NURSING Models of Capstone Projects: A Conversation Terri E. Weaver, PhD, RN, FAAN Professor and Dean University of Illinois at Chicago College of Nursing © Weaver, 2012 Jane M. Kirkpatrick, PhD, MSN, RNC-OB Head, School of Nursing Associate Dean, College of Health and Human Sciences Purdue University Objectives for this session Discuss the intent and scope of the DNP capstone scholarly project: – Differentiating from the PhD thesis – How the project demonstrates competencies
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Leadership Is a Conversation by Boris Groysberg and Michael Slind The command-and-control approach to management has in recent years become less and less viable. Globalization, new technologies, and changes in how companies create value and interact with customers have sharply reduced the efficacy of a purely directive, top-down model of leadership. What will take the place of that model? Part of the answer lies in how leaders manage communication within their organizations—that is, how they
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1. How is quality defined? What is the goal of total quality management (TQM)? Why is TQM important? In general, quality may be defined as meeting or exceeding the requirements, needs, and expectations of the customer—whether or not those needs have been articulated. Garvin (1988) identified eight dimensions of quality: 1. Performance: measurable primary characteristics of a product or service 2. Features: added characteristics that enhance the appeal of a product or service 3
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The Unified Process, a Project Management Approach The Unified Process, a Project Management Approach The Agile Unified Process is an easily understandable form of the Rational Unified Process (RUP).It defines a simple way of improving business applications (Methodsandtools.com, 2014). Organization’s changes to software development can be accepted at late stages of progression. The aim of any firm is to grow in future a trend observable in most businesses. It is right for the management to take
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theories………………………………………………………………………………. 8 Leadership styles……………………………………………………………………………………… 10 Section (4) Nature of groups and group behavior……………………………………………………. 11 Technology and teams……………………………………………………………………………. 12 Executive summary In this Report we will be looking at KUK diagnostics LTD’s as an organization and comparing it to Apple Inc., to get a better understanding of organizational behavior. This will include overviews and analysis of structure, culture, leadership and management, motivation and groups and teams
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development • profitability. CURRICULUM TOPICS • Leadership • Autocratic style • Democratic style • Laissez-faire style GLOSSARY Business objectives: the ends which an organisation seeks to achieve by means such as budgeting tools and strategies. Service-orientated: when the organisation’s behaviour is centred on meeting customers’ needs. Repeat business: when customers return to use a company’s services again. Leadership: the ability to inspire others in order to achieve an
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City of McMinnville Succession Plan & A Model for Small Tennessee Municipalities 1 Table of Contents Building a case for Succession Planning ....................................................................................... 6 National Statistics ........................................................................................................................ 6 Tennessee Public Management Statistics (TCMA)
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the goals (Robbins et al. 2008). studies found that using teams of functional experts at the initial phase of a project can help to avoid downstream performance failure, reduce cost, and ensure timely accomplishment of targets (Blenkinsop and Maddison 2007). An interestingly common factor among most of the organisations or institutions that use work teams and groups use Belbin’s team role model for formation of teams (LoBue 2002). The popularity of the model can be judged from its being translated
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The Great Post-It (TM) MASSACRE* Randolph Manning Description This case deals with the changing of the guards for Bob Scanlan. After 8 years of service, Bob was promoted to small business accounts at the corporate office in Dallas. Bob’s previous work experience were typically in high pressure areas lacking the challenges he desired. However very interested in the travel industry and after several request, Bob accepted the supervisors position vacated by his supervisor whom retired. Bob reported
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| Business Leadership and Human Values Seminar2 CreditsBU 131.601.F5Summer Session 2016Wednesdays 1:30-4:30pm -- June 8 – July 27 Harbor East Room 230 | Instructor Rick Milter, Ph.D. Contact Information Phone Number: 410.234.9422 milter@jhu.edu Office Hours Typically before class session or by appointment. Required Learning Materials This course is a series of thematic conversations about human values and your responsibilities as an emerging/aspiring business
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