Author: chris

Create a 1,150-word timeline paper of the historical development of nursing science, starting with Florence Nightingale and continuing to the present.

Include the following in your timeline:

• Explain the historical development of nursing science by citing specific years, theories, theorists, and events in the history of nursing.
• Explain the relationship between nursing science and the profession.
• Include the influences on nursing science of other disciplines, such as philosophy, religion, education, anthropology, the social sciences, and psychology.

Format all online references (4-5 references) and citations consistent with APA guidelines.

Conflicting Viewpoints Essay – Part I

Prewriting

Due Week 2 and worth 30 points

When looking for information about a particular issue, how often do you try to resist biases toward your own point of view? This assignment asks you to engage in this aspect of critical thinking by playing the “Believing Game.” The Believing Game is about making the effort to “believe” – or at least consider – the reasons for an opposing view on an issue.

The assignment is divided into two (2) parts.

In Part I of the assignment (due Week 2), you will first read a book excerpt about critical thinking processes: “The Believing Game and How to Make Conflicting Opinions More Fruitful” at http://www.procon.org/sourcefiles/believinggame.pdf. Next, you will review the Procon.org Website in order to gather information. Then, you will engage in prewriting to examine your thoughts.

Note: In Part II of the assignment (due Week 4), you will write an essay geared towards synthesizing your ideas.

Part I – Prewriting: Follow the instructions below for this prewriting activity.  Use complete sentences and adhere to standard rules of English grammar, punctuation, mechanics, and spelling.

1. Select one (1) of the approved topics from the www.procon.org Website and state your position on the issue.

2. From the Procon.org Website, identify three (3) premises (reasons) listed under either the Pro or Con section – whichever section opposes your position.

3.For each of the three (3) premises (reasons) that oppose your position on the issue, answer these “believing” questions suggested by Elbow:

1. What’s interesting or helpful about this view?
2. What would I notice if I believed this view?
3. In what sense or under what conditions might this idea be true?”

The paper should follow guidelines for clear and organized writing:

• Include an introductory paragraph and concluding paragraph.
• Address main ideas in body paragraphs with a topic sentence and supporting sentences.
• Adhere to standard rules of English grammar, punctuation, mechanics, and spelling.

Your assignment must follow these formatting requirements:

• Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA Style format. Check with your professor for any additional instructions.
• Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

Suppose that during regular work hours, an employee of XYZ Co. commits a sexual assault or other violent attack upon a member of the public. The employee, of course, is liable for the intentional tort of battery (about which you learned in Chapter 6), as well as a criminal offense. Although the doctrine of respondeat superior makes employers liable for their employees’ torts when those torts are committed within the scope of employment, XYZ is quite unlikely to face respondeat superior liability for its employee’s flagrantly wrongful act because a sexual assault or violent attack, even if committed during regular work hours, presumably would be outside the scope of employment.

However, as the principles explained in this chapter suggest, XYZ could be liable for its own tort if XYZ was negligent in hiring, supervising, or retaining the employee who committed the attack. A determination of whether XYZ was negligent would depend upon all of the relevant facts and circumstances.

Regardless of whether XYZ would or would not face legal liability, the scenario described above suggests related ethical questions that may confront employers. Consider the following:

 

• Does an employer have an ethical obligation to take corrective or preventive action when the employer knows, or has reason to know, that the employee poses a danger to others?
• Does it matter whether the employer has irrefutable evidence that the employee poses a danger, or whether the employer has only a reasonable suspicion to that effect?
• If the employer has an ethical obligation to take corrective or preventive action, to whom does that obligation run and what should that obligation entail?
• Does the employer owe any ethical duty to the employee in such situations?

 

You may find it helpful to consider these questions through the frames of reference provided by the ethical theories discussed in Chapter 4 (e.g., utilitarianism, rights theories, and profit maximization). Then compare and contrast the results of the respective analyses.

 

Groups

 

The purpose of this section is to address the 5 Process groups and the Project Team. This portion of the lecture will address the 5 process groups.

