Q 1; Identify two organizational structures used in health care. What are the central characteristics of each? To what extent is bureaucracy necessary in health care organizations? Explain.

Q 2; How does a doctorally prepared nurse work across and between levels of an organization? What are the challenges and/or rewards to be gained? Does one outweigh the other? Resources Delmatoff, J., & Lazarus, I. R. (2014). The most effective leadership style for the new landscape of healthcare. Journal of Healthcare Management, 59(4), 245-249. URL:https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=true&db=a9h&AN=97206195&site=ehost-live&scope=site Arbab Kash, B., Spaulding, A., Johnson, C. E., & Gamm, L. (2014). Success factors for strategic change initiatives: A qualitative study of healthcare administrators’ perspectives. Journal of Healthcare Management, 59(1), 65-81. URL:https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=true&db=a9h&AN=94059299&site=ehost-live&scope=site Kritsonis, A. (2004/2005). Comparison of change theories. International Journal of Scholarly Academic Intellectual Diversity, 8(1) 1-7. URL:http://qiroadmap.org/?wpfb_dl=12 Suter, E., Goldman, J., Martimianakis, T., Chatalalsingh, C., Dematteo, D. J., & Reeves, S. (2013). The use of systems and organizational theories in the interprofessional field: Findings from a scoping review. Journal of Interprofessional Care, 27(1), 57-64. doi:10.3109/13561820.2012.739670 URL:https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=true&db=a9h&AN=84423842&site=ehost-live&scope=site Narayana, E. A. (1992). Bureaucratization of non-governmental organizations: An analysis of employees’ perceptions and attitudes. Public Administration and Development, 12(2), 123-137. URL:https://lopes.idm.oclc.org/login?url=http://search.proquest.com.lopes.idm.oclc.org/docview/194674953?accountid=7374 Klemsdal, L. (2013). From bureaucracy to learning organization: Critical minimum specification design as space for sensemaking. Systemic Practice & Action Research, 26(1), 39-52. doi:10.1007/s11213-012-9267-3 URL:https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=84739308&site=ehost-live&scope=site

Unit 2

Q 1: What are three payment structures used in the health care industry across the care continuum? How are they similar? How are they different? Is there a single problem that transverses all three of the identified payment structures? Explain.

Q 2: Identify a significant problem with one of the three payment structures used in the health care industry across the care continuum (from DQ 1) and propose a solution from one of the other two payment structures. Resources Financial and Business Management for the Doctor of Nursing Practice Read chapters 1 and 3. URL: http://gcumedia.com/digital-resources/springer-publishing-company/2012/financial-and-business-management-for-the-doctor-of-nursing-practice_ebook_1e.php Institute of Medicine. (2013). Best care at lower cost: The path to continuously learning health care in America. Washington, DC: The National Academies Press. URL: http://www.nap.edu/catalog/13444/best-care-at-lower-cost-the-path-to-continuously-learning Kingsley, T. (2014). Diagnosing the Current Problems of the United States Health Care System Requires Examining the History of Health Reform. Kennedy School Review, 1463-69. URL:https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=109211112&site=eds-live&scope=site

Unit 3

Q 1: Does staffing contain, as opposed to elevate, costs? Is there a point where the care delivery model and staffing become a detriment to cost control? That is, where does the law of diminishing returns kick in, both cost-wise and care-wise?

Q 2: How might health care leaders determine appropriate nursing and care delivery models to address rapidly changing populations? Resources Financial and Business Management for the Doctor of Nursing Practice Read chapters 2, 4, and 5. URL: http://gcumedia.com/digital-resources/springer-publishing-company/2012/financial-and-business-management-for-the-doctor-of-nursing-practice_ebook_1e.php Sage, W. M. (2016). Minding Ps and Qs: The political and policy questions framing health care spending. Journal of Law, Medicine & Ethics, 44(4), 559-568 URL:https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=120397894&site=ehost-live&scope=site LEADERSHIP FOR ADVANCED NURSING PRACTICE 5

Unit 4

Q 1: What are two bills or laws that influence the doctorally prepared nurse? How do these bills or laws influence doctorally prepared nurses specifically and on nursing practice in general?

