Cummi Essay

Catheter related bloodstream infections are not only responsible for prolonged hospital stays and increased hospital costs, it is also responsible for increased mortality of the hospitalized patients. According to Centers for Disease Control and Prevention (2017), an estimate of 30,100 central line-associated bloodstream infections (CLABSI) occur in intensive care units and wards of U.S. acute care facilities each year. CLABSI is a serious hospital-acquired infection that occurs when bacteria enters the bloodstream through central venous catheters. CLABSI is preventable as long as health-care personnel practice aseptic techniques when working with the catheter. A blood culture swabbed from the tip of the catheter is needed to confirm the

Things went out well for Toyota and the years 2003 to 2007 could be inferred as the most profitable years in the company’s history. But it faced a major problem in the events of recession in 2008 and the recall crisis of 2009-2010. “Toyota Under Fire” describes the recall crisis in details and provides valuable lessons and leadership techniques to survive at the time of crisis and how to turn a crisis into opportunity by three principles – i) Build strong culture long before the crisis hits, ii) culture matters far more than decisions made by top executives, iii) Investing in

1. The observable artifacts associated with the Chrysler culture was that the CEO was located in a penthouse office of the building which Mr. Marchionne moved to the middle of the engineering department; he streamlined senior leadership, and to the remaining 15 members he gave them added responsibility feeling that the more decisions they had to make the faster they would work to meet the deadlines; he also gave them the opportunity to take full authority to take risks without worrying about bureaucrats barriers and they were allowed to make smart decisions and to be held accountable for them (Lueneburger, 2014).

Patient safety and hospital acquired infections (HAI) are deemed highly important in the health care setting. My organization uses quality indicators pulled from EPIC, which is our health information system, to ensure we are meeting regulations for catheter associated urinary tract infections (CAUTI). Data includes rates of infections, length of foley catheter placement, reasons for foley placement, as well as facility specific documentation that is used to aide in the prevention of CAUTI. By pulling this data, one could identify trends affecting rate of infections. This may lead to a change in policy or procedure that can improve the rate of infections for those patients with foley catheters. Thus decreasing the percentage of HAI’s for

The use of the competing values framework was demonstrated through Ralph Langley’s management style. He leveraged the four distinct models collaboratively as he led the production staff of the nuclear assembly room. His management approach help lead to the following: an increase in profits for the tube manufacturing operations, team cohesiveness amongst the production staff, individual ownership and problem solving during the production process, staff pride in meeting production goals and deadlines, and respect as well as admiration for management in the assembly room. The current positive direction of the nuclear assembly room staff under Langley’s leadership was in contrast to the department two years prior to him assuming the role as general foreman. It can be concluded that Langley displayed mastery of the competing values framework within the scope of his role as general foreman for the assembly room at American Radiatronics. He was able to develop a word class staff that was able to work as a team to accomplish the goals of the production unit and the company.

Cross-cultural differences can also be blamed for some of Dick’s problems at the Modrow plant. He had requested a transfer back to the United States and was instead appointed as plant manager in Canada where he was once again thrown into a different culture and expected to adapt. Scholars have blamed a lot of managers’ problems in cross cultural situations

Furthermore, with death being the most common element of gothic literature, it is simple for the reader to sense the horror when it occurs in a story. Thus, the author accomplishing one element of gothic fiction. The Victorian gothic story Carmilla, is written in first person narrative as the antagonist is explaining her occurrences with the evil protagonist of the story; Carmilla. Camilla has a strange desire for death as she states: “Why, you must die–everyone must die” (Le Fanu 11). Le Fanu show uses the main gothic concept death, all while portraying vampirism through Carmilla. The death of young girls in his story occurs four times, one of which is immediately introduced at the beginning of the story, when the general’s daughter dies:

Cole, R. E. (2011). What really happened to Toyota? MIT Sloan Management Review, 52(4), 29-35. Retrieved from http://search.proquest.com.library.capella.edu/docview/875531966?accountid=27965

The new Chrysler culture stems from Sergio Marchionne and his philosophy of developmental relationship strength, as well as strategic planning and onboarding. The unconventional methods used by Mr. Marchionne has proven successful throughout the organization. As Mr. Marchionne explained, “mediocrity will kill you. We can’t accept it” (Welch & et al., 2009). Mediocracy, as Mr. Marchionne revealed, is not a standard in which Chrysler can afford to accommodate. Instead, it has set the bar high to increase the teamwork, motivation, socialization and internal knowledge to meet the improvement in productivity as well as the product itself. Quite the change, from the hierarchical values, basic assumptions and culture, set previously by the organization of employee’s roles and knowledge being taken for granted and unappreciated.

