitate communications, but they do not direct communication. The leader allows communication to emerge through linear processes. Involved leaders facilitate development by becoming catalysts for actions, and function as “tags” Tags help speed up specific behaviors by directing attention to what is important and providing meaning to events.
Collins, Fizzanty, and Russell (2013) described that collaboration with other leaders in other areas is important to reduce problems within the organization. Collaborative members suggest that a shift in power relates to change and emergence of new patterns of interactions. Leaders can have available a list of occurrences that can happen and ways to solve the problems. Each leader or agent can have control of their station during any problems within the system. Leaders have to be flexible and recognize change has to occur. The fix used yesterday may not work with the same issue today. Schneider (2012) described leadership as an indirect, catalytic process that facilitates productive self-organization, a movement in which activity reformulates around a common cause.
Examples of CAS include the ecosystems and the biosphere. At the global level, the homeostatic nature of processes crucial to the maintenance of life, especially atmospheric processes which treat the biosphere. Another example of CAS is power companies. Power companies provide power to millions of customer all over the US. When part of the grid goes bad, if not properly corrected, power loss could affect millions of customers. The dispersed and local nature of an autonomous selection process assures continual adaptation.
Leaders cannot predict the future; can leaders use models to give them an idea of what could happen in the complex adaptive systems related to their organization?
A complex system has the ability “to switch between different modes of behavior as the environmental conditions are varied.” It is adaptive. What would be the outcome of a complex adaptive system that makes the incorrect decision/malfunction. Example: Medical equipment used to sustain life.
References:
Alcock, C., Burgess, L., & Hasan, H. (2013). Information systems for the social well-being of
senior Australians in building sustainable information systems (pp. 89-100). New York,
NY: Springer.
Bolman, L., & Deal, T. (2013). Reframing organizations: Artistry, choice, and leadership. Hoboken, NJ: John Wiley & Sons.
Bullock, J., Colombo, D., Linkov, I., Seager, T., Sweet, D., Tylock, S., & Unrath, U. (2014). Sustainability awareness and expertise: Structuring the cognitive processes for solving wicked problems and achieving an adaptive state. Retrieved from doi: 10.1007/978-94- 007-7161-1_5
Please answer each colleague post individually with three references each !!!!!
SAMPLE ANSWER
The Impact of Complex Adaptive Systems
Colleague One
In response to the post made by the first colleague, Geraldine, I agree with him that each and every organization has strategic goals, which are executed through strategic thinking. Nonetheless, there arises the need to specify that modern organizations have fostered the application of complex adaptive systems by reinforcing their operations. Given the definition of the term Complex Adaptive Systems, which Geraldine notes as being the process of classifying complex living machines and innovations so as to stimulate growth in organizations, the example given on the PC industry adds a different perspective to the argument. This is because even though the industry was shaped by the existence of competitors who impacted on the micro environment through innovations, research and development, it is still appreciated that the slotting in of strategic managers, market researchers and public relation officers facilitated the integration of CAS (Hill & Brown, 2007). In the end, the complexity of the relationship between Apple, IBM and other companies led to a transformation of the industry where currently, companies that were previously specialized in software programming such as Microsoft have ventured into hardware production through mergers and takeovers while hardware producing companies such as IBM have vertically integrated into software programming.
From this example, the impact of CAS is seen as having a neutralizing impact on the growth of the PC industry as all the companies have vertically integrated. This critique moves the argument closer to answering the questions posed by Geraldine asking whether organizations have a way of measuring the results accrued from an interaction of the adaptive systems. The answer to this question is yes. This is because the inauguration of various departments into modern organizations facilitate the identification of key parameters that cause an impact on the adaptive systems (Solvit, 2012). Additionally, the leadership perspective has increased thus necessitating the creation of specific departments to monitor the efficiency of the system. As a result, the next big thing for PC is further vertical integration where companies will be self-sufficient by creating their own software and hardware respectively (Hobbs & Scheepers, 2010). The consumer are very adaptive because the increased competition courtesy of CAS has led to more sophisticated innovations at a relatively low cost. I would advise Apple, Microsoft and IBM to invest more in research and development so as to create more user friendly PCs.
References
Hill, A. & Brown, S. (2007). Strategic profiling: a visual representation of internal strategic fit in service organizations. International Journal of Operations and Production Management, 27(12), 1333-1361.
Hobbs, G. & Scheepers, R. (2010). Agility in Information Systems: Enabling Capabilities for the IT Function. Pacific Asia Journal of the Association for Information Systems, 2 (4).
Solvit, S. (2012). Dimensions of War: Understanding War as a Complex Adaptive System. Paris, France: L’Harmattan Press.
Colleague Two
The second colleague (Quintin) acknowledges that the complex adaptive system theory defines the process of attaining order in complex markets and social systems. I support the definition of the theory since it seconds the ideas by Alcock, Burgess & Hasan (2013), who identified that CAS is pertinent in integrating complex business ideas. A critique of this note is that the author identifies more with many disciplines that skip the main logic behind the application of the theory in modern business scenarios. In spite of the scattered ideas, the author acknowledges that CAS is likely to result into distributed intelligence. By so doing, the systems attain order by interacting with the agents and this results into unintended outcome. In my opinion, which is seconded by Bronder and Pritzi, (2012) the central controller guides the reaction of the various stakeholders thus their outcome becomes focused towards using the integrated system to maximize on profitability and returns realized from a business. The process of gaining from applying the CAS theory is advanced by the institution of a learning organization where the employees are motivated into learning new skills that will help in shaping the company into adapting to the new systems. An example of this complex adaptations is seen in the technological advancement of medical equipment and machinery which rises the need for hospitals to create learning environments where their medics can interact with the macro environment through social networks and communication (Holland, 2006). By so doing, a cohesive system is created by borrowing knowledge from other better performing systems.
References
Alcock, C., Burgess, L., & Hasan, H. (2013). Information systems for the social well-being of senior Australians in building sustainable information systems (pp. 89-100). New York: Springer Press.
Bronder, C. & Pritzi, R. (2012). Developing Strategic Alliances: A Conceptual Framework for Successful Co-operation. European Management Journal, 10 (4), pp. 412-421.
Holland, H. (2006). Studying Complex Adaptive Systems. Journal of Systems Science and Complexity, 19 (1), 1-8. http://hdl.handle.net/2027.42/41486
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Forensic Issues.
Assume that you are called upon to testify in one of the two case scenarios below on behalf of the nurse-defendant. Outline what evidence is important to preserve – how? Why?
