Northern County Legal Services Case Read the Northern County Legal Services case (found on pg. 61 in Chapter 3) and consider the following questions: 1. What is it like to work in this environment?
2. How do you respond to Julie as a leader? Compare Julie as a leader with some of the descriptions of leadership styles provided in Chapter 2.
3. What organizational, team, and individual problems can you identify?
4. What opportunities for organization development work do you see? 5. How do the opportunities you have identified illustrate the values and ethical beliefs of organization development identified in chapter 3?
8 Peer reviewd references (must)
4 page content
Case Study:
“Good morning. Northern County Legal Services,” Christina said. “How can I help you? Yes, I see. Okay, why don’t I schedule a time for you to stop by and talk with one of us about your situation and we can see how we can help? I’m free on the 12th at 3:30 p.m. Does that work for you? Excellent. And you know where our office is located? Yes, right across the street. Good. I’ll look forward to speaking with you then.” It was already packed in the office of Northern County Legal Services (NCLS), a nonprofit organization located just outside the downtown district. In the small waiting room, nearly 20 clients waited for assistance while a team of staff members handled walk-in visitors and made appointments. With no air-conditioning, the room was starting to get hot on the sunny August afternoon as the chairs filled up. “I’m sorry. Mr. Gaines? I think you’re next.” Christina looked at the growing crowd. “Oh, no, no, no, no.” A tall woman rose from her chair and stepped forward, raising her voice. “I’ve been here since 10 a.m. and I was here first. I’m next. He needs to wait his turn.” She looked around the room for support, and some heads nodded as those waiting began to look at one another in frustration. “Yes, I’m sorry that you’ve waited so long, but Mr. Gaines had made an appointment,” Christina said. “Yeah, for 11:30,” Mr. Gaines scoffed. “It will only be a few more minutes until someone is with you,” Christina offered. “You need to get more organized,” the woman said as she rolled her eyes. She returned to her seat, fanning herself with a 2-year-old copy of an entertainment magazine. Christina looked her watch: 12:20. Her parking meter was already expired. “Have a seat, sir, and I’ll be right with you.” She grabbed her purse and quickly headed to the front door. “And just where do you think you’re going, miss?” a voice came from the waiting room. “She can’t take it anymore,” another voice offered, as laughter rose from the corner. Christina ran the four blocks to where her car was parked. There was already a yellow envelope with a $25 parking ticket lodged under her windshield wiper. Northern County Legal Service’s mission is to match clients who cannot afford legal counsel with a lawyer willing to offer pro bono services. NCLS specializes in housing and employment law but also matches clients with attorneys who assist with almost any legal need, including domestic violence and family law. The service is free to clients (though some pay for some services on a sliding scale based on their income). The remainder of the funding comes from grants, and the center is staffed almost entirely by a group of 15 volunteers and law school students. Students form the majority of the staff, and they receive internship credit, usually volunteering at the center during their third year of law school. Most students participate in the center only for one semester, and competition among students is tough to receive one of the volunteer slots. The one full-time employee is a director, Julie, who has been at the center for about 2 years. Aside from running the office, managing volunteers and students, finding attorneys, and conducting training workshops for both students and volunteer attorneys, Julie’s main concern is funding, which is a constant issue. The small office where NCLS is housed consists of a waiting room and four offices. Julie keeps one of the four offices as her own, and the other three are taken by students or volunteers who work for 10 to 20 hours per week, usually in 4- to 6-hour shifts. Each of the four offices has a computer, and there is one printer shared by the center. At any given time, there might be as many as eight volunteers who share the three offices, meeting with clients to perform the “intake” functions. The intake process begins with a client who arrives on a walk-in or appointment basis, and the initial meeting usually lasts for about an hour. Depending on the client’s need, the intake paperwork consists of three to six pages of single-spaced questions that the staff members ask clients in order to be able to provide the most help. Intake forms also contain client demographic data, such as household income and household size, which is needed for the center to compile monthly, quarterly, and annual statistics that grant funders require in order to measure the center’s progress. It was 7:30 a.m. as Julie walked in to the office. The phone was already ringing, but she let it go to voice mail as she turned on her computer and quickly sorted through the phone messages that had piled up since she left yesterday afternoon. Nothing that couldn’t wait until later in the morning, she thought. In the waiting room, the staff began to gather for the monthly staff meeting. This is the time when Julie covers the statistics for the prior month with the staff, gives updates, and answers questions. “Good morning.” Julie looked around the room. About two-thirds of the staff were seated in the uncomfortable assorted chairs, which had been donated or purchased at minimal cost over the past several years. “Today