Tag: Applied Sciences

  • [Solved] HSA 4421: Team Assign: Government Regulation and Regulatory Agencies

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    Executive Solution Overview

    This is a Team hw, and I’m only assigned to do a part. My part is: (the last part) Responsible for Division and Program (Identifying 2 for CDC and 2 for CMS and describing their regulatory areas) https://www.hhs.gov/about/agencies/hhs-agencies-and-offices/index.html – [\ \ IMG_0501.png](https://w…

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    Assignment Prompt & Instructions

    This is a Team hw, and I’m only assigned to do a part.

    My part is: (the last part)

    Responsible for Division and Program (Identifying 2 for CDC and 2 for CMS and describing their regulatory areas)

    https://www.hhs.gov/about/agencies/hhs-agencies-and-offices/index.html

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  • [Solved] DB 1 OSHA 2

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    See attached **files (2)** – ## DB1.docx – ## UnitIStudyGuide.pdf **## DB1.docx** DB1 Part II: The Occupational Safety and Health Administration (OSHA) standards promulgation process is quite elaborate and provides a great deal of deliberation between OSHA and various stakeholder groups. Describe wa…

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    Assignment Prompt & Instructions

    See attached

    **files (2)**

    – ## DB1.docx

    – ## UnitIStudyGuide.pdf

    **## DB1.docx**

    DB1

    Part II: The Occupational Safety and Health Administration (OSHA) standards promulgation process is quite elaborate and provides a great deal of deliberation between OSHA and various stakeholder groups. Describe ways this might be helpful with respect to ensuring the final rule coming out of the process is the best it can be, and/or describe ways this deliberative process can have a negative impact.

    Reply 1:
    **Hudson Haas**

    Top of Form

    Good afternoon team and Professor Warner,

    My name is Hudson Haas and I am from Seguin, Texas. I am currently employed as an EHS Specialist in a chemical manufacturing plant. I am married to my lovely wife and have a 21 month old daughter. Some of my future goals include earning my bachelor's degree, completing my CSP and CHMM certifications and continuing to serve as a beacon of reason.I look at OSHA a lot like I look at the federal government: there is representation from all across the land, there are varying opinions and getting anything done in a timely manner is the easiest over bet you can make. However, at the end of the day they are the standard that is set for most of America. As I have journeyed in my career, it seems that more companies are pushing above OSHA regulations where they can to set the precedence that they are
    truly committed to safety. As long as OSHA is around to keep pushing the culture forward, we will continue to see less incidents.

    Bottom of Form

    Reply 2:
    **Shawn Hunt** Top of Form

    My name is Shawn, and I’m from Walterboro, SC. I currently work as a journeyman lineman, and I’ve been working in the electrical field for 26 years. Right now, I’m continuing my education in occupational safety and health. My goal is to move into a safety role, possibly with the current company I’m with now, where I can use both my field experience and what I’m learning in school to help keep workers safe on the job.

    I feel the OSHA standards process can be helpful because it allows input from different groups like workers, employers, and safety experts. This helps make sure the rules are realistic and actually work in the real world. For example, workers can speak on what hazards they deal with every day, while employers can explain what is possible from a cost and operations side. This kind of back and forth can lead to better, more balanced rules that protect people without shutting down business operations.

    On the other hand, the process can also be slow. Since there are so many steps and opinions involved, it can take a long time for new rules to be put in place. This can be a problem when workers are exposed to hazards that need to be addressed quickly. In some cases, delays in the process could mean people are not protected as soon as they should be.

    This  process is important because it helps create strong and fair safety standards, but the time it takes can sometimes be a downsideBottom of Form

    **## UnitIStudyGuide.pdf**

    OSH 2302, Introduction to Regulatory Compliance 1

    Course Learning Outcomes for Unit I

    Upon completion of this unit, students should be able to:

    3. Describe the regulation promulgation process.
    3.1 Recognize how the regulations of the Occupational Safety and Health Administration (OSHA)

    are promulgated.

    4. Differentiate between laws and regulations.
    4.1 Identify distinguishing aspects of laws and regulations.
    4.2 Differentiate between the Occupational Safety and Health (OSH) Act and OSHA standards.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Corcoran, D. (2020). The OSH Act of 1970. Manuscript in preparation.

    Occupational Safety and Health Administration. (2001). OSHA standards development. United States

    Department of Labor. https://www.osha.gov/OCIS/stand_dev.html

    Occupational Safety and Health Administration. (n.d.). The OSHA rulemaking process [Flow chart]. United

    States Department of Labor. https://www.osha.gov/OSHA_FlowChart.pdf

    How laws are made and how to research them. (n.d.). USA.gov. https://www.usa.gov/how-laws-are-made

    Unit Lesson

    Welcome! This course is essentially an introductory course to assist students in understanding how
    environmental and occupational safety and health (OSH) laws and regulations are made and the roles and
    responsibilities of various regulatory agencies at the state and federal level. This course covers both the
    environmental and OSH regulatory environment because many individuals working in OSH, particularly in
    small- to medium-sized organizations, are asked to wear the environmental hat as well. Thus, it is good to
    understand the similarities and differences in the two regulatory systems.

    UNIT I STUDY GUIDE
    Occupational Safety and Health
    Regulation Promulgation Process

    [https://online.columbiasouthern.edu/bbcswebdav/xid-122402865_1](https://online.columbiasouthern.edu/bbcswebdav/xid-122402865_1)

    [https://www.osha.gov/OCIS/stand_dev.html](https://www.osha.gov/OCIS/stand_dev.html)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-160966164_1](https://online.columbiasouthern.edu/bbcswebdav/xid-160966164_1)

    [https://www.usa.gov/how-laws-are-made](https://www.usa.gov/how-laws-are-made)

    OSH 2302, Introduction to Regulatory Compliance 2

    UNIT x STUDY GUIDE
    Title

    The OSH Act

    In the United States, laws enacted at the
    federal level go through a process (see
    Figure 1). The president can take other
    actions, of course, such as vetoing the
    bill or ignoring the bill, in which case one
    of two things can happen: One, if
    Congress is in session for 10 days
    following receipt of the bill by the
    president and he or she does not sign it,
    the bill becomes a law. Alternatively, if
    Congress is not in session, the bill does
    not become a law. This is called a
    pocket veto.

    Each state government has a similar
    process, but these processes vary
    somewhat from state to state. The
    governor of each state, however, is the
    top executive officer of the state who
    signs state-level bills into law.

    The primary federal law covering

    occupational safety and health in the United States is the Occupational Safety and Health Act of 1970. This
    act was signed into law by then-President Richard Nixon. The law has been updated several times over the
    years. As indicated in your readings, the OSH Act was a pivotal document with respect to creating an
    infrastructure for regulating occupational safety and health in the United States. Some of the more important
    effects of the act include the following:

    • enabled the creation of the Occupational Safety and Health Administration (OSHA),
    • provided a means for OSHA to create a set of regulations based on existing consensus standards,
    • provided a process for promulgation of future standards,
    • required employers to keep their worksites free from recognized hazards,
    • outlined how OSHA would be administered and how regulations would be enforced,
    • enabled the creation of the Occupational Safety and Health Review Commission,
    • enabled the creation of the National Institute for Occupational Safety and Health (NIOSH),
    • provided states with a process and funding for running their own state-run OSH enforcement

    agencies, and
    • provided states with a process and funding for free, on-site consultation programs for small

    employers.

    Standards and Standards Promulgation

    This list is not all-inclusive, but it does provide a good overview of the key tenets of the act. The first three
    items on the list deal with the creation of OSHA and the dissemination of OSH regulations. In order to
    establish the first set of enforceable regulations, the act allowed the Secretary of Labor to adopt standards
    that already existed that had been published by various nonprofit organizations. As a result, much of the first
    set of standards came from organizations like the National Fire Protection Association (NFPA), the American
    National Standards Institute (ANSI), and the American Conference of Governmental Industrial Hygienists
    (ACGIH). Many of those (40+-year-old) standards are still on the books today, and some have only recently
    been updated.

    Of course, the standards put in place 2 years after the passage of the act only served as a starting point.
    Since that point in time, a number of occupational safety and health standards have been added to the books.
    Some of the most well-known standards that have been added to the Code of Federal Regulations include the
    Hazard Communication, Confined Space, and Lockout/Tagout standards. These standards were added
    through a fairly convoluted process that involves participation from the public and industry (OSHA, 2001).

    Figure 1: The legislative process
    (How Laws Are Made, n.d.)

    OSH 2302, Introduction to Regulatory Compliance 3

    UNIT x STUDY GUIDE
    Title

    Essentially, the process starts with a perceived need of some sort typically associated with a specific hazard
    or set of hazards that need to be addressed. When OSHA recognizes such a need, it typically starts by asking
    for input from the public, industry, and/or subject matter experts. Inquiries may be made to different groups as
    well, such as industry leaders and associations.

    This input may be obtained through the process of forming advisory committees and/or by publishing an
    Advanced Notice of Proposed Rulemaking (ANPRM) in the Federal Register in which they typically outline the
    problem, present available information, and may provide a rough outline of what they expect the proposed
    standard might look like.

    One of the main purposes behind the ANPRM is to solicit input and comments from the public and impacted
    industries. They typically also consult established stakeholders such as the Office of Management and
    Budget, small business groups, the National Advisory Committee on Occupational Safety and Health
    (NACOSH), and the Advisory Committee on Construction Safety and Health. Expert groups are also
    consulted, such as the NIOSH (OSHA, n.d.).