Case Study 1:
Malpractice Action Brought by Yolanda Pinnelas
People Involved in Case:
Yolanda Pinnelas-patient
Betty DePalma, RN, MS-nursing supervisor
Elizabeth Adelman, RN, recovery room nurse
William Brady, M.D., plastic surgeon
Mary Jones, RN-IV insertion
Carol Price, LPN
Jeffery Chambers, RN-staff nurse
Patricia Peters, PharmD-pharmacy
Diana Smith, RN
Susan Post, JD-Risk Manager Amy Green-Quality Assurance Michael Parks, RN, MS, CNS-Education coordinator SAFE-INFUSE-pump Brand X infusion pump Caring Memorial Hospital Facts: The patient, Yolanda Pinellas is a 21-year-old female admitted to Caring Memorial Hospital for chemotherapy. Caring Memorial is a hospital in Upstate New York. Yolanda was a student at Ithaca College and studying to be a music conductor. Yolanda was diagnosed with anal cancer and was to receive Mitomycin for her chemotherapy. Mary Jones, RN inserted the IV on the day shift around 1300, and the patient, Yolanda, was to have Mitomycin administered through the IV. An infusion machine was used for the delivery. The Mitomycin was hung by Jeffrey Chambers, RN and he was assigned to Yolanda. The unit had several very sick patients and was short staffed. Jeffery had worked a double shift the day before and had to double back to cover the evening shift. He was able to go home between shifts and had about 6 hours of sleep before returning. The pharmacy was late in delivering the drug so it was not hung until the evening shift. Patricia Peters, PharmD brought the chemotherapy to the unit. On the evening shift, Carol Price, LPN heard the infusion pump beep several times. She had ignored it as she thought someone else was caring for the patient. Diana Smith, RN was also working the shift and had heard the pump beep several times. She mentioned it to Jeffery. She did not go into the room until about forty-five minutes later. The patient testified that a nurse came in and pressed some buttons and the pump stopped beeping. She was groggy and not sure who the nurse was or what was done. Diana Smith responded to the patient’s call bell and found the IV had dislodged for the patient’s vein. There was no evidence that the Mitomycin had gone into the patient’s tissue. Diana immediately stopped the IV, notified the physician, and provided care to the hand. The documentation in the medical record indicates that there was an infiltration to the IV. The hospital was testing a new IV Infusion pump called SAFE-INFUSE. The supervisory nurse was Betty DePalma, RN. Betty took the pump off the unit. No one made note of the pump’s serial number as there were 6 in the hospital being used. There was also another brand of pumps being used in the hospital. It was called Brand X infusion pump. Betty did not note the name of the pump or serial number. The pump was not isolated or sent to maintenance and eventually the hospital decided not to use SAFE-INFUSE so the loaners were sent back to the company. Betty and Dr. William Brady are the only ones that carry malpractice insurance. The hospital also has malpractice insurance. Two weeks after the event, the patient developed necrosis of the hand and required multiple surgical procedures, skin grafting, and reconstruction. She had permanent loss of function and deformity in her third, fourth, and fifth fingers. The Claimant is alleging that, because of this, she is no longer able to perform as a conductor, for which she was studying. During the procedure for the skin grafting, the plastic surgeon, Dr. William Brady, used a dermatome that resulted in uneven harvesting of tissue and further scarring in the patient’s thigh area where the skin was harvested. The Risk Manger is Susan Post, J.D. who works in collaboration with the Quality Assurance director Amy Green. Amy had noted when doing chart reviews over the last three months prior to this incident that there were issues of short staffing and that many nurses were working double shifts, evenings and nights then coming back and working the evening shift. She was in the process of collecting data from the different units on this observation. She also noted a pattern of using float nurses to several units. Prior to this incident the clinical nurse specialist, Michael Parks, RN, MS, CNS, was consulting with Susan Post and Amy Green about the status of staff education on this unit and what types of resources and training was needed.
Case Study 2:
Wrongful Death by Howard Carpenter on Behalf of Wilma Carpenter,
Deceased People Involved in Case:
Mrs. Wilma Carpenter-patient-deceased
Mr. Howard Carpenter-husband and plaintiff in wrongful death suit
Mrs. Scale, RN, MS-nursing supervisor
Elizabeth Adelman, RN, recovery room nurse
Richard Washington, M.D.-orthopedic surgeon
Judy Gouda, RN, NP
Joseph Alsoff, LPN-post surgical unit nurse
Kelly Wheeler, RN-post surgical unit nurse
David Casler, LRT
Susan Post, JD-Risk Manager Amy Green-Quality Assurance Michael Parks, RN, MS, CNS-education coordinator Caring Memorial Hospital Facts: The plaintiff, Mrs. Carpenter was a 55-year-old woman who underwent a total hip replacement at Caring Memorial Hospital. The physician was Richard Washington, M.D. Dr. Washington is an orthopedic surgeon. His nurse practitioner is Judy Gouda, RN, NP. Dr. Washington reviewed the consent with Mrs. Carpenter prior to surgery. Joseph Alsoff, LPN witnessed the consent, Mr. Carpenter was present. Joseph does not remember the doctor ever mentioning that death could be a result of the surgery. The recovery room nurse is Elizabeth Adelman, R.N. The respiratory therapist is David Casler, LRT. The nurse on the post-surgical unit was Kelly Wheeler, RN. The supervising nurse was Mrs. Scale, RN, MS. The patient had an epidural catheter for a post-operative pain management, following an episode of hypotension in the Recovery Room which was treated with Ephedrine. Judy Gouda made rounds on the patient in the Recovery Room after the hypotensive event and vital signs were stable. The patient, Mrs. Carpenter, was placed on a medical surgical nursing unit with the epidural. The nurse, Kelly, was assigned to the patient and had not worked on that unit before, but had worked in post-acute critical care units. The nurse’s assignment was to provide patient care on the entire floor for that shift. There was also an LPN, Joseph on the unit. It was a busy day on the unit. Mrs. Carpenter was not the only post-operative patient. Kelly assessed the plaintiff upon admission, checked the IVs, asked if the patient was in pain, noted that the patient was responsive and understood where she was and was stable. She then left to care for other patients. The licensed practical nurse, Joseph Alcoff, had been working on the unit for several years. It had been rumored that Joseph was an alcoholic. There was no evidence that he had been drinking on the unit. Approximately an hour after the patient arrived on the unit, she was unable to tolerate respiratory therapy that was ordered, and she became nauseated and vomited. David Casler administered the respiratory therapy. According to Kelly, the registered nurse, ten minutes after the vomiting episode, Joseph Alcoff, the LPN, found the patient blue and unresponsive and called a code. Joseph is the only person other than the physician that carries his own liability insurance. The hospital also has malpractice insurance. The code team responded, along with Kelly, the registered nurse. Mrs. Carpenter was intubated and cardiac resuscitation was initiated. The patient responded to resuscitative efforts and she was transferred to the intensive care unit. Subsequently, Mrs. Carpenter did not do well, was unresponsive, and declared brain dead and taken off the respirator. She did not have a DNR in place. There is a conflict in testimony between Joseph the LPN and Kelly the RN. Joseph indicated that Kelly found the plaintiff to be unresponsive after the vomiting episode and called the code. The time elapsed between the vomiting episode and finding the patient is in dispute. The final diagnosis was anoxia encephalopathy due to the time lapse between CPR being initiated. The patient was eventually extubated, breathed independently for a period of time, and then subsequently expired. The vital signs ordered by the physician were hourly. The hypotensive episode in the recovery room had not been reported to the registered nurse. The Risk Manger is Susan Post, J.D. who works in collaboration with the Quality Assurance director Amy Green. Amy had noted when doing chart reviews over the last three months prior to this incident that the vital signs taken in the recovery room were not charted, not done, or not reported to the units. She was in the process of collecting data from the different units on this observation. She also noted a pattern of using float nurses to several postoperative units. Prior to this incident the clinical nurse specialist, Michael Parks, RN, MS, CNS, was consulting with Susan Post and Amy Green about the status of staff education on these units and what types of resources and training was needed.
