• Offer an analysis of their evaluations and subsequent recommendation. Note both strengths and areas that could be improved.
• Identify areas where your own original recommendations or evaluation was similar to or different from your colleagues’ original evaluation and explain why.

obin Franklin RE: Discussion – Week 3COLLAPSE

The case study of George, the social worker meets the criteria for a single-case design, because the focus is on a single person (Plummer, Makris, & Brocksen, 2014).  The study objective was to test the efficacy of one intervention with multiple target problems (Plummer, Makris, & Brocksen, 2014).  The research design is a multiple baseline design (MB), which means that the intervention presented to George in the case study was applied to each sequential target problem and allowed time to assess the impact of the intervention on each issue before introducing it to the next challenge. There were no specific tasks given, but it is stated that there were two personal care tasks completed, two mobility tasks and three home safety tasks. Progression was monitored on each visit using a 10-point assessment scale (Plummer, Makris, & Brocksen, 2014). I would support the use of the clinical rating scale in the case study, as it was shown that this type of measurement scale is one that is commonly used. In the design of a single system and was effective and reliable as well as desirable by several other researchers dealing with unique device designs (Mattaini, 2010). The Goal Attainment Scale (GAS) can be an effective form of assessment, as it would measure multiple targets for a particular adult such as George, considering his mobility, health, and personal care (Mattaini, 2012; Plummer, Makris, & Brocksen, 2014). Another valuable measurement tool would be a Rapid Assessment Instrument (RAI), which would allow data to be gathered rapidly and routinely (Mattaini, 2012). This enables the monitoring and recognition of incidents within a case through its functional relationships (Mattaini, 2012).

The case study did not provide details about the methods they used. Without these specific details, it is unclear whether the operation and the research were ethically undertaken (Plummer, Makris, & Brocksen, 2014).  I did notice substantial changes in George’s home safety conduct when assessing the social worker’s use of a strategy composed of case management and solution-focused and task-centered methods. I have observed significant improvements in his behavior in personal care and a slight increase in his mobility. These results suggest that the strategy chosen has been successful in maintaining home health, effective in strengthening personal care and helping to improve mobility. Given the importance of addressing these issues in my neighborhood and the lack of funding at this moment, I will advocate a tailored case management intervention program for home health, personal care, and mobility. Chris and her collaborators will need to prove that the research and the findings can be repeated and applied to other populations to be considered as evidence based and therefore, to be considered for submission to the registry (Tankersley, Cook, & Cook, 2008).  To do this, I recommend identifying the measures used in the treatments and how they were performed based on length, and location. Through providing detailed data, other researchers are more able to replicate the sample to see if it can be used with different populations to show generalizability and to see if outcomes are like the original analysis for replication.

 References

Mattaini, M. A. (2010). Single-system studies. In B. Thyer (Ed.), The handbook of social work research methods (2nd ed., pp. 241-273). Thousand Oaks, CA: Sage. (PDF).

Plummer, S. -B., Makris, S., & Brocksen, S. (Eds.). (2014b). Social work case studies: Concentration year. Baltimore, MD: Laureate International Universities Publishing. [Vital Source e-reader].

Tankersley, M., Cook, B. G., & Cook, L. (2008). A preliminary examination to identify the presence of quality indicators in single-subject research. Education & Treatment of Children, 31(4), 523-548.

 

The purpose of this assignment is to assess how different types of health care organizational structures impact the process and effectiveness of change. 

Write a 1,000-1,250 word paper that addresses the following:

1. Discuss why it is necessary for a health care organization to develop a strategic management model that addresses both the concept of change necessary for the growth and sustainability of the organization and the processes of changing. Include how the organization is able to go about accomplishing change and how change ultimately impacts the development of an organization.
2. Differentiate between transaction change and transformational change theories. 
3. Identify three theories of management and provide an example of the areas or departments in which each theory of management might be most effective.
4. Identify and explain tools and advice that can be utilized to assess leadership effectiveness.

Be sure to justify your explanation with five or more relevant references, including your textbook.

Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a grading rubric. Instructors will be using the rubric to grade the assignment; therefore, students should review the rubric prior to beginning the assignment to become familiar with the assignment criteria and expectations for successful completion of the assignment. You are required to submit this assignment to

You are required to submit this assignment to LopesWrite. Refer to the LopesWrite Technical Support articles for assistance.