    Information gathered from these stakeholder groups and from the public can then be reviewed by OSHA and
    used to assist the agency by serving as a foundation for the publication of a Notice of Proposed Rule Making
    (NPRM) in the Federal Register. Obviously at this point, OSHA tends to have more information and input from
    industries on which to base a tentative regulation known as a proposed rule. The proposed rule provides a
    detailed outline of what OSHA thinks the new regulation should look like based on their information, along
    with a preamble to the proposed rule that includes input and comments from various individuals and groups
    that have made a contribution along the way (OSHA, n.d.).

    After all this, you would think that OSHA would be ready to promulgate their final rule but not so. Once the
    proposed rule is published, the agency asks for additional input and typically holds hearings for impacted
    stakeholders to provide input and present arguments and supporting evidence. Once again, this information is
    gathered, entered into the docket, and considered. From these deliberations, OSHA drafts its final rule to
    publish in the Federal Register.

    The final rule is essentially the standard that is published as an OSHA standard or regulation in the Code of
    Federal Regulations (OSHA, n.d.). There is typically an implementation period written to new standards that
    allows the industry to phase in all of the new requirements over a period of months or even years. As you
    should have ascertained at this point, the OSHA standard-setting process is quite elaborate and allows for a
    great deal of public input and opportunities for deliberation. This is important in order to get employers within
    a given industry to be willing to comply with standards. First, gaining input from the public and stakeholders
    helps OSHA to identify what is feasible and what is not with respect to protecting employees. Indeed, OSHA
    has been accused of going a bit overboard with some of its standards from time to time and getting input from
    industry is helpful in keeping expectations realistic.

    Federal Register and the Code of Federal Regulations (CFR)

    Thus far, we have discussed the Federal Register and the Code of Federal Regulations without much
    clarification on what those two publications are about. Basically, the Federal Register is a daily publication
    that includes the written documents and activities of the federal government to keep the public informed. It
    includes everything from notices of hearings, requests for information, notices of proposed rules, and final
    rules issued by federal agencies.

    The Code of Federal Regulations is a collection of final rules published by different agencies and the final
    rules are published under a system that codes the various regulations according to the agency of jurisdiction
    and the specific regulation codification system used by each governmental agency. OSHA is an agency that
    falls under the U.S. Department of Labor. Its regulations can be found under Title 29 where labor standards
    are found. OSHA standards are then broken down by numerical code indicating industry sector. All standards
    falling under general industry are coded 1910. All standards falling under construction are coded 1926. After
    that, standard numbers tend to focus on specific standard content. For instance, 29 CFR 1910.146 is the
    general industry confined space standard.

    Individual requirements in the standards are then separated with an outline-based numbering system starting
    with a lowercase letter in parentheses, then a number, then small Roman numerals. For instance, 29 CFR

    OSH 2302, Introduction to Regulatory Compliance 4

    UNIT x STUDY GUIDE
    Title

    1910.1200(e)(1)(i) is a specific requirement in OSHA’s Hazard Communication standard that requires a list of
    hazardous chemicals used in the facility.

    As you can see, there were a lot of moving parts related to occupational safety and health that were put into
    effect in the early 1970s as a result of the promulgation of the OSH Act. Several governmental bodies were
    formed including OSHA and NIOSH along with a process for accepting the first set of safety and health
    regulations and a process for promulgating new ones. Also, since the 1970s, there has been a marked
    decrease in the number of workplace-related fatalities. We have seen other significant improvements to
    workplace safety and health suggesting that the changes that were put into effect at the national level at that
    time have resulted in some significant changes in helping to make the American workplace safe.

    References

    How laws are made and how to research them. (n.d.). USA.gov. https://www.usa.gov/how-laws-are-made

    Occupational Safety and Health Administration. (n.d.). The OSHA rulemaking process [Flow chart].

    https://www.osha.gov/OSHA_FlowChart.pdf

    Occupational Safety and Health Administration. (2001). OSHA standards development. United States

    Department of Labor. https://www.osha.gov/OCIS/stand_dev.html

    – Course Learning Outcomes for Unit I
    – Required Unit Resources
    – Unit Lesson
    – The OSH Act
    – Standards and Standards Promulgation
    – Federal Register and the Code of Federal Regulations (CFR)
    – References

    **## UnitIStudyGuide.pdf**

    OSH 2302, Introduction to Regulatory Compliance 1

    Course Learning Outcomes for Unit I

    Upon completion of this unit, students should be able to:

    3. Describe the regulation promulgation process.
    3.1 Recognize how the regulations of the Occupational Safety and Health Administration (OSHA)

    are promulgated.

    4. Differentiate between laws and regulations.
    4.1 Identify distinguishing aspects of laws and regulations.
    4.2 Differentiate between the Occupational Safety and Health (OSH) Act and OSHA standards.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Corcoran, D. (2020). The OSH Act of 1970. Manuscript in preparation.

    Occupational Safety and Health Administration. (2001). OSHA standards development. United States

    Department of Labor. https://www.osha.gov/OCIS/stand_dev.html

    Occupational Safety and Health Administration. (n.d.). The OSHA rulemaking process [Flow chart]. United

    States Department of Labor. https://www.osha.gov/OSHA_FlowChart.pdf

    How laws are made and how to research them. (n.d.). USA.gov. https://www.usa.gov/how-laws-are-made

    Unit Lesson

    Welcome! This course is essentially an introductory course to assist students in understanding how
    environmental and occupational safety and health (OSH) laws and regulations are made and the roles and
    responsibilities of various regulatory agencies at the state and federal level. This course covers both the
    environmental and OSH regulatory environment because many individuals working in OSH, particularly in
    small- to medium-sized organizations, are asked to wear the environmental hat as well. Thus, it is good to
    understand the similarities and differences in the two regulatory systems.

    UNIT I STUDY GUIDE
    Occupational Safety and Health
    Regulation Promulgation Process

    [https://online.columbiasouthern.edu/bbcswebdav/xid-122402865_1](https://online.columbiasouthern.edu/bbcswebdav/xid-122402865_1)

    [https://www.osha.gov/OCIS/stand_dev.html](https://www.osha.gov/OCIS/stand_dev.html)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-160966164_1](https://online.columbiasouthern.edu/bbcswebdav/xid-160966164_1)

    [https://www.usa.gov/how-laws-are-made](https://www.usa.gov/how-laws-are-made)

    OSH 2302, Introduction to Regulatory Compliance 2

    UNIT x STUDY GUIDE
    Title

    The OSH Act

    In the United States, laws enacted at the
    federal level go through a process (see
    Figure 1). The president can take other
    actions, of course, such as vetoing the
    bill or ignoring the bill, in which case one
    of two things can happen: One, if
    Congress is in session for 10 days
    following receipt of the bill by the
    president and he or she does not sign it,
    the bill becomes a law. Alternatively, if
    Congress is not in session, the bill does
    not become a law. This is called a
    pocket veto.

    Each state government has a similar
    process, but these processes vary
    somewhat from state to state. The
    governor of each state, however, is the
    top executive officer of the state who
    signs state-level bills into law.

    The primary federal law covering

    occupational safety and health in the United States is the Occupational Safety and Health Act of 1970. This
    act was signed into law by then-President Richard Nixon. The law has been updated several times over the
    years. As indicated in your readings, the OSH Act was a pivotal document with respect to creating an
    infrastructure for regulating occupational safety and health in the United States. Some of the more important
    effects of the act include the following:

    • enabled the creation of the Occupational Safety and Health Administration (OSHA),
    • provided a means for OSHA to create a set of regulations based on existing consensus standards,
    • provided a process for promulgation of future standards,
    • required employers to keep their worksites free from recognized hazards,
    • outlined how OSHA would be administered and how regulations would be enforced,
    • enabled the creation of the Occupational Safety and Health Review Commission,
    • enabled the creation of the National Institute for Occupational Safety and Health (NIOSH),
    • provided states with a process and funding for running their own state-run OSH enforcement

    agencies, and
    • provided states with a process and funding for free, on-site consultation programs for small

    employers.

    Standards and Standards Promulgation

    This list is not all-inclusive, but it does provide a good overview of the key tenets of the act. The first three
    items on the list deal with the creation of OSHA and the dissemination of OSH regulations. In order to
    establish the first set of enforceable regulations, the act allowed the Secretary of Labor to adopt standards
    that already existed that had been published by various nonprofit organizations. As a result, much of the first
    set of standards came from organizations like the National Fire Protection Association (NFPA), the American
    National Standards Institute (ANSI), and the American Conference of Governmental Industrial Hygienists
    (ACGIH). Many of those (40+-year-old) standards are still on the books today, and some have only recently
    been updated.

    Of course, the standards put in place 2 years after the passage of the act only served as a starting point.
    Since that point in time, a number of occupational safety and health standards have been added to the books.
    Some of the most well-known standards that have been added to the Code of Federal Regulations include the
    Hazard Communication, Confined Space, and Lockout/Tagout standards. These standards were added
    through a fairly convoluted process that involves participation from the public and industry (OSHA, 2001).

    Figure 1: The legislative process
    (How Laws Are Made, n.d.)

    OSH 2302, Introduction to Regulatory Compliance 3

    UNIT x STUDY GUIDE
    Title

    Essentially, the process starts with a perceived need of some sort typically associated with a specific hazard
    or set of hazards that need to be addressed. When OSHA recognizes such a need, it typically starts by asking
    for input from the public, industry, and/or subject matter experts. Inquiries may be made to different groups as
    well, such as industry leaders and associations.

