Where have you noticed the problems addressed in the article in your own life or society

https://www.nature.com/articles/s41598-017-09744-7

Please use the following link as the main source of the article 

You must write a brief summary of the article and answer the following questions.

The questions you need to answer can be in bullet form 

What is the main focus of the article?

Who is the intended audience?

Why is this article important to biopsychology?

What is your general first impression?

What would you suggest as further research questions?

Where have you noticed the problems addressed in the article in your own life or society? Or How do you think the information in the journal article is a reflection of our society?

Examine and critique current literature that relates to the chosen clinical issue

ask: This assessment item has 3 parts:

Students will investigate a clinical issue that they have observed during clinical placement or investigate a clinical question arising from the laboratory simulations.
Examine and critique current literature that relates to the chosen clinical issue.
Impact of nursing leadership in relation to the chosen issue.
It is recommended that students use the following headings in their Assignment.

Relevance of clinical issue The clinical issue must be clearly identified. Describe why this clinical issue is relevant to contemporary nursing practice.

Evidence Examine and critique current literature that relates to the clinical issue. The discussion should include evidence of analysis of various viewpoints and/or research findings in relation to the clinical issue. Students are to use a minimum of 3 peer reviewed journal articles published since 2000.

Integrated Nursing Practice (92312) Spring Session 2016

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Impact of nursing leadership Discuss how effective nursing leadership can influence the delivery and coordination of patient care in relation to the chosen issue.

