Nursing leadership Coursework Example | Topics and Well Written Essays - 250 words - 1

Nursing leadership - Coursework Example 3. I am currently working as a Certified Nursing Assistant at a hospital, to assist individuals with physical disabilities, mental impairments, and other health care needs with their activities of daily living and provide bedside care — including basic nursing procedures. 4. Effective communication enables departments to work smoothly and it can be improved through proper channel selection. The value of obtaining Magnet status is higher as it shows that the nursing staff is highly satisfied with their jobs and are actively involved in decision making enabling them to provide superior services (Ulrich et al, 2007). 5. Yes, I would choose to work in a facility with Magnet status, as it will encourage me to work with enthusiasm through satisfying my basic needs, such as physiological, security, esteem and, self-actualization. 7. Being a Nurse, I can teach procedures and pass medications to patients in order to help them attain compliance with their health related requirements. I can also give them resources to improve their lives and disease outcomes. Mick, D. J., & Ackerman, M. H. (2000). Advanced practice nursing role delineation in acute and critical care: Application of the strong model of advanced practice.  Heart & Lung: The Journal of Acute and Critical Care,  29(3), 210-221. Ulrich, B. T., Woods, D., Hart, K. A., Lavandero, R., Leggett, J., & Taylor, D. (2007). Critical care nurses’ work environments value of excellence in beacon units and magnet organizations.  Critical Care Nurse,  27(3),

Managing Innovation & Entrepreneurship Assignment

Managing Innovation & Entrepreneurship - Assignment Example Even when the innovation is principally a product or service that has its beginnings principally as a technological breakthrough, its eventual usefulness will depend greatly on whether the new discovery or invention could be rendered in a form usable according to how the discoverer or inventor intended it to be used. In Tidd, Bessant and Pavitt (2005) the invention of Thomas Edison’s incandescent light bulb was discussed, but was not put immediately to commercial use. The light bulb needed electricity to work, which was not difficult for Edison to generate (as direct current) for a single or even a set of light bulbs for his own lab or residence. But if every house and street was to be lighted up by his invention, a way must be discovered for electricity to be generated at a single station, then transmitted and supplied to a whole geographical area. Edison’s direct current, however, could not travel long distances, and was very inefficient. It took the discovery and dev elopment of Nikolai Tesla’s alternating current – something Edison resented and even campaigned against – to perform this task, because AC transmission was very efficient, and it travels extremely long distances compared to DC’s few kilometres (McNichol, 2006).. In retrospect, Edison’s light bulb was a technological invention, but one that could not be put to practical commercial use until AC supply was invented. The above case shows how technology cannot stand alone to sustain an innovation, because the innovation has to do with more than just the technology, but the way people’s lives are changed. The innovation must be linked to the market in all its aspects – its technical design, manufacturing, management and commercial activities (Tidd, et al., 2005). Furthermore, a successful innovation is not just filling the consumer’s need, but fulfilling it in a new and differentiated way. A new product or service is not an innovatio n, unless it offers the customers â€Å"something of value that competitors don’t have (MacMillan & McGrath, 1997, p. 133). This does not necessarily rest on the technological merits of the innovation; sometimes, it may be something as simple as the relocation of handles, and lids, or the design of packaging that offers the customer utility; all of these are innovations, though not necessarily advanced technologically. Among our readings is a case study on CEMEX, or Cementos Mexicanos, a Mexican cement giant. Although it is a century old and comes from a developing country, the company has become the third-largest selling cement company in the world by volume, exporting to more than sixty companies, and garnering sales of more than US$ 6 billion (Sull, Ruelas-Gossi, & Escobari, 2004). The company’s secret is that it tries to understand the needs of its market very well, sending employees out to the communities to learn where their product can be improved to meed the c ustomers’ needs, and develop ways their customers can better afford their product. The article goes on to describe how companies in developing economies are able to innovate despite: (1) lack of a solid technology base; (2) serving a country with low disposable income; and (3) operating on a shoestring budget (Sull, Ruelas-Gos