SAMPLE ANSWER
Forensic Issues
There are certain evidences I should preserve if I am called upon to testify on behalf of a nurse-defendant in the case of Yolanda Pinnelas. One of the evidence I would protect is the one indicating that the pharmacy delayed in delivering the drug on time. This evidence will be altered with by indicating that the drug was actually delivered on time. The reason why this evidence ought to be protected is that it is against the law to delay to deliver drugs to a patient in un-stabilized condition (Maschi, Bradley & Ward, 2009). This provision is provided in the Patient Care Act which indicates that license of RNs could be revoked if proves that a patient was actually neglected.
Evidence that also requires to be preserved is the evidence that Jeffrey had neglected Yolanda prior to his assignation. This is very critical in court of law as it suggest that there was no close monitoring of Yolanda’s improvement during the treatment. This is against the competency standards of any Registered Nurse (RN). This evidence can be preserved by indicating that, the hospital being understaffed, made Jeffrey to check on other patients who were undergoing the same treatment (Furuse, 2001). This statement will convince the judges that Jeffrey was universal in trying to give all the patients quality services accorded to them.
Delicate evidence that need to be preserved too is the evidence that Betty, the supervisory nurse, did not note the name of the SAFE-INFUSE or its serial number. The problem here is that the pump was neither isolated nor sent for maintenance. If this evidence is presented in the court of law, Betty can be sued due to incompetency. Any medical practitioner is expected to demonstrate competency levels when dealing with patients. To preserve this evidence, it should be indicated that the reason behind using the pump is because the other six infusion pumps were already being used, and there was an urgent need to give Yolanda the intended services.
Doctor William Brady, if evidence is presented in court, can be fired or his license gets revoked. This is because he used dermatome that resulted in uneven harvesting of tissue and further scaring in Yolanda’s thigh area where the skin was harvested. This is against competency standards that indicate that William ignore to verify whether mitomycin had actually entered Yolanda’s body tissue and went ahead with skin grafting (Carroll & Buddenbaum, 2007). This evidence can be preserved by indicating that Dr. William was working guided by the documentation in the medical record that indicated that only infiltration to the IV had happened.
Amy Green, on the other hand, can be sued in court if the evidence attributed to him is presented. The evidence is that she had opted to use floating nurses to counteract the rising nurse-shortage shortage in the facility (Baker, 2005). I will defend Mrs. Green by providing that the use of floating nurses is due to neglect the state government to supply hospitals with more nurses. Therefore, Mrs. Green used floating nurses to reduce the increasing burden attributed to the reduced number of nurses.
Having malpractice insurances can convince the judges that the negligence of the medical officers used in treating Yolanda was because their mistakes were insured. This evidence requires to be protected by indicating that malpractice insurance is only geared to ensure that medical officers work professionally despite being insured. In the concerned hospital, only Betty and William are insured (Furuse, 2001). This evidenced can be preserved by arguing that the malpractice insurance attributed to Betty and William is because they hold very delicate position that is frequented with unavoidable mistakes.
References
Baker, T. (2005). Reconsidering the Harvard Medical Practice Study conclusions about the validity of medical malpractice claims. J Law Med Ethics.
The Impact of Complex Adaptive Systems
As a teenager beginning a new school, you likely searched for other students who were similar to you to befriend. You may have looked for students with similar backgrounds, interests, hobbies, and academic abilities. It is likely that no one explicitly told you to do this but that you did it naturally. Others did likewise, and groups began to form. As your group began to interact with other groups, rules governing these relationships may also have formed. Again, these relationships were likely not instituted by anyone in formal authority but passed informally among members and between groups. However, some members may have deviated from these informal relationship rules. If the influence of these individuals were strong enough, they could permanently alter the relationships within and between groups.
Those who apply complexity theories suggest that organizations and even entire industries develop in much the same way as individuals or entire organizations pursue individual goals, react to the actions of others, and form relationships. Scholar-practitioners must ask themselves what implications these theories have for those attempting to develop strategy for modern organizations.
To prepare, review this Week’s Learning Resources on complexity theory. Consider the potential impact of a complex adaptive system for the organization you chose for your SSP.
By Day 4 of Week 5, post a 8-9 paragraph analysis of the impact of changes within a complex adaptive system on a transformation in an organization ( Brookside Dairy Company ). Next, explain the potential impact of complex adaptive systems on leadership and innovation within an organization (Brookside Dairy Company ). Use examples of potential changes to the organization to support your response.(Brookside Dairy Company )
Extend the conversation by identifying implications for practice or research, as well as for your own research agenda, where appropriate. Be sure to integrate one or two new related, and engaging, questions that will extend the discussion about your post in constructive ways. Try to think of a question that will engage your peers in critical analysis and thinking about your organization (Brookside Dairy Company ), which may provide insight for your use as you continue preparing your sections of the major Weeks 4 and 7 Sustainable Solutions Paper (SSP) due in this course.
Your analysis should include proper APA citations and adhere to all guidelines of APA style.
******For example the paper should be formatted as such :
A)The Impact of the Complex Adaptive Systems ( which should elaborate on it in general and also discuss/ link it to Brookside Dairy Company !!!
B)The Impact of Changes within a complex adaptive system.( in general) also state couple sentence relating to Brookside dairy company.
C)Potential Impact of Complex Adaptive System on Leadership and Innovation.
note: please also try to link Brookside dairy company (which is the company I choose to do my SSP) to all question in the assignment while still answering it in general!!
SAMPLE ANSWER
Most activities that take place at Brookside Dairy Company forms part of complex adaptive systems with the potential of benefiting the organization in several ways. Complex adaptive systems are not used to predict what will happen rather they are used to think about the world around us and all situations related to their environment (Schwandt & Szabla, 2013). Many natural and artificial systems taking place within Brookside Dairy Company are characterized by apparently complex behaviors that result from interactions of these numerous components.
