Nursing Research Utilization Project Essay Example for Free

Nursing Research Utilization Project Essay Plans to Decide the Future of Your Solution This evidence-based practice method will be implemented as a proposed solution to decreasing heart failure (HF) readmission rates. Transitional care activities ensure health care continuity, reduce risk of poor health outcomes, and facilitate safe transfer between levels of care or health care settings (Naylor et al., 2011). Methods and Specific Plans to Maintain a Successful Project Solution Methods and Specific Plans to Extend a Successful Project Solution This proposal will be implemented as a pilot program between the Heart Hospital and the Norfolk branch of the home care agency. If this transitional care program is successful in reducing HF readmission rates, additional sites will be given the opportunity to participate. Preference will be given to those agency locations that have a large HF population served by the Heart Hospital. The project team will reach out to the branch administration and clinical educators to share program details and current data related to readmission rates as a result of program implementation. The team will also assess whether this program proposal is feasible at other hospitals within the health system. The team will gather input from hospital administrators and the informatics department to decide which hospitals would be best suited to pilot this program. In addition, there must be a home health agency that is part of the system located within 25 miles of the hospital. The end goal of this proposal is to achieve system wide implementation of the transitional care program at all 12 acute care facilities and 19 home health branches in Virginia. Methods and Specific Plans to Revise an Unsuccessful Project Solution Ongoing monitoring of the transitional care program for HF readmissions will be performed by the representatives of the hospital and home health agency. On the hospital side, a clinical nurse specialist on the cardiac unit and a program analyst will ensure that referrals are made to appropriate patients and discharge plans include the transitional care activities. On the home health side, the Norfolk branch team leader, clinical informaticist, and information technology data specialist will monitor program operations. This team will collaborate closely to ensure that program implementation is successful. If the program is not yielding the expected outcomes then a strengths, weaknesses, opportunities, and threats (SWOT) analysis will be performed. All barriers identified will be addressed in a timely manner and changes may be made to the initial plan to promote success. In addition, staff and patients will be surveyed to ascertain challenges not readily apparent to the implementation team. These surveys will be designed and conducted by the clinical education department for the hospital and home health agency. The timeframe for conducting patient surveys will occur within seven days of admission into the program and then every 60 days. Since patients will need to be reassessed every 60 days for continuation of home health services, it is feasible to conduct the transitional care program survey concurrently. The team reserves the right to conduct additional patient surveys if a patient is readmitted to the hospital at any time during program participation or opts out of the transitional care program. Staff at the hospital and home health agency will be surveyed 90 days from their training date on the transitional care program and then every six months. Results of these surveys will be shared with the project team implementation coordinators during the monthly team meeting. Methods and Specific Plans to Terminate an Unsuccessful Project Solution Specific Plans for Feedback in the Work Setting and for Communicating the Project and its Results to Professional Groups External to the Project Conclusion Despite its high prevalence, HF care is often fragmented and uncoordinated. The transitional care program proposed by the team seeks to address these gaps in care and to reduce HF readmission rates. Discussion Questions References Melnyk, B.M., Fineout-Overholt, E. (2011). Evidence-based practice in nursing healthcare: A guide to best practices. (2nd ed.). Philadelphia, PA: Wolters Kluwer Health/Lippincott Williams Wilkins. Retrieved from University of Phoenix eBooks. Russell, D., Rosati, R.J., Sobolewski, S., Marren, J., Rosenfeld, P. (2011). Implementing a transitional care program for high-risk heart failure patients: Findings from a community- based partnership between a certified home healthcare agency and regional hospital. Journal for Healthcare Quality, 33(6), 17-24. Retrieved from EBSCOhost.

Reverend Parris of The Crucible by Arthur Miller Essay -- Essay on The

Reverend Parris of The Crucible Greed can be a very destructive part of everyone’s life. It can control our every action at times. Some people let their greed get out of control, which was exactly what happened in Salem during the witch trials. Three people’s greed brought up this whole tragedy of the trials, convictions and hangings. One person is Reverend Parris. In my opinion Reverend Parris is greedy, self-serving, and egotistical. Reverend Parris is extremely greedy. In the story he is complaining about having to pay for wood. He states "Where is my wood? My contract provides I be supplied with all my firewood. I am waiting since November for a stick, and even in November I had to show my frost bitten hands like some London beggar." This shows that all he cares about is ...

