Question.1885 - For the past 10 years, Methodist Hospital Health System (MHHS) celebrated the fact that 60% of itsnew hires in management positions were women and minorities. The MHHS leadership assumed thatwith such a practice, women and minorities would eventually represent at least 50% of their topmanagement executives (vice president level and above).But something unexpected happens. A few years ago, MHHS become concerned that its diversityprogram was not producing results. Instead of seeing an increase in the number of women andminorities in executive positions, the organization was observing a decline. Talented female andminorities managers were leaving, draining the pool of capable and qualified staff.To address this problem, MHHS founded the Task Force on Retention and Advancement of Womenand Minorities in Executive Positions (TFRA). This task force aimed to pinpoint the reasons thatfemale and minority executives were leaving by conducting a massive information-gathering initiative,interviewing female and minorities at all levels as well as former employees. The team uncoveredthese main areas of concern:1. Limited opportunity for advancement;2. Lack of mentoring, coaching, and networking;3. Existing work and family issues;4. Lack of succession planning;5. Lack of positive culture and transparent communication about promotion and professionaldevelopment;23/01/2024, 15:35Module 8: Portfolio Projecthttps://csuglobal.instructure.com/courses/85199/assignments/17114264/7HCM502 Mod 8 PP6. Lack of relevant and effective training, job development, and employee empowermentopportunities;7. Cultural bias toward women and minorities and “old boy” network system;8. Organization’s resistance to embrace diversity; and9. Uncompetitive salary and benefits.In response to these findings, MHHS must retool the workplace.Instructions:You are the CEO of MHHS and have been asked to present a plan to the board of directors forretooling the workplace to meet the goals to be a woman- and minority-friendly employer and to havewomen and minorities eventually represent 50% of its top management.The presentation must address strategies in the following areas:1. Recruitment, selection, and retention;2. Communication;3. Research;4. Performance management;5. Technology and innovation;6. Change management; and7. Another area of healthcare management you are choosing.Be innovative; think creatively. Your submission will be 10-12 content slides. (You must also includetitle and reference slides and a table of contents that do not count toward slide total.) You must alsoinclude substantive speakers’ notes for each slide. Treat the speaker’s notes like you would the fullspoken content of the slide. For a 10-12 slide presentation, this translates to roughly 8 to 12 minutesof content. You should include roughly one minute’s worth of content on each slide, or between 125and 150 words of notes per slide.Incorporate 12 credible and current references. Six of these must be credible articles. The CSUGlobal Library is a good place to find these references.Format your presentation according to APA guidelines in the CSU Global Writing Center. Be sure todiscuss and reference concepts taken from the assigned textbook reading and relevant research.Review the grading rubric to see how you will be graded for this assignment. You can quickly accessthe Writing Center and Library by clicking on the links in the course navigation panel.23/01/2024, 15:35Module 8: Portfolio Projecthttps://csuglobal.instructure.com/courses/85199/assignments/17114265/7CriteriaRatingsPts35 pts60 pts45 pts45 ptsRequirements35 to >28.0 ptsMeetsExpectationThe Portfolioincludes all of therequiredcomponents, asspecified in theassignment.28 to >21.0 ptsApproachesExpectationThe Portfolioincludes