    This input may be obtained through the process of forming advisory committees and/or by publishing an
    Advanced Notice of Proposed Rulemaking (ANPRM) in the Federal Register in which they typically outline the
    problem, present available information, and may provide a rough outline of what they expect the proposed
    standard might look like.

    One of the main purposes behind the ANPRM is to solicit input and comments from the public and impacted
    industries. They typically also consult established stakeholders such as the Office of Management and
    Budget, small business groups, the National Advisory Committee on Occupational Safety and Health
    (NACOSH), and the Advisory Committee on Construction Safety and Health. Expert groups are also
    consulted, such as the NIOSH (OSHA, n.d.).

    Information gathered from these stakeholder groups and from the public can then be reviewed by OSHA and
    used to assist the agency by serving as a foundation for the publication of a Notice of Proposed Rule Making
    (NPRM) in the Federal Register. Obviously at this point, OSHA tends to have more information and input from
    industries on which to base a tentative regulation known as a proposed rule. The proposed rule provides a
    detailed outline of what OSHA thinks the new regulation should look like based on their information, along
    with a preamble to the proposed rule that includes input and comments from various individuals and groups
    that have made a contribution along the way (OSHA, n.d.).

    After all this, you would think that OSHA would be ready to promulgate their final rule but not so. Once the
    proposed rule is published, the agency asks for additional input and typically holds hearings for impacted
    stakeholders to provide input and present arguments and supporting evidence. Once again, this information is
    gathered, entered into the docket, and considered. From these deliberations, OSHA drafts its final rule to
    publish in the Federal Register.

    The final rule is essentially the standard that is published as an OSHA standard or regulation in the Code of
    Federal Regulations (OSHA, n.d.). There is typically an implementation period written to new standards that
    allows the industry to phase in all of the new requirements over a period of months or even years. As you
    should have ascertained at this point, the OSHA standard-setting process is quite elaborate and allows for a
    great deal of public input and opportunities for deliberation. This is important in order to get employers within
    a given industry to be willing to comply with standards. First, gaining input from the public and stakeholders
    helps OSHA to identify what is feasible and what is not with respect to protecting employees. Indeed, OSHA
    has been accused of going a bit overboard with some of its standards from time to time and getting input from
    industry is helpful in keeping expectations realistic.

    Federal Register and the Code of Federal Regulations (CFR)

    Thus far, we have discussed the Federal Register and the Code of Federal Regulations without much
    clarification on what those two publications are about. Basically, the Federal Register is a daily publication
    that includes the written documents and activities of the federal government to keep the public informed. It
    includes everything from notices of hearings, requests for information, notices of proposed rules, and final
    rules issued by federal agencies.

    The Code of Federal Regulations is a collection of final rules published by different agencies and the final
    rules are published under a system that codes the various regulations according to the agency of jurisdiction
    and the specific regulation codification system used by each governmental agency. OSHA is an agency that
    falls under the U.S. Department of Labor. Its regulations can be found under Title 29 where labor standards
    are found. OSHA standards are then broken down by numerical code indicating industry sector. All standards
    falling under general industry are coded 1910. All standards falling under construction are coded 1926. After
    that, standard numbers tend to focus on specific standard content. For instance, 29 CFR 1910.146 is the
    general industry confined space standard.

    Individual requirements in the standards are then separated with an outline-based numbering system starting
    with a lowercase letter in parentheses, then a number, then small Roman numerals. For instance, 29 CFR

    OSH 2302, Introduction to Regulatory Compliance 4

    UNIT x STUDY GUIDE
    Title

    1910.1200(e)(1)(i) is a specific requirement in OSHA’s Hazard Communication standard that requires a list of
    hazardous chemicals used in the facility.

    As you can see, there were a lot of moving parts related to occupational safety and health that were put into
    effect in the early 1970s as a result of the promulgation of the OSH Act. Several governmental bodies were
    formed including OSHA and NIOSH along with a process for accepting the first set of safety and health
    regulations and a process for promulgating new ones. Also, since the 1970s, there has been a marked
    decrease in the number of workplace-related fatalities. We have seen other significant improvements to
    workplace safety and health suggesting that the changes that were put into effect at the national level at that
    time have resulted in some significant changes in helping to make the American workplace safe.

    References

    How laws are made and how to research them. (n.d.). USA.gov. https://www.usa.gov/how-laws-are-made

    Occupational Safety and Health Administration. (n.d.). The OSHA rulemaking process [Flow chart].

    https://www.osha.gov/OSHA_FlowChart.pdf

    Occupational Safety and Health Administration. (2001). OSHA standards development. United States

    Department of Labor. https://www.osha.gov/OCIS/stand_dev.html

    – Course Learning Outcomes for Unit I
    – Required Unit Resources
    – Unit Lesson
    – The OSH Act
    – Standards and Standards Promulgation
    – Federal Register and the Code of Federal Regulations (CFR)
    – References

    **## DB1.docx**

    DB1

    Part II: The Occupational Safety and Health Administration (OSHA) standards promulgation process is quite elaborate and provides a great deal of deliberation between OSHA and various stakeholder groups. Describe ways this might be helpful with respect to ensuring the final rule coming out of the process is the best it can be, and/or describe ways this deliberative process can have a negative impact.

    Reply 1:
    **Hudson Haas**

    Top of Form

    Good afternoon team and Professor Warner,

    My name is Hudson Haas and I am from Seguin, Texas. I am currently employed as an EHS Specialist in a chemical manufacturing plant. I am married to my lovely wife and have a 21 month old daughter. Some of my future goals include earning my bachelor's degree, completing my CSP and CHMM certifications and continuing to serve as a beacon of reason.I look at OSHA a lot like I look at the federal government: there is representation from all across the land, there are varying opinions and getting anything done in a timely manner is the easiest over bet you can make. However, at the end of the day they are the standard that is set for most of America. As I have journeyed in my career, it seems that more companies are pushing above OSHA regulations where they can to set the precedence that they are
    truly committed to safety. As long as OSHA is around to keep pushing the culture forward, we will continue to see less incidents.

    Bottom of Form

    Reply 2:
    **Shawn Hunt** Top of Form

    My name is Shawn, and I’m from Walterboro, SC. I currently work as a journeyman lineman, and I’ve been working in the electrical field for 26 years. Right now, I’m continuing my education in occupational safety and health. My goal is to move into a safety role, possibly with the current company I’m with now, where I can use both my field experience and what I’m learning in school to help keep workers safe on the job.

    I feel the OSHA standards process can be helpful because it allows input from different groups like workers, employers, and safety experts. This helps make sure the rules are realistic and actually work in the real world. For example, workers can speak on what hazards they deal with every day, while employers can explain what is possible from a cost and operations side. This kind of back and forth can lead to better, more balanced rules that protect people without shutting down business operations.

    On the other hand, the process can also be slow. Since there are so many steps and opinions involved, it can take a long time for new rules to be put in place. This can be a problem when workers are exposed to hazards that need to be addressed quickly. In some cases, delays in the process could mean people are not protected as soon as they should be.

    This  process is important because it helps create strong and fair safety standards, but the time it takes can sometimes be a downsideBottom of Form

    **## UnitIStudyGuide.pdf**

    OSH 2302, Introduction to Regulatory Compliance 1

    Course Learning Outcomes for Unit I

    Upon completion of this unit, students should be able to:

    3. Describe the regulation promulgation process.
    3.1 Recognize how the regulations of the Occupational Safety and Health Administration (OSHA)

    are promulgated.

    4. Differentiate between laws and regulations.
    4.1 Identify distinguishing aspects of laws and regulations.
    4.2 Differentiate between the Occupational Safety and Health (OSH) Act and OSHA standards.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Corcoran, D. (2020). The OSH Act of 1970. Manuscript in preparation.

    Occupational Safety and Health Administration. (2001). OSHA standards development. United States

    Department of Labor. https://www.osha.gov/OCIS/stand_dev.html

    Occupational Safety and Health Administration. (n.d.). The OSHA rulemaking process [Flow chart]. United

    States Department of Labor. https://www.osha.gov/OSHA_FlowChart.pdf

    How laws are made and how to research them. (n.d.). USA.gov. https://www.usa.gov/how-laws-are-made

    Unit Lesson

    Welcome! This course is essentially an introductory course to assist students in understanding how
    environmental and occupational safety and health (OSH) laws and regulations are made and the roles and
    responsibilities of various regulatory agencies at the state and federal level. This course covers both the
    environmental and OSH regulatory environment because many individuals working in OSH, particularly in
    small- to medium-sized organizations, are asked to wear the environmental hat as well. Thus, it is good to
    understand the similarities and differences in the two regulatory systems.

    UNIT I STUDY GUIDE
    Occupational Safety and Health
    Regulation Promulgation Process

    [https://online.columbiasouthern.edu/bbcswebdav/xid-122402865_1](https://online.columbiasouthern.edu/bbcswebdav/xid-122402865_1)

    [https://www.osha.gov/OCIS/stand_dev.html](https://www.osha.gov/OCIS/stand_dev.html)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-160966164_1](https://online.columbiasouthern.edu/bbcswebdav/xid-160966164_1)

    [https://www.usa.gov/how-laws-are-made](https://www.usa.gov/how-laws-are-made)

    OSH 2302, Introduction to Regulatory Compliance 2

    UNIT x STUDY GUIDE
    Title

    The OSH Act

    In the United States, laws enacted at the
    federal level go through a process (see
    Figure 1). The president can take other
    actions, of course, such as vetoing the
    bill or ignoring the bill, in which case one
    of two things can happen: One, if
    Congress is in session for 10 days
    following receipt of the bill by the
    president and he or she does not sign it,
    the bill becomes a law. Alternatively, if
    Congress is not in session, the bill does
    not become a law. This is called a
    pocket veto.