 

As an advanced human services professional practitioner, you may be in a position to mentor and coach employees in a variety of different areas, including ethics and cultural humility. Inexperienced practitioners may need guidance on how to navigate challenging ethical dilemmas, including those that arise when there is a conflict between meeting a service user’s needs and adhering to organizational policies or procedures. Practitioners may also need guidance on how to recognize their own biases and be open to cultural differences of service users in the community.

You will assume the role of a supervisor in a human services organization. In this role, you will respond to a case study about an employee who is confronted with an ethical dilemma while trying to provide culturally sensitive assistance to a servicer user. You will determine whether the employee’s behavior is ethical and whether it is reflective of cultural humility. You also will consider how you would respond as a supervisor.

• Review the Week 6 case study. Keep the case study in mind as you review this week’s Learning Resources.
• Review the Ethical Standards for Human Services Professionals. With the ethical standards in mind, identify ethical dilemma(s) that are present in the case study. Then, determine if the employee’s behavior is ethical and why or why not.
• Review the Learning Resources on promoting ethical competence and cultural humility in human services organizations. Think about strategies you could use, as a leader, to help the employee from the case study develop ethical competence and cultural humility. In addition, consider what policies and procedures you might implement to promote ethical competence and cultural humility throughout the organization.
• Find one article from an academically appropriate source that focuses on supervising employees in human services settings. Use the article to support your response regarding how you would respond to the employee, as her supervisor.

What are the ethical dilemmas in the case? Do you believe the employee’s behavior is ethical? Why or why not?

• What cultural considerations should the employee keep in mind when working with the service user? Do you believe the employee’s behavior is reflective of cultural humility? Why or why not?
• As the employee’s supervisor, how would you respond to help the employee develop ethical competence and cultural humility?  

Support your post with specific NOHS ethical standards and at least one article from an academically appropriate source that you found in your own search.

HART CITY CASE STUDY

  

Tanya

Tanya is an African American 23-year-old single mother of two young boys who are four months and 2 years old. She and her sons have been living in a homeless shelter for the previous three months. She is a good candidate for the transitional housing program because she has a high school diploma and one year of college. She presents herself as an alert, communicative, and competent young woman. There is a history of alcoholism and drug abuse in her family of origin. The father of her boys went to jail for selling drugs and assault before the birth of Tanya’s youngest son. She has not heard from him in six months. They did not live together before she became homeless. Tanya expresses sadness that he has never seen his son. The advanced human services professional practitioner is assigned to assist her through the Hart City Department of Social Services (HCDSS). A two-bedroom apartment is about to become available, and the advanced human services professional practitioner wants to advocate for Tanya and her family. The decision team will meet with Tanya the next day. The day before, the advanced human services professional practitioner and Tanya meet to discuss her chances of getting the apartment. During the meeting, Tanya confides in the advanced human services professional practitioner that she met with the father of her boys “just so he could see his kids. I know we can’t be together.” When the advanced human services professional practitioner tells her that this could harm her chances of getting transitional housing, Tanya asks her to keep it a secret. Without answering directly, the advanced human services professional practitioner says “I will do what I can to get you into the housing.” However, the advanced human services professional practitioner knows that during the decision team meeting, her supervisor will ask if Tanya has had any contact with the father of her children. The agency policy is that in order to receive the housing, the service user should not be involved with anyone who has a criminal background, even the father of her children. The belief is that these relationships could compromise the service user’s ability to become successfully self-sufficient. If the decision team and the advanced human services professional practitioner’s supervisor find out about Tanya’s brief contact, she will automatically be excluded from consideration. If the advanced human services professional practitioner fails to reveal the information, she will be in violation of her agency’s policy, and she could lose her job. She understands that the connection between a father and his children is very important.

 Carla Vista Company had the following adjusted trial balance.

Carla Vista Company
Adjusted Trial Balance
For the Month Ended June 30, 2020Adjusted Trial BalanceAccount TitlesDebitCreditCash$3,530Accounts Receivable4,000Supplies570Accounts Payable$1,700Unearned Service Revenue180Owner’s Capital5,050Owner’s Drawings610Service Revenue5,040Salaries and Wages Expense1,200Miscellaneous Expense400Supplies Expense2,260Salaries and Wages Payable 600$12,570$12,570

(a)

Prepare closing entries at June 30, 2020. (Credit account titles are automatically indented when amount is entered. Do not indent manually.)

