I need a good solution for my MGT 321 assignment without matching with other students and ensuring to apply regultions in attached

Assessment 4- Case Study Presentation Overview Develop a 15-minute presentation, with slides 10-12 slides (Excluding title page and Reference Page) and recorded audio, outlining the actions you believe Ellen Zane must take to lead Tufts Hospital to the next level of sustainability in a highly competitive health care marketplace. Note: The assessments in this course build upon the work you have completed in the previous assessments. Therefore, complete the assessments in the order in which they are presented. The selection and use of appropriate measurement tools and control processes is important. They enable health care leaders to objectively quantify and evaluate outcomes. This assessment provides an opportunity for you to assess the outcomes of a change initiative and recommend steps toward sustainable change in a highly competitive health care marketplace. By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: Competency 4: Process Management and Organizational Design: Benchmark good processes and practices.Propose best practices to improve both clinical and nonclinical outcomes for an organization.Determine the cost and revenue implications for the organization of proposed best practices.Analyze customer service and satisfaction drivers in an organization.Competency 5: Performance Measurement: Use evidence-based approaches to support community wellness.Determine how to assess organizational success and the timeliness, effectiveness, and efficiency of services after a change is implemented.Select specific measurements for assessing post-change organizational success.Competency 6: Communicate effectively with diverse audiences, in an appropriate form and style, consistent with applicable organizational, professional, and scholarly standards.Present findings and conclusions clearly and coherently in an engaging an effective manner.Support main points, arguments, and conclusions with relevant and credible evidence, correctly formatting citations and references using APA style. Resources Required Resources The following resource is required to complete the assessment. Ingols, C. & Brem, L. (2016). Case study 5 Ellen Zane—Leading change at Tufts/NEMC [PDF]. In Cawsey, T. F., Deszca, G., & Ingols, C. Organizational change: An action-oriented toolkit (3rd ed.), (pp. 448–479). Suggested Resources The resources provided here are optional. You may use other resources of your choice to prepare for this assessment; however, you will need to ensure that they are appropriate, credible, and valid. The MHA-FP5040 Health Administration Change Leadership Library Guide can help direct your research, and the Supplemental Resources and Research Resources, both linked from the left navigation menu in your courseroom, provide additional resources to help support you. Organizational Change The following resources may be of use to you in outlining the actions that you believe will lead the organization to the next level of sustainability in a highly competitive health care marketplace. Kotter, J. P. (2007). Leading change: Why transformation efforts fail. Accountancy SA, 19–29.Kotter, J. P. (2014). Capturing the opportunities and avoiding the threats of rapid change. Leader to Leader, 2014(74), 32–37.Kotter looks at the life cycle or organizations and proposes a new way of leading organizations that blends the best aspects of a start-up organization with that of a mature system of organizational leadership and management to take advantage of today’s pace of rapid change, complexity, and disruption.Stonehouse, D. (2013). Resistance to change: The organisation dimension. British Journal of Healthcare Assistants, 7(3), 150–151.Addresses the issue of resistance to change encountered within an organization by those closest to patient care, who are best positioned to recognize the need for improvements and change.Challenges at Tufts/NEMC | Transcript.Timeline of Events at Tufts/NEMC | Transcript.Rating the Organization's Readiness to Change | Transcript.A Balanced Scorecard for Change | Transcript.A Summary Checklist for Change. Effective Presentations The following resources will help you create and deliver more effective presentations. Capella University Library: PowerPoint Presentations.Links to PowerPoint and other presentation software resources.Conquering Death by PowerPoint: The Seven Rules of Proper Visual Design | Transcript.A video primer on presentation design.Approximate run time for all 10 video segments: 45:00.Creating a Presentation: A Guide to Writing and Speaking | Transcript.Covers the primary areas involved in creating effective audiovisual presentations. You can return to this resource throughout the process of creating your presentation to view the tutorial appropriate for you at each stage.Microsoft. (2016). Record a slide show with narration and slide timings. Retrieved from https://support.office.com/en-us/article/Record-a-...A tutorial on recording slide narration and setting slide timing. Writing Resources You are encouraged to explore the following writing resources. You can use them to improve your writing