    Each state government has a similar
    process, but these processes vary
    somewhat from state to state. The
    governor of each state, however, is the
    top executive officer of the state who
    signs state-level bills into law.

    The primary federal law covering

    occupational safety and health in the United States is the Occupational Safety and Health Act of 1970. This
    act was signed into law by then-President Richard Nixon. The law has been updated several times over the
    years. As indicated in your readings, the OSH Act was a pivotal document with respect to creating an
    infrastructure for regulating occupational safety and health in the United States. Some of the more important
    effects of the act include the following:

    • enabled the creation of the Occupational Safety and Health Administration (OSHA),
    • provided a means for OSHA to create a set of regulations based on existing consensus standards,
    • provided a process for promulgation of future standards,
    • required employers to keep their worksites free from recognized hazards,
    • outlined how OSHA would be administered and how regulations would be enforced,
    • enabled the creation of the Occupational Safety and Health Review Commission,
    • enabled the creation of the National Institute for Occupational Safety and Health (NIOSH),
    • provided states with a process and funding for running their own state-run OSH enforcement

    agencies, and
    • provided states with a process and funding for free, on-site consultation programs for small

    employers.

    Standards and Standards Promulgation

    This list is not all-inclusive, but it does provide a good overview of the key tenets of the act. The first three
    items on the list deal with the creation of OSHA and the dissemination of OSH regulations. In order to
    establish the first set of enforceable regulations, the act allowed the Secretary of Labor to adopt standards
    that already existed that had been published by various nonprofit organizations. As a result, much of the first
    set of standards came from organizations like the National Fire Protection Association (NFPA), the American
    National Standards Institute (ANSI), and the American Conference of Governmental Industrial Hygienists
    (ACGIH). Many of those (40+-year-old) standards are still on the books today, and some have only recently
    been updated.

    Of course, the standards put in place 2 years after the passage of the act only served as a starting point.
    Since that point in time, a number of occupational safety and health standards have been added to the books.
    Some of the most well-known standards that have been added to the Code of Federal Regulations include the
    Hazard Communication, Confined Space, and Lockout/Tagout standards. These standards were added
    through a fairly convoluted process that involves participation from the public and industry (OSHA, 2001).

    Figure 1: The legislative process
    (How Laws Are Made, n.d.)

    OSH 2302, Introduction to Regulatory Compliance 3

    UNIT x STUDY GUIDE
    Title

    Essentially, the process starts with a perceived need of some sort typically associated with a specific hazard
    or set of hazards that need to be addressed. When OSHA recognizes such a need, it typically starts by asking
    for input from the public, industry, and/or subject matter experts. Inquiries may be made to different groups as
    well, such as industry leaders and associations.

    This input may be obtained through the process of forming advisory committees and/or by publishing an
    Advanced Notice of Proposed Rulemaking (ANPRM) in the Federal Register in which they typically outline the
    problem, present available information, and may provide a rough outline of what they expect the proposed
    standard might look like.

    One of the main purposes behind the ANPRM is to solicit input and comments from the public and impacted
    industries. They typically also consult established stakeholders such as the Office of Management and
    Budget, small business groups, the National Advisory Committee on Occupational Safety and Health
    (NACOSH), and the Advisory Committee on Construction Safety and Health. Expert groups are also
    consulted, such as the NIOSH (OSHA, n.d.).

    Information gathered from these stakeholder groups and from the public can then be reviewed by OSHA and
    used to assist the agency by serving as a foundation for the publication of a Notice of Proposed Rule Making
    (NPRM) in the Federal Register. Obviously at this point, OSHA tends to have more information and input from
    industries on which to base a tentative regulation known as a proposed rule. The proposed rule provides a
    detailed outline of what OSHA thinks the new regulation should look like based on their information, along
    with a preamble to the proposed rule that includes input and comments from various individuals and groups
    that have made a contribution along the way (OSHA, n.d.).

    After all this, you would think that OSHA would be ready to promulgate their final rule but not so. Once the
    proposed rule is published, the agency asks for additional input and typically holds hearings for impacted
    stakeholders to provide input and present arguments and supporting evidence. Once again, this information is
    gathered, entered into the docket, and considered. From these deliberations, OSHA drafts its final rule to
    publish in the Federal Register.

    The final rule is essentially the standard that is published as an OSHA standard or regulation in the Code of
    Federal Regulations (OSHA, n.d.). There is typically an implementation period written to new standards that
    allows the industry to phase in all of the new requirements over a period of months or even years. As you
    should have ascertained at this point, the OSHA standard-setting process is quite elaborate and allows for a
    great deal of public input and opportunities for deliberation. This is important in order to get employers within
    a given industry to be willing to comply with standards. First, gaining input from the public and stakeholders
    helps OSHA to identify what is feasible and what is not with respect to protecting employees. Indeed, OSHA
    has been accused of going a bit overboard with some of its standards from time to time and getting input from
    industry is helpful in keeping expectations realistic.

    Federal Register and the Code of Federal Regulations (CFR)

    Thus far, we have discussed the Federal Register and the Code of Federal Regulations without much
    clarification on what those two publications are about. Basically, the Federal Register is a daily publication
    that includes the written documents and activities of the federal government to keep the public informed. It
    includes everything from notices of hearings, requests for information, notices of proposed rules, and final
    rules issued by federal agencies.

    The Code of Federal Regulations is a collection of final rules published by different agencies and the final
    rules are published under a system that codes the various regulations according to the agency of jurisdiction
    and the specific regulation codification system used by each governmental agency. OSHA is an agency that
    falls under the U.S. Department of Labor. Its regulations can be found under Title 29 where labor standards
    are found. OSHA standards are then broken down by numerical code indicating industry sector. All standards
    falling under general industry are coded 1910. All standards falling under construction are coded 1926. After
    that, standard numbers tend to focus on specific standard content. For instance, 29 CFR 1910.146 is the
    general industry confined space standard.

    Individual requirements in the standards are then separated with an outline-based numbering system starting
    with a lowercase letter in parentheses, then a number, then small Roman numerals. For instance, 29 CFR

    OSH 2302, Introduction to Regulatory Compliance 4

    UNIT x STUDY GUIDE
    Title

    1910.1200(e)(1)(i) is a specific requirement in OSHA’s Hazard Communication standard that requires a list of
    hazardous chemicals used in the facility.

    As you can see, there were a lot of moving parts related to occupational safety and health that were put into
    effect in the early 1970s as a result of the promulgation of the OSH Act. Several governmental bodies were
    formed including OSHA and NIOSH along with a process for accepting the first set of safety and health
    regulations and a process for promulgating new ones. Also, since the 1970s, there has been a marked
    decrease in the number of workplace-related fatalities. We have seen other significant improvements to
    workplace safety and health suggesting that the changes that were put into effect at the national level at that
    time have resulted in some significant changes in helping to make the American workplace safe.

    References

    How laws are made and how to research them. (n.d.). USA.gov. https://www.usa.gov/how-laws-are-made

    Occupational Safety and Health Administration. (n.d.). The OSHA rulemaking process [Flow chart].

    https://www.osha.gov/OSHA_FlowChart.pdf

    Occupational Safety and Health Administration. (2001). OSHA standards development. United States

    Department of Labor. https://www.osha.gov/OCIS/stand_dev.html

    – Course Learning Outcomes for Unit I
    – Required Unit Resources
    – Unit Lesson
    – The OSH Act
    – Standards and Standards Promulgation
    – Federal Register and the Code of Federal Regulations (CFR)
    – References

    **## DB1.docx**

    DB1

    Part II: The Occupational Safety and Health Administration (OSHA) standards promulgation process is quite elaborate and provides a great deal of deliberation between OSHA and various stakeholder groups. Describe ways this might be helpful with respect to ensuring the final rule coming out of the process is the best it can be, and/or describe ways this deliberative process can have a negative impact.

    Reply 1:
    **Hudson Haas**

    Top of Form

    Good afternoon team and Professor Warner,

    My name is Hudson Haas and I am from Seguin, Texas. I am currently employed as an EHS Specialist in a chemical manufacturing plant. I am married to my lovely wife and have a 21 month old daughter. Some of my future goals include earning my bachelor's degree, completing my CSP and CHMM certifications and continuing to serve as a beacon of reason.I look at OSHA a lot like I look at the federal government: there is representation from all across the land, there are varying opinions and getting anything done in a timely manner is the easiest over bet you can make. However, at the end of the day they are the standard that is set for most of America. As I have journeyed in my career, it seems that more companies are pushing above OSHA regulations where they can to set the precedence that they are
    truly committed to safety. As long as OSHA is around to keep pushing the culture forward, we will continue to see less incidents.

    Bottom of Form

    Reply 2:
    **Shawn Hunt** Top of Form

    My name is Shawn, and I’m from Walterboro, SC. I currently work as a journeyman lineman, and I’ve been working in the electrical field for 26 years. Right now, I’m continuing my education in occupational safety and health. My goal is to move into a safety role, possibly with the current company I’m with now, where I can use both my field experience and what I’m learning in school to help keep workers safe on the job.

    I feel the OSHA standards process can be helpful because it allows input from different groups like workers, employers, and safety experts. This helps make sure the rules are realistic and actually work in the real world. For example, workers can speak on what hazards they deal with every day, while employers can explain what is possible from a cost and operations side. This kind of back and forth can lead to better, more balanced rules that protect people without shutting down business operations.

