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Statistical data related to a current event

STEP 1: Visit one of the following newspapers’ websites: USA Today, New York Times, Wall Street Journal, or Washington Post. Select an article that uses statistical data related to a current event, your major, your current field, or your future career goal. The chosen article must have been published after the start of this term.

Examples may include:

  • Elections/exit polls
  • Award shows (Oscars/Emmys/Grammys)
  • Sports
  • Economy/job market
  • Gender equality
  • Human rights issues

The article should use one or more of the following categories of descriptive statistics:

  • Measures of Frequency – Counting Rules, Percent, Frequency, Frequency Distributions
  • Measures of Central Tendency – Mean, Median, Mode
  • Measures of Dispersion or Variation – Range, Variance, Standard Deviation
  • Measures of Position – Percentile, Quartiles

Note: Once you navigate to a publication’s website, it may be easiest to do a search with a statistics-related word (ex: standard deviation).

Part A: 

1. Provide a summary of the article you have chosen by identifying the purpose and what real-world problem it is addressing/trying to solve. Include the following information:(Bulleted format, as shown below, is acceptable). • Topic (what real world problem does this study address?)  • Date of publication/study.• Author/Researchers.• Audience for the article.• Why the article was written.

2. Explain which category(s) of descriptive statistics is used in the study and how it is used to communicate the information found in the study and/or any conclusions/solutions posed (1–2 paragraphs). Make sure to clearly connect your explanation to the purpose/real world problem the article is addressing.  

3. Describe several connections, using specific examples, between the information presented/the problem and its larger impact to the world/your major/current job/future career goal. (1–2 paragraphs). 

4. Recommend several highly relevant and valid solutions based on the mathematical and visual data provided in the article.

Part B: This must be a PowerPoint !

An additional part of the application process requires you to create a presentation based on the information provided above. To do so, choose an audience (outside of the field of mathematics) that could benefit from the information you will present: 

5. Create one visualization of the data appropriate for the conference audience (1 slide). Make sure that your visualization includes appropriate titles, labels, colors, and text. Note: If the article already contains a visual, you must create a different type of graph or chart. 

6. Explain how the audience can benefit from the data (1 slide).
.

STEP 4: In the notes section of your final slide, answer the following questions:

  • Explain why you chose the audience in Part B.
  • Describe how the visuals used in the PowerPoint are appropriate for the audience.

Please cite all sources . Will be checked for plagiarism

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upholding and pro- moting compliance with the current American Physical Therapy Association (APTA) position on Procedural Interventions Exclu- sively Performed by Physical Therapists

Physical Therapists and Direction Of Mobilization/Manipulation: An Educational Resource Paper

PRODUCED BY THE APTA PUBLIC POLICY, PRACTICE, AND PROFESSIONAL AFFAIRS UNIT

SPETEMBER 2013

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PHYSICAL THERAPISTS AND DIRECTION OF MOBILIZATION/MANIPULATION

INTRODUCTION This white paper outlines the importance of upholding and pro- moting compliance with the current American Physical Therapy Association (APTA) position on Procedural Interventions Exclu- sively Performed by Physical Therapists. This position impacts all aspects of the physical therapy profession, including clinical practice, regulation, licensure, and education. Historical and sup- porting information related to Procedural Interventions Exclusively Performed by Physical Therapists address the patient safety, practice, education, and legislative/regulatory implications of this position on the physical therapy profession.

BACKGROUND Since 1998, APTA’s Guide to Physical Therapist Practice1 has defined mobilization/manipulation as “a manual therapy technique comprised of a continuum of skilled passive movements that are applied at varying speeds and amplitudes, including a small ampli- tude/high velocity therapeutic movement.” To achieve a common language for describing this area of the physical therapist’s scope of practice, the terms “thrust” and “nonthrust” manipulation were established to replace the previous terms “manipulation” and “mo- bilization,” respectively. The APTA Manipulation Education Manual for Physical Therapist Professional Degree Programs further defines thrust manipulation as a “high velocity, low amplitude therapeutic movement within or at the end range of motion” and nonthrust as manipulations that do not involve thrust.2 These defini- tions emphasize that these procedures are applied on a continuum, which requires ongoing examination and evaluation to determine how to proceed along the continuum with modification of speed, amplitude, and direction of forces for optimal clinical outcomes.

In response to longstanding concerns expressed by the American Academy of Orthopaedic Manual Physical Therapists (AAOMPT) that physical therapist assistants (PTAs) were receiving instruction in and administering mobilization/manipulation, a skill set requiring ongoing examination and evaluation, AAOMPT adopted the follow- ing positions at the 1998 AAOMPT membership business meeting:

1. Any joint manipulation/mobilization techniques into a restricted or painful range should be performed by the physical therapist and not delegated to supportive personnel including physical therapist assistants.

2. The AAOMPT is opposed to the teaching of joint manipulation/ mobilization to all supportive personnel including physical therapist assistants.

The AAOMPT leadership collaborated with the Orthopaedic

Section and APTA Board of Directors in bringing similar motions to the APTA House of Delegates. As a result, the APTA House of Delegates (House) heard discussion in 1999 and in 2000 passed the position statement: Procedural Interventions Exclusively Per- formed by Physical Therapists (HOD P06-00-30-36),3 which states the following (emphasis added):

The physical therapist’s scope of practice as defined by the Ameri- can Physical Therapy Association Guide to Physical Therapist Practice includes interventions performed by physical therapists. These interventions include procedures performed exclusively by physical therapists and selected interventions that can be performed by the physical therapist assistant under the direction and supervision of the physical therapist.

Interventions that require immediate and continuous examination and evaluation throughout the intervention are performed exclusively by the physical therapist. Such procedural interventions within the scope of physical therapist practice that are performed exclusively by the physical therapist include, but are not limited to,

• spinal and peripheral joint mobilization/manipulation, which are components of manual therapy, and

• sharp selective debridement, which is a component of wound management.

The support statement for this position presented to the House stated: “the Association should delineate those interventions which, due to their clinical complexity and the sophistication of judgment required to perform them, precludes delegation to paraprofessionals or others. This position is consistent with the House of Delegate’s endorsed Guide to Physical Therapist Practice and A Normative Model of Physical Therapist Education.”