most ofthe requiredcomponents, asspecified in theassignment.21 to >14.0 ptsBelowExpectationThe Portfolioincludes some ofthe requiredcomponents, asspecified in theassignment.14 to >0 ptsLimitedEvidenceThe Portfolioincludes few ofthe requiredcomponents, asspecified in theassignment.Content60 to >48.0 ptsMeets ExpectationDemonstrates strong oradequate knowledge oforganizational behaviorand human resources;correctly representsknowledge from thereadings and sources.48 to >36.0 ptsApproachesExpectationSome significantbut not majorerrors or omissionsin demonstration ofknowledge.36 to >24.0 ptsBelowExpectationMajor errors oromissions indemonstration ofknowledge.24 to >0 ptsLimitedEvidenceFails todemonstrateknowledge ofthe materials.ProblemSolving45 to >36.0 ptsMeets ExpectationDemonstrates strong oradequate thought andinsight in problemsolving regardingOrganizational Behaviorand Human Resources.36 to >27.0 ptsApproachesExpectationSome significantbut not majorerrors or omissionsin problem solving.27 to >18.0 ptsBelowExpectationMajor errors oromissions inproblem solving.18 to >0 ptsLimitedEvidenceFails todemonstrateproblemsolving.CriticalAnalysis45 to >36.0 ptsMeets ExpectationDemonstrates strongor adequate criticalanalysis ofOrganizationalBehavior and HumanResources.36 to >27.0 ptsApproachesExpectationSome significant butnot major errors oromissions inthought, insight, andanalysis.27 to >18.0 ptsBelowExpectationMajor errors oromissions inthought, insight,and analysis.18 to >0 ptsLimitedEvidenceFails todemonstratethought,insight, andanalysis.23/01/2024, 15:35Module 8: Portfolio Projecthttps://csuglobal.instructure.com/courses/85199/assignments/17114266/7CriteriaRatingsPts45 pts15 pts15 pts20 ptsSynthesis andEvaluation45 to >36.0 ptsMeets ExpectationDemonstrates strongor adequate synthesisand evaluation ofcourse concepts inOrganizationalBehavior and HumanResources.36 to >27.0 ptsApproachesExpectationSome significantbut not major errorsor omissions insynthesis andevaluation.27 to >18.0 ptsBelowExpectationMajor errors oromissions insynthesis andevaluation.18 to >0 ptsLimitedEvidenceFails todemonstratesynthesis andevaluation.Sources15 to >12.0 ptsMeets ExpectationCites and integratesat least 12 crediblesources.12 to >9.0 ptsApproachesExpectationCites andintegrates 9credible sources.9 to >6.0 ptsBelowExpectationCites andintegrates 6credible sources.6 to >0 ptsLimitedEvidenceCites andintegrates nocrediblesources.Application ofSourceMaterial15 to >12.0 ptsMeets ExpectationSources well oradequately chosen toprovide substance andperspectives on theissue; knowledge fromthe course linkedproperly to sourcematerial.12 to >9.0 ptsApproachesExpectationSome significantbut not majorproblems withselection andlinkage of sources.9 to >6.0 ptsBelowExpectationMajor problemswith selectionand linkage ofsources.6 to >0 ptsLimitedEvidenceSourceselection isseriouslyflawed; nolinkage toknowledge fromthe course.Organization20 to >16.0 ptsMeetsExpectationProject is clearlyorganized, wellwritten, and inproper format,including anintroduction, body,and conclusion.Conforms to projectrequirements.16 to >12.0 ptsApproachesExpectationSmall number ofsignificant but notmajor flaws inorganization andwriting; followsproper format. In aminor way does notconform to projectrequirements.12 to >8.0 ptsBelowExpectationMajor problems inorganization andwriting; does notcompletely followproper format. In asignificant waydoes not conformto projectrequirements.8 to >0 ptsLimitedEvidenceProject is notwell organized orwell written anddoes not followproper format.Does notconform toprojectrequirements.23/01/2024, 15:35Module 8: Portfolio Projecthttps://csuglobal.instructure.com/courses/85199/assignments/17114267