3m Case: Business Strategies over Its History Essay

1. Describe the organizational structures and devices 3M uses to encourage entrepreneurial activity. Why do they work? 3M heavily based its business on innovation and while doing this it always supported its employees in terms of being innovative. 3M also always followed the alternative ways in order to increase their profit and market share, and they found that one of the best ways is through organizational innovation. Therefore, in order to improve their business 3M developed 6 different strategies over its history. These strategies helped 3M to promote entrepreneurship and increase customer satisfaction within the market. First strategy of 3M’s was getting close to customers and understanding their needs.3M started their businesses by selling sandpaper and the only way they could generate sales was by getting close to the customers and demonstrating their products for them. This helped them to understand customer’s needs better based on the feedbacks they get from demonstrating their products to this selected group of customers. Afterwards, as a second strategy they tried to seek out niche markets no matter how small they are. Following the success of the first strategy, 3M found that if they offered customers what they wanted, these customers will be loyal to their company. Thus they developed the second strategy to seek niche markets no matter how small, as this will allow them for charge premium prices for their products. Then they included product diversification as the third strategy. By being close to the customers, 3M identified problems that they can solve for their customers through technical expertise. This was efficient as it ensure that they continued to diversify their product offerings by developing new products to solve new or unattended customer needs. Once 3M found a new product to offer in their niche market they would move on to develop related products and thus occupy leadership positions in these markets. As the fourth strategy, they gave importance to the product development and innovation through research. This strategy was developed in line with the third strategy which was encouraging diversification. If 3M where to constantly diversify their product and service offering, the company understood that a support to its system is needed along with improved innovation and new product development to ensure that the company continues in line with their business model. As it is very important in any kind of developing business and as by time 3M gained a good place in market, they decided to get knowledge sharing strategy as the fifth one. This became official with the establishment of the technical forum in 1950s, with the aim of sharing knowledge within the company. This forum comprised of technical council and directors that held annual shows to encourage knowledge sharing in 3M. And lastly, as the sixth strategy they decided to adopt encourage achievement through a rewarding system. This strategy was adopting an employee appraisal scheme that was encouraging achievement by rewarding employees who generated successful business ideas. Employees that successful innovate new products are promoted to be the managers of that product division, this ensured that other staff members are motivated to work harder and discover new product innovation as they seek to one day become managers of their developed product lines. 2. How does 3M distinguish between incremental and fundamental innovations? 3M established a new product development central research laboratory in 1940 in other to distinguish between fundamental and incremental innovation. This approach helped the company to explore the feasibility of new products or technologies that were not related to existing ones. Incremental innovation means innovation made based on existing products and technologies while fundamental innovations are those that are not related to existing products or technologies. In the 1980s, two separate laboratories were developed in order to identify the long term and the short term researches. Short term researches were more of incremental innovation that were designed to respond to industrial and consumer needs, life science, electronics and information technologies and graphic technologies with a life span of 1-5 years. However the corporate lab was designed for fundamental innovations with researches of over 10 years. 3. Describe, as best you can from the case, the culture of the organisation. What does this depend upon? 3M based its success on entrepreneurship fundamentals and innovation. Innovation was encouraged originally in an informal way by the founders, but was later formalized over a century into an organizational culture. The organizational culture is one which encourages innovation, and it has helped 3M to realize success over the years as it was perpetuating itself. Actually this specific culture of 3M’s evolved from the place of origin which was called ‘Minnesota Nice’. It is described as a non-political, low ego, egalitarian and non-hierarchical, hardworking and self-critical. 4. Why has 3M been such a successful innovator for so long? 3M’s success in innovation can be traced back to their employee appraisal. This is because; the organization has found the missing link which numerous organizations tend to overlook when it comes to showing appreciation towards employee’s efforts. 3M is achievement oriented and achievement particularly through research was rewarded through promotion. For instance, successful new product teams were spun off to form a new division in the organization. The leader of the team is often the general manager of the new division and this w as seen as a great motivator. Lesser achievements were also rewarded and failure is not punishable. This increase in 3M employees’ motivation level has been the key to their long term success as their staffs continually give out their best for the organizational success. 5. Can other companies just copy 3M’s structures and culture and become successful innovators also? It is very popular among firms to copy the other firms’ ideas if these other firms are especially profitable. It can be said that if properly copied, organizations that copy 3M’s strategies and culture can be successful innovators as because, 3M’s culture generally employee appraisal and in business psychology. It can be said that the appraisal has been rated high as increasing employee’s motivation level and enhancing organizational success.

Employment Discrimination on the Basis of Gender Identity...

Transgender individuals are disproportionately affected by discrimination in the workplace. In 2011, the National Gay and Lesbian Task Force and the National Center for Transgender Equality released the report â€Å"Injustice at Every Turn,† which details the discrimination faced by transgender and gender non-conforming individuals. The report revealed that across all employment sectors 90% of respondents reported experiencing harassment or mistreatment on the job or took actions to avoid it, and 47% experienced some sort of adverse job outcome (did not get a job, were denied a promotion, or were fired), 26% of which lost a job due to being transgender (Grant et al. 51-53). In the public sector specifically, there are approximately one†¦show more content†¦Ã¢â‚¬ ¢ In 2002 to 2003, 37% of gay or transgender state and local government workers with law degrees indicated they had been verbally harassed and more than 25% reported experiencing some other form of discrimination (Burns 9). These findings demonstrate that discrimination on the basis of sexual orientation and gender identity is a major problem and exists in many areas of the public sector. Economic effects of employment discrimination In addition to the negative effects experienced by transgender individuals, discrimination based on gender identity negatively affects discriminatory employers and society in general. According to John Donahue, the neoclassical model of the labor market can be extended to analyze labor market discrimination. Discrimination is introduced to the model as an aversion by employers to certain groups even though all groups are equally productive. Such employment discrimination results in market inefficiency and hurts the economy. The benefits of an efficient market include: more goods and services that will be available to satisfy wants and needs of citizens, and nonmaterial benefits emerge from greater economic productivity. 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