Introduction:The Nursing Home Administrator has set up a meeting with his team of administrators and asked for their input on a test of their All Hazards Continuity of Operations Plan. Bob believes there is no substitute for experiential learning and wants to have a real-time scenario, acting out an All Hazards Disaster.Tasks:Case Study Fifty-Three: Is Whispering Willows Nursing Home Prepared for a Disaster?Read the above case study; your task would be to evaluate this case study utilizing the format below. Make sure to include at least two scholarly/peer-reviewed articles to help support your evaluation.Case Study EvaluationPrepare a written report of the case using the following format:Background Statement: What is going on in this case as it relates to the identified major problem?What are (only) the key points a reader needs to know in order to understand how you will “solve” the case?Summarize the scenario in your own words—do not simply regurgitate the case. Briefly describe the organization, setting, situation, who is involved, who decides what, etc. Specifically identify the major problems and secondary issues.What are the real issues? What are the differences? Can secondary issues become major problems?Present an analysis of the causes and effects.Fully explain your reasoning. Declare your role in a sentence or a short paragraph explaining from what role you will address the major problem and whether you are the chief administrator in the case or an outside consultant called in to advise.Regardless of your choice, you must justify in writing as to why you chose that role. What are the advantages and disadvantages of your selected role? Be specific.Recognize the strengths and weaknesses of the organization.Identify the strengths and weaknesses that exist in relation to the major problem. Again, your focus here should be in describing what the organization is capable of doing (and not capable of doing) with respect to addressing the major problem. Thus, the identified strengths and weaknesses should include those at the managerial level of the problem. For example, if you have chosen to address the problem from the departmental perspective and the department is understaffed, that is a weakness worthy of mentioning. Be sure to remember to include any strengths/weaknesses that may be related to diversity issues.Find out alternatives and recommend a solution.Describe the two to three alternative solutions you came up with. What feasible strategies would you recommend? What are the pros and cons? State what should be done—why, how, and by whom. Be specific. Evaluate how you would know when you’ve gotten there. There must be measurable goals put in place with the recommendations. Money is easiest to measure; what else can be measured? What evaluation plan would you put in place to assess whether you are reaching your goals?TIP: Write this section as if you are trying to “sell” your proposed solution to the organization. Convince the reader that your proposed solution is the best available and that it will work as planned. Make sure that the goals you identify are worth the effort required to achieve them!

Please read the scenario below, and then answer the questions that follow in a 3-page analysis. The questions will guide your analysis of the situation, but they will need to be presented as part of a report to your supervisor on the components of leading teams. Scenario: When the team members at Widgets, Inc. sat down for their next meeting, they were surprised to see a single piece of paper at each chair. “What is this?” asked Linda from IT, picking up the single sheet from her chair. “It looks like…” “A contract,” chimed in Frank from the marketing department, as he turned the sheet over in his hands. “Exactly,” said Tim. “It’s a team contract. Just like all of you are familiar with your employment contract, this team contract spells out the specifics of your roles and responsibilities for participating on the team. Unlike an employment contract, it’s not legally binding. But it does state how you’re expected to behave in a respectful manner to others—and also the protections you enjoy against disrespectful behavior.” “But surely we all know each other, Tim,” said Linda. “We’re familiar with one another. We’re practically old friends.” “Think of the concept of the Johari window,” said Tim. “It’s a concept that dates back to the 1950s that suggests there are certain elements of everyone’s character that are knowable to yourself and to others. But there are other qualities that are only knowable to yourself and still others that are only knowable to others, but not to yourself. In other words, we all have to engage in continual exploration of the self and the impressions we create. Quite often, we may engage in behaviors that are unknowingly harmful.” “But is this really necessary to achieve our goals?” asked Frank. “Isn’t that what good teamwork is all about? Achieving goals?” “A more productive way to think of teamwork may be using the GRPI model, or to see effective teams as consisting of goals, roles, processes, and interpersonal relationships. It’s necessary for people to be self-aware about the roles they are playing to improve the processes and their interpersonal relationships to achieve those goals.” “It’s true,” said Linda. “None of us here want to be offensive to one another, but when we’re focused on an idea, sometimes it can be easy to be dismissive of another person’s feelings, especially when delegating tasks.” “Rather than delegation, or simply telling you what to do, I prefer to think of myself as empowering you as a leader, or making you aware of your strengths so you don’t feel hampered to take the initiative. That’s another reason for this contract, however, so we’re all able to do so without making other people feel as if their boundaries are being violated. These are also known as high leader-member exchange (LMX) relationships, which are founded upon a mutual sense of trust that members want to do things—and that you know I, as a leader, set rules for the good of the team, not because I’m engaged in egotistical wish fulfillment. I hope to offer you guidance, rather than leading in an authoritarian manner.” “I’ve always appreciated how you encourage multiskilling,” said Beth from human resources. “In other words, encouraging people to develop skills that stretch beyond those of narrowly defined competencies. For example, you allowed me to give input into the training for the new software we installed, even though I don’t have technical skills, because I was able to use my understanding of learning to determine what aspects of the program would be the most challenging for laypersons. Now, I feel much better equipped to comment on how technology can be integrated into the workday.” “Anyway, although a contract sounds like a very formal and intimidating document, think of it as something that protects your rights as a team member, not as signing your lives away!” said Tim. The team members looked visibly more relaxed. Address the following questions in your response: What is a team contract? What is the Johari window? What are high-LMX relationships beneficial to? What do the letters in the GRPI model stand for? How can the GRPI model be used? What factors are unproductive in team exercises? What is the key difference between empowerment and delegation? What does the term multiskilling refer to, and how is it used? What measures are not advisable to use when measuring team performance? What is the SMART acronym used for in management? What should generally be avoided when giving feedback? What is not beneficial when building a collaborative work environment?