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Health care environment for the purpose of strategic budgeting.

  1. Discuss at least two implications of current health care reform on your chosen health care organization’s goals and strategic plan. How will processes and operations need to be adjusted to meet the requirements of current health care reform legislation?
  2. Discuss how organizational and operational models vary among three different health care organizations (e.g., transitional care, home health, long-term care). Provide examples to support your response.
  3. Compare and contrast at least two methods of assessing health care organizations’ operational needs and explain how they differ based upon a particular health care setting.
  4. What is the purpose of a balanced scorecard? How is the balanced scorecard used to lead and manage an organization? How can the balanced scorecard be linked to organizational effectiveness as well as individual performance evaluation?
  5. Discuss the thresholds that trigger the need for an item of capital expenditure. What information would you need to provide for the approval process? Why?
  6. The resources needed to support operations and implement strategic initiatives often surpass those available. What role does the board of directors (or executive leadership, if there is no board) play in establishing organizational priorities? How do you know how to prioritize the wants and needs of all departments? How can an organization tackle ambitious plans while ensuring that operations stay on track?
  7. Describe the effect of higher levels of medical spending, profitability, and fiscal margins on process quality for health care organizations. Indicate the role of financial stability in health care organizations on their ability to adequately resource the staffing, equipment, and infrastructure that support care delivery. Use current journal or news articles in support of your position.
  8. A balanced scorecard is one method that may be used in a health care environment for the purpose of strategic budgeting. Provide 2-3 examples of other strategic budgeting methods that may be used in a health care organization and explain how each method can set the organization up to achieve positive financial results.

Sample Solution

assertion using object-oriented ontology; by using examples to illustrate how nonhumans intra-act with museums. A fresh reflection of this question highlights a continuous thread that emerges from this exploration, which is the ‘intra-action’ between nonhumans and the museum. ‘The notion of intra-action recognises that distinct agencies do not precede, but rather emerge through, their intra-action’. Karen Barad’s term includes how human and nonhumans are co-consecutive and have ever-changing agencies and relationships; a continuous assertion in accounting for spatial and temporal fluidity. Consequently when the question of who museums are for is asked, it is useful to observe and read the museum closely for intra-actions. Consequently by understanding what is happening, a wider understanding of whom the museum is for can be explored. This may result in an understanding of which human and nonhuman actors operate within and between museum objects and spaces. If museums broadly reflect on the question ‘who museums are for?’ in a holistic way to consider diverse nonhuman actors too; this exploration raises further questions as to how museums can specifically tailor practices to encompass and consider these diverse participants. As the cited examples demonstrate, these intra-actions are arguably plentiful (even more so within natural history collections), but appear sporadic in how museums reference and acknowledge the prevalence of nonhuman actors operating within contemporary museum spaces as audiences, participants and producers – rather than just objects. Consequently ‘museums could place greater emphasis on the value of unexpected connections produced through human and non-human encounters.’ Within different capacities, many theorists (Gurian, Dudley, Steyerl, Morton) have continually alluded to this assertion – the importance of this practicing and acknowledging diverse and cohabiting ecologies. In conclusion, when coalescing analysis gathered from this exploration of who museums are for, it is evident museum spaces and objects can be considered as facilitators for nonhuman actors to use. Nonhumans also form the objects, audiences, participants and instigators. This has been drawn from an object-oriented ontology by challenging the anthropocentric view, through illustrative examples, that museums are solely places for humans. Museums are for bacteria to foster, for insects to inhabit, animals to traverse, for plants to clamber, weather to batter, and a space for light and sound to ble
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