Since there is a close connection between the systems and their environment, it is easy for systems within accompany to adapt to the changing environment. In the case of Brookside dairy, the connection will be created such that the decisions that are made in the finance department are likely to affect the production department. In this regard, change always seen in the context of co-evolution with all the related systems as opposed to separate and distinct environment. Complex adaptive systems allow distributed control within the organization and this enhances coherence within an organization (Kim & Mackey, 2014). In this case, there is no single centralized control mechanism that governs the system behavior of all the operations taking place within Brookside Company. Moreover, complex adaptive systems promote interrelationships and interaction that facilitate the connectivity of different departments within the same organization. This implies that the decisions and actions within one part of Brookside Dairy Company are likely to affect all other related departments of the company. Complex adaptive systems within an organization have the potential of influencing co-evolution that changes the elements of an organization based on their interactions with one another.
According to Edson (2012), changes within complex adaptive system have the capability of deviating the focus and nature of professional behavior of individuals to a greater extent. Hall and Clark (2010) also argue that the use of complex adaptive system has the possibility of replacing the machines due to their productive means of approaching organizational change. By modeling Brookside Dairy Company structure, and processes on a complex adaptive system adapts to external stimuli through self-organization. Therefore, complex adaptive systems have the potential of achieving improved performance in the organization by supporting learning initiatives. Complex adaptive system provides a framework and a model that helps in the analysis and construction of that helps organizations achieve their objectives (Kim & Mackey, 2014). Over the years, complex adaptive system remains an interesting alternative framework through which to instigate and understand organizational change. Complex adaptive systems promote involvement, good relationships, and good understanding of any given situation within the workplace. Complex adaptive systems provide an alternative paradigm to that of strong and effective leaders managing a passive and resistant workforce change (Edson, 2012).
With regards to innovation, complex adaptive system promotes the energy and creativity of the leadership of a particular organization. Moreover, it promotes innovation and creativity of the leadership of the organization through management conformity. Complex adaptive systems have enabled the leaders of organizations to bring new concepts of self-organizing pattern of behavior across the operation systems. The new patterns of behavior result in the creation of new services and more responsive local needs that promotes the innovation of businesses. Complex adaptive systems enable the leadership of Brookside Dairy Company to form self-directing teams that provide greater opportunities to experiment and innovate as per their line of duties.
References
Edson, M. (2012). A Complex Adaptive Systems View of Resilience in a Project Team. Systems Research & Behavioral Science. Vol. 29 Issue 5, p499-516.
Hall, A & Clark, N. (2010). What do complex adaptive systems look like and what are the implications for innovation policy? Journal of International Development. Vol. 22 Issue 3, p308-324.
Kim, R & Mackey, B. (2014). International environmental law as a complex adaptive system. International Environmental Agreements: Politics, Law & Economics. Vol. 14 Issue 1,
Identify key Reasons for organisations to hold inventories. What factors may lead an organisation to change the level of inventories that it holds? How could such a decision affect the other elements of working capital?
Providing examples from real companies.
Thank you for your help.
SAMPLE ANSWER
The key decision in most retail and manufacturing industries is how much inventory they should hold. Inventory is by far the largest assets of the business. Furthermore, inventory levels, once established, becomes an important aspect of the business budgeting system. By definition, inventory is the total merchandise that a business has on hand. Inventory is also defined as itemized record or report of the stock that the company or business holds in hand. It includes a list of goods with their respective estimated worth. Making decision on the required inventory level involves establishing a delicate balance between three categories of costs: holding costs, ordering costs, and shortage costs. A company needs not only to hold but also to control its inventories.
The reason for holding inventory may vary significantly depending on the nature of business. The first basic reason for holding inventory is to meet the unexpected demands. Supply and demand chain comes into play here very significantly. Companies know that consumers expect goods whenever they need them. However, they are uncertain about the levels of future demand in the market at any given time. Thereby, businesses hold inventories in order to meet unexpected demands. Business also needs to smoothen the seasonal demands. Markets demands are directly influenced by different seasonal events. For examples, seasonal events such as Christmas and Easter celebrations directly increase the demands of most products. Retail outlets and other businesses need to keep inventories to meet the rising demands during these seasons (Saxena 2009).
Another significant reason for holding inventories is to take advantage of the discount prices. Usually, businesses get discount from manufacturers and suppliers if they buy in large bulk. Discounts are usually given in order to attract and maintain regular customers. It is very helpful for a business to take advantage of price discount by holding large inventories. However, the business does not need to overstock the inventory because it might lead to other failures by the business. Holding inventories also help businesses hedge against price fluctuations. Prices of goods and services often fluctuate due to the action of various market forces. However, by having good and efficient inventory system, the business is able to control the ever-fluctuating market prices.
Irrespective of the nature of business, a company cannot maintain a fixed level of inventory. Of course, a company needs to change the level of inventory that it holds quite often. Many factors may lead to changes in the inventory level. In most cases, company may experience increment in inventory due to late order deliveries, quality problems, unexpectedly increase in demand, and inaccurately forecasted lead-time. These factors are eh major factors that may make the business to change the level of its inventory. The most common one is unexpected changes in demand for goods and services. Businesses make changes to their holding inventory to match the existing level of demand.
Changes in the level of inventory directly affect other elements of working capital. This is because, in any organization, inventory is an important element of the working capital. Practically, proper management of the working capital depends on how the company manages its inventories. Furthermore, as illustrated by Muckstadt and Sapra (2010), holding inventory implies holding the working capital. Therefore, changes in the level of inventory are directly reflected by changes in the level of working capital. For example, if the company increases its level of holding inventory, then it must reduce the level of working capital and vice versa.
References
SAXENA, R. S. (2009). Inventory Management: Controlling In a Fluctuating Demand Environment. New Delhi, Global India Publications.
MUCKSTADT, J. A., & SAPRA, A. (2010). Principles of Inventory Management: When You are Down to Four, Order More. New York, Springer.
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Issues associated with Push up the Supply Chain when Implementing JIT
Order Instructions:
I want a custom essay 1000 to 1500 words with 7 different referencing Harvard system in the following subjects:
What are the issues associated with pushing risks up the supply chain when implementing JIT?
Provided with examples from real companies.
Thank you for your help.
SAMPLE ANSWER
Issues associated with Pushup the Supply Chain when Implementing JIT
There are varied issues that can emanate from pushing risks up the supply chain when implementing JIT. One of the issues is that the illusion that organizations have managed the risks has often been overlooked, as well as the critical exposure along the supply chain. Therefore, supply chains that control hundreds or thousands of companies over several tiers present significant risks (Smith & Zsidisin 2002). Another issue that may arise is that pushing up risks the supply chain when implementing JIT limits ownership and increases the risks of obsolescence, inventories, and lack of responsiveness to peak and troughs in customer demands, thus, becoming even more complicated (Smith & Zsidisin 2002, p.119). Ownership problem can also be brought in by the process, which is triggered by outsourcing and concentration on core competencies, the accelerated use of manufacturing and distribution, and logistics partners leading to a complex network of business correlations with confused dimensions of responsibilities (Smith & Zsidisin 2002, p.119). These risks will emerge into inventory costs due to product obsolescence and markdowns or stock-outs, which are pushed up the supply chain.