    On the other hand, the process can also be slow. Since there are so many steps and opinions involved, it can take a long time for new rules to be put in place. This can be a problem when workers are exposed to hazards that need to be addressed quickly. In some cases, delays in the process could mean people are not protected as soon as they should be.

    This  process is important because it helps create strong and fair safety standards, but the time it takes can sometimes be a downsideBottom of Form

    **## UnitIStudyGuide.pdf**

    OSH 2302, Introduction to Regulatory Compliance 1

    Course Learning Outcomes for Unit I

    Upon completion of this unit, students should be able to:

    3. Describe the regulation promulgation process.
    3.1 Recognize how the regulations of the Occupational Safety and Health Administration (OSHA)

    are promulgated.

    4. Differentiate between laws and regulations.
    4.1 Identify distinguishing aspects of laws and regulations.
    4.2 Differentiate between the Occupational Safety and Health (OSH) Act and OSHA standards.

    Required Unit Resources

    In order to access the following resources, click the links below.

    Corcoran, D. (2020). The OSH Act of 1970. Manuscript in preparation.

    Occupational Safety and Health Administration. (2001). OSHA standards development. United States

    Department of Labor. https://www.osha.gov/OCIS/stand_dev.html

    Occupational Safety and Health Administration. (n.d.). The OSHA rulemaking process [Flow chart]. United

    States Department of Labor. https://www.osha.gov/OSHA_FlowChart.pdf

    How laws are made and how to research them. (n.d.). USA.gov. https://www.usa.gov/how-laws-are-made

    Unit Lesson

    Welcome! This course is essentially an introductory course to assist students in understanding how
    environmental and occupational safety and health (OSH) laws and regulations are made and the roles and
    responsibilities of various regulatory agencies at the state and federal level. This course covers both the
    environmental and OSH regulatory environment because many individuals working in OSH, particularly in
    small- to medium-sized organizations, are asked to wear the environmental hat as well. Thus, it is good to
    understand the similarities and differences in the two regulatory systems.

    UNIT I STUDY GUIDE
    Occupational Safety and Health
    Regulation Promulgation Process

    [https://online.columbiasouthern.edu/bbcswebdav/xid-122402865_1](https://online.columbiasouthern.edu/bbcswebdav/xid-122402865_1)

    [https://www.osha.gov/OCIS/stand_dev.html](https://www.osha.gov/OCIS/stand_dev.html)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-160966164_1](https://online.columbiasouthern.edu/bbcswebdav/xid-160966164_1)

    [https://www.usa.gov/how-laws-are-made](https://www.usa.gov/how-laws-are-made)

    OSH 2302, Introduction to Regulatory Compliance 2

    UNIT x STUDY GUIDE
    Title

    The OSH Act

    In the United States, laws enacted at the
    federal level go through a process (see
    Figure 1). The president can take other
    actions, of course, such as vetoing the
    bill or ignoring the bill, in which case one
    of two things can happen: One, if
    Congress is in session for 10 days
    following receipt of the bill by the
    president and he or she does not sign it,
    the bill becomes a law. Alternatively, if
    Congress is not in session, the bill does
    not become a law. This is called a
    pocket veto.

    Each state government has a similar
    process, but these processes vary
    somewhat from state to state. The
    governor of each state, however, is the
    top executive officer of the state who
    signs state-level bills into law.

    The primary federal law covering

    occupational safety and health in the United States is the Occupational Safety and Health Act of 1970. This
    act was signed into law by then-President Richard Nixon. The law has been updated several times over the
    years. As indicated in your readings, the OSH Act was a pivotal document with respect to creating an
    infrastructure for regulating occupational safety and health in the United States. Some of the more important
    effects of the act include the following:

    • enabled the creation of the Occupational Safety and Health Administration (OSHA),
    • provided a means for OSHA to create a set of regulations based on existing consensus standards,
    • provided a process for promulgation of future standards,
    • required employers to keep their worksites free from recognized hazards,
    • outlined how OSHA would be administered and how regulations would be enforced,
    • enabled the creation of the Occupational Safety and Health Review Commission,
    • enabled the creation of the National Institute for Occupational Safety and Health (NIOSH),
    • provided states with a process and funding for running their own state-run OSH enforcement

    agencies, and
    • provided states with a process and funding for free, on-site consultation programs for small

    employers.

    Standards and Standards Promulgation

    This list is not all-inclusive, but it does provide a good overview of the key tenets of the act. The first three
    items on the list deal with the creation of OSHA and the dissemination of OSH regulations. In order to
    establish the first set of enforceable regulations, the act allowed the Secretary of Labor to adopt standards
    that already existed that had been published by various nonprofit organizations. As a result, much of the first
    set of standards came from organizations like the National Fire Protection Association (NFPA), the American
    National Standards Institute (ANSI), and the American Conference of Governmental Industrial Hygienists
    (ACGIH). Many of those (40+-year-old) standards are still on the books today, and some have only recently
    been updated.

    Of course, the standards put in place 2 years after the passage of the act only served as a starting point.
    Since that point in time, a number of occupational safety and health standards have been added to the books.
    Some of the most well-known standards that have been added to the Code of Federal Regulations include the
    Hazard Communication, Confined Space, and Lockout/Tagout standards. These standards were added
    through a fairly convoluted process that involves participation from the public and industry (OSHA, 2001).

    Figure 1: The legislative process
    (How Laws Are Made, n.d.)

    OSH 2302, Introduction to Regulatory Compliance 3

    UNIT x STUDY GUIDE
    Title

    Essentially, the process starts with a perceived need of some sort typically associated with a specific hazard
    or set of hazards that need to be addressed. When OSHA recognizes such a need, it typically starts by asking
    for input from the public, industry, and/or subject matter experts. Inquiries may be made to different groups as
    well, such as industry leaders and associations.

    This input may be obtained through the process of forming advisory committees and/or by publishing an
    Advanced Notice of Proposed Rulemaking (ANPRM) in the Federal Register in which they typically outline the
    problem, present available information, and may provide a rough outline of what they expect the proposed
    standard might look like.

    One of the main purposes behind the ANPRM is to solicit input and comments from the public and impacted
    industries. They typically also consult established stakeholders such as the Office of Management and
    Budget, small business groups, the National Advisory Committee on Occupational Safety and Health
    (NACOSH), and the Advisory Committee on Construction Safety and Health. Expert groups are also
    consulted, such as the NIOSH (OSHA, n.d.).

    Information gathered from these stakeholder groups and from the public can then be reviewed by OSHA and
    used to assist the agency by serving as a foundation for the publication of a Notice of Proposed Rule Making
    (NPRM) in the Federal Register. Obviously at this point, OSHA tends to have more information and input from
    industries on which to base a tentative regulation known as a proposed rule. The proposed rule provides a
    detailed outline of what OSHA thinks the new regulation should look like based on their information, along
    with a preamble to the proposed rule that includes input and comments from various individuals and groups
    that have made a contribution along the way (OSHA, n.d.).

    After all this, you would think that OSHA would be ready to promulgate their final rule but not so. Once the
    proposed rule is published, the agency asks for additional input and typically holds hearings for impacted
    stakeholders to provide input and present arguments and supporting evidence. Once again, this information is
    gathered, entered into the docket, and considered. From these deliberations, OSHA drafts its final rule to
    publish in the Federal Register.

    The final rule is essentially the standard that is published as an OSHA standard or regulation in the Code of
    Federal Regulations (OSHA, n.d.). There is typically an implementation period written to new standards that
    allows the industry to phase in all of the new requirements over a period of months or even years. As you
    should have ascertained at this point, the OSHA standard-setting process is quite elaborate and allows for a
    great deal of public input and opportunities for deliberation. This is important in order to get employers within
    a given industry to be willing to comply with standards. First, gaining input from the public and stakeholders
    helps OSHA to identify what is feasible and what is not with respect to protecting employees. Indeed, OSHA
    has been accused of going a bit overboard with some of its standards from time to time and getting input from
    industry is helpful in keeping expectations realistic.

    Federal Register and the Code of Federal Regulations (CFR)

    Thus far, we have discussed the Federal Register and the Code of Federal Regulations without much
    clarification on what those two publications are about. Basically, the Federal Register is a daily publication
    that includes the written documents and activities of the federal government to keep the public informed. It
    includes everything from notices of hearings, requests for information, notices of proposed rules, and final
    rules issued by federal agencies.

    The Code of Federal Regulations is a collection of final rules published by different agencies and the final
    rules are published under a system that codes the various regulations according to the agency of jurisdiction
    and the specific regulation codification system used by each governmental agency. OSHA is an agency that
    falls under the U.S. Department of Labor. Its regulations can be found under Title 29 where labor standards
    are found. OSHA standards are then broken down by numerical code indicating industry sector. All standards
    falling under general industry are coded 1910. All standards falling under construction are coded 1926. After
    that, standard numbers tend to focus on specific standard content. For instance, 29 CFR 1910.146 is the
    general industry confined space standard.

    Individual requirements in the standards are then separated with an outline-based numbering system starting
    with a lowercase letter in parentheses, then a number, then small Roman numerals. For instance, 29 CFR

    OSH 2302, Introduction to Regulatory Compliance 4

    UNIT x STUDY GUIDE
    Title

    1910.1200(e)(1)(i) is a specific requirement in OSHA’s Hazard Communication standard that requires a list of
    hazardous chemicals used in the facility.

