Capella FPX4010 Assessment 4 Paper

FPX4010 Assessment 4 Paper

For this assessment you will create an 8-12 slide PowerPoint presentation for one or more stakeholder or leadership groups to generate interest and buy-in for the plan proposal you developed for the third assessment.

As a current or future nurse leader, you may be called upon to present to stakeholders and leadership about projects that you have been involved in or wish to implement. The ability to communicate a plan—and potential implications of not pursuing such a plan—to stakeholders effectively can be critically important in creating awareness and buy-in, as well as building your personal and professional brand in your organization. It is equally important that you know how to create compelling presentations for others’ delivery and ensure that they convey the same content you would deliver if you were the presenter.

Demonstration of Proficiency

• Competency 1: Explain strategies for managing human and financial resources to promote organizational health.
  • Explain how the interdisciplinary plan could be implemented and how the human and financial resources would be managed.
• Competency 2: Explain how interdisciplinary collaboration can be used to achieve desired patient and systems outcomes.
  • Explain an organizational or patient issue for which a collaborative interdisciplinary team approach would help achieve a specific improvement goal.
• Competency 3: Describe ways to incorporate evidence-based practice within an interdisciplinary team. FPX4010 Assessment 4 Paper
  • Summarize an evidence-based interdisciplinary plan to address an organizational or patient issue.
• Propose evidence-based criteria that could be used to evaluate the degree to which the project was successful in achieving the improvement goal.
  • Competency 5: Apply professional, scholarly, evidence-based communication strategies to impact patient, interdisciplinary team, and systems outcomes.
• Communicate the PowerPoint presentation of the interdisciplinary improvement plan to stakeholders in a professional, respectful manner, with writing that is clear, logically organized, with correct grammar and spelling, using current APA style.

Professional Context

This assessment will provide you with an opportunity to sharpen your ability to create a professional presentation to stakeholders. In this presentation, you will explain the Plan-Do-Study-Act cycle and how it can be used to introduce the plan (P), implement the plan (D), study the effectiveness of the plan (S), and act on what is learned (A) to drive continuous improvement. By using this cycle, the stakeholders will have a tool and a proposal to expand on these ideas to drive workplace change and create improved processes to solve an interprofessional collaboration problem.

Scenario

In addition to summarizing the key points of Assessments 2 and 3, you will provide stakeholders and/or leadership with an overview of project specifics as well as how success would be evaluated—you will essentially be presenting a discussion of the Plan, Do, and Study parts of the PDSA cycle. Again, you will not be expected to execute the project, so you will not have any results to study. However, by carefully examining the ways in which your plan could be carried out and evaluated, you will get some of the experience of the thinking required for PDSA.

When creating your PowerPoint for this assessment, it is important to keep in mind the target audience: your interviewee’s organizational leadership. The overall goal of this assessment is to create a presentation that your interviewee could potentially give in his or her organization.

Instructions – FPX4010 Assessment 4 Paper

Please follow the Capella Guidelines for Effective PowerPoint Presentations [PPTX]. If you need technical information on using PowerPoint, refer to Capella University Library: PowerPoint Presentations.

Be sure that your plan addresses the following, which corresponds to the grading criteria in the scoring guide. Please study the scoring guide carefully so you understand what is needed for a distinguished score.

• Explain an organizational or patient issue for which a collaborative interdisciplinary team approach would help achieve a specific improvement goal.
• Summarize an evidence-based interdisciplinary plan to address an organizational or patient issue.
• Explain how the interdisciplinary plan could be implemented and how the human and financial resources would be managed.
• Propose evidence-based criteria that could be used to evaluate the degree to which the project was successful in achieving the improvement goal.
• Communicate the PowerPoint presentation of the interdisciplinary improvement plan to stakeholders in a professional manner, with writing that is clear, logically organized, and respectful with correct grammar and spelling using current APA style.

There are various ways to structure your presentation; following is one example:

• Part 1: Organizational or Patient Issue.
  • What is the issue that you are trying to solve or improve?
  • Why should the audience care about solving it?
• Part 2: Relevance of an Interdisciplinary Team Approach.
  • Why is using an interdisciplinary team relevant, or the best approach, to addressing the issue?
  • How will it help to achieve improved outcomes or reach a goal?
• Part 3: Interdisciplinary Plan Summary.
  • What is the objective?
  • How likely is it to work?
  • What will the interdisciplinary team do?
• Part 4: Implementation and Resource Management.
  • How could the plan be implemented to ensure effective use of resources?
  • How could the plan be managed to ensure that resources were not wasted?
  • How does the plan justify the resource expenditure?
• Part 5: Evaluation.
  • What would a successful outcome of the project look like?
  • What are the criteria that could be used to measure that success?
    • How could this be used to show the degree of success?

Again, keep in mind that your audience for this presentation is a specific group (or groups) at your interviewee’s organization and tailor your language and messaging accordingly. Remember, also, that another person will ultimately be giving the presentation. Include thorough speaker’s notes that flesh out the bullet points on each slide. FPX4010 Assessment 4 Paper

Additional Requirements

• Number of slides:Plan on using one or two slides for each part of your presentation as needed, so the content of your presentation will be 8–12 slides in length. Remember that slides should contain concise talking points, and you will use presenter’s notes to go into detail. Be sure to include a reference slide as the last slide of your presentation.
• Number of references: Cite a minimum of 3 sources of scholarly or professional evidence that support your central ideas. Resources should be no more than five years old.
• APA formatting: Make sure that in-text citations on your slides and in your notes pages and reference slide reflect current APA Style and Format. FPX4010 Assessment 4 Paper

 

 

MORE INFO 

Strategies for managing human and financial resources to promote organizational health

Introduction

If you’re like most people, you probably think of management as something that happens on the other side of the office. But in fact, managing human resources is just as important as managing finances—in fact, it’s even more so. A good strategy for managing your organization’s human resources will help keep costs down while also boosting productivity and employee satisfaction. So how do you go about doing it? Read on to learn some helpful tips:

Ensure that your team has a clear understanding of the organization’s goals and vision.