When implementing JIT, getting the source of risks for the supply chains becomes hard. This is because the risks have been pushed up the supply chain in disorderly and concealing manner. Chaos effects can arise in supply chains (Smith & Zsidisin 2002). This is as result of second-guessing, unnecessary intervention, overreactions, and distorted information throughout a supply chain. Another issue that emerges is inertia. There will be general lack of responsiveness to dynamic and market signals of environment conditions. Inertia will also be brought by inflexibility of cost production. The practice of pushing risks up the supply chain also brings problems with cost containment, whereby, ability to adapt to changing costs becomes difficult. In addition, visibility is limited by the pushing-up of the risks as supply chain executives still struggles to analyze and act on the right information
Reference list
Smith, M. & Zsidisin, G. (2002). Early Supplier Involvement at MRD, Practix, Best Practices in Purchasing & Supply Chain Management journal. pp. 119-122.
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Now that we have talked about dialects vs. languages and dialect features in class, try to give a linguistic profile of yourself. Tell us what language you speak natively (or languages, if you grew up bilingual), and then explain what dialect of that language you speak, and give some information about the dialect (for example, is it is a regional dialect, an ethnic dialect, etc.) and who else speaks it. Then try to come up with some specific examples of dialect features that are present in your speech that are typical of that dialect. Concentrate not on just lexicon, but also on phonology and syntax. Is there anything specific to your pronunciation as opposed to a mainstream version of the language? Any specific grammatical constructions you are using, which are not part of the mainstream? Has anyone ever commented on your dialect? When traveling to a different place have you ever noticed your own speech differing from that of other people? If you could change your dialect, would you?
For the purposes of this assignment, it does not matter whether you are a native English speaker or not. Talk about your native language, and compare your dialect with the features of your native language!
I need Chinese mandarin as my native language,and any one of the Chinese dialect is ok.
SAMPLE ANSWER
My Dialect and Native Language
The Chinese mandarin happens to be my native language, but I also learnt English right from my early stages in school. I have since grown up as a bilingual with spoken and writing skills in both languages. Chinese Mandarin in general is a tonal language with about 3000 different characters (Ross, Chen, He, & Ma, 2014). Mandarin is a group of varieties of Chinese languages that are spoken across the northern and southwest China. Beijing dialect is the language that I speak. The Beijing dialect is spoken in the Beijing region and City. Beijing Mandarin is basically the root of the standard Mandarin but its usage is greatly limited within the confines of the Beijing region.
The Beijing dialect is consistent with most natives, and greatly employs the ‘er’ sound at the end of words. This accent also tends to enunciate its tone with what I can describe as authority. In some sense, I find it a melodious way of speaking the Mandarin. Again, people from the north will often utter “mei shi’er” as a way of saying “mei guan xi” which people from the south are likely to find perplexing. This aspect of the Beijing accent usually makes it very easy for those who are conversant with the language to recognize and comment on my accent.
As Wang and Qin, (2014) note, the most distinct lingual features of the Beijing accent are the tonal and sound variations. For instance, ”言語一聲兒“ is pronounced as (yuan2 yi yi4 shengr1) instead of the (yan2 yu3 yi2 shengr1). It has a different accent and many other lexical differences from the other dialects.
The phonology structure of the Beijing dialect syllables comprises of a nucleus with a vowel (a monophthong, triphthong, or a diphthong) proceeded by an onset (which can be a single consonant, zero onset, or a consonant + glide) followed by a coda consonant (Wang and Qin, 2014). The tone can also be carried by a consonant. Most syllables also tend take the form of open syllables meaning that they have no coda. The number of sounds in the Beijing dialect varies from that of Mainstream Mandarin. Each of the syllables can be pronounced with three to six distinct pitch contours which denote different morphemes. Consequently, the number of tonal contrasts in Beijing dialect differs from the other dialects because it has fewer distinctions (Ross et al., 2014).
Like the Chinese language, Beijing dialect is a very analytic language that has almost no inflectional morphemes. Indeed, I find it similar to English in the sense that it follows a similar structure of sentence that frequently forms sentences in the subject-predicate order. For instance, the predicate may be an intrusive verb, transive verb that is followed by the direct object, and a linking verb that is followed by a predicate normative. Additionally, the writing system for the Mandarin dialect is founded on a series of written logograms. When communicating with members from the other parts of the country such as Henan, Sichuan, Shandong, Jiangsu, and Zhejiang, one notices the difference in terms of accents which are quite distinct. This is because the vocabulary of the Beijing dialect excludes all slang and other regionalism elements. Again, some colloquial words in this dialect are not present in the standard Mandarin Chinese and as such may not be comprehended by others from other regions away from Beijing. I find the Beijing dialect and the Mandarin in general a very rich and interesting language. There would be no intent for me to change the language in any way, instead, I would rather strive to learn more about the language.
References
Ross, C., Chen, P., He, B., & Ma, J. (2014). Modern Mandarin Chinese Grammar Workbook. New York, NY: Routledge.
Wang, K., & Qin, H. (2014). What is peculiar to translational Mandarin Chinese? A corpus-based study of Chinese constructions’ load capacity. Corpus Linguistics & Linguistic Theory, 10(1), 57. doi:10.1515/cllt-2013-0020
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summarize your strategy for disseminating the results of the project to key stakeholders and to the greater nursing community.
SAMPLE ANSWER
Dissemination Strategies
Dissemination is a process where deliverables and outcomes of projects are made available to stakeholders and to the clinical practice audience. Its main intention is to make knowledge and its associated evidence-based interventions widely spread (Gellis, Solomon, Lukens & Huz, 2014). Dissemination evidence has several goals; first, to increase the evidence reach. Second, it increases people’s motivation of using and applying evidence. Lastly, it increases people’s ability of using and applying evidence.
The aim of the dissemination strategies is to spread knowledge and the evidence-based interventions across or within the geographical locations, the settings of practice, or other networks of end users such as health care providers and patients. The results of the project outcome are disseminated to key stakeholders. The main purpose for this is to inform the development of project, to allow feedback receipt and to ensure that the practice and the outcome are maintained after project implementation (Cleary & Hunt, 2013).
Passive dissemination strategies are not as effective as the active strategies. Interventions that solely rely on transfer of passive information are comparatively ineffective. Despite the effects of the active knowledge translation strategies being modest, they are usually very effective. The interventions that are multifaceted (i.e. one that incorporates two or more distinct strategies) are more likely to work than the interventions that are single (Cleary & Hunt, 2013).
Dissemination need to be considered early in the stage of project planning. It requires a period of time for dissemination at the end of the project work. The audit committees are required to strengthen the research findings implementation and the evaluation of winning implementation put into practice making use of the necessary outcome measures.
References
Cleary, M., Happell, B., Walter, G., & Hunt, G. (2013). Obtaining higher research degree qualifications: Key strategies to consider. Contemporary Nurse: A Journal For The Australian Nursing Profession, 44(2), 196-203.