Q 2: How does a doctorally prepared advanced practice nurse advocate for patients as well as the nursing profession? Is there a symbiotic relationship between the two goals? How is advocacy advanced effectively? Resources Nurses Making Policy: From Bedside to Boardroom Read chapters 1 and 2. URL: http://gcumedia.com/digital-resources/springer-publishing-company/2014/nurses-making-policy_from-bedside-to-boardroom-custom_ebook_1e.php Camargo Jr., K., & Grant, R. (2015). Public health, science, and policy debate: Being right is not enough. American Journal of Public Health, 105(2), 232-235. doi:10.2105/AJPH.2014.302241 URL:https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=true&db=ofs&AN=100375771&site=ehost-live&scope=site

Unit 5

Q 1: What is the reasoning behind the need for doctorally prepared advanced practice nurses to be politically active? How is this accomplished? What ethical or other considerations must be taken into account as a nurse becomes politically active?

Q 2: Why is it meaningful to have doctorally prepared advanced practice nurses as members of health care boards? What is the role of the nurse on these boards? Resources Nurses Making Policy: From Bedside to Boardroom Read chapter 4, 12, and 15. URL: http://gcumedia.com/digital-resources/springer-publishing-company/2014/nurses-making-policy_from-bedside-to-boardroom-custom_ebook_1e.php Lucia, L., Dietz, M., Jacobs, K., Chen, X., and Kominski, G. F. (2015). Which Californians will lack health insurance under the Affordable Care Act? Berkeley/Los Angeles, CA: UC Berkeley Center for Labor Research and Education/UCLA Center for Health Policy Research. URL: http://ucla-dev-web01.reliam.com/publications/Documents/PDF/2015/uninsuredbrief-jan2015.pdf Totten, M. K. (2010). Nurses on healthcare boards: A smart and logical move to make. Healthcare Executive, 25(3), 84-87. URL:https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=true&db=bth&AN=52411351&site=ehost-live&scope=site

Unit 6

Q 1: How do servant leaders, as compared with leaders who follow the transformational model of leadership, manage organization dynamics and lead change to ensure the continued success of the stakeholders to be served? Is servant leadership or transformational leadership the best approach to these tasks?

Q 2: Considering the various virtues or dimensions of character for a servant leader (e.g., virtue, credibility, trust), how might the application of servant leadership be appraised in a health care setting? Is servant leadership, versus transformational leadership, plausible in the health care setting that often depends on a hierarchy of command for the safety of patients? Resources Smith, M. A. (2011). Are you a transformational leader? Nursing Management 42(9), 44-50. doi:10.1097/01.NUMA.0000403279.04379.6a URL:https://lopes.idm.oclc.org/login?url=http://gateway.ovid.com.lopes.idm.oclc.org/ovidweb.cgi?T=JS&CSC=Y&NEWS=N&PAGE=fulltext&AN=00006247-201109000-00008&LSLINK=80&D=ovft Yaslioglu,M. M., & SelenayErden, N. (2018). Transformational leaders in action:Theory has been there, but what about practice? IUP Journal of Business Strategy, 15(1), 42-53. URL:https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=128932995&site=ehost-live&scope=site George, B. (2005). Authentic leaders. Leadership Excellence, 22(10), 3-4. URL:https://lopes.idm.oclc.org/login?url=http://search.proquest.com/docview/204611923?accountid=7374 Humphries, J. H. (2005). Contextual implications for transformational and servant leadership: A historical investigation. Management Decision, 43, 1410-1431. URL:https://lopes.idm.oclc.org/login?url=http://search.proquest.com/docview/212084894?accountid=7374 Russell, R. F. (2001). The role of values in servant leadership. Leadership and Organization Development Journal, 22(2), 76-84. URL:https://lopes.idm.oclc.org/login?url=http://search.proquest.com/docview/226915965?accountid=7374 Schneider, M. (2002). The stakeholder model of organizational leadership. Organization Science, 13(2), 209-222. URL:https://lopes.idm.oclc.org/login?url=http://search.proquest.com/docview/213834613?accountid=7374 Explore the Robert K. Greenleaf Center for Servant-Leadership website. URL: http://www.greenleaf.org/ Use this to assist with Part One of the Comparison of Leadership Models and Styles assignment. URL:http://lc.gcumedia.com/zwebassets/courseMaterialPages/ldr802_leadershipChart.php Use this chart to assist with the Comparison of Leadership Models and Styles assignment. URL: http://lc.gcumedia.com/zwebassets/courseMaterialPages/mgt410_core-values-v1.1.php Use this questionnaire to assist with Part Two of the Comparison of Leadership Models and Styles assignment. URL: http://www.nursingleadership.org.uk/test1.php LEADERSHIP FOR ADVANCED NURSING PRACTICE 5

Unit 7

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