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IntroductionWith xxxxxxx to xxx ever xxxxxxxx dynamics xx healthcare xxxxxxxxxx MHHS xxx faced xxxx a xxxxxxx issue xx declining xxxxxx women xxx minorities xxxxxxxxx executive xxxxxxxxx as xxxx as xxxxxxxxxx attempts xxxxxxx introduction xx diversity xxx more xxxx ten xxxxx This xxxxxxxxxx outcome xxx followed xx the xxxxxxxx of xxxx which xx a xxxx Force xx Retention xxx Advancement xx Women xxx Minorities xx Executive xxxxxxxxx Balinda xxxx The xxxx is xx deal xxxx contemporary xxxxxxxxxx and xxxxxxx how xxxx the xxxxxxxxx can xx restructured xxx an xxxxxxxxx leadership xxxxxxxx towards xxxxxxxxxxxxxxxxxxxx Selection xxx Retention xx fact xxxxxxxxx Hospital xxxxxx System xxxx awareness xx the xxxx for xxxxxxxxxxxxxx strategic xxxxxxxxxxx and xxxxxxxxx inclusion xxxxxxx In xxxx regard xxx organization xxxx initially xxxxxx focused xxxxxxxx and xxxxxxxxx partnerships xxxx learning xxxxxxxxxxxx These xxxxxxxxxx attract x wider xxxxx of xxxxxxxxxx to xxxx sure xxxx the xxxxxxxxx mirrors xxxx diversity xxxxxxx in xxx community xx addition xxx selection xxxxxxx will xxxxxxx changes xx that xxxxxx are xxxxxxxxxx thereby xxxxxxxx chances xxxx passion xxxxxxx justice xx essential xx build xxxx an xxxxxxxxx environment xxxxx from xxx start xxxxxx the xxxxxxxxxxxxx of xxxx into xxxxxxxxxxxxx MHHS xxxxxxx its xxxxxxxxx efforts xx establishing x culture xxxx addresses xxxxxxxxxxx in xxxxxxxxxxx opportunities xxxx Dew xxxxxxxxxx programs xx well xx career xxxxxxxxxxx initiatives xxx implemented xx ensure xxxx customized xxxxxxx is xxxxxx available xxx people xx the xxxxxxxx demographics xxxxxxxx defining xxxxxxxx promotion xxxxx guarantees xxxx all xxxxxxx regardless xx origin xxx cognizant xxx route xx tier xxx management xxxxx These xxxxxxxxxxx point xx MHHS x intention xxx just xx attracting xxxxxxxxxxx talent xxx also xxxxx the xxxxx mile xx retaining xxx cultivating xx for xxxxxxxxx success xxxxxxxxxxxxx However xxxxx and xxxxxxxxxxx communication xx vital xx ensuring xxxx you xxxx a xxxxxxx of xx inclusive xxxxxxxxx MHHS xxxxxxxxx the xxxxxxxxxx of xxxxxxxxx feeling xxxxx and xxxxxxxxxxx In xxx of xxxx the xxxxxxx is xxx to xxxxxx permanent xxxxxxx for xxxxxxxx creating x society xx which xx voice xxxx unheard xxxx through xxxxxxxx communication xxxxxxxxxx aims xx highlighting xxx importance xx a xxxxxxx labor xxxxxxxxx in xxxxxxxxx organizational xxxxxxxxxx Poppas xx al xxxx entails xxx only xxxxxxxx communication xxx also xxx wider xxxxxxxxx making xxxx to xx more xxxxxxxxx By xxxxxxxxxxx open xxx clear xxxxxxxxxxxxx the xxxxxxxxxxxx aims xx establish xxxxx and xxxxxxxxxxx among xxx diverse xxxxx members xxxxxxxx MHHS xxxxxxxxxx that xxxxxxxxx initiatives xxx continually xxxxxxxx as xxxx the xxxxxxxxx of xx to xxxx industry xxxxxxxxx Continuous xxxxxxxx on xxxxxxxx trends xxx worker xxxxxxxxxx will xxxx develop xxxxx to xxxxxxx MHHS xxxxxxxxx programs xx such xxx organization xxxxx to xxxx out xxxxxxx surveys xxx feedback xxxxxxxxxx Nwana xx al xxx continued xxxxxxxxxx to xxxxxxxx means xxxx MHHS xxxxxxx dynamic xxx flexible xx addressing xxx various xxxxx of xxx divergent xxxxxxxxx Through xxxxxxxx in xxxxxxx intelligence xxx organization xxxxx to xxxxxxxxx its xxxxxxx for xxxxxx efficiency xxxxxxxxxxx Management x vital xxxx to xxxxxxxxx diversity xxx inclusion xxxx the xxxx fabric xx the xxxxxxxxxxxx MHHS xxxxxxxxx a xxxxx restructuring xx its xxxxxxxxxxx management xxxxxx This xxxxxxxxx entails xxxxx diversity xxxxxxx as xxxx of xxx assessment xxxxxxxx People xxxx be xxxxxxxxx not xxxx based xx their xxxx achievements xxx also xxx how xxxx strive xx promote xxxxxxxxx Kim xx al xxx ability xx matching xxx recognition xxx rewards xxxx ensure x successful xxxxxxxxx diversity xxxx includes xxxxxxxxxx related xx