midwesten medical group

midwesten medical group
read article and come up with
As she prepares to depart from her senior leadership role at MMG, Ms. Olsen has asked your team for recommendations on the key issues she should identify for her successor.
•Recommendations for overcoming Key Issues
CAN THIS RELATIONSHIP BE SAVED? by Rhonda Engleman and Jisun Yu under the supervision of Professor Andrew H. Van de Ven. Reproduced with permission of Professor Andrew H. Van de Ven in the format post in a course management system.
Warning Concerning Copyright Restrictions The Copyright Law of the United States (Title 17, United States Code) governs the making of photocopies or other reproductions of copyrighted materials. Under certain conditions specified in the law, libraries and archives are authorized to furnish a photocopy or other reproduction. One of these specified conditions is that the photocopy or reproduction is not to be used for any purpose other than private study, scholarship, or research. If electronic transmission of reserve material is used for purposes in excess of what constitutes “fair use,” that user may be liable for copyright infringement.
UNIVERSITY OF M INNESOTA
Carlson School of Management 321 – 19th Avenue South Minneapolis, MN 55455 Strategic Management Research Center Minnesota Healthcare Organizations Study Voice: 612-624-1864 FAX: 612-625-6822
CAN THIS RELATIONSHIP BE SAVED? THE MIDWESTERN MEDICAL GROUP’S 1 INTEGRATION JOURNEY Forthcoming in P. Ginter, L. Swayne, and J. Duncan, The Strategic Management of Health Care Organizations, Fifth Edition, New York: Blackwell Business, 2005. (Current draft 10-7-04)
INTRODUCTION On a snowy January evening, the MMG management team held a retirement party for Judith Olsen, president of Midwestern Medical Group (MMG). During the evening, Olsen reflected back on the years she had worked for the MMG with mixed feelings about her experience. During their eight-year integration journey within the Midwestern Health System (Midwestern), the MMG management team experienced many encouraging moments, achievements, and successes as well as many struggles, disappointments, and conflicts. She was scheduled to meet with the board chair the next day to talk about the major issues her successor would need to address as president of the MMG. Knowing this might be her last contribution to the MMG before she retired, Olsen wanted to provide the board chair with helpful advice to pass on to her successor. This case focuses on the historical events in the MMG’s integration journey that Olsen pondered as she thought about what to say in that meeting. BACKGROUND Midwestern Health System (Midwestern) was established in July 1994 through the merger of Health Systems Corporation and Midwest Health Plan, making it the largest healthcare organization in its region. Health Systems contributed hospitals, clinics, nursing homes, a home health agency, and other healthcare services while Midwest Health Plan contributed health insurance products and relationships with physician groups. The vision guiding Midwestern’s development was to “offer an integrated healthcare system to affordably enhance the health of
This case was written by Rhonda Engleman and Jisun Yu under the supervision of Professor Andrew H. Van de Ven of the Carlson School of Management at the University of Minnesota. We also appreciate the editorial assistance of Julie Trupke and useful comments of Gyewan Moon and Margaret Schomaker. We gratefully acknowledge Stuart Bunderson, Shawn Lofstrom, Russel Rogers, Frank Schultz, and Jeffery Thompson who assisted in collecting data during this eight-year longitudinal study of MMG’s integration journey. The case was prepared to promote class discussion and learning. It was not designed to illustrate either effective or ineffective management.
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people living and working in communities we serve.” This vision implied two priorities: the commitment to build an integrated healthcare system and the goal to improve community health. The MMG was founded in 1994 with an initial network of 340 employed physicians working in 20 clinics previously owned by Health Systems Corporation hospitals at the time of the merger with Midwest Health Plan. Hal Patrick was selected as the first MMG president. Under Patrick’s leadership, the MMG grew rapidly during its first two years, acquiring 30 additional primary care clinics in strategic locations across Midwestern’s geographic market. By mid-1996, MMG’s management attention shifted from growth by acquisition to management and organizational development of its now 50 clinics with 450 physicians and over 3000 employees. The MMG experienced many challenges during these formation and establishment periods within the Midwestern system. Managing the multi-faceted nature of the MMG-system integration process proved complex, involving many interdependent change initiatives. The initiatives included: 1) creating a large integrated group medical practice from formerly small independent physician clinics, 2) transitioning the identities and roles of physicians from being principals of private clinical practices to becoming agents and employees of healthcare companies, 3) building an organizational culture that aligned incentives and motivated commitments of clinicians with the MMG and Midwestern system while maintaining their commitment to the medical profession, and 4) developing an integrated system of healthcare for patients by linking the MMG’s clinical and business services across with other Midwestern units including the hospitals and the Midwestern Health Plan. In July 1997, Patrick was promoted to system vice president of clinical services for Midwestern. Midwestern leaders appointed Lief Erickson as the new MMG president. Erickson represented a strong voice for MMG physicians and patient care and had worked as an MMG manager since its formation. Despite continuous hardships in both financials and operations, Erickson led the MMG as the group rebounded from a record loss of $41 million in 1996, decreasing losses to $22 million in 1997 and $20 million in 1998. The MMG was on track to improve its financial performance in 1999 by decreasing its losses to $17 million, still far from ideal but improvement in the right direction. Under Erickson’s leadership, the MMG developed a solid management team of administrative and physician leaders as the MMG moved from a culture of survival to a culture of performance. The MMG had faced many challenges since its formation in 1994, but Erickson and his management team weathered the storm to establish the MMG as an integral part of the Midwestern Health System. The MMG management team still faced many tensions in their relationships with others in the Midwestern system, but Erickson was confident that his team had demonstrated the MMG’s value to Midwestern and would continue their journey to lead the MMG to even better results in the future. ARRANGED MARRIAGE OF EQUALS The Midwestern Health System experienced escalating financial pressures in 1998 and 1999. Since Midwestern’s formation, the system had not achieved its overall financial performance goals. Johanson, CEO of Midwestern, anticipated that the system would experience reductions of $50 million in Medicare reimbursement over the next five years due to changes in the program made in the Balanced Budget Act of 1997. Reimbursement rates from other commercial payors
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were also declining. Johanson feared that Midwestern could not survive without major systemwide changes to improve the organization’s financial performance in patient care services. Meanwhile, Midwest Health Plan had achieved stellar results with the Market Business Segments (MBS) business model. In 1997, Midwest Health Plan was experiencing significant financial losses. Midwest Health Plan adopted the MBS business model, moving from a structure with staff organized by major functions such as marketing, member relations, and product development to a structure with staff organized around Midwest Health Plan’s major customer segments such as government payors, small business, and other commercial payor groups. The move to the MBS business model allowed Midwest Health Plan leaders to streamline the health plan’s organization structure and develop products and pricing systems tailored to customer needs in each business segment. As a result, Midwest Health Plan improved its financial performance, moving from a significant financial loss before the MBS to a sound financial gain after its implementation. Johanson decided to extend the MBS business model to the rest of the Midwestern system, anticipating that the hospitals and the MMG could achieve financial results similar to Midwest Health Plan’s and allow Midwestern to improve the performance of all its individual units. In February 1999, Johanson officially unveiled the plan to implement the MBS business