This position statement did not represent a change in philosophy for the association.4 APTA policies and positions have long maintained that the physical therapist assistant’s scope of work did not include examination, evaluation, diagnosis, and prognosis. Those elements of practice are to be performed exclusively by the physical therapist.4,5,6,7 The purpose of the position was to more clearly specify which interventions should never be directed to the physical therapist assistant due to their inherent requirements for skill and ongoing clinical decision making.

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In 2002, in collaboration between AAOMPT, the Orthopaedic Section, and the APTA Board of Directors, the House adopted a position statement addressing clinical continuing education, Clinical Continuing Education for Individuals Other Than Physical Therapists and Physical Therapist Assistants.8

Physical therapist assistants may participate in continuing education that includes and teaches subject matter and interventions that differ from the description of entry-level skills as described in A Normative Model of Physical Therapist Assistant Education. Physical therapist assistants may use the interventions taught in continuing education only as consistent with the American Physical Therapy Association [policies, positions, guidelines, standards, and the Code of Ethics] and under the direction and supervision of the physical therapist.

During the 2005 AAOMPT Business meeting, AAOMPT member- ship voted to adopt the APTA House positions on delegation and continuing education. These positions have remained in place within AAOMPT and APTA for over 10 years to enhance patient safety and treatment effectiveness.

There are also legislative and regulatory reasons for these positions that cannot be underestimated. For example, health professions such as chiropractic that would like to limit physical therapists’ scope of practice in mobilization/manipulation can bolster their argument by pointing out that physical therapists may potentially instruct and direct skilled procedures to supportive personnel. APTA has been able to argue successfully in legislative and regulatory battles with chiropractic that physical therapists have the education and training in professional physical therapist education to effectively and safely provide mobilization/manipula- tion. It is easy to demonstrate that the master of physical therapy (MPT) and doctor of physical therapy (DPT) degrees compare favorably to the doctor of chiropractic (DC) degree in time, scope, and content to effectively train manual therapy practitioners. Conversely, PTA education results in a technical degree and is not comparable to MPT, DPT, or DC education. Acting outside this posi- tion not only magnifies liability for the physical therapist but also places the physical therapist profession at risk of being challenged or of losing manipulation as part of the physical therapist scope of practice when physical therapy is criticized in legislative hearings for delegating mobilization/manipulation.

In summary, these consensus-based positions provide important clarity relevant to best clinical practice including patient safety, education, and regulatory and legislative arenas. These positions clarify the practice competency and latitude within the scope of practice for the physical therapist and constraints within the scope of work that can be directed to the PTA.

RATIONALE FOR THE CURRENT POSITION Immediate and Continuous Examination and Evaluation Procedural Interventions Exclusively Performed by Physical Therapists is based on the principle that “immediate and continu- ous examination and evaluation,” critical components of clinical reasoning, are inherent to the effective and safe provision of joint mobilization/manipulation. It is understood that the implementation of these procedures may produce new findings that must be evalu- ated simultaneously as the interventions are implemented. Hence, examination, evaluation, clinical reasoning, and intervention are continuous and immediate.

Although many physical therapy tests and measures as well as interventions are performed at the body systems and functions, activity, and participation levels, there are elements of selected physical therapy procedures that require careful evaluation of tissue/organ and patient response. For these interventions, body systems and functions response usually are qualitatively measured by observation or palpation, applied clinical cues clinicians use as decision points to continue or adjust the treatment. The data gathered through the observations or palpations often are supple- mented with the patient’s subjective reports.

In some physical therapy interventions, the treatment can be divided into distinct phases, gathering data on new findings produced during provision of the intervention, evaluating the data, and using clinical decision making to determine the appropriate action of continuing, reducing, or progressing further intervention. PTAs, working under the direction and supervision of a physical therapist, are generally expected to respond to any negative patient responses immediately to ensure patient safety. In contrast, PTAs generally are expected to continue or modify treatment in the presence of a non-negative response to treatment only within the boundaries established in advance by the physical therapist.

However, joint mobilization/manipulation is an example of an intervention that does not easily lend itself to being segmented into distinct sequential phases of evaluation and implementa- tion. Clinical judgments about the amount of force to apply to create or progress an arthrokinematic change cannot be made on a “stop-evaluate-decide-proceed” linear time sequence. The implementation of the procedure, by its very nature, produces new findings that must be evaluated simultaneously as the intervention is implemented. Examination, evaluation, intervention, and clinical decision making are inseparable in the performance of mobiliza- tion/manipulation.

The essential arthrokinematic motion applied to the joint in mobilization/manipulation is not under voluntary control of the patient, and the practitioner must produce this motion through skilled manual techniques.9,10 This skill requires a detailed under- standing of joint surface anatomy and kinesiology and a continu- ous use of examination with clinical decision making to modulate

4

the technique throughout the treatment session.9,11 The negative responses to application of mobilization/manipulation techniques may include but are not be limited to worsening and/or peripher- alization of symptoms, tissue damage, promotion of inflammation leading to chronic pain and/or proliferation of scar tissue, spinal or joint instability, and neurovascular compromise. Failure to properly evaluate responses during the course of examination or intervention could result in adverse responses from the intervention, ranging from increased pain and deformity, to loss of function, to death.12-19

Since the safe application of mobilization/manipulation requires the practitioner to apply an advanced understanding of arthrokinema- tic principles simultaneously with ongoing examination, evaluation, and clinical decision making during the intervention, the PTA would not be an appropriate provider. In 2007, the APTA’s Departments of Education, Accreditation, and Practice produced a “Problem Solving Algorithm Utilized by PTAs in Patient/Client Intervention.” The application of mobilization (nonthrust manipulation) requires dedicated consistent monitoring and evaluation of the patient/ client response. The algorithm clearly indicates that evaluation is not among the controlling assumptions of PTA practice.20 This is in contrast to osteokinematic range-of-motion interventions in which patients have more voluntary control and are within the PTAs’ scope of work.

Efficacy and Effectiveness of Mobilization/Manipulation Published peer-reviewed research on the efficacy and effective- ness of mobilization/manipulation interventions provided by physical therapists has repeatedly demonstrated the effectiveness of such interventions for a variety of conditions and regions of the body.21-30 However, there are no research studies available that address the efficacy of the practice of mobilization/manipulation provided by PTAs. Therefore, it cannot be assumed that a similar level of effectiveness of manual therapy interventions can be produced when the mobilization/manipulation is directed to PTAs.

