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Community Care Application: Communication and Group Dynamics
Order Description
Access the “Allied Health Community”media and select “Scenarios” to access the scenarios for this course. Review the instructions and legend information. Read the Community Care Scenario for this course and complete the following assignment:
Write an action plan detailing how the group dynamics and communication between group members can be improved. Include the following:
1. Identify three major events that occurred that caused this meeting be considered ineffective.
2. What meeting guidelines, methods, or best practices can be implemented to create a more effective meeting? (Consider what could have been implemented prior to the meeting, at the beginning of the meeting, during the meeting, and at the end of the meeting.)
3. Describe communication processes that can improve group dynamics and meeting effectiveness.
4. Describe how this group can be structured differently to clarify roles and responsibilities. Describe strategies that can be implemented to improve the group dynamics.
5. Evaluate each group using the Stages of Group Development discussed in chapter 16 in your textbook. Using this information, describe how these stages can be applied in this situation.
APA format is not required, but solid academic writing is expected.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

COMMUNITY CARE Scenario
Type of Care Provided Scenario Care provided in this capacity is done through clinics such as 24-hour urgent care centers and minute clinics provided through local pharmacies or community locations. These facilities increase access to care at affordable rates and in convenient locations. It was time for the team meeting. This was the fourth time the team at the community clinic was meeting to try and come to consensus regarding a problem that arose with a patient. The personalities of the group made the meetings interesting. John was a bit of a bully. Connie had a unique way of looking at things and did not seem to be in harmony with the rest of the group. Lucia was easily intimidated, and it seemed that John was aware of this and took advantage of her feelings. Sally was the social butterfly of the group and wanted to keep everyone happy. Walt typically slipped into the meeting and spent the time browsing his Facebook account. The others would come in, sit down, and only speak when asked a direct question. The boss was frustrated that the team had yet to come up with a consensus. Just before the meeting began, Lucia began feeling anxious when John came in. She had been working on an alternative plan, had developed handouts, and was ready to make a suggestion at this meeting. Seeing John, she began to have second thoughts about bringing up her idea since the last time John had shot her down. She was hoping that the boss would see that she was interested in helping the group and that he might consider her for a promotion that was soon to be determined. Sally came in and checked in with each of the group members to see how they and their families were doing, what everyone’s plans were for the weekend, and other “nurturing” type questions. The meeting began. John stood up and said, “We all know the reason we are meeting. Some people in this group just cannot see the big picture. There needs to be compromise in order for us to move forward. We all know who these people are and I hope they can come on board so we can be out of here by noon.” The boss, appearing a bit irritated at this outburst, said, “John, that is not the purpose of this meeting. We need to determine the best solution for our patient.” John immediately countered that this was the fourth meeting, yet the problem continued. Connie proposed that maybe someone had a suggestion as to how the problem could be solved. John said something barely audible under his breath, but no suggestions came forth. Sally pointed out that today was Teresa’s birthday and that everyone should sing happy birthday for her. John stood up saying, “You are kidding, right?” and walked to the back of the room. They all sang to Teresa and then a round table discussion began so everyone could share their ideas. When it came to Lucia, she slid her handouts under her laptop and said that she had nothing to add as all her ideas had already been mentioned. The meeting came to an end without a solution. The boss was visibly upset as he threw his papers down on the table and gave the group an ultimatum, “Have a solution on my desk in 24 hours or we will be discussing solutions to our lack of consensus.”
Operational Budget
This budget focuses on a broader view of the total operations of the organization in which all departments are reviewed for both their income potential and the costs associated with the work activities used to generate projected revenues. Each department will have its own budget for the managers to follow and on which to base the activities of the department in order to meet its contribution to the total revenues and the associated costs of the organization.
• Annual Budget
• Revenue Budget
• Capital Budget
Medical Supplies
This budget is focused specifically on the requirement-based services being delivered by the hospital professional, which are often referred to as nondurable disposable items. This budget includes specific items for the surgeon or professional performing the services. These may include such things as oxygen supplies, diabetic supplies, ostomy supplies, bandages, and related supportive items. These items are generally manufactured for one-time use. They are not reused due the inability to sterilize them. The items that are reusable are classified under capital assets and have a use-time identified with the specific piece of equipment.
• Surgical Services
• Medical Services
Vendor/External Suppliers
Health service organizations have special needs and may require certain external items and/or services. Most organizations have projected budgets to include the purchase of supplies and services for outside contractors (vendors) who specialize in installation, monitoring, and the repair of specialized equipment or technology being utilized by the specific health care delivery system.
• Office Supplies
• Medical Supplies
• Surgical Supplies
Human Resources
This budget indicates the finances needed to support the organization’s objectives, from a personnel perspective. Full-time equivalent (FTE) calculations are used to project the personnel budget. These individuals could include nonskilled labors to professional licensed physicians and various job descriptions within the categories. In addition to listing the FTEs, the associated benefits of the FTEs would be projected within this department for each FTE within the organization. This will generally include line items for consultants and temporary positions based on the needs of the organization.
• Administrative Staff
• Clinical Staff
• Medical Providers
• Dietary Services
• This is a departmental budget focused on the costs and potential reimbursement for the organization. The operation is overseen by a dietitian or nutritionist who is responsible for supplying the nutritional needs of the patients within their care. This department may utilize the services of several consultants or contract this service to an outside organization.
• Maintenance/Facility Operations
• This departmental budget focuses on the overall upkeep of the building and the related equipment and machines to provide a safe and comfortable environment for both the patients and workers. This budget includes all FTEs and may also include line items for consultants and outside sources based on needs of the facility.
Departmental Costs
This budget focuses on the specific department and its overall needs, costs, and potential revenue in relation to the overall goals of the organization’s strategic plan. The manager’s primary responsibility is to monitor the operational efficiency of the department, including all areas that directly impact and support the generating of revenue for the organization. Managers may be required to present an analysis of the weekly or monthly operational analysis to the Chief Financial Officer of the organization or a lead manager.
• Administration
• Clinical
• Case Management

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