skills and as source materials for seeking answers to specific questions. APA Module.Academic Honesty & APA Style and Formatting. Capella Resources Using Kaltura.Disability Services. Additional Resources for Further Exploration Cawsey, T. F., Deszca, G., & Ingols, C. (2016). Organizational change: An action-oriented toolkit (3rd ed.). Thousand Oaks, CA: Sage. Available from the bookstore.Chapter 10, “Measuring Change: Designing Effective Control Systems,” pages 339–372. Note: This assessment includes a synthesis of your analyses from the previous two assessments. Therefore, complete the assessments in this course in the order in which they are presented. Preparation Review the case study, “Case Study 5: Ellen Zane—Leading change at Tufts/NEMC,” linked in the resources. Review the balanced scorecard approach. Note: Remember that you can submit all—or a portion of—your draft presentation to Smarthinking for feedback, before you submit the final version for this assessment. If you plan on using this free service, be mindful of the turnaround time of 24–48 hours for receiving feedback. Presentation Tools You may use Microsoft PowerPoint or any other suitable presentation software to create your slides. If you elect to use an application other than PowerPoint, check with your instructor to avoid potential file compatibility issues. Use the speaker's notes section of each slide to develop your talking points and cite your sources, as appropriate. If you need help designing your presentation, you are encouraged to review the various presentation resources provided for this assessment. These resources will help you to design an effective presentation, whether you choose to use PowerPoint or other presentation design software. Record a voiceover track for your presentation, using Kaltura Media or other technology of your choice. If using Kaltura Media, refer to the Using Kaltura tutorial for directions on recording and uploading your video in the courseroom. Note: If you require the use of assistive technology or alternative communication methods to participate in this activity, please contact Disability Services to request accommodations. Requirements By summer 2006, Ellen Zane had brought about a dramatic turnaround of one of America's oldest hospitals through meeting a series of efficiency goals, recruiting doctors, and negotiating with Massachusetts's health insurance providers. Zane must now take the hospital to the next level of sustainability in a highly competitive health care marketplace. How should she do this? Benchmarking and Analysis Note: The requirements outlined below correspond to the first five grading criteria in the scoring guide. Be sure that your presentation addresses each point, at a minimum. You may also want to read the Case Study Presentation Scoring Guide to better understand how each criterion will be assessed. Be sure to note the requirements in the Distinguished column. Propose best practices to improve both clinical and nonclinical outcomes for the organization.Determine the cost and revenue implications for the organization of proposed best practices.Apply the cost and revenue implications to the financial facet of the balanced scorecard.Analyze the customer service and satisfaction drivers present in the case study.Apply those drivers to the customer facet of the balanced scorecard.Consider how these drivers influence assessment criteria.Determine how to assess organizational success and the timeliness, effectiveness, and efficiency of services after the change was implemented.Compare various assessment methodologies.What evidence supports your assertions and conclusions?Select specific measurements for assessing post-change organizational success.What is your rationale for selecting these measures?How can these measures be used to sustain and further improve practice? Presentation Development Develop a slide presentation—not longer than 15 minutes—that outlines the actions you believe Ellen Zane must take to lead Tufts Hospital to the next level of sustainability in a highly competitive health care marketplace. Combine your benchmarking and analysis information from this assessment, your case study analyses from the previous two assessments, and the feedback you received from your instructor. Your intended audience in this case would be C-level executives and board members. Note: The additional requirements outlined below correspond to the last two grading criteria in the scoring guide. Be sure that your presentation addresses each point, at a minimum. You may also want to read the Case Study Presentation Scoring Guide to better understand how each criterion will be assessed. Present your findings and conclusions clearly and coherently in an engaging an effective manner. Proofread your slides to minimize errors that could distract the audience and make it more difficult to focus on the substance of your presentation.Support main points, arguments, and conclusions with relevant and credible evidence, correctly formatting citations and references using APA style.Is your supporting evidence clear and explicit?How or why does particular evidence support a claim?Will your prospective audience see the connection?