 

The 5 process groups are listed below

 

1.    Initiating: Begins with the project; Processes are performed in the Initiating process group to define a new project or a new  phase of an existing project

 

2.    Planning: Processes in the Planning group establish the scope of the project and define the course of action required to attain the project’s objectives

 

3.    Executing: Processes in the Executing group are performed to complete the work as specified in the Project Management Plan

 

4.    Monitoring & Controlling: Processes track, review and regulate the progress and performance of the project.

 

5.    Closing: Ends the project; Processes are performed to formally the close the project or a phase

 

All of these five process groups have individual processes that collectively make up the group. The process groups are overlapping activities that occur throughout the project. The process groups are independent of application areas. Please take note that Process groups are not project phases. (JustgetPMP.com, 2011)

 

The five process groups are way to understand the flow of the project. It is important to understand that the process is not necessarily the stage of the project.

 

 

SA – South Africa’s Leading Accountancy Journal www.accountancysa.org.za

 

 

 

A project may have different activities that run concurrent to each other along the process. Other activities of the project may run sequentially where one piece of the project must be completed before the next activity can begin. A good project manager is able to determine the sequence of activities and the process they reside in.

 

Confusing? This is in part a rationale for the 5 process groups. The processes serve as a guideline to how a project is progressing. This approach is a powerful and dynamic tool that can be adjusted to individual micro and macro projects.

 

Let’s take a closer look.

 

Initiation

 

This is the early investigation process as to if the project should be considered. For instance, if a senior leader went to a conference (or read a new management book) that motivated them to take on a new project for organizational change and effectiveness, this would be the time to explore the feasibility and viability of such an undertaking. If a manager had visited a business site that was making significant advances in their organization and wanted to roll this out to his whole group, this would be the time to explore this option before the commitment level begins which requires more time, cost or resources.

 

The initiation process looks at the initial cursory issues of benefits and payoff. Questions to be asked would include issues of ROI and payback periods.  For instance, what is the ROI on this project? If it will cost 2 Million over a 12 month process, in order to provide a return of 3 Million over an 18 month period – is this feasible or would another project yield a higher rate of return in the short term and/or the long term?

 

Let me give you an example.  A discussion arose in a team meeting that a monitoring application was not synchronizing well with a records management application. The team lead suggested to the manager to have the software developer add a field that would populate providing the necessary information based on the set parameters from the monitoring application. This should reduce the time necessary to make the entries and reduce the error margin by human intervention or inverted information.

 

On the surface this looked to be a reasonable request. The manager took the request to the software developer of the records management application. The organization returned a project cost of $65,000 to make the change and a 6 month waiting period to complete the request.

 

Now, add to this project one that was already scheduled.  The manager’s group was scheduled for a newer release of the records management application in three months. About every 90-180, new versions of the software were released in order to maintain controls in light with technology advances. If the manager made the request to be made in the iteration that was just now going into the planning stages and would be released in about 9 months, the integration would be minimal as to cost. What would you do as the manager?  What decision would you make?

 

 

 

 

 

Planning

 

The planning process is all about the Ws: What, where, why, when, what, and how. This lays out the plan and three main steps of the process (Planning, Executing, and Controlling) that will continue to interact with each other until either the project is ready for closure, the project is terminated, or the project fails. Ideally, the processes are working in conjunction to each other in order to achieve the desired results. In reality if the planning is not complete and the process is lacking, then the project can quickly be put in jeopardy or danger of being shut down.

 

Here’s an example.  

 

Consider a project that was the “brainchild” of a senior leader.  He began the project but did not fully commit to it.  This project is on a “limited success model”. Once the senior leader loses interest or if a road block is encountered, this project could be shutdown, taking a significant amount of an organizations time, money, and resources with it. The project without adequate planning can be expedited to a point–after that the efforts are fruitless as to the original purpose.  Perhaps the original purpose is not far removed from what is now the current project being developed, that it is better to cut the losses then release this product and suffer the fallout.

 

Here’s a word of caution.