    As you can see, there were a lot of moving parts related to occupational safety and health that were put into
    effect in the early 1970s as a result of the promulgation of the OSH Act. Several governmental bodies were
    formed including OSHA and NIOSH along with a process for accepting the first set of safety and health
    regulations and a process for promulgating new ones. Also, since the 1970s, there has been a marked
    decrease in the number of workplace-related fatalities. We have seen other significant improvements to
    workplace safety and health suggesting that the changes that were put into effect at the national level at that
    time have resulted in some significant changes in helping to make the American workplace safe.

    References

    How laws are made and how to research them. (n.d.). USA.gov. https://www.usa.gov/how-laws-are-made

    Occupational Safety and Health Administration. (n.d.). The OSHA rulemaking process [Flow chart].

    https://www.osha.gov/OSHA_FlowChart.pdf

    Occupational Safety and Health Administration. (2001). OSHA standards development. United States

    Department of Labor. https://www.osha.gov/OCIS/stand_dev.html

    – Course Learning Outcomes for Unit I
    – Required Unit Resources
    – Unit Lesson
    – The OSH Act
    – Standards and Standards Promulgation
    – Federal Register and the Code of Federal Regulations (CFR)
    – References

  • [Solved] BENCHMARK VALUE MISSION

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    **files (4)** – ## BENCHMARK-VALUES.docx – ## characteristicsgoodvisionstatement.pdf – ## characteristicsgoodmissionstatement.pdf – Rubric-MissionVisionandValuesAnalysis.pdf **## BENCHMARK-VALUES.docx** BENCHMARK -MISSION VALUE & VALUES ANALYSIS ASSIGNMENT Identify the **UnitedHealth Group mission, …

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    **files (4)**

    – ## BENCHMARK-VALUES.docx

    – ## characteristicsgoodvisionstatement.pdf

    – ## characteristicsgoodmissionstatement.pdf

    – Rubric-MissionVisionandValuesAnalysis.pdf

    **## BENCHMARK-VALUES.docx**

    BENCHMARK -MISSION VALUE & VALUES ANALYSIS ASSIGNMENT

    Identify the
    **UnitedHealth Group mission, vision, and values**. I attached some resources of characteristics of good vision and mission statements from my school’s library
    **PLEASE REVIEW** and
    **use**.

    Here is the reference:

    Moseley III, G. B. (2018).
    _Managing health care business strategy_(2nd ed.)
    _._  Jones and Bartlett Learning. ISBN-13: 9781284081107

    Write a paper
    **(1,000-1,250 words**) that analyzes the mission, vision, and value statements for the healthcare organization you have selected. The paper should address the following:

    1. Explain the importance of strategic direction and the purpose of the mission and vision statements in the strategic planning process.

    2. State the mission and vision of the selected organization.

    3. Utilize the criteria found in Chapter 6 to evaluate the mission and vision of the selected organization. Include discussion of whether the mission and vision statements contain the characteristics of good mission and vision statements and justify your position.

    4. Summarize the organization’s values and describe how they align to key tenets of the Christian worldview perspective. Include discussion about how adherence to these values can affect strategic planning and initiatives.

    5. Identify the major organizational resources needed to accomplish the mission and vision and uphold the company values.

    6. Identify strategies that can be employed to effectively manage resources to fulfill the organization's mission and vision.

    7. Describe the substance of an organization's strategic objectives and the contributions they make to the strategic planning process.

    **Please use references and in text citations. RUBRIC IS ATTACHED SEPARATEDLY USE APA FORMAT**

    **## characteristicsgoodvisionstatement.pdf**

    2089255 – Jones & Bartlett Learning ©

    Characteristics of a Good Vision Statement

    To perform its function of propelling the organization
    toward an identified point in the future, the vision
    statement should have certain qualities.

    A vision could be viewed as a kind of “dream” that
    motivates and drives the organization. It is definitely
    different from what the organization has now and
    appears to be a significant improvement. The difference
    between the current reality described in the mission
    statement and the idealized future described in the
    vision statement represents a significant stretch for the
    organization. The vision is bold and there is some
    uncertainty about whether it can be achieved.
    However, the vision statement is grounded in reality and
    it is possible. It reflects a solid understanding of the
    organization’s resources and competencies, in the
    context of the opportunities and threats that exist in the
    external environment.
    It will be challenging for employees to accomplish the
    vision. They will have to develop new abilities, dedicate
    themselves passionately to the effort, and perform at
    their very highest levels. A truly shared vision gets
    employees excited, makes them feel proud to be part of
    the organization that is pursuing it. They want to tell
    their friends what they are doing.
    All the firm’s stakeholders find something appealing
    about the vision, an aspect of it that serves their
    interests. It is flexible and adaptable enough to allow
    managers and employees to display individual initiative
    in pursuing it. It is capable of being communicated to all
    interested parties.

    2089255 – Jones & Bartlett Learning ©

    Guidelines for Describing an Organization’s
    Vision

    A few other maxims will enhance the effectiveness of the
    vision:

    It is stated in clear language comprehensible to all
    stakeholders.
    It describes a future that is unique to the organization
    and especially appealing to its stakeholders, particularly
    its customers.
    It sets a specific chronological time deadline for its
    realization.
    It describes a vivid, compelling picture of the
    organization’s future that excites its employees, inspiring
    them to desire it and make it happen.
    It incorporates features that are, if not quantitatively
    measurable, so concrete and objective that there will be
    no mistaking when the vision has been reached.
    It is realistic and achievable, yet stretches the
    organization, asking its people to accomplish more than
    perhaps they think they can.
    It builds on and grows out of the mission.
    Like the mission, it is concise and memorable.

    **## characteristicsgoodmissionstatement.pdf**

    2089255 – Jones & Bartlett Learning ©

    Characteristics of a Good Mission Statement

    A good mission statement has the following characteristics:

    It should be short, about 200 to 300 words, definitely no
    more than a single page. Drafting a concise mission
    statement can pose a challenge for many executive
    teams that are inclined to describe at length the premise
    of the organization.
    It should be memorable (one reason for the brevity). Key
    stakeholders, certainly the managers and employees,
    should be able to remember it, almost verbatim, and
    explain it to someone else without hesitating.
    It should be stated in broad enough terms to allow for
    the generation and consideration of feasible alternative
    objectives and strategies without unduly stifling
    management creativity. The generality of language gives
    the firm flexibility in adapting to changing external
    environments and internal operations.
    It should be expansive in a way that reconciles
    differences among, and still appeals to, an organization’s
    diverse stakeholders (employees, managers,
    shareholders, board of directors, customers, suppliers,
    distributors, creditors, government regulators and
    payers, labor unions, competitors, public interest
    groups, community groups, media, and the general
    public). All stakeholders’ claims on an organization
    cannot be satisfied with equal emphasis. A good mission
    statement indicates the relative attention that an
    organization will give to the interests of different
    stakeholders.
    It suggests where managers should be looking for future
    opportunity and steers them away from other areas. It
    provides a basis for generating and screening strategic
    options, and selecting specific strategies to implement.

    2089255 – Jones & Bartlett Learning ©

    It highlights the points of differentiation with other
    businesses, particularly competitors, and sets forth the
    basis for the firm’s competitive advantage.
    It arouses positive feelings and emotions about the
    organization and an individual’s role within it. It attracts
    and deters potential staff. It gives the impression that
    the firm is successful, knows what it is doing, is
    professionally managed, has direction, and is worthy of
    time, support, and investment.
    It is communicated to, understood by, and embraced by
    all members of the organization.
    It is more pragmatic, with a more immediate purpose,
    than a vision statement.

    The faster the external environment is changing, the more
    frequently the mission should be reviewed. A successful
    organization will inevitably outgrow its original mission. As
    time passes and its operations expand, the organization will
    develop new competencies and a more perceptive view of
    available opportunities. Mission changes will seem to make
    sense.

    Even if they are not overly concerned about their social
    obligations, for-profit corporate executives still have to
    reconcile an inevitable duality in their missions. One
    mission is to maximize the return to the owners of the
    business, the shareholders, on the investments that they
    have made in the business.

    1 Drucker PF. The Theory of Business. Harvard Business Review.
    September–October 1994.

    The other mission concerns the substance of the
    organization’s operations—the products and services that it
    creates and the customers to whom it offers them. Many,
    perhaps most, for-profit business shareholders do not care

    2089255 – Jones & Bartlett Learning ©

    about the substantive mission of the organizations in which
    they invest. Tobacco companies have never lacked for
    shareholders—as long as their financial performance has
    been above average. It is true that some

    **Rubric-MissionVisionandValuesAnalysis.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/rubric-missionvisionandvaluesanalysis-pdf)

    **Rubric-MissionVisionandValuesAnalysis.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/rubric-missionvisionandvaluesanalysis-pdf)

    **## BENCHMARK-VALUES.docx**

    BENCHMARK -MISSION VALUE & VALUES ANALYSIS ASSIGNMENT

    Identify the
    **UnitedHealth Group mission, vision, and values**. I attached some resources of characteristics of good vision and mission statements from my school’s library
    **PLEASE REVIEW** and
    **use**.

    Here is the reference:

    Moseley III, G. B. (2018).
    _Managing health care business strategy_(2nd ed.)
    _._  Jones and Bartlett Learning. ISBN-13: 9781284081107

    Write a paper
    **(1,000-1,250 words**) that analyzes the mission, vision, and value statements for the healthcare organization you have selected. The paper should address the following:

    1. Explain the importance of strategic direction and the purpose of the mission and vision statements in the strategic planning process.