I want to cover a few things. First, the importance of getting the intake paperwork complete; second, scheduling; and third, timely filings.” She looked around the room at the bleary-eyed group, many of whom held coffee cups as they avoided eye contact. “Fine? Good. Melinda? I noticed that many of you are making the same mistake as Melinda in failing to fully complete page 6 of the housing intake form. For example, here’s the copy of the one you completed last week. Where the form asks for service date, we really need that to complete the filing motion for the client. If we don’t have it, we have to call them to get it. I’ve noticed a few of these that have been blank in the past week or two. Does everyone understand that?” Heads nodded in agreement. “Where do we put the intake form for housing after it’s done?” Eric asked. “In the intake inbox on the filing cabinet in Julie’s office,” Monica offered. “I thought that was only for urgent motions,” Eric said. “I’ve been putting the nonurgent ones in the inbox in the hallway.” “That’s right,” Julie said. “Actually I’d prefer it if you handed the urgent ones directly to me and put the nonurgent ones in the hallway box. You can put the urgent ones in my box if I’m not here.” “What’s urgent?” Monica asked. “Urgent means if it’s been 4 or 5 days since the client received an eviction notice,” Julie said. “The fifth day is the most critical.” “What do we do if you aren’t here but it’s been 5 days?” Monica asked. “Then you can either call my cell phone and let me know that it’s waiting, or you can call an attorney from the list,” Julie said. “Or you can do it yourself but wait to file it until I can verify it after you’re done.” “Do we do that for the domestic violence restraining order requests also?” Annette asked. “No, those should be filed in the top drawer of the cabinet until another staff member can take the intake form and call a volunteer attorney to take the case,” Julie said. “Why can’t I just call immediately to get the process started more quickly?” Annette said. “If I’ve done the intake, why can’t I just continue to the next step?” Julie was beginning to get frustrated. “Look, everyone, we went over this in training. It’s important that this all be handled as we discussed it before.” Julie continued as, out of earshot, Annette leaned over and whispered to Monica. “Yeah, training was what, like an hour? I still don’t understand why there are so many procedures.” “I know,” Monica said, “and I feel so incompetent about housing law. My specialty has been family law. I’d rather learn about that part of the center, but I keep getting these eviction intakes. And the paperwork is incredible. I spent an hour with a client yesterday and only got about two pages’ worth of information. I ran over my next appointment trying to get the rest.” “I had the same experience,” An
nette said. “The clients have such detailed histories, and they need to share their whole story. I talked to a woman whose boyfriend shoved her against a wall and broke her wrist. She started to cry, and I was thinking that I can’t very well interrupt her and say, ‘Sorry, ma’am, but that’s Question 65. We’re still on question 14, so can you tell me your combined annual income?’ And I had three of those same intakes yesterday. I went home completely drained last night.” Monica nodded. “I’ve heard stories like that, too. The part I hate is when I have to pick up the paperwork out of the inbox and file the motion when I didn’t do the intake. The other day Julie started shouting at me because I missed a note on an intake that Christina did and I had to refile the motion. I almost missed the deadline but I stayed 2 hours later than usual and got it all done. It was gratifying but emotionally exhausting. It’s hard to even come in sometimes. I wonder, are we even making progress here?” “Now what’s she talking about?” Annette looked up at Julie. “So that’s why you need to make sure that Dave has your weekly schedule, so he can keep the appointment schedule accurate with hourly time blocks for intakes,” Julie concluded. Julie returned to her office. There were two messages from the Dylan Foundation president wanting to know about last quarter’s statistics. He had threatened to pull funding for next year unless the center began to show more progress in winning cases where disabled clients were about to be evicted. She knew that the staff had done great work recently, but they had only begun to compile the statistics and she could not yet prove it with charts and graphs. He’d be fine after she met with him, she thought. She made a mental note to bring two recent success story case studies to her meeting with him. Rafael appeared in the doorway. “Julie, what do we do when the service date on the subpoena doesn’t match the date on the submission form? Can you show me how we address that in the reply?” “Yes. Well, actually, ask Kyle because I showed him the same thing last week,” Julie said. “Kyle’s not here until 3, and I have to have the motion done for the client to pick up at noon,” Rafael said. “Okay. Just give me a few minutes and I’ll be right there,” Julie said. “Thanks,” Rafael said. Jean was right behind him. “Julie, I have an urgent housing motion here that needs to be filed. Do you want this now?” Julie took the intake form and looked through it. A woman with a $900 monthly income and an infant son and 2-year-old daughter received an eviction notice for being one day late on her $800 rent. A court filing would be due tomorrow. “I have a meeting this afternoon and can’t do it today. Why don’t you put it in the hallway box and maybe someone can get to it today, otherwise I’ll get to it tomorrow,” Julie said. Jean paused for a moment. “Okay, I’ll do that,” she said.