Make sure that your team has a clear understanding of the organization’s goals and vision.

• Understand what it means to be an effective communicator. Many people think they are good at communicating, but in fact they have no idea how to do so effectively. This can lead them to make mistakes or say things that are not well received by their audience. It is important for you as a manager/leader/coach/etc., as well as all members working together on this project (e.g., engineers, accountants), so make sure everyone understands how their work helps achieve these goals!

Get your team to work together rather than in isolation.

The first step to promoting organizational health is getting your team members to work together rather than in isolation. This can be a challenge, but it’s important that you do everything possible to encourage collaboration among your employees.

To make sure everyone is working together, try using these strategies:

• Set up regular meetings or project sprints so everyone can share ideas and concerns about the status quo. These should occur at least once per week for small teams (two or three people) and once every two weeks for larger ones (five or more). If there aren’t enough hours in one day, try scheduling them on different days within the same week (e.g., Tuesdays at 11 am; Thursdays at 3 pm). This will allow you more flexibility with regard to availability and scheduling conflicts between team members’ other commitments outside of work hours

Find ways to encourage collaboration.

Collaboration is an important part of promoting organizational health. It can be done in a variety of ways, including:

• Sharing information with other people on the team or across departments

• Using a shared decision-making process (DMP) to make decisions that affect multiple stakeholders’ interests

• Making decisions using an open source collaborative software tool like GitHub

Help employees grow their skills and offer guidance when they need it.

• Provide training and coaching to employees.

• Provide mentorship and on-the-job training.

• Offer opportunities for employees to develop new skills, such as by providing them with opportunities for professional development through leadership development programs or other educational programs.

• Help individuals grow professionally by identifying their strengths, building on those strengths and encouraging them to use them in the workplace.*

Use regular staff meetings to brainstorm new ideas.

Staff meetings are an excellent way to get your team together and brainstorm new ideas. Here are some tips:

• Get everyone in the same room. This ensures that they all hear each other, as well as makes it easier for them to ask questions or share their own thoughts on an issue.

• Use a whiteboard or flipchart to capture ideas, then prioritize them later in order of importance (for example, if you want to introduce new policies or procedures). You can also use this method when creating agendas for staff meetings so that everyone has an opportunity at least once per month (or whatever schedule works best for you).

• Set up a timer so that everyone has time between speakers’ turns; this will help keep things moving along smoothly without interrupting anyone else’s comments or questions!

Create a culture of feedback and transparency.

Feedback is a two-way street. If you want to get feedback, then you need to be willing and able to give it as well. It doesn’t matter how good your idea or plan is if no one wants to hear what you have to say. Feedback also shouldn’t be taken personally—it’s just information about how others perceive your performance or behavior. Remember that there are people in all walks of life who may not always agree with the way in which we approach things; but even if they do, this doesn’t mean that what we’re doing isn’t right for our organization or team members’ needs at work!

When giving feedback, remember:

• Be specific about what went wrong and why (for example: “I thought we could use more time on this project before moving forward”). You don’t want people thinking “that person isn’t good enough” when really it was just an issue with timing or resources being consumed by another activity instead of time spent focusing on yours;

• Show empathy toward both sides (the person receiving feedback from within their role as well as those providing insight outside theirs). This helps everyone involved feel confident knowing there will be no hard feelings after working together towards common goals over time – even though sometimes these goals might require some sacrifices along the way!

Invest in infrastructure and tools that will boost productivity.

• Invest in tools that will make your team more productive.

• Invest in tools that will make your team more efficient.

• Invest in tools that will help you track progress and keep track of your finances, employees and projects.

Create a budget for growth and training.

Create a budget for growth and training.

• How do you create a budget for growth? You need to understand the current state of affairs, as well as what needs to change in order for your organization to thrive. For example, if your company has been growing steadily over the past few years but now finds itself in an awkward position because it can’t find enough skilled workers (or even people willing to work), then this may be an opportunity for change: perhaps there’s some way that you can improve upon how staff positions are filled or how managers select which candidates will be interviewed by hiring managers.

• How do you create a budget for training? Again, research is key here—and not just because data supports what makes sense based on experience but also because finding out where there’s room for improvement requires knowledge about things like time requirements versus dollars spent per hour worked rather than just counting up hours worked per day/week until one finds themselves at 50%.

Organizations that manage their human resources well also manage their finances successfully.

Organizations that manage their human resources well also manage their finances successfully. The financial resources of an organization are a key element in the success and health of any business, as they provide a foundation for growth and expansion.

Organizations should ensure that all employees have access to financial information about the company so that they can make informed decisions about their investments in professional development or career advancement opportunities within the organization.

Conclusion

The key takeaway is that you should make sure that all of your human resources are working together toward a common goal. You can do this by being clear about what the organization’s goals are, making sure that everyone understands them, and encouraging them to work together as a team. If you successfully manage these three areas—people, finances and infrastructure—you’ll be on track for success!