 

Many organizations will not want to wait on a comprehensive planning process. The results of Planning are not quickly seen and in business results count. If the planning process is shortcut, the foundation of the project may be compromised. The adequate assessments and resources are to be developed during the planning process. If the commitments are not there, then the project may not be a timely and wise investment for the business at the time.

 

Here is another example:

 

Two projects are being considered by the senior leadership at a local university.  Both projects are designed to improve organizational effectiveness—as is necessary for continued accreditation. Both projects involve training and development across the organizational footprint. One project will be Computer Based Training that employees will be allowed to complete at their leisure within the set timeframe. The training program will offer 25 different “seminars” that the employee may choose 2 of 5 tracks (5 classes per track), thereby having to complete 10 courses to achieve two specialty certifications. Participants will complete a self-paced online quiz that they can take as many times as necessary until they pass.

 

This project is estimated to cost 1.5 Million and take approximately 12 months to complete. The trainings are literally in a box and ready to be set up.

 

The second project is a blend of in service trainings given in the seminar room.  Along with each live session is homework to solidify the information and provide accountability to the attendees while providing valid metrics back to the senior leadership. The seminar series will be offered for 1 month in 10 different locations across the organization to save on employee travel.

 

One Seminar will be in the area for a week. An employee goes for 1 day, any day of the week. If they miss a portion one day due to a work related issue, they can complete the missing portion another day. They have the following week to complete the homework assignments that include practical exercises, germane to the work. This project is projected with a 12 month duration and will cost 2 million dollars. As a member of the senior leadership team which would bring the better value for the investment? Which will likely bring a better return?

 

Executing

 

Executing is where the “rubber meets the road.” This is where concept and planning meet reality and application. Development of resources, teams, the different micro components that will make the macro project possible are all in the works during this phase.

 

Scheduling was a part of the planning process. During execution the schedule comes to life. Now, the project manager will see if the guidelines were realistic. They will understand the challenges and risks that were not visible before.

 

Executing aligns with the next process of monitoring and controlling. Resource development means getting the right resources in time, on time, until the process can be satisfactorily completed. If the resources are not currently available, this is the time to get these issues worked out as they should have been back in the planning stages.

 

Here’s an example of resource scheduling.

 

A project that had a specialty resource made available for a distinct period of time can be sabotaged by project setbacks that push the schedule back. The annual organizational leadership conference that is a highlight of the training year brings all the leaders from across the organization to address issues that concern small and large sections of the organization. There are general and breakout sessions at this 4 day conference that address critical areas to get “everybody in the room” There are trainings and seminars with key leaders, planning sessions, and several keynote speakers, that are brought in throughout this event.

 

The CEO is coming in to address the company employees. He was originally scheduled for the second night of the conference before he went off to meet with the European divisions. Due to a scheduling mix up, He needs to be scheduled for Lunch the second day. Ordinarily this would not be an issue and the flexibility would be built into his schedule.

 

However, this year the event coordinators were able to bring in Brian Tracy a powerful and dynamic speaker as the keynote speaker. His only available slot during the conference dates are lunch on Day 2 when he was originally scheduled. If he is moved, he will not be able to attend the event. Due to the error being on the organization’s side, he is to be compensated his $100,000 fee regardless. As an event coordinator what do you do? The CEO is a necessary part of the convention. Organizations that have consistently worked with Mr. Tracy experience a 30-45% increase in productivity and profitability in the first 90 days after time with him.

 

 

Controlling

 

Managing and controlling the project may seem like the busy work part of the project. Often this can be where some of the greatest challenges are noticed. Continued assessment of risk, milestones, budget, personnel, and performance is ongoing. If the assessments and adjustments are not made, a project can quickly go off track. Control and management is the time when the team, at all levels, needs to be firing on all cylinders in order to stay on scope and complete the project. This is where the jigsaw pieces of a project come together.