Gellis, Z. D., Solomon, P., Cullen, S., Lukens, J., Gleba, J., Zalucki, D., & Huz, S. (2014). Dissemination of Evidence-Based Depression Care for Community-Dwelling Older Adults. Best Practice In Mental Health, 10(1), 1-15.
Riesch, S. K., Ngui, E. M., Ehlert, C., Miller, M., Cronk, C. A., Leuthner, S., & … Durkin, M. S. (2013). Community Outreach and Engagement Strategies from the Wisconsin Study Center of the National Children’s Study. Public Health Nursing, 30(3), 254-265.
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Evaluating Systems Thinking
Think of the last time you visited a zoo. You visit the zoo to enjoy the wealth of variety of animals in their natural habitat. Next time you visit a zoo, notice that similar types of animals are presented together whereas ones that may be natural enemies are separated. In order for the entire zoo experience to work systematically and to be sustainable, the zoo leaders need to ensure all animals are available for the visitors to view, enjoy, and learn. The zoo leaders need to come together to share expertise of their individual areas to develop a holistic view of their system that takes into account all the relationships among the animals at the zoo. All parts of the zoo working together collaboratively, with effective communication and change management, allows for a total zoo experience that meets the organizational mission and vision. The zoo has successfully implemented systems thinking. Systems thinking can potentially create an organization in which all internal and external stakeholders, regardless of job or position, work together collaboratively. These stakeholders collectively use decision making and strategic planning to meet the needs of the customers while maintaining the objectives of the organizational mission and vision.
To prepare, consider the organization that you chose for your SSP as a system.
By Day 5 of Week 4, read two of your colleagues’ posts and respond to at least two of them individually in one of the following ways:
•Critique your colleagues’ evaluations and provide additional insight on how systems thinking might enhance their organizations.
•Critique your colleagues’ evaluations and provide additional insight on the potential drawbacks of applying systems thinking to their organizations.
•Answer one of the questions posed by your colleagues in their posts.
and also once again please remember to answer each colleague individually with two references for each !
Colleaque ( Quintin Cain )#1
Evaluating Systems Thinking
Eden and Ackermann (2013) described strategic thinking as an approach to improve decision making in a company and to provide the company with constructive great values. System thinking is an approach for developing models to promote understanding of events, patterns of behavior resulting in the events, and the underlying structure responsible for the pattern of the behavior. System thinking is one of the key elements of strategic thinking. System thinking involves the action, view, creativity, and action learning. System thinking is a holistic approach to analysis that focuses on the way the system’s constituent parts interrelate and how systems work over time and within the context of larger systems.
Koskinen,(2013) explained that system thinking focused on how the thing being studied interacts with the other constituents of the system. Instead of isolating smaller and smaller parts of the system being studied, system thinks works by expanding its view to take into account larger and larger numbers of interactions as an issue being studied (Nguyen & Bosch, 2013). The main element of system thinking is to change the viewpoint. Caldwell (2012) described systemic thinking as the conceptual cornerstone of systems theory. Senge argued that one of the key problems with system thinking is that a simplistic framework was applied to complex systems. Organizations tend to focus on parts rather the whole and fail to see the organization as a dynamic process. Organizations faced with problems usually tend to look for short-term improvements, which can result in long-term cost for the organization. Attention to feedback is an essential component of system thinking. System thinking uses computer simulation and diagrams to illustrate and predict behavior.
According to Kerzner (2013) system, thinking enables continued improvement for the organization. System thinking improves businesses, schools, hospitals, families, and workers. Organizations can utilize system thinking effectively to examine complexities, test employee’s mental models, and recognize advantage points. System thinking allows the organization the opportunity to see how everything interacts and helps identify the best way of delivering the product to the consumer. System thinking offers the organization advantages to address complex problems; however, since it represents a paradigm shift in how problems are broken down, putting the process into effect is not without challenges.
The Vice President of international design and construction for Nike stated the first step in system thinking is to “bring systems thinking to the table.” Nike looks at the opportunity holistically: Instead of focusing on one thing, Nike looks at maintenance, equipment replacement and cost. Nike system thinking approach applies to other technologies and applications as well. Nike continues to enhance the main goal of the organization, which is low cost for the customers (Fishman, 2011).
Why are organizations not adopting the use of system thinking in their organizations?
What works against the adoption of systems thinking?
References
Caldwell, R. (2012). Systems thinking, organizational change and agency: Practice theory
critique of Senge’s learning organization. Journal of Change Management, 12(2), 145-
164. Retrieved from doi: 10.1080/14697017.2011.647923
Eden, C., & Ackermann, F. (2013). Making strategy: The journey of strategic
management. Thousand Oaks, CA: Sage.
Fishman, C. (2011). Has Wal-Mart found its soul? A new introduction to the national bestseller
the wal-mart effect. A Penguin eSpecial. Westminster, LDN: Penguin.
Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and
controlling. Hoboken, NJ: John Wiley & Sons.
Koskinen, K. (2013). Systemic view and systems thinking. In knowledge production in
organizations (pp. 13-30). New York City, NY: Springer International Publishing.
Nguyen, N. & Bosch, O. (2013). A systems thinking approach to identify leverage points for
sustainability: a case study in the cat ba biosphere reserve, Vietnam. Systems Research
and Behavioral Science, 30(2), 104-115. Retrieved from doi: 10.1002/sres.2145
Colleague (Tracey Foster) #2
Evaluating Systems Thinking
Systems Thinking Described
Systems thinking views an organization as a system of systems, with each subsystem affecting and affected by one another. Stacey (2011) describes system thinking as considering a firm as one of potentially many within the industry, where the actions of one firm affect the others. Stacey (2011) explains that larger firms are composed of business units (subsystems), and each business unit consists of operational and functional units, with each one affecting others. Senge (as cited in Stacey, 2011) describes the impact of actions of players within the system by using the example of supply and demand for retailers and distributors. In the illustration, the amplified effect of fluctuations in supply due to imperfect information caused large shortages and overages within the system.
Systems Thinking Applied – Impact, Benefits, and Drawbacks of Systems Thinking
The relevance of Senge’s illustration and systems thinking in general is for organizational leaders to understand the relationships of systems within their organization. Managers must also recognize how their organization influences and is influenced by other external factors of the overall system in which firms operate (Stacey, 2011). Senge (in Stacey, 2011) argues that a firm is best managed when leaders view and understand their organization as part of the whole system and not just an individual part. System thinking, then, closely relates to Value Chain and SWOT analyses, both of which consider factors and elements of the entire system in which a firm operates. In addition to identifying internal strengths and weakness and external threats and opportunities, leaders can understand pressure points within the system (Stacey, 2011). Managers can then leverage these pressure points by addressing them in their firm’s strategy. A potential drawback to systems thinking is that relationships and pressure points can be difficult to identify or fully understand (Stacey, 2011). Even when managers can understand system’s pressure points or relationships, they may not be able to influence them effectively (Senge in Stacey, 2011).