Legal and Safety Implications of the Current Position At least 35 state practice acts are silent on the issue of direction of mobilization/manipulation to the PTA. Even so, there is a liability risk when physical therapists choose to practice contrary to the current APTA position on delegation of mobilization/manipulation procedures to PTAs. According to Welk, “A clinically inappropriate decision to direct physical therapy services increases the PT’s risk of professional liability claim. It is important to realize that while APTA policies may in fact require more than the absolute legal requirements of state or federal law, a court still may look to APTA policy in a professional liability action to determine if a physical therapist acted within an acceptable standard of care in delegat- ing physical therapy services.”31

If injury occurs at the hands of a PTA performing mobilization/ma- nipulation procedures in these states, the standard of care may be determined by APTA policy. The current policy will make it difficult

to defend the practice of a PT who directed a PTA to perform these procedures. According to Welk, “In the unfortunate event that a professional liability claim arises that includes issues of delega- tion, the supervising PT will be required to support the delegation decision. This can put the PT in a difficult if not impossible position if the delegation decision was not in compliance with the state practice act and/or APTA policies, or was inconsistent with what a reasonable PT would have done under similar circumstances”31

The analysis also indicates risk for injury when a PTA performs mobilization/manipulation techniques. It reports that the top 3 severities by allegation claims related to PTAs 2001–2010 were:

1. Improper use of equipment

2. Improper management over the course of treatment

3. Improper performance of manual therapy 32

In addition, CNA found that failure to monitor the patient during treatment accounted for the highest percentage of PTA claim.32 To protect the public, state physical therapy licensing boards should consider adopting regulations consistent with the APTA position on Procedural Interventions Exclusively Performed by Physical Therapists.

CHALLENGES TO THE CURRENT POSITION At the 2006 APTA House, the Texas Chapter delegation proposed RC-12, which would have rescinded Procedural Interventions Ex- clusively Performed by Physical Therapists. At the motion’s presen- tation to the 2006 House, the parliamentary procedure “object to consideration” was made and sustained by more than the 2/3 votes required to sustain the motion. This was a strong endorsement by the 2006 APTA House in support of the current position.

In spring 2012, the Federation of State Boards of Physical Therapy (FSBPT) published the results of its recent PT and PTA practice analyses.33 FSBPT conducts surveys every 5 years to develop the blueprints for both the PT and PTA national examinations. Of note were 2 items in the manual therapy intervention category that had previously not been included on the PTA exam but did meet the threshold in this survey administration:

• Item 62, Perform peripheral mobilization/manipulation (non-thrust) • Item 64, Perform spinal mobilization/manipulation (non-thrust)

An item equivalent to item 62 reached threshold in the 2006 survey, but the FSBPT exam policy committee decided against recom- mending that this content be added to the exam, a determination the FSBPT Board accepted. In the 2011 survey process, the policy committee recommended that these items appear on the exam, resulting in a decision by the FSBPT Board to include them on the content outline.

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The item numbers related to peripheral and spinal mobilization/ma- nipulation reached the critical threshold of 25% of the respondents indicating they performed the activity, and so these items are now eligible to appear on the exam. Of additional note is the frequency with which these respondents reported performing these items. The frequency reported for Item 62 (peripheral) is 1.26 (1 = “a few times a year” and 2 = “once a month”). The frequency reported for Item 64 (spine) is 0.78 (0 = “never” and 1 = “a few times a year”).33

On September 6, 2012, the Commission on Accreditation of Physical Therapy Education (CAPTE), the national accreditation organization for physical therapist and physical therapist assistant education programs, released a statement regarding the inclusion of mobilization in PTA curricula, which was amended on November 7, 2012, to read (emphasis added):

PTA Education and Peripheral Joint Mobilization

As the preferred extender of physical therapy services, physi- cal therapist assistants (PTAs) are educated and licensed to deliver physical therapy interventions within the plan of care designed by the physical therapist (PT). To safely and effectively fulfill this role, the PTA must possess knowledge of the rationale for all components of the treatment plan as directed by the physical therapist. The Commission on Accreditation in Physical Therapy Education (CAPTE) believes that the knowledge of the entry-level PTA should include the rationale for manual therapy procedures such as soft tissue and non-thrust joint mobilization techniques. Furthermore, the Commission believes that it is not inappropriate to train PTAs to perform soft tissue mobilization or to manually assist the PT in the delivery of peripheral joint mobilization procedures (ie, assist with patient positioning, stabilization, or grade 1-2 movements). CAPTE does not support the inclusion of educa- tional objectives or learning experiences in the entry-level PTA curriculum that are intended to prepare the PTA to perform grades 3-5 (thrust) procedures.

CAPTE is responsible for ensuring that all accredited programs meet a minimum set of educational standards in physical therapy. CAPTE’s recognition agencies (the US Department of Education and the Council for Higher Education Accreditation) require that all accrediting agencies have independent authority, free from in- terference by sponsoring organizations, for their decisions related to standards and to the accreditation status of programs. As such, APTA did not have a role in the decision by CAPTE on this issue. CAPTE’s statement is about curricular content only; it does not address the appropriateness of the PT in directing and supervis- ing the PTA in the application of such techniques. Further, it does not require that physical therapist assistant education programs include this content; it does, however, open programs that include the content to increased scrutiny by CAPTE regarding the quality of relevant student outcomes.

Prior to the September 2012 statement, CAPTE documents were quite clear and consistent with APTA policy in that only physical therapist training included didactic, psychomotor, and clinical training in thrust and nonthrust mobilization/manipulation for the spine and extremities. The design and implementation of physical therapist professional education curriculum are supported by both A Normative Model for Physical Therapist Professional Education and the CAPTE Evaluative Criteria for Accreditation of Education Programs for the Preparation of Physical Therapists. Both the normative model and CAPTE evaluative criteria are specific that both thrust and nonthrust manipulation techniques are taught exclusively in physical therapist professional education programs 34,35 A Normative Model for Physical Therapist Assistant Education and the CAPTE evaluative criteria for PTA education exclude the exami- nation and evaluation skills and the interventional skills required for safe and effective implementation of mobilization/manipulation.

In response to the above FSBPT and CAPTE actions, APTA Presi- dent Paul Rockar provided the following statement in a September 18, 2012, letter to APTA component leaders: “As the organization that represents physical therapists, physical therapist assistants, and students, APTA creates and communicates professional standards to which members should aspire. The current standard for the intervention of manual therapy is in part expressed in the APTA House of Delegates position on the issue of delegation of joint mobilization/manipulation to PTAs, which remains in place and unaffected … .” As noted in Rockar’s letter, APTA holds firm to its support of the Position on Procedural Interventions Exclusively Performed by Physical Therapists.