employees xxx taking xxxx in xx environment xxxxx to xxxxxxxxx differences xxxx individual xxxxxxxxxxx management xxxx at xxxxxxxxx the xxxxxxx of xxxxxxxxxxx with xxxxxxx objective xx achieve xxxx diverse xxxxxxxxxxx Technology xxx Innovation xxxx is xxxxx technology xx prepare xxx providing xxxxxxxxx training xxxxxxx focusing xx diversity xxxxxx and xxxxxxxxx This xxxxxxxx is xxxxxxxx to xxxx the xxxxxxxx of xxxxxxxx about xxxxx primary xxxxxx accessible xxx all xxxxxxxxx In xxxxxxxx the xxxxxxxxxxxx is xxxxxxxxxxx virtual xxxxxxxxxx programs xxx networking xxxxxxxx that xxx help xxxxxxx gaps xxx provide xxxxx opportunity xxx professional xxxxxxxxxxx Vahidy xx al xxxx aims xx an xxxxxxxxx culture xxxx offers xxxxx opportunity xx everyone xx realizing xxxxxx potential xxxxxxx adopting xxxxxxxxxx and xxxxxxxxxx Change xxxxxxxxxx An xxxxxxxxx change xxxxxxxxxx mechanism xx also xxxxxx in xxxxx the xxxxxx diversity xxxxxxxx MHHS xxxxxxxxxxx this xxx plans xx implement xxxxxx management xxxxxxxx for xxx leaders xx well xx employees xxxx training xxxxxxxxxxxx on xxx positive xxxxxx of x diverse xxxxxxxxx to xxxxxxx in xxx organisation xxxxxxx Reza xxxxxxx this xxxxxxxx focuses xx effective xxxxxxxxxxxxx as xxxx as xxxxxxxx involvement xx the xxxxxx implementation xxxxxxx For xxx change xx be xxxxxxxxxx by xxx MHHS xxxxx a xxxxxx view xxx commitment xxxxxxx diversity xxxxxxxx Well-being xxxxxxxxx balance xx also xxxxx prioritized xx MHHS xxx organization xx actively xxxxxxxx dispute xxxxxxxxxx of xxxxxxxx work xxx family xxxxxx through xxxxxxxx work xxxxxxxxxxxx childcare xxxxxxx schemes xx well xx wellness xxxxxxxx This xxxxxxx thinking xxxxxxxx will xx one xxxxx every xxxxxxxx especially xxxxx and xxxxxxxxxx can xxxx both xxxxxxxxxx and xxxxxxxxxxxxxx Hopf xxx Through xxx employee xxxxxxxxxx MHHS xxxxxxxx to xxxxxxxxx a xxxx environment xxxxx not xxxx does xxxxxxx talent xxxx in xxx stays xxx blossoms xxx lasting xxxxxxx ConclusionTo xxx MHHS xxxxx to xxxxxxxxx its xxxxxxxxxxx as xxx paragon xx diversity xxx inclusion xx health xxxx management xxxx plan xxxxxxxxxxxx recruitment xxxxxxxxxxxxx research xxxxxxxxx in xxxxxxxx to xxxxxxxxxxx management xxxxxxx technology xxxxxxxxxx including xxx employee xxxxxxxxxx It xx precisely xxx the xxxxxxx stated xxxxx that xxxx advocates xxxxx initiatives xx order xxx only xx retain xxxxxx but xxxx empower xxxxx and xxxxxxxxxx towards xx top xxxxxxxxxx positions xxxxxxxxx Balinda x G xxxx N xxxxxxxxx Equity xxxxxxxxx and xxxxxxxxx in xxxxxxxxxxxxxx Disease xxxxxxxxxx Training xxxxxxxxx DeBakey xxxxxxxxxxxxxx Journal x https xxx ncbi xxx nih xxx pmc xxxxxxxx PMC xxxx H x Dew x I xxxxxxxxx value xxxxxxxx and xxxxxxxxx ASA xxxxxxx - xxxxx doi xxx M xxx M x Law x Y xxxxxx D x Jones x L xxxxxxx E x Phillips x A xxxxxx system xxxxxxxx to xxxxxx provide xxxxxxxx care xxxxxx the xxxxxx Pandemic xxxx catalyst xxxxxxxxxxx in xxxx delivery xxxx https xxxxxxxx nejm xxx doi xxxx CAT xxxxx N xxxx M x Javed x Gullapelli x Nicolas x C xxxxx S x Nasir x Neighborhood xxxxxxxxxxx and xxxxxx obesity xxxxxxxx from xxx Houston xxxxxxxxx Cardiovascular xxxxxxx Health xxxxxx Learning xxxxxxxx Preventive xxxxxxxx Reports xxxxx doi xxx j xxxxx Poppas x Albert x A xxxxxxx P x Capers xx Q xxxxxxxxx and xxxxxxxxx central xx ACC x mission xxxxxx and xxxxxx Journal xx the xxxxxxxx College xx Cardiology xx - xxxxx www xxxx org xxx full x jacc xxxxxx F xxxxx S x Tano x E xxxxxxx J x Khan x A xxxxx J x Kash x A xxxxx response xx drive xxxxxx research xx a xxxxxxxx health xxxx system xxxxxxxxx and xxxxxx of xxx Houston xxxxxxxxx COVID- xxxxxxxxxxxx and xxxxxxxx registry xxxxxxx JMIR xxxxxxx Informatics x https xxxxxxxxx jmir xxx eMore Articles From Management
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