No.Account Titles and ExplanationDebitCredit1.enter an account title to close revenue accountenter a debit amountenter a credit amountenter an account title to close revenue accountenter a debit amountenter a credit amount(To close revenue account)2.enter an account title to close expense accountsenter a debit amountenter a credit amountenter an account title to close expense accountsenter a debit amountenter a credit amountenter an account title to close expense accountsenter a debit amountenter a credit amountenter an account title to close expense accountsenter a debit amountenter a credit amount(To close expense accounts)3.enter an account title to close net income / (loss)enter a debit amountenter a credit amountenter an account title to close net income / (loss)enter a debit amountenter a credit amount(To close net income / (loss))4.enter an account title to close drawingsenter a debit amountenter a credit amountenter an account title to close drawingsenter a debit amountenter a credit amount(To close drawings)

eTextbook and Media

List of Accounts

 View PoliciesCurrent Attempt in ProgressCullumber Company ended its fiscal year on July 31, 2020. The company’s adjusted trial balance as of the end of its fiscal year is as follows.

Cullumber Company
Adjusted Trial Balance
July 31, 2020No.Account TitlesDebitCredit101Cash$10,200112Accounts Receivable9,100157Equipment16,200158Accumulated Depreciation—Equip.$7,600201Accounts Payable4,400208Unearned Rent Revenue1,600301Owner’s Capital47,900306Owner’s Drawings16,200400Service Revenue64,300429
Rent Revenue6,700711Depreciation Expense9,200726Salaries and Wages Expense56,300732Utilities Expense15,300  $132,500$132,500

(a)

Prepare the closing entries. (Credit account titles are automatically indented when amount is entered. Do not indent manually.)

DateAccount Titles and ExplanationDebitCreditJuly 31enter an account title to close revenue accountsenter an account title to close revenue accountsenter a debit amountenter a debit amountenter a credit amountenter a credit amountenter an account title to close revenue accountsenter an account title to close revenue accountsenter a debit amountenter a debit amountenter a credit amountenter a credit amountenter an account title to close revenue accountsenter an account title to close revenue accountsenter a debit amountenter a debit amountenter a credit amountenter a credit amount(To close revenue accounts)July 31enter an account title to close expense accountsenter an account title to close expense accountsenter a debit amountenter a debit amountenter a credit amountenter a credit amountenter an account title to close expense accountsenter an account title to close expense accountsenter a debit amountenter a debit amountenter a credit amountenter a credit amountenter an account title to close expense accountsenter an account title to close expense accountsenter a debit amountenter a debit amountenter a credit amountenter a credit amountenter an account title to close expense accountsenter an account title to close expense accountsenter a debit amountenter a debit amountenter a credit amountenter a credit amount(To close expense accounts)July 31enter an account title to close net income / (loss)enter an account title to close net income / (loss)enter a debit amountenter a debit amountenter a credit amountenter a credit amountenter an account title to close net income / (loss)enter an account title to close net income / (loss)enter a debit amountenter a debit amountenter a credit amountenter a credit amount(To close net income / (loss))July 31enter an account title to close drawingsenter an account title to close drawingsenter a debit amountenter a debit amountenter a credit amountenter a credit amountenter an account title to close drawingsenter an account title to close drawingsenter a debit amountenter a debit amountenter a credit amountenter a credit amount(To close drawings)

eTextbook and Media

List of Accounts

Save for LaterAttempts: 0 of 3 usedSubmit Answer

(b)

The parts of this question must be completed in order. This part will be available when you complete the part above.

(c)

The parts of this question must be completed in order. This part will be available when you complete the part above.
 

 Current Attempt in ProgressWildhorse Company discovered the following errors made in January 2020.

1.A payment of Salaries and Wages Expense of $480 was debited to Equipment and credited to Cash, both for $480.2.A collection of $5,300 from a client on account was debited to Cash $530 and credited to Service Revenue $530.3.The purchase of equipment on account for $180 was debited to Equipment $710 and credited to Accounts Payable $710.

(a)

Correct the errors by reversing the incorrect entry and preparing the correct entry. (Credit account titles are automatically indented when amount is entered. Do not indent manually.)

