Health Medical Homework Help

ALL citations and references needs to be APA 7th edition format. (200-250 words each

• you must also post substantive responses to at least two of your classmates’ or instructor’s posts in this thread. Your response should include elements such as follow-up questions, further exploration of topics from the initial post, or requests for further clarification or explanation on some points made by your classmates.

Peer# 1

According to the theory of leader-member exchange (LMX), leaders and followers form unique relationships based on their social exchanges, and the quality of these exchanges within an organization can influence employee outcomes. Within an organizational work unit, followers join the in-group based on how well they collaborate with the leader and how well the leader collaborates with them. In-group followers receive more information, influence, confidence, and concern from their leaders than out-group followers. They are more dependable, more involved, and more communicative; they go above and beyond for the leader, and the leader reciprocates; whereas followers in the out-group typically come to work, do their job, and go home.

Steven became a member of the in-group when he began going above and beyond the scope of his original job title. For example, he committed himself to full-time employment before returning to school and earning a nursing degree. He then advanced to the position of the shift supervisor, where he has participated in committees, projects, and regulatory activities. In return, Kelley has noticed Steven’s hard work and how he has demonstrated interest by going above and beyond the call of duty at work. In return, she has inspired and encouraged him to continue his education. Most importantly, Kelley has faith in Steven’s work and future. According to LMX, leaders can create networks of partnerships throughout the organization, similar to what Kelley did with Steven, to benefit both the organization’s goals and the leader’s own career advancement. Kelly, as chairperson of several committees, requires dependable workers who can assist her in achieving the organization’s goals while also advancing her own career.

Steven can demonstrate inspirational motivational behavior. This factor describes leaders who communicate high expectations to their followers, motivating them to become committed to and a part of the organization’s shared vision. This, I believe, was what aided Steven, as Kelley encouraged him to advance in his career.

Reference:

Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Thousand Oaks, CA: Sage.

Peer# 2

The entire definition of the leader-member exchange theory is based on a dyadic relationship between Kelley and each of her followers (individually). Thus, the word dyadic is essential in relating to this theory. Based on the prompt scenario, Kelley is demonstrating some key aspects of the leader-member exchange theory. She has made an effort to build trust and respect with all of her followers to create an overall “in-group,” a key component to this theory (Northouse, 2018). This was done when Kelley created a committee that included all tiers of employees. Showing this level of inclusivity showed she trusts and values the input of her members, which will in turn provide better work performance outcomes from the employees (Northouse, 2018).

Let’s look at Steven’s experience with Kelley. Per the scenario, Kelley has first acknowledged Steven’s excellent work performance, and even encouraged him to become a stronger leader through another degree. In addition, through the survey readiness committee, Steven is excelling here as well—specifically because of Kelley’s support and relationship with him. The textbook says that “leaders should offer each follower the opportunity to take on new roles and responsibilities” (Northouse, 2018, pg. 166). This is exactly what Kelley has done; Steven is excelling at work, mostly because Kelley has created such a strong relationship with him.

As Steven develops at work (and potentially at school), he will be able to demonstrate several transformational leadership behaviors. Perhaps the biggest takeaway from transformational leadership is the idea that through Kelley’s encouragement, Steven is empowered to try new things (and succeed). In this case, Steven went from part-time to full-time and no longer has an entry-level position. Moreover, Steven is a prominent figure in his workplace, as he is involved in many other optional participatory groups on site. Transformational leadership emphasizes follower development (Northouse, 2018). Steven’s career at this facility has shown his development over the last 20 years, giving him the room to grow, invest, and expand as an employee.

Reference

Northouse, P.G. (2018). Leadership: Theory and practice (8th ed.). Thousand Oaks, CA: Sage

Peer# 3

Hi everyone!

Coping with and controlling project changes present a formidable challenge for most project managers (Larson and Gray, 2014). Changes can come from the customer, the owner, the project manager, team members, or different events. The change control process is important in project management simply because change is inevitable. The change control process is a communication and decision-making process that is used to evaluate and accept changes (Larson and Gray, 2014). This process is important because it ensures that changes to any project are introduced and accepted in a timely and effective manner. The change control process is required to make sure that the baselines of the project are secured and only changed with appropriate controls, checks, agreements, and communication (Naybour, 2013).

If the change control system is not integrated with the work breakdown structure and the baseline, project plans and control will self-destruct (Larson and Gray, 2014). If change is not controlled, there would be confusion among everyone involved in the project and no one would know what was going on. For example, there is a project to build a red house. But due to there being no control process, the contractor does not inform the project manager that there is a shortage of red paint, so he is going to use green paint instead. At the completion of the project, a green house is built, which was not the baseline of the project. Another example is a hospital that is looking to standardize products to lower its costs. Clinical staff decides on the best product to use throughout the practice, for instance, gloves. The clinical staff brings inputs their decision into the project and the project moves forward to purchasing. When it comes time to order the gloves, purchasing finds a different option that is cheaper. Without putting in a change request, purchasing moves forward with the cheaper option. Clinical staff receives gloves that are cheaper than what they decided upon and are not happy with the result.

-Sabrina

References

Larson, E., & Gray, C. (2014). Project management: The managerial process. (6th ed.). New York, NY: McGraw-Hill.

Naybour, P. (2013, July 7). 5 Reasons Why Change Control Is Important For Projects. Parallel Project Training. https://www.parallelprojecttraining.com/blog/q34-explain-five-reasons-why-change-control-is-important-for-projects/

Peer# 4

Hello Dr. Macias and Class,

Change control is an essential factor in project management. Change control is the process that evaluates all requests during a project to be approved, reviewed, or declined (What is change control, 2021). Change control is beneficial when there is a large project that includes many steps. Change control provides effective communication between a team, can save time, and ensures the project moves forward with all team members that are on board. Change control can be challenging for some project managers (PMs). Changes can be identified from many factors from the customer, team members, other PMs, and risk events (Larson & Gray, 2014, p. 234). Organizations have found that using a change request form has been beneficial to track proposed changes.

There are three categories of changes:

1. Scope changes when a customer requests a design change or an improvement.
2. Timeline and cost changes when risk events occur.
3. When PMs suggest improvement changes from another category.

During a large project, there is likely an occurrence that a change will occur. During large project with decisions by leadership, multiple signoffs will have to be done by the customer, the PM, and the sponsor (Larson & Gray, 2014, p. 234). The lead PM should be prepared to set up the change control process early.

If the change control process is not used, this can affect the project and the Work Breakdown Structure (WBS); the entire process must be documented (Larson & Gray, 2014, p. 234). The lead PM must approve all the changes, record the steps, and ensure that the process is current.

An example of change control is a new information technology (IT) system installed in the organization. Installing a new IT system in an organization requires many steps and the approval of many participants in the project.

Thank you, Ashley Wnek

References

Larson, E., & Gray, C. (2014). Project management: The managerial process. (6th ed.). New York, NY: McGraw-Hill.