model in the Midwestern hospitals and MMG. Johanson announced that in the MBS business model, Midwestern would move from three divisions–Hospitals, MMG, and Health Plan–and reorganize as two divisions–the Health Plan division, and the Hospitals & Clinics division. Midwest Health Plan would continue with the MBS business model as previously defined and implemented. The Hospitals & Clinics division, including the Midwestern hospitals and the MMG, would define and organize around its own market business segments. These two divisions would be assigned accountability and responsibility to become the leader in their chosen market business segments. Johanson stated that the MBS model signaled a short-term move away from system-wide integration. The old Midwestern business model assumed that individual units shared one customer and attempted to provide a single “Midwestern experience.” The MBS model acknowledged that the old view was inadequate because each division served unique customer groups. Midwest Health Plan’s customers were health plan members, corporations, other purchasers, and insurance brokers. The MMG’s primary customers were patients. The Midwestern hospitals’ primary customers were physician specialists. While the mission and vision of Midwestern would remain the same, the system would back off from tight integration and pursue high impact integration in a few selected areas to meet the unique customer needs of each division. Johanson charged each division to maximize its financial and patient care performance within certain “rules of the game” including open communication between divisions and “no tolerance for badmouthing other parts of the organization.” Johanson declared 1999 as the year of “freedom to act.” He expected the units within each division to coordinate their activities, but each division would be free to define and manage its own unique set of market business segments. Johanson purposely designed the MBS business model to force the hospitals and the MMG to resolve their tensions and conflicts by combining them into a single division. According Johanson, “We’re learning more about integration. We used to assume that if we put them all
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together, they’d see the need to talk and automatically coordinate. They don’t, it’s not natural. Our new model acknowledges that and encourages integration more directly.” Johanson expected and looked forward to watching these tensions unfold and play out between the hospitals and MMG in the move to the MBS model. WE DON’T KNOW HOW THIS WILL GO, BUT LET’S HOPE FOR THE BEST After the announced restructuring, Erickson expressed mixed feelings about the MBS model when he discussed the change with his MMG management team. Erickson expected that the MMG would have an equal voice in the MBS implementation process with representation on a new board established to govern the Hospital & MMG division. He welcomed the freedom to act that Johanson had given the hospitals and the MMG to establish their own business market segments. Johanson promised that if the MMG decided that improving patient care was one of their most important goals, then his expectation would be that the MMG will outperform their competitors in that area. Erickson reported, “Then he will go away, and wait for me to come back and tell him how the MMG did. That’s different, isn’t it! They’re not going to tell us how to do it.” Erickson hoped that the MBS model would help to improve relationships between the MMG and the Midwestern hospitals. He felt that this would be the first time that the hospitals and the MMG had a chance to test integration. The hospitals and the MMG had not yet been able to work together to prove what they could achieve together to improve patient care. Erickson reassured his MMG management team, “There is a lot of instability and uncertainty. I’m convinced, though, that the strategy is right to focus more on customers and relationships.” At the same time, Erickson wondered if the MMG and the hospitals could resolve the differences in their customer groups and approaches to healthcare delivery. “The structure by itself will not do away with those fundamental market activities that make us see the world differently and to be different. When they think of a customer, they look out the window and see the specialist building; my customer is this region because sometime those people will eventually wind up in the hospital. For the MMG, the customer is across the table. They simply have a different customer set. It’s funny how you won’t face what you have to face. Hospitals say they have patients and referring doctors, as on an equal plane. When you really look at it, though, the referring doctor is on the top of the priority list. . . . In the MMG, the patient is center, and it’s relationship based. We see customers and markets differently. And now you say you’ve got to get together in a ‘market-based segment?’ Hang on! It will be OK, but it will be another game; all those market dynamics are still in place. If we can survive it, it will be good. No matter how good a new model is if you make a change like this, the bridge in between is tough. I don’t think we’ve got many more shots at this thing.” Erickson went on to note, “If you’re the CEO and you say, ‘I expect you to outperform your competition at all costs –which is a part of this market segment idea–but then I put you in a box with these other groups who have the ability to impede you, you’re sending them a very complex message. Every day the clinics are compounded by the hospital’s needs. . . . They have a good theory, but if it’s not carried out well, it’s not a good theory. But, anyway, we’re going to try.” Erickson urged his MMG management team to send a positive message about the new MBS business model to the staff and physicians working in their clinics, “No matter which way we go,
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we’re partners with the hospitals; we’ve got to coordinate, and the future’s about relationships. . . As we sell this to our clinics and our partners, we want to make it positive and build hope.” THE CHILDREN GET SEPARATE ROOMS Johanson appointed Frank Henry as Senior Vice President of the Hospitals & Clinics division. Henry formed a division management team of representatives from each unit to review options for selecting market business segments. The team explored three options. First, the group considered the status quo option with the MMG as one business segment and each of the three hospitals as a separate business segment. Second, the group explored the implications of establishing two business segments, hospital services and ambulatory care services. Finally, the group considered creating a regional model with each metro hospital forming the anchor of three separate MBSs and the clinics organized geographically around these hospitals. After discussing the pros and cons of each option, the team decided to maintain the status quo with a few additions by selecting six market business segments for the Hospitals & Clinics Division: three metropolitan hospitals, regional hospitals, the MMG, and home care. THE MMG AS THE PROBLEM CHILD In early 1999, Johanson asked the Midwestern financial management staff to compare the MMG’s performance to a best practice model developed by a national consulting group. In a study of seven health system-sponsored primary care groups, the consulting group concluded that financial losses were inevitable in such groups due to costs associated with system membership including high practice acquisition costs, additional system overhead, increased employee benefit costs, new information systems expenses, and loss of ancillary revenues to hospital affiliates. The consulting group developed a model of realistic performance expectations for health system-sponsored primary care groups given such limitations. The finance staff found that MMG gross revenues were lower than the benchmark, but the MMG compared favorably in net revenue, expenses, and loss per RVU 2 when compared to the best practice standards. The MMG also compared favorably in productivity, producing 6,428 RVUs per physician in 1998 compared to best practice benchmarks of only 6,100. Erickson summarized the significance of these findings, “What’s important is that it should eliminate the notion that the MMG can gradually move to a zero loss.” Erickson presented the MMG’s favorable benchmark comparisons to the Midwestern board. The board expressed a new appreciation of the MMG, its performance, and its value to the larger Midwestern system. They reported that this study gave them a better understanding of how to measure the MMG’s financial and operational performance, how to set benchmarks for its performance, and the need to recognize the value that the MMG contributed to the Midwestern system.
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CRITICAL ANALYSIS OF A CONTEMPORARY ENVIRONMENTAL ISSUE