No.Account Titles and ExplanationDebitCredit1.enter an account title to reverse the incorrect entryenter a debit amountenter a credit amountenter an account title to reverse the incorrect entryenter a debit amountenter a credit amount(To reverse the incorrect entry)enter an account title to record the correct entryenter a debit amountenter a credit amountenter an account title to record the correct entryenter a debit amountenter a credit amount(To record the correct entry)2.enter an account title to reverse the incorrect entryenter a debit amountenter a credit amountenter an account title to reverse the incorrect entryenter a debit amountenter a credit amount(To reverse the incorrect entry)enter an account title to record the correct entryenter a debit amountenter a credit amountenter an account title to record the correct entryenter a debit amountenter a credit amount(To record the correct entry)3.enter an account title to reverse the incorrect entryenter a debit amountenter a credit amountenter an account title to reverse the incorrect entryenter a debit amountenter a credit amount(To reverse the incorrect entry)enter an account title to record the correct entryenter a debit amountenter a credit amountenter an account title to record the correct entryenter a debit amountenter a credit amount(To record the correct entry)

eTextbook and Media

List of Accounts

Save for LaterAttempts: 0 of 3 usedSubmit Answer

(b)

The parts of this question must be completed in order. This part will be available when you complete the part above.
 

 Current Attempt in ProgressThese financial statement items are for Ivanhoe Company at year-end, July 31, 2020.

Salaries and wages payable$1,900Notes payable (long-term)$2,100Salaries and wages expense51,700Cash14,000Utilities expense22,200Accounts receivable10,000Equipment29,200Accumulated depreciation―equipment5,900Accounts payable4,700Owner’s drawings4,200Service revenue63,300Depreciation expense4,400Rent revenue8,500Owner’s Capital (beginning of the year)49,300

(a1)

Prepare an income statement for the year. The owner did not make any new investments during the year. (Enter negative amounts using either a negative sign preceding the number e.g. -45 or parentheses e.g. (45).)

IVANHOE COMPANY
Income Statement
choose the accounting period  For the Year Ended July 31, 2020July 31, 2020For the Month Ended July 31, 2020select an opening name for section one  DrawingsExpensesNet Income / (Loss)Owner’s Capital, August 1, 2019Owner’s Capital, July 31, 2020RevenuesTotal ExpensesTotal Revenuesenter an income statement item$enter a dollar amount enter an income statement itementer a dollar amountselect a closing name for section one  DrawingsExpensesNet Income / (Loss)Owner’s Capital, August 1, 2019Owner’s Capital, July 31, 2020RevenuesTotal ExpensesTotal Revenues$enter a total amount for section one select an opening name for section two  DrawingsExpensesNet Income / (Loss)Owner’s Capital, August 1, 2019Owner’s Capital, July 31, 2020RevenuesTotal ExpensesTotal Revenuesenter an income statement item$enter a dollar amount enter an income statement itementer a dollar amountenter an income statement itementer a dollar amountselect a closing name for section two  DrawingsExpensesNet Income / (Loss)Owner’s Capital, August 1, 2019Owner’s Capital, July 31, 2020RevenuesTotal ExpensesTotal Revenuesenter a total amount for section twoselect a closing name for this statement  DrawingsExpensesNet Income / (Loss)Owner’s Capital, August 1, 2019Owner’s Capital, July 31, 2020RevenuesTotal ExpensesTotal Revenues$enter a total net income or loss amount 

eTextbook and Media

List of Accounts

Save for LaterAttempts: 0 of 3 usedSubmit Answer

(a2)

The parts of this question must be completed in order. This part will be available when you complete the part above.

(b)

The parts of this question must be completed in order. This part will be available when you complete the part above.  

Current Attempt in Progress

The adjusted trial balance for Wildhorse Bowling Alley at December 31, 2020, contains the following accounts.

                    Debits                     CreditsBuildings$127,300Owner’s Capital$116,100Accounts Receivable15,000Accumulated Depreciation—Buildings42,000Prepaid Insurance4,900Accounts Payable12,000Cash19,500Notes Payable97,200Equipment61,100Accumulated Depreciation—Equipment17,400Land66,100Interest Payable2,400Insurance Expense700Service Revenue17,500Depreciation Expense7,100Interest Expense2,900 $304,600$304,600

(a)

Prepare a classified balance sheet; assume that $28,600 of the note payable will be paid in 2021. (List Current Assets in order of liquidity. List Property, Plant and Equipment in order of Land, Buildings and Equipment.)