Another one
Uncategorized>Operations Management homework help
UncategorizedCAse study: IKEA
IKEA: An Economic Downturn, and Problems with Corruption
During the prolonged recession that began in 2008, IKEA ran into two significant stressors: decreasing product demand and unpredictability in the Russian market.[1] The global economic recession led to sharp increases in debt and decreases in sales. In addition, the company ran into difficulties in its operations in Russia. As acknowledged by most officials, even president Demitri Medvedev, businesses in Russia are often the target of extortion and corruption. It is, to say the least, quite difficult to operate in Russia without bribing a local, regional or even national government officer. Every business encounters challenging times, but what defines the company is how it responds to difficult times.
In the short term, the best strategy for IKEA may be to defend its own corporate integrity and the well-being of its executives and employees by resisting bribery. How about the economic downturn? That larger source of stress for the company requires a much different kind of coping response. There is a saying that the strong survive. If that is so, what is the source of strength for survival? In IKEA’s case, it may be its core business model of selling minimalist, flat-pack furniture, something that its competitors are trying to emulate.
Duke behavioral economist Dan Ariely has a theory that IKEA’s build-it-yourself furniture creates long-term customer loyalty.[2] Why? Because you like the furniture even more after struggling to put it all together with a minimum of useful instructions. No one would suggest that the instructions are overly detailed. This mild ambiguity creates a customer opportunity, specifically, the opportunity for the customer to engage, or invest, in the whole process of creating the furniture. Engagement and involvement lead to commitment. That may be the underpinning for Ariely’s theory about IKEA’s model for creating loyalty and business. While the company’s business model may be an internal source of strength to survive and thrive in a very competitive retail environment, IKEA may draw strength too from its loyal and lasting customer base who has displayed their own strength and achievement in assembling IKEA furniture.
ANSWER THE FOLLOWING DISCUSSION QUESTIONS:
1. How might the methods that IKEA uses to deal with external stressors, such as global economic and political conditions, be applied to the treatment of individual employee’s stress in the company?
2. What are some ways in which the two stressors IKEA faced could function as positive stress for the organization?
3. If you were an official at IKEA, how would you deal with the question of bribery? Would you rather pay a bribe to make life for your company easier, or would you not pay the bribes and face a bigger challenge in doing business in a foreign market?
[1] M. Leroux, “Thinking Outside the Box Finally Flusters Ikea’s Growth,” Times of London (June 24, 2009); A. E. Kramere, “Ikea Curtails Russia Plans, Citing Corruption; Retailer’s Investments Are Put on Hold Because of ‘Unpredictability,’ ” The New York Times/International Herald Tribune (June 26, 2009).
[2] M. Sasso, “IKEA Theory: ‘Do-It-Yourself’ Creates Loyalty, Business,” Tampa Tribune (May 1, 2009).
Prepare a patient teaching plan for your participant based on the information you discovered in your previous assignments. Present your plan using Microsoft PowerPoint.
UncategorizedPrepare a patient teaching plan for your participant based on the information you discovered in your previous assignments. Present your plan using Microsoft PowerPoint.
Remember, you are creating a patient teaching plan so be sure to include terms easily understood by the general population and limit your use of medical jargon. Slides should include the most important elements for them to know in short bullet-pointed phrases. You may add additional comments in the notes section to clarify information for your instructor.
Guidelines
>Nursing homework help
UncategorizedProfessional Capstone and Practicum Reflective Journal
Students are required to submit weekly reflective narratives throughout the course that will culminate in a final, course-long reflective journal due in Topic 10. The narratives help students integrate leadership and inquiry into current practice.
This reflection journal also allows students to outline what they have discovered about their professional practice, personal strengths and weaknesses, and additional resources that could be introduced in a given situation to influence optimal outcomes. Each week students should also explain how they met a course competency or course objective(s).