CRITICAL ANALYSIS OF A CONTEMPORARY ENVIRONMENTAL ISSUE
What environmental issue interests you most? Is it the impact of ecotourism on sea turtle populations? Or are you intrigued by how environmental activism arises in response to industrial pollution? Or does the feasibility of converting to all-renewable energy interest you the most? In this assignment, you will select a topic of interest to you, apply two perspectives on human-environment interactions to this issue, and then argue which of the two perspectives offers the best explanation of the problem.
Assignment objectives
The objectives of this assignment are twofold:
• To critically analyze a contemporary environmental issue in a particular geographical place or region
• To compare/contrast two approaches to studying human-environment interactions
How to choose a topic
In this assignment, you are allowed to choose your topic so that everyone has the opportunity to write about an issue that interests them. You may write about topics that we cover in class or you may choose to write about something else. If a class topic interests you but has not yet been covered, you may want to look ahead at the readings. Although there is room for flexibility, you should aim to be fairly specific about your topic. Instead of “climate change impacts,” you may want write about a particular impact in a particular place. For example, you may choose to write about impacts on agriculture in West Africa or the spread of vector-borne disease in the Southeast United States. If you need some ideas, visit the instructor in office hours and she will help you to determine an appropriate topic based on your interests.
What’s required
You will complete the term paper in a series of ‘deliverables,’ including:
(1) Paper summary (due October 10 or 11, 2013): Your summary should be a succinct and detailed description of the environmental issue you will analyze. Your summary should include:
a. A 4-6 sentence fact-based problem statement that clearly identifies the environmental issue you wish to research and outlines the significance of the issue in contemporary human-society interactions.
b. A discussion of the two approaches you will use to analyze your selected issue (what they are and how they explain your topic.
c. A preliminary bibliography that provides a minimum of three sources directly related to your topic, two of which must be peer-reviewed journal articles. These sources should be cited in the body of your problem statement.
i. Note: References such as blogs and newspaper articles could be used primarily to discuss what people are saying about an issue. Wikipedia may be a good place to find further references, but do NOT use or cite information from Wikipedia.
(2) (Optional) Rough Draft (due November 7 or 8, 2013): Completing a rough draft is entirely optional. Your rough draft should be a complete and fully formulated version of your term paper. In your rough draft, you should:
a. Provide a clear and concise introduction that includes an effective thesis statement that is underlined.
b. Identify the environmental issue you are analyzing;
c. Discuss the significance of the environmental issue you are analyzing;
d. Apply two of the approaches to studying human-environment interactions to explaining this problem;
e. Compare the explanations offered by these approaches, focusing on their respective strengths and weakness; and,
f. Offer an argument for why one approach provides the better explanation
g. Include a conclusion summarizing the major points of your paper
h. Provide a complete bibliography of your information sources at least three of which must be peer-reviewed journal articles.
If you submit a rough draft, you will receive detailed feedback from the instructor on the
content and presentation of your paper with ample time to incorporate this feedback into
your final paper. A supplemental outline with a suggested term paper outlines is posted to the contents section of D2L.
(3) Final Paper (due December 5 or 6, 2013): Like the optional rough draft, your final paper should fully meet all of the criteria discussed above. Your final paper should also satisfy all guidelines on presentation and format listed below.
Important notes
All term paper deliverables are to be submitted to the D2L dropbox before your discussion section on the due date. No late term paper deliverables will be accepted.
Each of your term paper deliverables will be automatically checked for plagiarism using TurnItIn.com once they are submitted to the dropboxes. Please remember that plagiarism is treated very seriously in this class. Any instance of directly quoted or paraphrased text in your writing that is not properly referenced is considered plagiarism.