WILDHORSE BOWLING ALLEY
Balance Sheet
 Fot the Year Ended December 31, 2020December 31, 2020Fot the Month Ended December 31, 2020Assets  Current AssetsCurrent LiabilitiesIntangible AssetsLong-term InvestmentsLong-term LiabilitiesProperty, Plant and EquipmentOwner’s EquityTotal AssetsTotal Current AssetsTotal Current LiabilitiesTotal Intangible AssetsTotal LiabilitiesTotal Liabilities and Owner’s EquityTotal Long-term InvestmentsTotal Long-term LiabilitiesTotal Property, Plant and EquipmentTotal Owner’s Equity$   Current AssetsCurrent LiabilitiesIntangible AssetsLong-term InvestmentsLong-term LiabilitiesProperty, Plant and EquipmentOwner’s EquityTotal AssetsTotal Current AssetsTotal Current LiabilitiesTotal Intangible AssetsTotal LiabilitiesTotal Liabilities and Owner’s EquityTotal Long-term InvestmentsTotal Long-term LiabilitiesTotal Property, Plant and EquipmentTotal Owner’s Equity$   Current AssetsCurrent LiabilitiesIntangible AssetsLong-term InvestmentsLong-term LiabilitiesProperty, Plant and EquipmentOwner’s EquityTotal AssetsTotal Current AssetsTotal Current LiabilitiesTotal Intangible AssetsTotal LiabilitiesTotal Liabilities and Owner’s EquityTotal Long-term InvestmentsTotal Long-term LiabilitiesTotal Property, Plant and EquipmentTotal Owner’s Equity$   AddLess:   AddLess:   Current AssetsCurrent LiabilitiesIntangible AssetsLong-term InvestmentsLong-term LiabilitiesProperty, Plant and EquipmentOwner’s EquityTotal AssetsTotal Current AssetsTotal Current LiabilitiesTotal Intangible AssetsTotal LiabilitiesTotal Liabilities and Owner’s EquityTotal Long-term InvestmentsTotal Long-term LiabilitiesTotal Property, Plant and EquipmentTotal Owner’s Equity$ Liabilities and Owner’s Equity  Current AssetsCurrent LiabilitiesIntangible AssetsLong-term InvestmentsLong-term LiabilitiesProperty, Plant and EquipmentOwner’s EquityTotal AssetsTotal Current AssetsTotal Current LiabilitiesTotal Intangible AssetsTotal LiabilitiesTotal Liabilities and Owner’s EquityTotal Long-term InvestmentsTotal Long-term LiabilitiesTotal Property, Plant and EquipmentTotal Owner’s Equity$   Current AssetsCurrent LiabilitiesIntangible AssetsLong-term InvestmentsLong-term LiabilitiesProperty, Plant and EquipmentOwner’s EquityTotal AssetsTotal Current AssetsTotal Current LiabilitiesTotal Intangible AssetsTotal LiabilitiesTotal Liabilities and Owner’s EquityTotal Long-term InvestmentsTotal Long-term LiabilitiesTotal Property, Plant and EquipmentTotal Owner’s Equity$   Current AssetsCurrent LiabilitiesIntangible AssetsLong-term InvestmentsLong-term LiabilitiesProperty, Plant and EquipmentOwner’s EquityTotal AssetsTotal Current AssetsTotal Current LiabilitiesTotal Intangible AssetsTotal LiabilitiesTotal Liabilities and Owner’s EquityTotal Long-term InvestmentsTotal Long-term LiabilitiesTotal Property, Plant and EquipmentTotal Owner’s Equity  Current AssetsCurrent LiabilitiesIntangible AssetsLong-term InvestmentsLong-term LiabilitiesProperty, Plant and EquipmentOwner’s EquityTotal AssetsTotal Current AssetsTotal Current LiabilitiesTotal Intangible AssetsTotal LiabilitiesTotal Liabilities and Owner’s EquityTotal Long-term InvestmentsTotal Long-term LiabilitiesTotal Property, Plant and EquipmentTotal Owner’s Equity  Current AssetsCurrent LiabilitiesIntangible AssetsLong-term InvestmentsLong-term LiabilitiesProperty, Plant and EquipmentOwner’s EquityTotal AssetsTotal Current AssetsTotal Current LiabilitiesTotal Intangible AssetsTotal LiabilitiesTotal Liabilities and Owner’s EquityTotal Long-term InvestmentsTotal Long-term LiabilitiesTotal Property, Plant and EquipmentTotal Owner’s Equity  Current AssetsCurrent LiabilitiesIntangible AssetsLong-term InvestmentsLong-term LiabilitiesProperty, Plant and EquipmentOwner’s EquityTotal AssetsTotal Current AssetsTotal Current LiabilitiesTotal Intangible AssetsTotal LiabilitiesTotal Liabilities and Owner’s EquityTotal Long-term InvestmentsTotal Long-term LiabilitiesTotal Property, Plant and EquipmentTotal Owner’s Equity