In each week’s entry, students should reflect on the personal knowledge and skills gained throughout the course. Journal entries should address one or more of the areas stated below. In the Topic 10 graded submission, each of the areas below should be addressed as part of the summary submission.
While APA style is not required for the body of this assignment, solid academic writing is expected, and in-text citations and references should be presented using APA documentation guidelines, which can be found in the APA Style Guide, located in the Student Success Center.
English homework help
UncategorizedLength: ca. 1250 words
Sources: use 2-3 from the ones assigned in class. If you have another source you’d like to use, please contact me with it for approval.
Below is the link chapter 1 &2, pages 5-20, chapter 13, pages 196-204
http://hdl.handle.net/2027/inu.39000004386400
read the background, early life, adulthood and the wars, and lastly the presidential section
https://en.wikipedia.org/wiki/George_Washington
read background, early life , adulthood, and presidential section
https://en.wikipedia.org/wiki/Abraham_Lincoln
DiscusionV
UncategorizedPlease answer the following attached question, if you would? It is due in the next 24 hours. Thanks so much.
Topic : The benefits of a free enterprise system. Total 4 pages with coverpaper 5 Research Paper: This is a graduate course and students will be expected to research and write papers summarizing in their own words what they have found on current topics from the weekly readings. Research is a theoretical review of relevant literature and application of findings in the literature to a topic related to a specific industry, field, or business problem. The research must be conducted using peer-reviewed trade or academic journals. While Blogs, Wikipedia, encyclopedias, course textbooks, popular magazines, newspaper articles, online websites, etc. are helpful for providing background information, these resources are NOT suitable resources for this research assignment. Please Note: The UC Library staff are very helpful with assisting students in using the UC Online Library journal database. Please contact them if you have issues. In addition, the instructor has provided additional resources, including a research tutorial, in the “Course Resources” folder in the “Content” area of the course. Assignment Requirements: Choose a research topic from the chapter readings or from the list provided by your professor. Research/find a minimum at least four (4), preferably five (5) or more, different peer-reviewed articles on your topic from the University of the Cumberlands Library online business database. The article(s) must be relevant and from a peer-reviewed source. While you may use relevant articles from any time frame, current/published within the last five (5) years are preferred. Using literature that is irrelevant or unrelated to the chosen topic will result in a point reduction. Write a four (4) to five (5) page double spaced paper in APA format discussing the findings on your specific topic in your own words. Note – paper length does not include cover page, abstract, or references page(s). Structure your paper as follows: Cover page Overview describing the importance of the research topic to current business and professional practice in your own words. Purpose of Research should reflect the potential benefit of the topic to the current business and professional practice and the larger body of research. Review of the Literature summarized in your own words. Note that this should not be a “copy and paste” of literature content, nor should this section be substantially filled with direct quotes from the article. A literature review is a summary of the major points and findings of each of the selected articles (with appropriate citations). Direct quotations should be used sparingly. Normally, this will be the largest section of your paper (this is not a requirement; just a general observation). Practical Application of the literature. Describe how your findings from the relevant research literature can shape, inform, and improve current business and professional practice related to your chosen topic. Conclusion in your own words References formatted according to APA style requirements
UncategorizedTopic : The benefits of a free enterprise system.
Total 4 pages with coverpaper 5
Research Paper: This is a graduate course and students will be expected to research and write papers summarizing in their own words what they have found on current topics from the weekly readings. Research is a theoretical review of relevant literature and application of findings in the literature to a topic related to a specific industry, field, or business problem.
The research must be conducted using peer-reviewed trade or academic journals. While Blogs, Wikipedia, encyclopedias, course textbooks, popular magazines, newspaper articles, online websites, etc. are helpful for providing background information, these resources are NOT suitable resources for this research assignment.
Please Note: The UC Library staff are very helpful with assisting students in using the UC Online Library journal database. Please contact them if you have issues. In addition, the instructor has provided additional resources, including a research tutorial, in the “Course Resources” folder in the “Content” area of the course.
Assignment Requirements:
Choose a research topic from the chapter readings or from the list provided by your professor.
Research/find a minimum at least four (4), preferably five (5) or more, different peer-reviewed articles on your topic from the University of the Cumberlands Library online business database. The article(s) must be relevant and from a peer-reviewed source. While you may use relevant articles from any time frame, current/published within the last five (5) years are preferred. Using literature that is irrelevant or unrelated to the chosen topic will result in a point reduction.