At its April 2013 meeting, CAPTE rescinded its statement PTA Education and Peripheral Joint Mobilization. At the same meeting CAPTE adopted a new position paper titled Expectations for the Education of Physical Therapists and Physical Therapist Assistants Regarding Direction and Supervision,36 which states the following (emphasis added):

CAPTE expects educational programs to prepare PT students to determine those components of interventions that may be directed to the physical therapist assistant. These consider- ations should include the level of skill and training required to perform the procedure, the level of experience/advanced competency of the individual PTA, the practice setting in which the procedure is performed, and the type of monitoring needed to accurately assess the patient’s response to the intervention. In addition, acuity and complexity of the patient’s condition and other clinical factors should be considered when directing PTAs to safely and competently perform any intervention. CAPTE also expects PTA educational programs to prepare PTA students to recognize components of interven- tions that are beyond their scope of work. (see PTA Criteria 3.3.2.10 through 3.3.2.12)

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Likewise, CAPTE expects education programs for the PTA to select the appropriate depth and breadth of knowledge and skill needed to perform interventions that are consistent with the PTA’s responsibilities. These skills not only include specific intervention procedures but also the data collection skills needed to monitor and assess a patient’s response to an intervention. These data collection skills are outlined in the evaluative criteria. Regardless of the relative simplicity or complexity of the procedure itself, CAPTE also believes that those interventions which require more extensive founda- tional knowledge, manual skill, and/or complex monitoring than a PTA is educated to provide should only be performed by the physical therapist.

SUMMARY This white paper provides an historical overview and clear ratio- nale for upholding and promoting the APTA position on Procedural Interventions Exclusively Performed by Physical Therapists (HOD P06-00-30-36). This issue has an impact on all aspects of the physical therapy profession including clinical practice, educa- tion, patient safety, and regulatory and legislative arenas. APTA has concluded that, based on education, efficacy, and safety, it is inappropriate for a physical therapist to direct the manual therapy procedures of mobilization/manipulation to the PTA under any circumstances. Further, beyond the specific interventions of mobilization/manipulation, any procedure within physical therapist practice that requires immediate and continuous examination and evaluation throughout the intervention should not be directed to the PTA.

As the principal membership organization representing and promoting the profession of physical therapy,37 APTA encourages state licensing boards to establish rules, regulations , or position statements congruent with the position on Procedural Interven- tions Exclusively Performed by Physical Therapists.

REFERENCES 1. Guide to Physical Therapist Practice. Revised 2nd ed. Alexandria, VA: American Physical

Therapy Association; 2003. 2. APTA Manipulation Education Manual for Physical Therapist Professional Degree

Programs. Alexandria, VA: APTA Manipulation Task Force; 2004. 3. APTA House of Delegates. Procedural Interventions Exclusively Performed by Physical

Therapists. (HOD P06-00-30-36.) Alexandria, VA: American Physical Therapy Association; 2000. 4. APTA House of Delegates. Briefing Paper RC 12-06-1. Alexandria, VA: American Physical

Therapy Association; 2006. 5. APTA House of Delegates. Direction and Supervision of the Physical Therapist Assistant.

HOD P06-05-18-26. Alexandria, VA: American Physical Therapy Association; 2005. 6. APTA House of Delegates. Continuing Education for the Physical Therapist Assistant. HOD

P06-01-22-23. Alexandria, VA: American Physical Therapy Association; 2001. 7. APTA Board of Directors. Minimum Required Skills of Physical Therapist Assistant

Graduates at Entry-level. BOD G11-05-09-18. Alexandria, VA: American Physical Therapy Association; 2005.

8. APTA House of Delegates. Clinical Continuing Education for Individuals Other Than Physical Therapists and Physical Therapist Assistants. HOD P06-02-26-49. Alexandria, VA: American Physical Therapy Association; 2002.

9. Maitland GD. Peripheral Manipulation. London: Butterworth; 1984. 10. Kaltenborn FM. The Spine Basic Evaluation and Mobilization Techniques. Oslo, Norway:

Olaf Norlis Bokhandel; 1964.

11. Olson KA. Manual Physical Therapy of the Spine. St Louis, MO: Saunders, Elsevier; 2009. 12. Hurwitz EL, Morgenstern H, Vassilaki M, Lu-May C. Frequency and clinical predictors of adverse

reactions to chiropractic care in the UCLA neck pain study. Spine. 2005;30(13):1477-1484. 13. Rivett DA. The vertebral artery and vertebrobasilar insufficiency. In: Bouling JD, Jull

GA. Greive’s Modern Manual Therapy, The Vertebral Column. Third ed. London: Elsevier Churchill Livingstone; 2004:257-273.

14. DiFabio RP. Manipulation of the cervical spine: risks and benefits. Phys Ther. 1999;79(1):50-65. 15. Rivett DA, Milburn P. A prospective study of complications of cervical spine manipulation. J

Manual Manip Ther. 1996;4:166-170. 16. Haldeman S, Kohlbeck FJ, McGregor M. Risk factors and precipitating neck movements

causing vertebrobasilar artery dissection after cervical trauma and spinal manipulation. Spine. 1999;24:785-94.

17. Hurwitz EL, Aker PD, Adams AH, Meeker WC, Shekelle PG. Manipulation and mobilization of the cervical spine: a systematic review of the literature. Spine. 1996;21:1746-1760.

18. Bronfort G, Haas M, Evans R L, Bouter LM. Efficacy of spinal manipulation and mobilization for low back pain and neck pain: a systematic review and best evidence synthesis. Spine J. 2004; 4(3):335-356.

19. Danish Institute for Health Technology Assessment. Low Back Pain: Frequency, Management and Prevention From a Health Technology Perspective. Copenhagen: Health Technology Assessment (HTA) Database; 1999.

20. A Normative Model of Physical Therapist Assistant Education: Version 2007. Alexandria, VA: American Physical Therapy Association; 2007.

21. Bang MD, Deyle GD. Comparison of supervised exercise with and without manual physical therapy for patients with shoulder impingement syndrome. JOSPT. 2000;30(3):126-137.