    2. State the mission and vision of the selected organization.

    3. Utilize the criteria found in Chapter 6 to evaluate the mission and vision of the selected organization. Include discussion of whether the mission and vision statements contain the characteristics of good mission and vision statements and justify your position.

    4. Summarize the organization’s values and describe how they align to key tenets of the Christian worldview perspective. Include discussion about how adherence to these values can affect strategic planning and initiatives.

    5. Identify the major organizational resources needed to accomplish the mission and vision and uphold the company values.

    6. Identify strategies that can be employed to effectively manage resources to fulfill the organization's mission and vision.

    7. Describe the substance of an organization's strategic objectives and the contributions they make to the strategic planning process.

    **Please use references and in text citations. RUBRIC IS ATTACHED SEPARATEDLY USE APA FORMAT**

    **## characteristicsgoodvisionstatement.pdf**

    2089255 – Jones & Bartlett Learning ©

    Characteristics of a Good Vision Statement

    To perform its function of propelling the organization
    toward an identified point in the future, the vision
    statement should have certain qualities.

    A vision could be viewed as a kind of “dream” that
    motivates and drives the organization. It is definitely
    different from what the organization has now and
    appears to be a significant improvement. The difference
    between the current reality described in the mission
    statement and the idealized future described in the
    vision statement represents a significant stretch for the
    organization. The vision is bold and there is some
    uncertainty about whether it can be achieved.
    However, the vision statement is grounded in reality and
    it is possible. It reflects a solid understanding of the
    organization’s resources and competencies, in the
    context of the opportunities and threats that exist in the
    external environment.
    It will be challenging for employees to accomplish the
    vision. They will have to develop new abilities, dedicate
    themselves passionately to the effort, and perform at
    their very highest levels. A truly shared vision gets
    employees excited, makes them feel proud to be part of
    the organization that is pursuing it. They want to tell
    their friends what they are doing.
    All the firm’s stakeholders find something appealing
    about the vision, an aspect of it that serves their
    interests. It is flexible and adaptable enough to allow
    managers and employees to display individual initiative
    in pursuing it. It is capable of being communicated to all
    interested parties.

    2089255 – Jones & Bartlett Learning ©

    Guidelines for Describing an Organization’s
    Vision

    A few other maxims will enhance the effectiveness of the
    vision:

    It is stated in clear language comprehensible to all
    stakeholders.
    It describes a future that is unique to the organization
    and especially appealing to its stakeholders, particularly
    its customers.
    It sets a specific chronological time deadline for its
    realization.
    It describes a vivid, compelling picture of the
    organization’s future that excites its employees, inspiring
    them to desire it and make it happen.
    It incorporates features that are, if not quantitatively
    measurable, so concrete and objective that there will be
    no mistaking when the vision has been reached.
    It is realistic and achievable, yet stretches the
    organization, asking its people to accomplish more than
    perhaps they think they can.
    It builds on and grows out of the mission.
    Like the mission, it is concise and memorable.

    **## characteristicsgoodmissionstatement.pdf**

    2089255 – Jones & Bartlett Learning ©

    Characteristics of a Good Mission Statement

    A good mission statement has the following characteristics:

    It should be short, about 200 to 300 words, definitely no
    more than a single page. Drafting a concise mission
    statement can pose a challenge for many executive
    teams that are inclined to describe at length the premise
    of the organization.
    It should be memorable (one reason for the brevity). Key
    stakeholders, certainly the managers and employees,
    should be able to remember it, almost verbatim, and
    explain it to someone else without hesitating.
    It should be stated in broad enough terms to allow for
    the generation and consideration of feasible alternative
    objectives and strategies without unduly stifling
    management creativity. The generality of language gives
    the firm flexibility in adapting to changing external
    environments and internal operations.
    It should be expansive in a way that reconciles
    differences among, and still appeals to, an organization’s
    diverse stakeholders (employees, managers,
    shareholders, board of directors, customers, suppliers,
    distributors, creditors, government regulators and
    payers, labor unions, competitors, public interest
    groups, community groups, media, and the general
    public). All stakeholders’ claims on an organization
    cannot be satisfied with equal emphasis. A good mission
    statement indicates the relative attention that an
    organization will give to the interests of different
    stakeholders.
    It suggests where managers should be looking for future
    opportunity and steers them away from other areas. It
    provides a basis for generating and screening strategic
    options, and selecting specific strategies to implement.

    2089255 – Jones & Bartlett Learning ©

    It highlights the points of differentiation with other
    businesses, particularly competitors, and sets forth the
    basis for the firm’s competitive advantage.
    It arouses positive feelings and emotions about the
    organization and an individual’s role within it. It attracts
    and deters potential staff. It gives the impression that
    the firm is successful, knows what it is doing, is
    professionally managed, has direction, and is worthy of
    time, support, and investment.
    It is communicated to, understood by, and embraced by
    all members of the organization.
    It is more pragmatic, with a more immediate purpose,
    than a vision statement.

    The faster the external environment is changing, the more
    frequently the mission should be reviewed. A successful
    organization will inevitably outgrow its original mission. As
    time passes and its operations expand, the organization will
    develop new competencies and a more perceptive view of
    available opportunities. Mission changes will seem to make
    sense.

    Even if they are not overly concerned about their social
    obligations, for-profit corporate executives still have to
    reconcile an inevitable duality in their missions. One
    mission is to maximize the return to the owners of the
    business, the shareholders, on the investments that they
    have made in the business.

    1 Drucker PF. The Theory of Business. Harvard Business Review.
    September–October 1994.

    The other mission concerns the substance of the
    organization’s operations—the products and services that it
    creates and the customers to whom it offers them. Many,
    perhaps most, for-profit business shareholders do not care

    2089255 – Jones & Bartlett Learning ©

    about the substantive mission of the organizations in which
    they invest. Tobacco companies have never lacked for
    shareholders—as long as their financial performance has
    been above average. It is true that some

    **Rubric-MissionVisionandValuesAnalysis.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/rubric-missionvisionandvaluesanalysis-pdf)

    **## BENCHMARK-VALUES.docx**

    BENCHMARK -MISSION VALUE & VALUES ANALYSIS ASSIGNMENT

    Identify the
    **UnitedHealth Group mission, vision, and values**. I attached some resources of characteristics of good vision and mission statements from my school’s library
    **PLEASE REVIEW** and
    **use**.

    Here is the reference:

    Moseley III, G. B. (2018).
    _Managing health care business strategy_(2nd ed.)
    _._  Jones and Bartlett Learning. ISBN-13: 9781284081107

    Write a paper
    **(1,000-1,250 words**) that analyzes the mission, vision, and value statements for the healthcare organization you have selected. The paper should address the following:

    1. Explain the importance of strategic direction and the purpose of the mission and vision statements in the strategic planning process.

    2. State the mission and vision of the selected organization.

    3. Utilize the criteria found in Chapter 6 to evaluate the mission and vision of the selected organization. Include discussion of whether the mission and vision statements contain the characteristics of good mission and vision statements and justify your position.

    4. Summarize the organization’s values and describe how they align to key tenets of the Christian worldview perspective. Include discussion about how adherence to these values can affect strategic planning and initiatives.

    5. Identify the major organizational resources needed to accomplish the mission and vision and uphold the company values.

    6. Identify strategies that can be employed to effectively manage resources to fulfill the organization's mission and vision.

    7. Describe the substance of an organization's strategic objectives and the contributions they make to the strategic planning process.

    **Please use references and in text citations. RUBRIC IS ATTACHED SEPARATEDLY USE APA FORMAT**

    **## characteristicsgoodvisionstatement.pdf**

    2089255 – Jones & Bartlett Learning ©

    Characteristics of a Good Vision Statement

    To perform its function of propelling the organization
    toward an identified point in the future, the vision
    statement should have certain qualities.

    A vision could be viewed as a kind of “dream” that
    motivates and drives the organization. It is definitely
    different from what the organization has now and
    appears to be a significant improvement. The difference
    between the current reality described in the mission
    statement and the idealized future described in the
    vision statement represents a significant stretch for the
    organization. The vision is bold and there is some
    uncertainty about whether it can be achieved.
    However, the vision statement is grounded in reality and
    it is possible. It reflects a solid understanding of the
    organization’s resources and competencies, in the
    context of the opportunities and threats that exist in the
    external environment.
    It will be challenging for employees to accomplish the
    vision. They will have to develop new abilities, dedicate
    themselves passionately to the effort, and perform at
    their very highest levels. A truly shared vision gets
    employees excited, makes them feel proud to be part of
    the organization that is pursuing it. They want to tell
    their friends what they are doing.
    All the firm’s stakeholders find something appealing
    about the vision, an aspect of it that serves their
    interests. It is flexible and adaptable enough to allow
    managers and employees to display individual initiative
    in pursuing it. It is capable of being communicated to all
    interested parties.

    2089255 – Jones & Bartlett Learning ©

    Guidelines for Describing an Organization’s
    Vision

    A few other maxims will enhance the effectiveness of the
    vision:

    It is stated in clear language comprehensible to all
    stakeholders.
    It describes a future that is unique to the organization
    and especially appealing to its stakeholders, particularly
    its customers.
    It sets a specific chronological time deadline for its
    realization.
    It describes a vivid, compelling picture of the
    organization’s future that excites its employees, inspiring
    them to desire it and make it happen.
    It incorporates features that are, if not quantitatively
    measurable, so concrete and objective that there will be
    no mistaking when the vision has been reached.
    It is realistic and achievable, yet stretches the
    organization, asking its people to accomplish more than
    perhaps they think they can.
    It builds on and grows out of the mission.
    Like the mission, it is concise and memorable.