 

A project team that has been developing the computer based homework system as part of the Organizational Effectiveness Training System, has stayed on budget and on schedule according to the Team Lead. The PM has not validated the milestones other than reviewing the submitted reports by the Team Lead. The schedule date to begin the compilation of the different aspects of the project has come. As the developers and teams come together and assemble the different components, it is discovered the homework system cannot speak to the other components or draw information on the database servers. The System Administrator and Project Manager begin investigating the problem. Soon they are calling in the Team Lead. The parameters were thoroughly laid out at the beginning of the project. The system was to be run through SQL and Microsoft servers running Windows Server 2012. The Team Lead and his team built the system to run on Server 2003 for backwards compatibility. The decision for 2012 was due to new IPv6 compatibility.

 

Where is the breakdown? Was it the PM, the Team Lead, the System Admin? Were the parameters not clear? The project has encountered a significant setback that will impact available resources and scheduling, costing the organization hundreds of thousands per day in delays. A successful project just became a white elephant unless some rapid corrections can be made. Monitoring the controls along the way can reduce or eliminate many of these issues.

 

 

 

Closing

 

The closing process is the final part of the process, yet often is the transition into new initiations. This is the time where the final product is presented for final acceptance, approval, and sign off. There are several variables at stake here. If the product has not been thoroughly tested, surprises can occur; this is not usually a good thing. Know the product before presenting it to the end client whether in house or an external client.

 

It is during the final presentations that recommendations and findings can be made as to future projects that would improve the end product or compliment the advances now made. The rapport established with the leaders or the client can make a remarkable difference as to continued contracts and new opportunities.

 

There has been considerable information shared in this lecture. It is important to gain these concepts and understand the processes in order to be an effective Project Manager. Review Wysocki and the PMBOK in these areas to lay a very solid foundation in which to build your knowledge. This is also an important area that you may need to seek additional resources beyond that of the course materials. The processes and what they represent are the meat of Project Management.

 

See you online.

 

 

 

References

 

Fauzi, A. (2011). Never ape an ape manxaioza. Retrieved on May 14, 2013 from http://www.justgetpmp.com/2011/01/what-are-5-process-groups.html

 

Aryatha, K. (2012). What is PMBOK? Retrieved on May 14, 2013 from karyatha.blogspot.com

 

SA. (2010). 5 Process Group. Retrieved on May 14, 2013 from www.accountancy

 

 

 

Developing the Process

 

This week is an extension of week one.

 

You will take the presented project that you submitted in Week 1 and develop the processes for your project.

 

Use the five processes that we discussed in the lecture this week or you may choose a different set of processes that you have experience with as a project manager.

 

In your paper, it is imperative that you support and defend the processes you choose as to how they are the best fit and best practices for your project.

 

The assignment submission should be 750 – 1000 words of text. A minimum of two external sources must be used in conjunction with the course materials. Only one may be found on the internet (not Wikipedia). The other must be found in the Grantham University online library. Please use the correct APA format consistently throughout this assignment. Only the body of the paper will count towards the page requirement. Please include a title page. Please see rubric below.

 

Narrow†the†Questions

1. Look over all your questions. See if any questions are repetitive and can be put

together into one question. Next, pick out your FIVE TOP questions, the ones that are

most important or interesting to you for some reason.

2. Write a paragraph for each of your five top questions about WHY that question is

important to you. I won’t grade on whether I agree with you, I will grade on whether I

understand what you are saying and whether your writing communicates that you

have carefully considered your values and interests. So, spend the time to think and

write clearly. Also, be†sure†that†your†question†is†scrutable†and†worthy†of†a

research†project. That is, they should be questions that can be investigated. [[NOT:

“Why would the creator have done this?” or “What is the Latin name for ‘tomato’?”]]

3. Identify your ONE TOP question, the one that is most interesting or important to you,

that you would like to investigate further.

Select a current product with which you are familiar, and pitch a new Integrated Marketing Communication plan (IMC) to your client.

 

Create a Microsoft PowerPoint presentation of 8-10 slides that includes the following components:

• Identify any considerations you will need to employ to build and maintain the brand and customer loyalty.
• Create a print ad and a video broadcast for the product featuring your new strategy (Youtube TM, video, or power point storyboard is acceptable).