22. Bergman GJ, Winters J, Croesier KH, Pool JM, Jong B, et al. Manipulative therapy in addi- tion to usual medical care for patients with shoulder dysfunction and pain: a randomized, controlled trial. Ann Intern Med. 141(6):432-9; 2004.

23. Cleland JA, Fritz JM, Kulig K, Davenport TE, et al. Comparison of the effectiveness of three manual physical therapy techniques in a subgroup of patients with low back pain who satisfy a clinical prediction rule: a randomized clinical trial. Spine. 2009;34(25):2720–2729.

24. Deyle GD, Henderson NE, Matelkel RL, et al. Effectiveness of manual physical therapy and exercise in osteoarthritis of the knee: a randomized controlled trial. Ann Intern Med. 2000;132(3):173-181.

25. Deyle GD, Allison SC, Matekel RL, et al. Physical therapy treatment effectiveness for osteo- arthritis of the knee: a randomized comparison of supervised clinical exercise and manual therapy procedures versus a home exercise program. Phys Ther. 2005;85(12):1310-1317.

26. Hoeksma HL, Dekkar J, Ronday HK, et al. Comparison of manual therapy and exercise in osteoarthritis of the hip: a randomized clinical trial. Arthritis and Rheumatism. 2004;51(5):722-729.

27. Hoving JL, Koes BW, de Vet HCW, et al. Manual therapy, physical therapy, or continued care by a general practitioner for patients with neck pain: a randomized controlled trial. Ann Intern Med. 2002;136:713-722.

28. Walker MJ, Boyles RE, Young BA, et al. The effectiveness of manual physical therapy and exercise for mechanical neck pain: a randomized clinical trial. Spine. 2008;33(22):2371-2378.

29. Whitman JM, Flynn TW, Childs JD, et al. A comparison between two physical therapy treatment programs for patients with lumbar spinal stenosis: a randomized clinical trial. Spine. 2006;31(22):2541-2549.

30. Vermeulen HM, Rozing PM, Obermann WR, Cessie SL, Vlieland TPMV. Comparison of high- grade and low-grade mobilization techniques in the management of adhesive capsulitis of the shoulder: randomized controlled trial. Phys Ther. 2006;86(3):355-68.

31. Welk P. Considerations for physical therapy service delegation. PT: Magazine of Physical Therapy. 2008;16(11):18-21.

32. CNA HealthPro Physical Therapy Closed Claims Analysis, Part One, 2001–2010. www.cna.com/vcm_content/CNA/internet/Static%20File%20for%20Download/Risk%20 Control/Medical%20Services/PhysicalTherapyLiability2001-2010-01-2012.pdf. Accessed April 15, 2013.

33. Analysis of Practice for the Physical Therapy Profession: Entry-Level Physical Therapist Assistants. Alexandria, VA: Federation of State Boards of Physical Therapy; 2011.

34. A Normative Model of Physical Therapist Professional Education: Version 2004. Alexandria, VA: American Physical Therapy Association; 2004.

35. Evaluative Criteria for Accreditation of Education Programs for the Preparation of Physical Therapists. Alexandria, VA: Commission on Accreditation of Physical Therapy Education; 2013.

36. Expectations for the Education of Physical Therapists and Physical Therapist Assistants Regarding Direction and Supervision. Alexandria, VA: Commission on Accreditation of Physical Therapy Education; 2013.

37. APTA House of Delegates. Mission Statement of APTA. HOD P06-93-05-05. Alexandria, VA: American Physical Therapy Association; 1993

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Post a description of the current national healthcare issue/stressor you selected for analysis.

Discussion: Review of Current Healthcare Issues If you were to ask 10 people what they believe to be the most significant issue facing healthcare today, you might get 10 different answers. Escalating

Discussion: Review of Current Healthcare Issues

If you were to ask 10 people what they believe to be the most significant issue facing healthcare today, you might get 10 different answers. Escalating costs? Regulation? Technology disruption?

These and many other topics are worthy of discussion. Not surprisingly, much has been said in the research, within the profession, and in the news about these topics. Whether they are issues of finance, quality, workload, or outcomes, there is no shortage of changes to be addressed.

In this Discussion, you examine a national healthcare issue and consider how that issue may impact your work setting. You also analyze how your organization has responded to this issue.

ASSIGNMENT: 

Post a description of the current national healthcare issue/stressor you selected for analysis. Explain how the healthcare issue/stressor may impact your work setting (my work setting is a Substance Abuse and Mental Health Facility). Then, describe how your health system work setting has responded to the healthcare issue/stressor, including a description of what changes may have been implemented. Be specific and provide examples.

  • Discussion is to consist of 3 paragraphs with 750 words no less than 550. With at least 3 references no more than 5 years old

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current organizational environments

Before beginning work on this week’s discussion post, review the following resources:

From the assigned readings, select one topic for which you will lead the discussion in the forum this week. Early in the week, reserve your selected topic by posting your response (reservation post) in the Discussion Area, identifying your topic in the subject line. By the due date assigned, research your topic and start a scholarly conversation as you respond with your initial or primary post to your own reservation post.
Some of the main topics (Dynamics Themes) this week include:

  • Power
  • Politics
  • Communication
  • Ethics

Other potential topics and subtopics exist in the readings.
Be very specific about the topic you choose (e.g., which communication theories or what it is about power that you are analyzing?). Also, now that you have begun to study several OB themes in the course, begin looking for relationships between themes from past weeks and the current week and considering how current organizational environments (e.g., globalization, technology, and change) interact with OB.
As the beginning of a scholarly conversation, your initial post should be:

  • Succinct—no more than 500 words.
  • Provocative—use concepts and combinations of concepts from the readings to propose relationships, causes, and/or consequences that inspire others to engage (inquire and learn). In other words, take a scholarly stand.
  • Supported—scholarly conversations are more than opinions. Ideas, statements, and conclusions are supported by clear research and citations from course materials as well as other credible, peer-reviewed resources.

For grading:

  • The reservation post and the initial post are assessed in the rubric line item “Quality of initial posting.”
  • Neither the reservation post nor the initial post “count” toward days of participation.
  • Follow-up posts made throughout the week to your colleagues and professor will apply to participation points in the rubric.
  • All posts will be assessed for writing mechanics and information literacy. Be sure to review the expanded rubric for more details on grading criteria

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current strategic plan

Using your approved strategic plan from the Wk 2 – Strategic Plan Research assignment, complete the following:

Create a 5- to 7- slide Microsoft PowerPoint presentation, with speaker notes and visuals on each slide, that will sell your identified improvements to the strategic plan based on your Wk 4 analysis.