When Sergio Marchionne first took the helm at Chrysler he was handed a company that had just declared bankruptcy and accepted a bailout loan from the U.S. government (McNulty, 2014). Needless to say, it was not a successful culture. He knew before he would ever see success he would have to change the way employees behaved, what they valued, what they expected, and make them believe that with his guidance they could be successful again. He knew he would have to change the entire makeup of the organizational culture. Here I will outline some of the mechanisms Marchionne utilized to change the organizational culture of Chrysler.

One would find Chrysler Chief Executive Officer (CEO) Sergio Marchionne’s approach to organizational change heavy handed. Mr. Marchionne’s decisive terminations and quick judgement calls on executives to surround himself with were a shock to the organization (Kreitner & Kinicki, 2013). Leaning more toward a Market culture in the Competing Values Framework would appear to have been a more direct and effective way to shift the direction of the organization (Kreitner & Kinicki, 2013). Control was Mr. Marchionne’s top objective and he accomplished this goal, but at what cost. With the Market quadrant as a primary guide, Mr. Marchionne could have pushed quicker into being competitive and molded the company to be more customer focused (Kreitner &

General Motors is now known as the culture that stopped acknowledging problems. Employees knew there was a problem but problems were not acceptable. They were ignored. Employees were faced with getting fired if they discuss safety or quality issues. In fact some of GM’s employees knew that the recall of 2.6 million vehicles was for an ignition switch defect. The recall resulted in 13 people losing their lives. Several committee groups reviewed the issue and failed to take action. Later an investigation was completed and everyone involved had a responsibility to fix the problem but no one took responsibility. Bill McAleer a former employee of General Motors worked on the assembly line back in 1968. McAleer wrote a letter to General Motor board

You can have any colour you like providing its black,” Henry Ford’s famous quote resonated with me while reading about product-led companies. In a sense, it seems as though it connects to the idea of asymmetric or one-way communication. To Ford, he had created the product that virtually anyone would want, but in reality he might have deprived the company of reaching its full potential. In this sense, it could be considered that Ford took a management perspective that differs from the excellence project or theory that Grunig (1992) spent time researching.

Colistin is a type of polymyxin, which are cyclic lipopeptides typically with the structure below. Each type of polymyxin is characterized by distinct amino acid residues present at positions 6 and 7. In colistin, also known as polymyxin E, a D-leucine is present at position 6 while position 7 contains a leucine residue. Colistin contains 13 stereocenters.11

A web-enabled platform was introduced, which was integrated with group-work, whereby the specially-trained ‘coach’ of the group could relay feedback and advice to participants. Bajer, the specialist who came in to aid the process, noted that after 100 days new behaviours and new ways of doing things had formed, with new language coming with this. Employee engagement, measured each year, was at an all-time high. The message that was taken from this was ‘it is possible to change the culture of an organisation... no matter how challenging it might seem at the start’ (Losada and Bajer, 2010). Similar success can be seen with NUMMI, a joint venture between General Motors and Toyota, outlined by John Shook (2010). What was seen here mainly affected the chronically under-performing Fremont plant of GM, but did have significant effects across the company. Previously there had been a culture upon which management had no control over. Quality had been known to be sabotaged and absenteeism often reached 20%; more than anything the culture was ‘anti-General Motors’. However, after the majority of workers were sent to Japan for training and then the adoption of not only Toyota’s stop-the-line production system1, as well as some of their key principles, a mutual trust was formed and the culture was reformed. Toyota’s ‘Respect for People’ tenet (Shook, 2010) summarised the vast change that had