Write a four (4) to five (5) page double spaced paper in APA format discussing the findings on your specific topic in your own words. Note – paper length does not include cover page, abstract, or references page(s).
Structure your paper as follows:
Cover page
Overview describing the importance of the research topic to current business and professional practice in your own words.
Purpose of Research should reflect the potential benefit of the topic to the current business and professional practice and the larger body of research.
Review of the Literature summarized in your own words. Note that this should not be a “copy and paste” of literature content, nor should this section be substantially filled with direct quotes from the article. A literature review is a summary of the major points and findings of each of the selected articles (with appropriate citations). Direct quotations should be used sparingly. Normally, this will be the largest section of your paper (this is not a requirement; just a general observation).
Practical Application of the literature. Describe how your findings from the relevant research literature can shape, inform, and improve current business and professional practice related to your chosen topic.
Conclusion in your own words
References formatted according to APA style requirements
HOW ELECTRONIC HEALTH RECORDS (EHRS) ARE ‘NUDGING’ PRACTICES TO CHANGE CERTAIN BEHAVIORS.
UncategorizedMoving beyond medical errors: How EHRs are ‘nudging’ practices to change certain behaviors
by Eli Richman | Jan 28, 2019 6:00amThe University of Chicago Medical Center is one health system experimenting with ways the EHR can nudge physician and nurse behavior. (Courtesy of University of Chicago)ShareFacebookTwitterLinkedInEmailPrint
Electronic health records (EHRs) are usually cited for their ability to help diagnose diseases and reduce medical errors. But several health systems are testing how EHRs can be used to target other factors, like patient comfort and drug shortages.
Since EHRs are frequently used to guide patient care, adjusting the output of those systems can have considerable impact on patients—beyond just their immediate health condition.
Consider the University of Chicago Medical Center, which has been experimenting with a study module called SIESTA (Sleep for Inpatients: Empowering Staff to Act) to help patients in hospitals sleep better. The study is aimed at reducing nighttime awakenings for inpatients so they don’t experience in-hospital sleep deprivation.
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Inpatient sleep deprivation occurs when EHRs prompt doctors and nurses to take vital signs, administer medication or perform a test irrespective of the time of day. If a patient is being consistently woken up this way, they can suffer grogginess, delirium and falls.
“As a frequently hospitalized patient, I am used to being woken up as often as every one to two hours,” Sara Ringer, a hospital patient, told the University. “It never feels like your body has a chance to rest and heal. My last hospitalization at University of Chicago was one of the easiest I’ve had because the hospital staff made it possible for me to sleep.”
Alerting clinicians to potential problems—constantly
SIESTA works by adding alerts to the EHR, which remind healthcare workers they may want to delay disruptions that are minimally important (such as measuring vital signs). While it’s certainly possible to simply provide training to clinicians to avoid nighttime awakenings, the researchers said the EHR reminders work better.
“Efforts to improve patients’ sleep are not new, but they do not often stick because they rely on staff to remember to implement the changes,” said the study’s lead author Vineet Arora, M.D., professor of medicine at the University of Chicago.
But alerts aren’t always effective either because clinicians can start mentally blocking them out, said Raj Ratwani, M.D., director of the national center for human factors in healthcare at Medstar Health. When a physician gets an alert for something or other every few minutes (a suggestion to use a certain drug, a suggestion about when to perform a test, etc.), it stops being a concern and starts becoming an interruption of their workflow, according to Ratwani’s research.
Ratwani pointed to an eye-tracking study done on residents completing certain tasks in an EHR. It found that after a time, physicians would by habit bring their cursor to the place on the screen ready to close an alert box after selecting certain options—before it had even popped up. They had become that inured to the reminders.
“Those are the kind of alerts that drive physicians nuts, because think about how many of those they get, how busy they are,” Ratwani told FierceHealthcare in an interview. “What’s happening is you just get used to it, it becomes an interruption of your workflow, and you just want to get past it.”
Background UI changes—subtle and concerningly unnoticeable
Another approach to nudging clinicians’ behavior is to change the EHR’s user interface (UI) to cognitively disincentivize certain choices. Putting undesired options further down on a drop-down list, for instance, or graying them out, can cause clinicians to select them less often without interrupting workflow.