Setting Personal Leadership Goals In Module 1, you began the process of developing a Leadership Growth Plan (LGP) with a thorough self-assessment. In Module 2, you established your vision, identified obstacles to achieving that vision, and made plans to overcome the obstacles. In this module, you will continue to develop your LGP by setting goals and conducting an assessment of resources you will need to accomplish your goals. The outcome of this exercise is a 2- to 3-page plan that specifies 3 to 4 goals you would like to accomplish in the next year and sets clear objectives for what you will need to do to achieve them. Keys to the Assignment Perhaps the hardest part of setting goals is getting started. Begin by considering the following: Ask yourself: “What do I need to be doing in order to achieve my vision?” Think in terms of what you can accomplish by next year. These are the milestones that describe your goals. They define what you intend to do. Next, look at each goal separately and ask yourself: “What do I need to do to reach this goal?” “What skills do I need to acquire?” “What new knowledge do I need?” The answers to these three questions constitute your objectives. Objectives are shorter term than goals and specify what you need, when you need it, and how you are going to get it. While goal statements are helpful in that they set a direction, objectives provide the “roadmap” that will get you to your vision. Objectives tell you exactly what you need to do, how you need to do it, and provide a timeline. Strong objectives meet the following criteria: They are specific. When you write your objectives, use action words that have a tangible outcome such as identify, demonstrate, perform, or calculate. You will be able to assess when you have met these types of objectives. Avoid words like understand, appreciate, know, or learn. These terms are too vague. How will you be able to assess whether or not you “understand”? They are challenging. Difficult, but attainable objectives will help you cultivate a greater leadership capacity. If an objective is too easy, you will not grow. If it is too difficult, you may end up frustrated and the goal will be unfulfilled. Your goals and objectives form the outline of your development plan. To flesh it out, determine what actions are required to meet your objectives. These actions usually make up the greater part of the leadership development plan itself. Putting it all together and writing up the plan Fortunately, there are a lot of templates on the internet to help you create an action plan. Begin by doing some research and select a template that will allow you to present your goals, objectives, and timeline. You will also need to identify the resources you will need. Most of these templates are some type of table, and it is easy to follow what will need to be done, by when. The critical component of this assignment is to be specific about what actions you will take to gather the resources you will need to meet your goals. The following list gives a number of specific actions you can include in your plan, but you should not stop with these. Use your own initiative and creativity to come up with additional formal, informal, directed, and self-directed actions you can take to meet your Leadership Growth Plan. Reading - This is the basic and most fundamental way to stay current in your area of expertise, gain new knowledge, and be inspired. Your plan should include regular reading of professional journals, trade publications, books, and reputable online resources. Training programs and courses – Formal courses and training seminars can be effective and efficient ways of learning new skills and expanding your leadership capacities. Many companies offer such training opportunities, but also check independent or consulting firms in specific areas such as motivation, performance appraisal, cross-cultural communication, or mentoring. Check out the internet, but also local colleges and Universities. Certificates can offer cost and time-effective ways to home in on developing specific skills such as human resources or project management. On the job – even if your current position does not involve leadership responsibilities, you can look for ways to learn leadership through practical experience by mentoring a younger or newer employee, chair a task force, prepare a presentation, or simply work to develop your active listening skills on a daily basis. Volunteering – Join a civic group, charity, board of a non-profit, political campaign, fundraising effort, or other community service. Be the first to offer to take on a new project or supervise other volunteers. Represent the group on radio, TV, or press as the spokesperson. Find a mentor – identify someone who has what you want and ask if they will show you the ropes. Let her know that you want to develop specific skills, such as public speaking or organizing events and would be interested in being a helping hand to learn these skills. Ask for feedback from supervisors and let them know you would welcome leadership opportunities. Journaling – often overlooked, a habit of writing about problems, learnings, obstacles encountered and overcome, and even hopes and dreams of the future can help set direction and increase motivation. A journal can document what you are learning and how it can apply to your leadership development. SLP Assignment Expectations Include a cover page and reference page in addition to the 2-3 pages of analysis described above. Your paper should have an introduction and a conclusion, but the main part of the assignment may be a well-constructed, professionally designed table. Use headings to indicate major sections of the report. Cite and reference any outside sources. Use APA formatting. Proofread and edit your papers carefully. The expectation is zero errors.