Click the Assignment Files tab to submit your assignm

 

The product is a Tax Service

 

Analyze the following situation:

The local textile plant has a workforce of 55 full-time hourly workers, 12 part-time workers (less than 15 hours per week), and six managers that are salaried. The company has been struggling for about five years and has just lost its only major account with a sporting clothes company. Contract renegotiations have been intense for the past six months, but they collapsed two days ago. There is barely enough cash to pay workers for their last two weeks of work. In order not to incur additional payroll obligations to the workers, the company has called a meeting of all employees to announce the plant’s closing at the end of the week (in two days). Although the workers were not overly surprised, they were overwhelmed that so many would be seeking employment in their small community within the next few days. Even though the hourly workers are to be terminated at the end of the week (in two days), managers (those that are salaried) will receive their pay for another 60 days as they handle the closing of the plant.

Analyze this situation from the perspective of the company managers and the HR department by addressing the questions below. Before beginning your analysis, read Section 639.9 “When may notice be given less than 60 days in advance” of theWorker Adjustment and Retraining Notification (WARN) Act. Click here to access the WARN Act.

For your report, evaluate management’s human resource plan of action for the immediate plant closing, including the following items:

• Assess the purpose of the WARN act, including potential pros and cons.
• Evaluate whether management’s human resource plan for the immediate plant closing is the correct plan, including legal implications of the WARN act as it pertains to the scenario.
• Justify recommendations for possible alternatives the managers and HR have in handling this scenario, including the types of assistance that might be provided if workers must depart in two days.

Compose your report in APA format.

Write a two- to-three page paper (excluding the title and reference pages) analyzing the roles, duties, and responsibilities of professional property managers. The research paper should be comprehensive and include specific examples. The paper should be formatted according to APA guidelines and reference two scholarly sources other than the text. Include responses to the following within your paper:

1. Summarize the advantages or disadvantages of working as an employee manager as opposed to a third-party manager.
2. Describe the reasons property owners would choose to hire a property manager rather than manage property themselves.
3. Explain why a property manager should be concerned about ethics.

7-9 Paragraphs …APA formatt,running head, number pages abract, introduction, conclusion, references. Please check for plagiarism.

 

Prepare a written analysis of the 4th,5th,6th,8th, andthe 14th Amendents to the US Constitution in processing offenders through the criminal justice system. Explain the concept of due process as applied to the U.S. Constitution

 

What due process rights are contained in the U.S. Constitution? Give examples.

What is procedural due process and why does it exist?

Do you think any of these rights should be revoked at any time? Which ones?

What made you choose those?

To what extent does procedural due process hinders or strengthens thr criminal justice system?

As a quality analyst you are also responsible for controlling the weight of a box of cereal. The Operations Manager asks you to identify the ways in which statistical quality control methods can be applied to the weights of the boxes. Provide your recommendations to the Operations Manager in a two-three page report. Using the data provided in the Doc Sharing area labeled M4A2Data, create Xbar and R charts.

Your report should indicate the following along with valid justifications of your answers:

1. The control limits of the weights of the boxes.
2. Nonrandom patterns or trends, if any.
3. If the process is in control.
4. The appropriate action if the process is not in control.

 

 

 

 

Note: The following consists of 12 sets of three box weights in ounces
N	#1	#2	#3	StdDev	Xbar
1	6.3	6.28	6.26	0.02	6.28
2	6.32	6.32	6.33	0.005773503	6.32333333
3	6.29	6.33	6.36	0.035118846	6.32666667
4	6.3	6.29	6.34	0.026457513	6.31
5	6.295	6.315	6.39	0.050083264	6.33333333
6	6.292	6.319	6.33	0.019553346	6.31366667
7	6.289	6.323	6.4	0.0568712	6.33733333
8	6.286	6.327	6.471	0.097161378	6.36133333
9	6.283	6.331	6.498	0.112855365	6.37066667
10	6.28	6.335	6.525	0.128549601	6.38
11	6.277	6.339	6.39	0.056589163	6.33533333
12	6.274	6.343	6.4	0.063095166	6.339