Many EHRs already do this to avoid negative health outcomes, like unintended drug interactions or dangerous opioid doses. But all those tools are available to nudge behavior for other reasons, Ratwani said. They can just as easily be employed to avoid a drug that’s on shortage or out of range.
“Oftentimes what happens is providers get emails, and they’ll get an email that says ‘please don’t prescribe medication A, prescribe medication B instead’. And then they’re tasked with having to remember that information on top of all the other things they have to do. So that’s a great instance where it would be far more effective to manipulate the interface a little bit to make it more difficult to order those medications that are on shortage,” he said.
“Things that you want to prevent or push people away from—you want that to take more cognitive effort than you want people to actually use,” Ratwani added. “So you’re guiding them without them needing to do a lot of effort to acknowledge them or interrupt their workflow. And that’s where it’s most effective—where it’s very passive and doesn’t require a lot of effort on the part of the physician.”
The trouble here is that the UI changes can tread into the territory of making decisions instead of clinicians. And while the grayed-out options should still be available to select in most cases, the psychological disincentive it provides is powerful, Ratwani said. One study showed that even a one- to two-second delay in the time that it takes to do something will push people away from that action most of the time.
Furthermore, it’s not clear that the suggestions pushed by the UI will always be appropriate. It would be easy for a drug shortage to end, for instance, but not have the EHR update to reflect that until months later.
“There is tremendous potential for unintended consequences in this kind of change—to any interface. Just in the example of order sets, many have been updated but the clinician’s not aware that it’s been updated, so they may be operating under the previous conditions of that order set,” Ratwani said. “This can be a big problem, and it’s similar to the drug shortage scenario, where there is a change and it’s not obvious.”
Ultimately, no solution is perfect. Personal reminders are too forgettable, EHR reminders are too repetitive and easy to ignore, and UI changes are too difficult to notice and overrule.
So while EHR changes can be a powerful tool for hospitals and health systems to incentivize certain behavior, they will have to be vigilant about the unintended consequences.
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Description of Clinical Problem/Situation: Nursing Turnover within the Ambulatory Care (ACS) Setting
UncategorizedEvidence-Based Practice [provide definitions for a) evidence-based practice, b) quality improvement, and c) research. Please include references using APA format.]
Describe how you would use each process (e.g. EBP, QI, and research) to address the selected quality indicator in Ambulatory Care.
A. Description of Clinical Problem/Situation: Nursing Turnover within the Ambulatory Care (ACS) Setting
B. PICO Question
The following PICO question has been devised to guide this exploration of the scientific literature and other essential forms of evidence.
PICO Question Components:
P: [patient, population, or problem] Nurse Retention within the Ambulatory Care Setting
I: [intervention or treatment] Factors that may positively influence retention rate
C: [comparison with other treatments, when warranted] Factors that may negatively influence retention rate
O: [outcome] ?
Question: What factors may positively (I) or negatively (C) impact nursing retention within the Ambulatory Care Nursing setting (P), (O)?
C. Sources of Evidence & References [types of evidence – published, expert opions, patient preferences, etc.]
Article 1 –
Article 2 –
D. Critical Appraisal of the Evidence [briefly describe how this was done – used the Johns Hopkins Nursing EBP criteria, provider an evidence rating for each article/evidence source used [e.g. 1A, 3C etc.]
[ex: Each article was critically appraised using the Johns Hopkins Nursing Evidenced-based Practice Research criteria. As an example, the article ……
Questions to consider – should we implement the practice recommendations? Would this change improve nurse retention outcomes? Would it improve overall unit/pavilion operations e.g. costs, workload, culture? Can the evidence be translated inn other ways e.g. policy/procedure development?
E. Translation [would you put the evidence you appraised into practice? How would that be done? Should we implement the practice recommendations? Would this change improve our nurse retention outcomes? Would it improve overall unit/pavilion operations (e.g. costs, workload, and culture)? Can the evidence be translated in other ways (e.g. policy/procedure development)?
>Accounting homework help
Uncategorized2. How do you respond to Julie as a leader? Compare Julie as a leader with some of the descriptions of leadership styles provided in Chapter 2.
3. What organizational, team, and individual problems can you identify?
4. What opportunities for organization development work do you see? 5. How do the opportunities you have identified illustrate the values and ethical beliefs of organization development identified in chapter 3?