Systems Thinking Applied to Waste Management, Inc.
In the case of Waste Management, systems thinking can help identify and understand the firm’s stakeholders and the relationships to each other. For example, Waste Management is composed of distinct but related business units that include solid waste management and waste-to-energy operations (Waste Management, 2014). Waste management is further divided into waste collection, transport, disposal, landfill, and recycling operations (Waste Management, 2014). These subsystems are interrelated in that customers supply the waste materials that are then collected and either deposited in landfills or recycled. Waste Management then sells recycled materials commercial customers, who then use these recycled materials in their manufacturing operations (which will eventually be disposed of and collected again). In the case of landfills, solid waste is converted to energy through clean-burning incinerators (which generate steam power) (Pavlas, Tous, Klimek, & Bébar, 2011; Winters, 2007) or by capturing and selling gases that are created by decomposition (Crawford, 2013). Each part of this system relies on other elements of the system. For instance, if the volume of solid waste decreases, less waste must be collected, resulting in less waste available for recycling or waste-to-energy purposes. To succeed, leaders at Waste Management leaders must understand these relationships as they develop their strategy.
Conclusion and Implications for Further Study
Systems thinking can serve as a powerful tool to help organizations develop and implement strategy. Leaders can more effectively manage their organization when they understand the relationships of subsystems within their organization, and then how their organization relates to others within the larger system. System thinking can expand to consider how the industry is part on the overall economy. Industries do not operate in a vacuum, but rather are part of larger economic, ecological, and political systems (Senge, Smith, Kruschwitz, Laur, & Schley, 2008). Would Waste Management’s leaders benefit from expanding their systems thinking to this level? If so, how could they implement this understanding into their business? What are the benefits and drawbacks to this expanded view?
Pavlas, M., Tous, M., Klimek, P., & Bébar, L. (2011). Waste incineration with production of clean and reliable energy. Clean Technologies and Environmental Policy, 13(4), 595-605. doi:10.1007/s10098-011-0353-5
Senge, P., Smith, B., Kruschwitz, N., Laur, J., & Schley, S. (2008). The necessary revolution: Working together to create a sustainable world. New York, NY: Broadway Books.
Stacey, R. D. (2011). Strategic management and organisational dynamics: The challenge of complexity (6th ed.). Essex, England: Pearson Education Limited.
Waste Management, Inc. (2014). United States Securities and Exchange Commission Form 10-K. Retrieved from http://investors.wm.com/
Winters, J. (2007). Refining Trash. Mechanical Engineering, 129(3), 12. Retrieved from http://www.memagazine.org/
File DDBA_8161_WK4_DP_FosterT.doc (39 KB)
SAMPLE ANSWER
Systems Thinking
Systems thinking ideally entails the use of decision making and strategic planning by the stakeholders in an organization to heed to the customer demands while at the same time maintaining the organizational objectives as outlined in its mission and vision. All parts of the organization, which in this case is the zoo, have to work cooperatively, with the involvement of effective communication so as to allow total organizational experience to enable it meet the demands of its customers. Systems thinking has the potentiality of creating an organization in which both the internal and the external stakeholders, not considering their position or their job, work collaboratively thereby resulting into a successful organization.
In Quintin Cain’s posting, he states that “System thinking is an approach for developing models to promote understanding of events, patterns of behavior resulting in the events, and the underlying structure responsible for the pattern of the behavior.” This, according to me, is an understatement of what systems thinking actually is. Systems thinking is more than just developing models for the above stated purpose. It has to entail strategic planning that involves stakeholders from the various parts of the organization. All the stakeholders should be involved irrespective of their position within the organization as was observed in the case of the zoo.
Tracey Foster’s posting is in fact less comprehensive in describing the meaning of systems thinking as it fails to highlight the role of other stakeholders apart from the mangers. He only tells us that “…systems thinking in general is for organizational leaders to understand the relationships of systems within their organization.” All the people involved in the running of the organization, regardless of their position or the kind of job they do, have to get involved in systems thinking as his is what will help the organization to achieve its set objectives.
Quintin Cain’s Question
Why are organizations not adopting the use of systems thinking in their organizations?
As has always been with any other self-improvement activity, adopting the systems thinking is not an easy task for most organizations (Denise & Will, 2010). It is a great challenge for human beings to embrace new behaviors and do away with the ones that have been engrained in them over time and instilled into them by their respective organizations (Gazzaniga, 2010). Such organizations that are resistant to change, and have found it difficult to adopt systems thinking, should borrow from other organizations that have successfully made use of systems thinking to achieve their maximum potential.
Tracey Foster’s Question
Would Waste Management’s leaders benefit from expanding their systems thinking to this level? If so, how could they implement this understanding into their business?
Waste Management, Inc. is a typical organization that would greatly benefit from systems thinking as it is subdivided into various systems and thus it is a systems of systems. Systems thinking will help the leaders to effectively manage this organization as they will seek the opinions of various stakeholders within the subdivisions (Giovanni, Daniela & Francesco, 2012). This implies that they will actually benefit from the expansion of their systems thinking. The managers could implement this understanding into the business by collecting the various opinions of the stakeholders from each of the sectors of the organization and reviewing them so as to come up with the best ways to implement to achieve the goals and objectives of the organization (Mark, Alan, John & Stan, 2011).
References
Denise, M. C. & Will, A. (2010). Who do you think you are? An examination of how systems thinking can help social marketing support new identities and more sustainable living patterns. Australasian Marketing Journal (AMJ), 18(3), 195-197.
Gazzaniga, M. (2010). Psychological Science. New York: W.W. Norton & Company.
Giovanni, S., Daniela, C. & Francesco, S. (2012). Applying a systems thinking framework to assess knowledge assets dynamics for business performance improvement. Expert Systems with Applications, 39(9), 8044-8050.
Mark, D., Alan, H., John, F. & Stan, M. (2011). Systems thinking, market failure, and the development of innovation policy: The case of Australia. Research Policy, 40(9), 1145-1156.
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Instructions this is an ongoing assignment with different parts. The first assignment that I had Custom Phd thesis completed chose the company: Brookside Dairy Company.
now this assignment(below) will be researched / answer based on the same selected company that I choose to do my SSP on which again is Brookside Dairy Company!.
Please see below Assignment 1 completed by custom Phd thesis weeks ago.
Brookside Dairy Company is an organization that is concerned with the processing of raw milk into various end products that include pasteurized milk, yoghurt, fermented milk, butter and cheese among others. This company operates in the Kenyan dairy industry and happens to be one of the well-established milk companies in that country. The Kenyan dairy industry comprises small and large organizations. Some of these companies include KCC (Kenya Corporative Cremearis), Tuzo and Fresha among others (Kavoi et al., 2013). Most of Brookside’s suppliers come from the rural areas from which they delivere milk to collection stations. This milk is then collected by the company’s trucks and taken to the firm for processing. Milk processing involves several stages that well-coordinated to yield the final product. These stages form the value chain.