    **## characteristicsgoodmissionstatement.pdf**

    2089255 – Jones & Bartlett Learning ©

    Characteristics of a Good Mission Statement

    A good mission statement has the following characteristics:

    It should be short, about 200 to 300 words, definitely no
    more than a single page. Drafting a concise mission
    statement can pose a challenge for many executive
    teams that are inclined to describe at length the premise
    of the organization.
    It should be memorable (one reason for the brevity). Key
    stakeholders, certainly the managers and employees,
    should be able to remember it, almost verbatim, and
    explain it to someone else without hesitating.
    It should be stated in broad enough terms to allow for
    the generation and consideration of feasible alternative
    objectives and strategies without unduly stifling
    management creativity. The generality of language gives
    the firm flexibility in adapting to changing external
    environments and internal operations.
    It should be expansive in a way that reconciles
    differences among, and still appeals to, an organization’s
    diverse stakeholders (employees, managers,
    shareholders, board of directors, customers, suppliers,
    distributors, creditors, government regulators and
    payers, labor unions, competitors, public interest
    groups, community groups, media, and the general
    public). All stakeholders’ claims on an organization
    cannot be satisfied with equal emphasis. A good mission
    statement indicates the relative attention that an
    organization will give to the interests of different
    stakeholders.
    It suggests where managers should be looking for future
    opportunity and steers them away from other areas. It
    provides a basis for generating and screening strategic
    options, and selecting specific strategies to implement.

    2089255 – Jones & Bartlett Learning ©

    It highlights the points of differentiation with other
    businesses, particularly competitors, and sets forth the
    basis for the firm’s competitive advantage.
    It arouses positive feelings and emotions about the
    organization and an individual’s role within it. It attracts
    and deters potential staff. It gives the impression that
    the firm is successful, knows what it is doing, is
    professionally managed, has direction, and is worthy of
    time, support, and investment.
    It is communicated to, understood by, and embraced by
    all members of the organization.
    It is more pragmatic, with a more immediate purpose,
    than a vision statement.

    The faster the external environment is changing, the more
    frequently the mission should be reviewed. A successful
    organization will inevitably outgrow its original mission. As
    time passes and its operations expand, the organization will
    develop new competencies and a more perceptive view of
    available opportunities. Mission changes will seem to make
    sense.

    Even if they are not overly concerned about their social
    obligations, for-profit corporate executives still have to
    reconcile an inevitable duality in their missions. One
    mission is to maximize the return to the owners of the
    business, the shareholders, on the investments that they
    have made in the business.

    1 Drucker PF. The Theory of Business. Harvard Business Review.
    September–October 1994.

    The other mission concerns the substance of the
    organization’s operations—the products and services that it
    creates and the customers to whom it offers them. Many,
    perhaps most, for-profit business shareholders do not care

    2089255 – Jones & Bartlett Learning ©

    about the substantive mission of the organizations in which
    they invest. Tobacco companies have never lacked for
    shareholders—as long as their financial performance has
    been above average. It is true that some

    **Rubric-MissionVisionandValuesAnalysis.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/rubric-missionvisionandvaluesanalysis-pdf)

  • [Solved] Psychology outline

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  • [Solved] Psychological Disorders

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    Pick one of the disorders you read about in this module and learn more about it in order to make a **"At-a-Glance"** poster with details and visuals about the disorder. Visit the National Institute of Mental Health and search for the disorder, read through the information, then scroll to the section…

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    Pick one of the disorders you read about in this module and learn more about it in order to make a **"At-a-Glance"** poster with details and visuals about the disorder. Visit the National Institute of Mental Health and search for the disorder, read through the information, then scroll to the section on "Research and Statistics" or "Journal Articles or Reports" to find helpful links to outside information. Look elsewhere as well for details about the prevalence, signs, symptoms, details, and research related to the disorder. Keep track of all of your sources as you investigate. Think about why this particular condition might be a considered a disorder. Do you agree with the criteria used for considering this a disorder?

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    Your assignment is to choose one of your OWN behaviors that you would like to modify, using the conditioning principles you learned about in the text and from the videos. Consider bad habits you might be interested in changing, such as biting your nails, not exercising, etc. You can utilize principl…

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    Your assignment is to choose one of your OWN behaviors that you would like to modify, using the conditioning principles you learned about in the text and from the videos. Consider bad habits you might be interested in changing, such as biting your nails, not exercising, etc. You can utilize principles of classical or operant conditioning, recruit others to help you, employ successive approximations, and shaping and modify schedules of reinforcement in order to improve your life.

  • [Solved] Health Care Administration Capstone

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    Please respond to the following response: Introduction My name is Hannah Southard, and I live in the suburbs of Atlanta, Georgia. I currently work as a bedside labor and delivery registered nurse and serve as a relief charge nurse one to two days per week. In this role, I communicate constantly with…

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    Please respond to the following response:

    Introduction

    My name is Hannah Southard, and I live in the suburbs of Atlanta, Georgia. I currently work as a bedside labor and delivery registered nurse and serve as a relief charge nurse one to two days per week. In this role, I communicate constantly with both staff and patients, which has helped me understand how communication functions differently depending on the relationship. My future goals include completing my Master of Healthcare Administration degree and continuing to grow in leadership roles where I can improve staff engagement and patient outcomes.

    I have often been described as an over communicator in a positive way. I have found that when staff understand what is happening on the unit and patients understand what is happening in their care, there is more trust, better teamwork, and improved work ethic. This has shaped my perspective on effective communication in both leadership and patient care settings.

    Part II: Leadership Communication Versus Patient Communication

    Effective communication between leaders and employees and between health care professionals and patients share several core characteristics. These include clarity, transparency, active listening, empathy, and consistency. In both scenarios, communication should be two way and tailored to the audience. When communication is clear and supportive, it fosters trust and improves collaboration.

    In my role as a relief charge nurse, I frequently communicate with staff about assignments, patient acuity, and workflow changes. When I explain why decisions are made, such as adjusting assignments due to a high risk patient or an emergency cesarean section, staff are more understanding and willing to help. Similarly, when caring for laboring patients, I explain interventions and the reasoning behind them. For example, when repositioning a patient for fetal heart rate decelerations, I explain what I am doing and why. Patients often feel calmer and more confident when they understand the plan of care.

    Research supports this approach. Effective clinician patient communication improves trust and engagement, which can positively influence outcomes (Asan et al., 2021). Similarly, leadership communication competence has been shown to increase employee satisfaction and motivation (Madlock, 2008). These findings align with my experience that communication improves both staff performance and patient cooperation.

    Although the core principles are similar, communication should differ based on the relationship. Communication between leaders and employees often focuses on operational coordination, performance expectations, and team collaboration. It may involve shared decision making and more technical terminology. In contrast, communication with patients should prioritize education, reassurance, and emotional support.

    For example, when speaking with nurses about a category II fetal tracing, I may use clinical language and discuss interventions quickly. However, when speaking with the patient, I simplify the explanation and focus on reassurance. This adjustment ensures that information is appropriate for the audience and promotes understanding.

    Barriers exist in both scenarios. In leadership communication, barriers may include workload demands, time constraints, and unclear expectations. In patient communication, barriers often include anxiety, health literacy differences, and environmental distractions. Labor and delivery presents unique challenges, as patients may be in pain or distressed, making it difficult for them to process information. Similarly, busy shifts can limit the time available for staff updates.

    Ineffective communication can lead to significant risks in both relationships. Poor communication between leaders and employees may result in decreased morale, confusion, and reduced teamwork. In patient care, ineffective communication can increase anxiety, reduce trust, and negatively impact adherence to treatment plans. Communication failures in health care have been linked to adverse events, highlighting the importance of clear and consistent messaging.

    From my experience, when staff are not informed about changes, teamwork suffers. Likewise, when patients do not understand what is happening, anxiety increases. Over communicating, when done appropriately, helps reduce these risks by ensuring everyone involved understands the situation.

    Effective communication is essential in both leadership and patient care. While the goals differ, the principles of clarity, empathy, and transparency remain the same. In my role as a bedside labor and delivery nurse and relief charge nurse, I use communication to support staff and educate patients. By adapting communication to each audience, I can promote teamwork, improve patient satisfaction, and enhance outcomes.

    References

    Asan, O., Yu, Z., & Crotty, B. H. (2021). How clinician-patient communication affects trust in health information sources: Temporal trends from a national cross-sectional survey. PloS One, 16(2), e0247583. https://doi-org.libraryresources.columbiasouthern.edu/10.1371/journal.pone.0247583

    Madlock, P. E. (2008). The Link between Leadership Style, Communicator Competence, and Employee Satisfaction. Journal of Business Communication, 45(1), 61–78. https://doi-org.libraryresources.columbiasouthern.edu/10.1177/0021943607309351

  • [Solved] Health Care Administration Capstone

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    Compare and contrast effective communication between a leader and employees and a health care professional and patients: – What are the characteristics of effective communication in both scenarios? How is communication similar in each scenario? How should it differ between the two relationship struc…

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    Compare and contrast effective communication between a leader and employees and a health care professional and patients:

    – What are the characteristics of effective communication in both scenarios? How is communication similar in each scenario? How should it differ between the two relationship structures?
    – What are the main barriers to effective communication in each scenario?
    – What are the risks associated with ineffective communication in each relationship structure?

    Your response must be at least 500 words and include evidence to support your responses. This evidence may be from your professional experience or outside sources.

    ****NEEDS TO BE DONE BY 3/28/26 BEFORE 11PM CENTRAL TIME****

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