8 Peer reviewd references (must)
4 page content
Case Study:
“Good morning. Northern County Legal Services,” Christina said. “How can I help you? Yes, I see. Okay, why don’t I schedule a time for you to stop by and talk with one of us about your situation and we can see how we can help? I’m free on the 12th at 3:30 p.m. Does that work for you? Excellent. And you know where our office is located? Yes, right across the street. Good. I’ll look forward to speaking with you then.” It was already packed in the office of Northern County Legal Services (NCLS), a nonprofit organization located just outside the downtown district. In the small waiting room, nearly 20 clients waited for assistance while a team of staff members handled walk-in visitors and made appointments. With no air-conditioning, the room was starting to get hot on the sunny August afternoon as the chairs filled up. “I’m sorry. Mr. Gaines? I think you’re next.” Christina looked at the growing crowd. “Oh, no, no, no, no.” A tall woman rose from her chair and stepped forward, raising her voice. “I’ve been here since 10 a.m. and I was here first. I’m next. He needs to wait his turn.” She looked around the room for support, and some heads nodded as those waiting began to look at one another in frustration. “Yes, I’m sorry that you’ve waited so long, but Mr. Gaines had made an appointment,” Christina said. “Yeah, for 11:30,” Mr. Gaines scoffed. “It will only be a few more minutes until someone is with you,” Christina offered. “You need to get more organized,” the woman said as she rolled her eyes. She returned to her seat, fanning herself with a 2-year-old copy of an entertainment magazine. Christina looked her watch: 12:20. Her parking meter was already expired. “Have a seat, sir, and I’ll be right with you.” She grabbed her purse and quickly headed to the front door. “And just where do you think you’re going, miss?” a voice came from the waiting room. “She can’t take it anymore,” another voice offered, as laughter rose from the corner. Christina ran the four blocks to where her car was parked. There was already a yellow envelope with a $25 parking ticket lodged under her windshield wiper. Northern County Legal Service’s mission is to match clients who cannot afford legal counsel with a lawyer willing to offer pro bono services. NCLS specializes in housing and employment law but also matches clients with attorneys who assist with almost any legal need, including domestic violence and family law. The service is free to clients (though some pay for some services on a sliding scale based on their income). The remainder of the funding comes from grants, and the center is staffed almost entirely by a group of 15 volunteers and law school students. Students form the majority of the staff, and they receive internship credit, usually volunteering at the center during their third year of law school. Most students participate in the center only for one semester, and competition among students is tough to receive one of the volunteer slots. The one full-time employee is a director, Julie, who has been at the center for about 2 years. Aside from running the office, managing volunteers and students, finding attorneys, and conducting training workshops for both students and volunteer attorneys, Julie’s main concern is funding, which is a constant issue. The small office where NCLS is housed consists of a waiting room and four offices. Julie keeps one of the four offices as her own, and the other three are taken by students or volunteers who work for 10 to 20 hours per week, usually in 4- to 6-hour shifts. Each of the four offices has a computer, and there is one printer shared by the center. At any given time, there might be as many as eight volunteers who share the three offices, meeting with clients to perform the “intake” functions. The intake process begins with a client who arrives on a walk-in or appointment basis, and the initial meeting usually lasts for about an hour. Depending on the client’s need, the intake paperwork consists of three to six pages of single-spaced questions that the staff members ask clients in order to be able to provide the most help. Intake forms also contain client demographic data, such as household income and household size, which is needed for the center to compile monthly, quarterly, and annual statistics that grant funders require in order to measure the center’s progress. It was 7:30 a.m. as Julie walked in to the office. The phone was already ringing, but she let it go to voice mail as she turned on her computer and quickly sorted through the phone messages that had piled up since she left yesterday afternoon. Nothing that couldn’t wait until later in the morning, she thought. In the waiting room, the staff began to gather for the monthly staff meeting. This is the time when Julie covers the statistics for the prior month with the staff, gives updates, and answers questions. “Good morning.” Julie looked around the room. About two-thirds of the staff were seated in the uncomfortable assorted chairs, which had been donated or purchased at minimal cost over the past several years. “Today I want to cover a few things. First, the importance of getting the intake paperwork complete; second, scheduling; and third, timely filings.” She looked around the room at the bleary-eyed group, many of whom held coffee cups as they avoided eye contact. “Fine? Good. Melinda? I noticed that many of you are