Value chain is a series of activities or processes that an organization operating in a given industry executes to deliver or provide valuable services and products. This concept is founded on the process view of firms and takes into consideration the aspect of viewing a service or manufacturing organization as a system, which made of subsystems with transformation processes, inputs and outputs, and involve the consumption and acquisition of resources such as materials, labor, money, management, building, and administration (Agrawal et al., 2014). Value chain has significant effect on the business strategy as it affects the operations and logistics involved in the success of a business. As such, the business strategy of the firm should be developed in a manner that matches its value chain.
Technology impacts significantly on the value chain of a company. High technological research and development process activities contribute positively to the value chain of a company. Some of the aspects of technology such as automation of processes and other monitoring activities offer a great support to the value chain, which lead to enhanced efficiency and effectiveness of a company’s operations (Schloetzer, 2012). On the other hand, low technology affects the efficiency of firm’s value chain in a negative way.
Analysis of the company’s value chain takes into consideration the various processes that are involved in milk processing. This goal can be accomplished by focusing on the activities involved in conversion of milk into finished products (Agrawal et al, 2014). In relation to this, the company’s weakness exists in the inbound logistics involving warehousing of the raw milk that has been received from the suppliers. This problem results from inadequate cooling centers to cater for excess milk from suppliers. Moreover, the company’s cooling centers are located far from the factory due to lack of space near the organization. Thus, what are the ways through which the company can address the problem of handling extra milk from suppliers and far location of cooling centers? However, the company has strength in terms of outbound logistics and operations. The company has a well-coordinated system of converting milk into a high quality end product or products. In addition, the company’s outbound logistics takes into consideration a proper distribution channel that entails wholesalers and retailers.
Milk processing involves a series of interconnected stages. Once milk is received at the factory, it is analyzed for freshness using various tests and then transferred to cooling tanks. From the cooling tanks, the milk is taken for pasteurization and then analyzed for quality prior to packaging (Kakoi et al, 2013). The milk from the cooling tanks can also be processed into various products that are analyzed prior to their packaging. These processes are conducted through a well-coordinated task force that operates in various departments within Brookside.
The company’s value chain has a strategic significance to the larger value chain as it ensures a constant supply of milk and milk product into the market. Taking into consideration the fact that the firm has an advantage in terms of outbound logistics, the organization has various warehouses and centers where processed milk and milk products are taken prior to their distribution (Kavoi et al, 2013). From these centers, the products are taken to wholesalers who sell them to retailers, who in turn sell them to the final consumers. Moreover, the company has retailers who purchase products directly from the firm then sell them to final consumers.
References
Agrawal et al. (2014). Managing Value in Supply Chains: Case Studies on the Sourcing Hub Concept. California Management Review, 2(56) 23-54
Kavoi et al. (2013). Influence of Institutional and Socio-Economic Factors on the Supply Response of Smallholder Farms in the Marginal Zones of Kenya. Journal of International Development, 25(3) 393-411
Schloetzer, D. (2012). Process Integration and Information Sharing in Supply Chains. Accounting Review, 3(87) 1005-1032.
Assignment #2
Evaluating Systems Thinking
Think of the last time you visited a zoo. You visit the zoo to enjoy the wealth of variety of animals in their natural habitat. Next time you visit a zoo, notice that similar types of animals are presented together whereas ones that may be natural enemies are separated. In order for the entire zoo experience to work systematically and to be sustainable, the zoo leaders need to ensure all animals are available for the visitors to view, enjoy, and learn. The zoo leaders need to come together to share expertise of their individual areas to develop a holistic view of their system that takes into account all the relationships among the animals at the zoo. All parts of the zoo working together collaboratively, with effective communication and change management, allows for a total zoo experience that meets the organizational mission and vision. The zoo has successfully implemented systems thinking. Systems thinking can potentially create an organization in which all internal and external stakeholders, regardless of job or position, work together collaboratively. These stakeholders collectively use decision making and strategic planning to meet the needs of the customers while maintaining the objectives of the organizational mission and vision.
To prepare, consider the organization that you chose for your SSP as a system.(Brookside Dairy Company )
By Day 4 of Week 4, post a 3–5 paragraph evaluation of the potential impact of systems thinking on the organization.(Brookside Dairy Company ) Briefly describe the organization as a system.(Brookside Dairy Company ) Evaluate the potential impact of systems thinking by identifying potential benefits and potential drawbacks of applying systems thinking to the organization.(Brookside Dairy Company ) Justify your response.
Extend the conversation by identifying implications for practice or research, as well as for your own research agenda, where appropriate. Be sure to integrate one or two new related, and engaging, questions that will extend the discussion about your post in constructive ways. Try to think of a question(s) that will engage your peers in critical analysis and thinking about your organization, which may provide insight for your use as you continue preparing your sections of the major Weeks 4 and 7 Sustainable Solutions Paper (SSP)(Brookside Dairy Company ) due in this course.
Your response should include proper APA citations and adhere to all guidelines of APA style.
* please don’t copy from assignment 1 that has been completed. This is only to give you a brief history of the company. Also please note once again,this is an ongoing assignment and the following questions needs to be answer on the company I chose which is Brookside Dairy Company .
SAMPLE ANSWER
Brookside Dairy Company
Brookside Dairy Company Limited has since the beginning been the leading East Africa dairy company. Its operations are fully fledged in Kenya, Tanzania, and Uganda. It has the largest network of farmers, collection of milk, and the capacity for milk storage in east Africa. It is known to be the leading producer for milk and dairy products. Currently, it produces fresh milk, yoghurt, long life milk, butter, and ghee (Valentino, 2012).
Potential Impact of System Thinking
The potential benefits of applying systems thinking to this organization is that it helps one to see how things work and thus enables one to identify anything that is of value or of waste in the service or product delivery resulting to a better service and reduced costs. On the other hand, the potential drawbacks of applying systems thinking to this organization are that, it may be applied where the original problem statement was quite useful and thus affecting the organizations functions (Ing, 2013).
Others may use it as a flavor but instead, they end up replacing the best flavor. This are the times when system thinking is not really mandatory to the organization because it may end up affecting its structure for no good reason. It is only advisable in cases where the organization is not really functioning as required so it may be applied to solve its problem. Once we know the importance of the systems and the system thinking, it is good to ask ourselves questions like: “Which specific part of the system do I need to first attend to?” or “How relevant is this system to the dairy production?” This will probably help in the systems thinking decision-making.
References
Ing, D. (2013). Rethinking Systems Thinking: Learning and Coevolving with the World. Systems Research & Behavioral Science, 30(5), 527-547.
Valentinov, V. (2012). System-Environment Relations in the Theories of Open and Autopoietic Systems: Implications for Critical Systems Thinking. Systemic Practice & Action Research, 25(6), 537-542.
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