Include the following:

  • Summarize the threats and challenges you have identified within the current strategic plan.
  • Determine how to execute the strategic initiatives in order to address the threats and challenges.
  • Explain proposed process improvements.
  • Assess whether additional resources are needed.
  • Describe how resources should be used in the application of the strategic plan.
  • Utilize KPIs to justify the financial investment and to measure the success of the proposed improvements to the strategic plan.
  • Justify your recommendations based on anticipated Return on Investment (ROI)

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    My current organization has many sources of power that influence us in many ways, however our direct manager is much more specific. My manager now uses a combination of legitimate and referent power. She uses legitimate power in the traditional sense, she is our authority in the day-to-day operations and I respect that because of the hierarchy. She was hired to ensure we do our jobs correctly and that is exactly what makes her power legitimate. In addition to legitimate power, she has referent power as well, also known as personal power. Our book defines referent power as, “the ability of leaders to develop followers from the strength of their own personalities” (Newstrom, 2015). Her likeability yields influence over me and because of that she holds power over me. I strive to make her proud and ensure my responsibilities are met because her personality and individuality cultivates a motivational environment that prompts me to do well.  

    Discussion Post Responses:

    In responding to your classmates’ posts, respectfully comment on the conflicts they have described. Do you agree with their assessment of the constructive or destructive nature of the conflict? Why or why not? Encourage further elaboration by asking your classmates questions, offering alternative viewpoints, and/or including additional research that you have obtained from our online library.

    Support your initial post and response posts with scholarly sources cited in APA style.

    Post 1: 

    My current organization has many sources of power that influence us in many ways, however our direct manager is much more specific. My manager now uses a combination of legitimate and referent power. She uses legitimate power in the traditional sense, she is our authority in the day-to-day operations and I respect that because of the hierarchy. She was hired to ensure we do our jobs correctly and that is exactly what makes her power legitimate. In addition to legitimate power, she has referent power as well, also known as personal power. Our book defines referent power as, “the ability of leaders to develop followers from the strength of their own personalities” (Newstrom, 2015). Her likeability yields influence over me and because of that she holds power over me. I strive to make her proud and ensure my responsibilities are met because her personality and individuality cultivates a motivational environment that prompts me to do well.  

                I have only been in this role for about a month now so I am still figuring out the politics of the job. So far, I have been able to pick up on a couple of things though. This organization is country wide, mainly based out of Tennessee. The company controls lines of communication as a way of forcing all different sites around the country to come back to one place. This is deterring individuality at each site and feels like a “fall in line” tactic. Eugene Mckenna explains this political tactic as enabling a gatekeeper, a way of restricting information and how it is obtained (OL-500 Organizational Politics, 2021). Two people are responsible for anything and everything that has to do with our electronic medical record (EMR) and they are in an entirely different time zone. The company has effectively limited the lines of communication and we are fully reliant on these two people for a lot. That is just one example of how they maintain control across a wide variety of sites without needing to be there. I can see the possibility of coalition building going on but I have not been there long enough to prove this or have a concrete example. 

                The conflict, which is a power struggle between the individual sites and the corperation, that seems to be ongoing is due to informational power among these two managers who control our EMR in Tennessee. Informational power which Is the 6th Power base according to French and Ravens, is the power one has when they hold the information to be either a gate keeper or share their knowledge openly with everyone (OL-500 French and Raven’s Bases of Power, 2021). This is creating subtle intergroup conflict. The two with the informational power are definitely using a forcing strategy, using aggression, dominance and power tactic to achieve their desired outcomes (Newstrom, 2015). I assume they are hoping that by doing this, the smaller sites and those employees will just continue on as told. So far it has been effective. No one from my office seems to be speaking out or against them. I think a lot of uncertainty with the pandemic is the cause of this because really no one knows what ultimate direction the company needs to be going in. 

    Post 2:

    The main source of power in my current department is Reward Power.  The reason I say this is because my manager is planning on retiring in the next two years, so she is setting up the future leaders of the department.  In the five years that I have been there I received several raises and a promotion.  When she interviews prospective employees, she always thinks of the group dynamic and asks herself if this new hire would get along with the rest of the staff members.  She also determines (based on the applicants’ experience) if Blood Bank is the correct department.Political skills consist of four dimensions, being socially astute, having interpersonal influence, creating valuable networks, and expressing sincerity.  I believe my supervisor does all 4.  She is always aware of what is going on in the department and stays neutral during a conflict.  She knows how to adapt and speak to all individuals; she knows everyone in the hospital, which is helpful for when the department needs something, or she may have a question.  And she is the most humble person that you will interact with. She cares about all her employees and has built a great relationship with us.  Our department model is “we win together,” meaning my accomplishments are their accomplishments.  In my department, we don’t have much conflict.  There are 10 of us, and for the most part, we all get along and work as a team. BUT, that does not mean that we do not have a conflict with other departments.  The lab consists of four other departments: Microbiology, Chemistry, Hematology, and Histology/Cytology.  And there is always an issue on which department does the most work.  Due to the pandemic, Microbiology has been busier for the last two years, so all departments are helping out.  Here is where the conflict starts, we are all short-staffed.  So you take a department that is already short-staffed and lose one or two employees to help out another department.  This is causing an Intergroup Conflict, which causes problems. “Each group sets out to undermine the other, gain power, harness available resources, and improve its image” (Newstrom, 2015).  Unfortunately, management decided to Force everyone to help out and figure it out. They made a schedule that we all had to follow.  This made it a win-lose situation.  Micro won in this scenario.  In my opinion, this was effective; I am sure that some of my coworkers would disagree. 

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    A merger-related current best practice or trend that is being successfully employed by HR departments

    Overview

    Company mergers are very busy and challenging times for corporate leadership. The role that HR plays during a merger is often complex and far reaching. In this assignment, you write an executive brief that considers aspects of how an HR department might prioritize and operate to support the union of two companies. 

    Preparation

    How to Brief an Executive

    There is no single correct way to brief an executive or other stakeholder. The final deliverable is your choice, but effective briefs have common elements; they should be clear, concise, relevant, well-structured, and provide decision-making information. Here are a couple of resources you may use to get started:

    Scenario

    Imagine that Anchor Hospital, a 250-bed medical center, is merging with the similar-sized Saint Mary’s Hospital to better serve the needs of their metropolitan community. An administrative board has been formed to guide all aspects of the merger. They have asked all departments to submit an executive brief that states their roles, intended model of operations, and initial steps to build interdepartmental relationships. 