making the same mistake as Melinda in failing to fully complete page 6 of the housing intake form. For example, here’s the copy of the one you completed last week. Where the form asks for service date, we really need that to complete the filing motion for the client. If we don’t have it, we have to call them to get it. I’ve noticed a few of these that have been blank in the past week or two. Does everyone understand that?” Heads nodded in agreement. “Where do we put the intake form for housing after it’s done?” Eric asked. “In the intake inbox on the filing cabinet in Julie’s office,” Monica offered. “I thought that was only for urgent motions,” Eric said. “I’ve been putting the nonurgent ones in the inbox in the hallway.” “That’s right,” Julie said. “Actually I’d prefer it if you handed the urgent ones directly to me and put the nonurgent ones in the hallway box. You can put the urgent ones in my box if I’m not here.” “What’s urgent?” Monica asked. “Urgent means if it’s been 4 or 5 days since the client received an eviction notice,” Julie said. “The fifth day is the most critical.” “What do we do if you aren’t here but it’s been 5 days?” Monica asked. “Then you can either call my cell phone and let me know that it’s waiting, or you can call an attorney from the list,” Julie said. “Or you can do it yourself but wait to file it until I can verify it after you’re done.” “Do we do that for the domestic violence restraining order requests also?” Annette asked. “No, those should be filed in the top drawer of the cabinet until another staff member can take the intake form and call a volunteer attorney to take the case,” Julie said. “Why can’t I just call immediately to get the process started more quickly?” Annette said. “If I’ve done the intake, why can’t I just continue to the next step?” Julie was beginning to get frustrated. “Look, everyone, we went over this in training. It’s important that this all be handled as we discussed it before.” Julie continued as, out of earshot, Annette leaned over and whispered to Monica. “Yeah, training was what, like an hour? I still don’t understand why there are so many procedures.” “I know,” Monica said, “and I feel so incompetent about housing law. My specialty has been family law. I’d rather learn about that part of the center, but I keep getting these eviction intakes. And the paperwork is incredible. I spent an hour with a client yesterday and only got about two pages’ worth of information. I ran over my next appointment trying to get the rest.” “I had the same experience,” An
nette said. “The clients have such detailed histories, and they need to share their whole story. I talked to a woman whose boyfriend shoved her against a wall and broke her wrist. She started to cry, and I was thinking that I can’t very well interrupt her and say, ‘Sorry, ma’am, but that’s Question 65. We’re still on question 14, so can you tell me your combined annual income?’ And I had three of those same intakes yesterday. I went home completely drained last night.” Monica nodded. “I’ve heard stories like that, too. The part I hate is when I have to pick up the paperwork out of the inbox and file the motion when I didn’t do the intake. The other day Julie started shouting at me because I missed a note on an intake that Christina did and I had to refile the motion. I almost missed the deadline but I stayed 2 hours later than usual and got it all done. It was gratifying but emotionally exhausting. It’s hard to even come in sometimes. I wonder, are we even making progress here?” “Now what’s she talking about?” Annette looked up at Julie. “So that’s why you need to make sure that Dave has your weekly schedule, so he can keep the appointment schedule accurate with hourly time blocks for intakes,” Julie concluded. Julie returned to her office. There were two messages from the Dylan Foundation president wanting to know about last quarter’s statistics. He had threatened to pull funding for next year unless the center began to show more progress in winning cases where disabled clients were about to be evicted. She knew that the staff had done great work recently, but they had only begun to compile the statistics and she could not yet prove it with charts and graphs. He’d be fine after she met with him, she thought. She made a mental note to bring two recent success story case studies to her meeting with him. Rafael appeared in the doorway. “Julie, what do we do when the service date on the subpoena doesn’t match the date on the submission form? Can you show me how we address that in the reply?” “Yes. Well, actually, ask Kyle because I showed him the same thing last week,” Julie said. “Kyle’s not here until 3, and I have to have the motion done for the client to pick up at noon,” Rafael said. “Okay. Just give me a few minutes and I’ll be right there,” Julie said. “Thanks,” Rafael said. Jean was right behind him. “Julie, I have an urgent housing motion here that needs to be filed. Do you want this now?” Julie took the intake form and looked through it. A woman with a $900 monthly income and an infant son and 2-year-old daughter received an eviction notice for being one day late on her $800 rent. A court filing would be due tomorrow. “I have a meeting this afternoon and can’t do it today. Why don’t you put it in the hallway box and maybe someone can get to it today, otherwise I’ll get to it tomorrow,” Julie said. Jean paused for a moment. “Okay, I’ll do that,” she said.