1. Describe The Structure And Chemical Composition Of DNA…

. Describe the structure and chemical composition of DNA.

a)Summarize the experimental evidence that DNA is the genetic material.

b)Differentiate between B- and Z-DNA and explain how Z-DNA might influence gene expression.

c) Define supercoiling, and ascribe possible functions to positive and negative supercoiling.

Axial Skeleton

Describe in detail the primary functions of the axial skeleton. what are the 2 components of the axial skeleton?

list the surface bones of the cranium. list the bones that make up the face.

List at least 5 of the bones that make up the eye orbit.

Compare the difference between job satisfaction and organizational commitment. Determine which is more strongly related to performance for your selected company

Posted: 3 Months AgoDue: 04/02/2018Budget: $20
Report Issue
For this assignment, use the same company you researched in Assignment 1. Which is Hope Company

Write a two to three (2-3) page paper in which you:

Compare the difference between job satisfaction and organizational commitment. Determine which is more strongly related to performance for your selected company.
Apply motivational theory and performance management principles to evaluate the company as a potential employer.
Use at least three (3) quality references. Note: Wikipedia and other Websites do not quality as academic resources.
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 or school-specific 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.
The specific course learning outcomes associated with this assignment are:

Analyze motivational theories and their impact on work behavior and performance.
Use technology to research issues affecting organizational behavior in order to deliver assignments which are clear, concise and have proper writing mechanics.
Write clearly and concisely about operations management using proper writing mechanics.
attachment
hope.doc

World Hunger Paper

Need 5 hours from now. Must be in APA format.

Write a 750- to 1,050-word paper about world hunger. Find articles that specifically touch on population growth, urbanization, or energy consumption and their effects on world hunger. Are the demographics of a region or country a helpful resource for showing the effects of world hunger? What environmental effects from population growth may lead to world hunger?

Reflect on selected articles from a magazine, a journal, or a news feature that provide an in-depth examination of the topic(s) above and have been published within the last 6 months. (You may use two or more related articles.) Each short paper must contain the following:

Briefly summarize the article(s).

Relate the article(s) to course topics, explain why the article(s) is of interest, indicate your agreement or disagreement, and provide reasons for your opinion.

Respond to the article(s), explaining in detail the action (e.g., congressional, community, or personal) that should take place to address the environmental topic discussed.

Format your paper consistent with APA guidelines (cite the article(s) used, including the author, article title, magazine title, date, and page numbers).

what are the main barriers that prevent nurses from assuming responsibility to “lead change and advance health” in today’s health care environment?

what are the main barriers that prevent nurses from assuming responsibility to “lead change and advance health” in today’s health care environment? Please provide an answer that is concise but specific, using examples from your clinical practice if possible.

In this module, you will consider the potential interrelatedness between communication and values.

In this module, you will consider the potential interrelatedness between communication and values.

 

Tasks:

In a Microsoft Word document, address the following:

  • How are organizational and individual values and ethics communicated at your workplace (current or former)?
  • Consider and discuss the importance of trust in interpersonal relationships in the workplace.
  • Explain the importance of valuing and promoting diversity through communication.
  • In addition, discuss what leadership approach best aligns to the situation you have described in your workplace.
  • Record any examples that support your observations.
  • Analyze the communication practices observed.

Consider the following in your analysis:

  • Reflection of both organizational and individual ethics and values through communication.
  • The importance of trust in interpersonal relationships.
  • Explain how/what type of communications help to build trusting relationships.
  • Promotion of diversity through communication.
  • Leadership approaches.

Integrate and cite concepts/terms/theories from the modules’ readings.

Format:

Your final product will be a 10- to 12-page Microsoft Word document (not including the title page, references, and appendices, if needed). Your paper should be formatted as per current APA standards; be written in a clear, concise, and organized manner; demonstrate ethical scholarship in accurate representation and attribution of sources; and display accurate spelling, grammar, and punctuation.

All written assignments and responses should follow APA rules for attributing sources.

Submission Details:

  • By the due date assigned, save your document as