    The board’s primary concern for HR is how it will manage the merging of the workforces into a single, cohesive, and effective team. They want to understand HR’s primary role, guiding principles, and application of current practice. Specifically, they want your vision for the following:

    • A merger-related current best practice or trend that is being successfully employed by HR departments.
    • HR’s primary role in assimilating the workforces for the two hospitals.
    • The HR management model to be followed.
    • How to foster relationships between HR and department managers.

    Instructions

    Write a 3–4-page executive brief that address the following merger-related items:

    1. Recommend a relevant HR trend or practice that would be useful to consider as part of this merger. Justify your recommendation.
    2. Analyze HR’s primary role(s) as a strategic corporate partner in merging the workforces of the organizations. 
    3. Recommend an HRM model that would effectively steer the joining of each organization’s employees into a single, cohesive workforce. Justify your recommendation.
    4. Recommend two initial steps that HR should initiate to develop an effective relationship between HR and management. Justify your recommendation.

    Additional Requirements

    • Resources: Use four sources to support your writing. Choose sources that are credible, relevant, and appropriate. Cite each source listed on your source page at least one time within your assignment. For help with research, writing, and citation, access the library or review library guides

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    Are design for Students to find a current news article that relates to information covered in one of the chapters in BUS 123

    Are design for Students to find a current news article that relates to information covered in one of the chapters in BUS 123. Article must be dated at least two weeks before the due dates. There is five Dropbox news reports for the course. Students should search the internet, newspapers, and other sources of current news, for items that relate to material covered in Chapters 7-10, in the course. 

    Students are required to give a 400-word overview of the article, along with the chapter and page number from the text where this information is covered. The report should use the MLA style for writing, with the correct documentation of the source document. The rubric for grading your report is located in week 1, this we give you an idea of how the content of your article will be graded

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    Accounting Theory and Current Issues

    Unit Title Accounting Theory and Current Issues
    Assessment Type Group Assignment
    Assessment Title Conceptual and critical evaluation of theories
    Purpose of the assessment (with ULO
    Mapping) This is a group assignment. Students are required to conduct a research and analysis of a theoretical financial reporting issue and present their findings in a written report. Students will have to do research on relevant literature and demonstrate understanding and critical evaluation of key disclosure issues relating to application of specific accounting standards. Additionally, they will demonstrate understanding and critical evaluation of the Australian financial reporting environment and its current regulatory framework and recommend future directions to the Australian financial reporting regulators. (ULO 1, 2, 4, 7).
    Weight 40 % of the total assessments
    Total Marks 40
    Word limit 3,000 words ± 500 words
    Due Date Group Formation: Please form the group by self-enrolling in Blackboard. There should be maximum of 4 members in a group. Email BBHelpdesk@holmes.edu.au for any issues with self-enrolling into groups.
    Assignment submission:
    Late submission incurs penalties of five (5) % of the assessment per calendar day unless an extension and/or special consideration has been granted by Student Services of your campus prior to the assessment deadline.
    Submission Guidelines All work must be submitted on Blackboard by the due date along with a completed Assignment Cover Page.
    The assignment must be in MS Word format, no spacing, 12-pt Arial font and 2 cm margins on all four sides of your page with appropriate section headings and page numbers.
    Reference sources must be cited in the text of the report and listed appropriately at the end in a reference list using Harvard referencing style.
    Adapted Harvard Referencing
    Holmes has now implemented a revised Harvard approach to referencing:

    1. Reference sources in assignments are limited to sources that provide full-text access to the source’s content for lecturers and markers.
      HI6025 Accounting Theory and Current Issues Group Assignment
      Page 2 of 6
    2. The Reference list should be located on a separate page at the end of the essay and titled: References.
    3. It should include the details of all the in-text citations, arranged A-Z alphabetically by author surname. In addition, it MUST include a hyperlink to the full text of the cited reference source.
      For example;
      P Hawking, B McCarthy, A Stein (2004), Second Wave ERP Education, Journal of
      Information Systems Education,
      Fall, http://jise.org/Volume15/n3/JISEv15n3p327.pdf
    4. All assignments will require additional in-text reference details, which will consist of the surname of the author/authors or name of the authoring body, year of publication, page number of content, the paragraph where the content can be found. For example;
      -The company decided to implement an enterprise-wide data warehouse business intelligence strategies (Hawking et al., 2004, p3(4)).-
      Non – Adherence to Referencing Guidelines Where students do not follow the above guidelines:
    5. Students who submit assignments that do not comply with the guidelines may be required to resubmit their assignments or incur penalties for inadequate referencing.
    6. Late penalties will apply per day after a student or group has been notified of resubmission requirements.
      Students whose citations are identified as fictitious will be reported for academic misconduct.
      HI6025 Accounting Theory and Current Issues
      Page 3 of 6 Assignment Specifications
      Part A
      In an article published in The Australian on 4 May 2021, it was noted that the company named as the ‘ABC Group’ reported a big loss equal to $595 million and negative net assets of $75 million. The company seems insolvent and unable to pay all of its liabilities if they fall due. The auditors did not qualify the financial statements, nor challenge the directors on their assertion that the company was a going concern.
      Requirement:
      1) Discuss the implications for the company’s financial statements preparation and presentation if the company is not considered to be a going concern? Use the conceptual framework concept and general-purpose financial statements requirement given the evidence provided above?
      -Maximum 1000 words.-
      Part B
      According to the Australian Accounting Standards (AASB 138 Intangible Assets), companies are required to not capitalised research expenditure instead treating them as expenses consequently present them in the income statement.
      Requirement:
      1) Building on the three main components of the Positive Accounting Theory, provide your prediction and discuss which companies are likely to have a preference of capitalising research expenditure rather than expenses?
      2) Discuss the potential investigation or studies for researchers for testing your predictions in the above question.
      -Maximum 2000 words.-
      Assignment Structure:
      Assignment Cover page clearly stating your name(s) and student number(s)
      Group’s Assignment Task Allocation table (except for Solo group members) Table of Content
      Body of the assignment with appropriate section headings List of references
      HI6025 Accounting Theory and Current Issues
      4 of 6
      Marking Rubric
      Excellent Very Good Good Satisfactory Unsatisfactory
      Content
      Part A Discuss the implications for the company’s financial statements preparation and presentation, if the company is not considered to be a going concern
      15% Demonstrate superior knowledge of the theory and key concepts. Excellent interpretation with extensive elaboration of relevant subtopics, appropriately weighted and within the prescribed word count. Demonstrated in-depth understanding and application of key concepts and terminology relating to the accounting fundamentals. A detailed outline of knowledge including the supporting theoretical argument. Providing a thorough understanding of the concepts within the topic. Professional terminology effectively incorporated. Shows adequate knowledge of the concepts, key points and displays a sound understanding of theories and results. Relevant professional terminology effectively incorporated. Shows some basic understanding of the topic. Has managed to cover some of the main points of the case. Displays sufficient understanding of concepts. Professional terminology adequately incorporated. Inadequate or little understanding of the theory. Lacks the necessary detail and expression and displays an
      underdeveloped understanding of the concepts. Absence of key professional terminology.
      Content
      Part B (1)
      Building on the three main component of
      the Positive Accounting Theory, provide your prediction and discuss which companies are likely to have preference of capitalising research expenditure rather than expenses
      10%
      Demonstrate superior knowledge of the theory and key concepts. Excellent interpretation with extensive elaboration of relevant subtopics, appropriately weighted and within the prescribed word count. Demonstrated in-depth understanding and application of key concepts and terminology relating to the accounting fundamentals. A detailed outline of knowledge including the supporting theoretical argument. Providing a thorough understanding of the concepts within the topic. Professional terminology effectively incorporated. Shows adequate knowledge of the concepts, key points and displays a sound understanding of theories and results.
      Relevant professional terminology effectively incorporated. Shows some basic understanding of the topic. Has managed to cover some of the main points of the case. Displays sufficient understanding of concepts. Professional terminology adequately incorporated. Inadequate or little understanding of the theory. Lacks the necessary detail and expression and displays an
      underdeveloped understanding of the concepts. Absence of key professional terminology.
      HI6025 Accounting Theory and Current Issues
      5 of 6
      Content
      Part B (2) Discuss the potential investigation or studies for researchers for testing your predictions in the above question
      5% Superior Interpretation of the questions and underlying key points provided.
      Outstanding and insightful theoretical discussion with clear empirical evidence provided. Interpretation of the questions and underlying key points were clearly identified. Demonstrated a strong theoretical discussion and empirical evidences. Interpretation of questions and underlying key points were partially identified. An effective theoretical response with some empirical evidence provided. Interpretation of the questions and underlying key points identified.
      Adequate coherence supported with a basic theoretical approach. Appropriate empirical evidence provided. Inadequate interpretation of the underlying key points.
      Inadequate interpretation demonstrating inconsistent and irrelevant thoughts. Inappropriate coherence of the key points.
      Presentation and Structure
      10% Superior key points were clearly identified and supported with outstanding references.
      Excellent grammar, spelling, punctuation, professional writing, and syntax Referencing requirements exceeds expectations and advanced research techniques demonstrated. Effective key points were identified and supported with excellent references Excellent grammar, spelling, punctuation, professional writing, and syntax. Referencing requirements meet expectations with excellent resources used Advanced research techniques demonstrated. Adequate key points were identified and supported with sound references
      Appropriate grammar, spelling, punctuation, professional writing, and syntax. Referencing requirements meet expectations and appropriate resources used.
      Appropriate research demonstrated, and sound resources used. Key points were identified and supported with sufficient references. a well thought out rationale based on applying specific concepts in the report.
      Grammar, spelling, punctuation, professional writing, and syntax needs some improvement. Referencing requirements are met and mostly appropriate resources used. Key points were poorly identified and not supported with references. Grammar, spelling, punctuation, professional writing, and syntax needs significant improvement. Provides an inadequate critical analysis.
      Failure to meet referencing
      requirements and inappropriate resources used.
      HI6025 Accounting Theory and Current Issues
      6 of 6
      Academic Integrity
      Holmes Institute is committed to ensuring and upholding Academic Integrity, as Academic Integrity is integral to maintaining academic quality and the reputation of Holmes’ graduates. Accordingly, all assessment tasks need to comply with academic integrity guidelines. Table 1 identifies the six categories of Academic Integrity breaches. If you have any questions about Academic Integrity issues related to your assessment tasks, please consult your lecturer or tutor for relevant referencing guidelines and support resources. Many of these resources can also be found through the Study Sills link on Blackboard. Academic Integrity breaches are a serious offence punishable by penalties that may range from deduction of marks, failure of the assessment task or unit involved, suspension of course enrolment, or cancellation of course enrolment.
      Table 1: Six categories of Academic Integrity breaches
      Plagiarism Reproducing the work of someone else without attribution. When a student submits their own work on multiple occasions this is known as self-plagiarism.
      Collusion Working with one or more other individuals to complete an assignment, in a way that is not authorised.
      Copying Reproducing and submitting the work of another student, with or without their knowledge. If a student fails to take reasonable precautions to prevent their own original work from being copied, this may also be considered an offence.
      Impersonation Falsely presenting oneself, or engaging someone else to present as oneself, in an in-person examination.
      Contract cheating Contracting a third party to complete an assessment task, generally in exchange for money or other manner of payment.
      Data fabrication and falsification Manipulating or inventing data with the intent of supporting false conclusions, including manipulating images.
      Source: INQAAHE, 2020
      HI6025 Accounting Theory and Current Issues

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    Design an organizational assessment to establish the current state of shared governance

     Topic:  Evidence-Based Leadership Practices

    You are considering accepting a new position as a leader. However, prior to accepting the position, you are going to perform an organizational assessment. How would you design an organizational assessment to establish the current state of: 

    • shared governance, 
    • culture of the organization, 
    • and safety of patient care?

    What do you expect to see in each of these areas if they are functioning well? 

    What will you do to assess if each these areas are functioning well?

    Assume you are given permission to view meeting minutes, to view reports, to view policies and procedures, to interview staff and leaders, to observe staff working with patients and interacting with each other, etc.

    This course utilizes the Post-First feature in all Discussion Board Forums. This means you will only be able to read and interact with your classmates’ threads after you have submitted your thread in response to the provided prompt. For additional information on Post-First, click here for a tutorial

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