Cultural Management Case Study

• Approximately seven eighths of the participants responded to the

Module 4: Case Study 1 Providing Culturally Appropriate Services in a Changing Community BreAnna Glenn HCA415: Community and Public Health Professor Gary Hanney November 6, 2017 Module 4: Case Study 1 Providing Culturally Appropriate Services in a Changing Community 1. Explain the meaning of cultural competence, its benefits and limits. Cultural competence means that an agency or individuals have the knowledge, skills.

They interviewed patients and ensured rounding was being completed. Four months into the survey staff attended another education session

Please answer all of the following questions regarding the Wechsler et al. (1994) study of binge drinking: Describe the design of the study, including the researchers’ target population and sampling design, including the sampling frame(s). The target population of the study was composed of all full-time undergraduate students enrolled in 4-year colleges and universities accredited by one of the six regional accrediting bodies covering the United States. The overall sampling design was a two-stage cluster sample.

Navistar has its roots in the early 1800’s when it first produced the Cyrus McCormick Mechanical Reaper. In 1902 it merged with the McCormick Harvesting Machine Company, Deering Harvester Company, Milwauke Harvester Company, Plano Manufacturing Company and Warder, Bushnell and Glessner (Navistar, 2016). In January 1986, this international Harvester Company changes its name to Navistar International Corporation. Later, this international harvester of agricultural equipment and trucks specialized in the production of trucks only. By 1997 Navistar moved to its new Chatham Wagon location and its sole focus was on the medium and heavy trucks, school buses and mid-range diesel engines.

I am truly touched by your story. You demonstrated the therapeutic use of yourself and applied cultural competency in the caring process. I can say that the ability to deliver nursing care that allows effective interaction and communication from diverse cultures, races, and ethnic backgrounds is cultural competency at its best.

The paper is purposely meant to critically criticize a nursing article entitled Promoting Urinary Incontinence in Women after Delivery authored by Linda Brubaker and was published on 25th May 2002 in the British Medical Journal. The article was picked since urinary incontinence is a challenge that most patients fall short of deliberate with the medical practitioners and clinicians thus rendering it a huge complication that is not often reported and treated (Chiarelli & Cockburn, 2002). Urinary incontinence is among the monotonous perennial nursing conditions that are visible in basic care practice. The condition is often popular compared to diabetes and other diseases that are considerably attended to.

The Importance of a Company’s Culture The culture of a company is one of the most important and sometimes overlooked factors in an organization. The culture can increase employee engagement and increase productivity which will allow a company to reach its goals, “From productivity and engagement in the organization’s day-to-day, to an employer brand that naturally fuels recruiting efforts, to creating a lasting brand that customers immediately recognize, there’s no escaping it – culture radiates outward into the marketplace” (Straz 2015). The culture can have a great impact on the employees. Employees thrive in a positive working environment and the ability to engage with their managers without fear of retaliation.

Employment provides the financial security which a person can use to live a happy and healthy lifestyle. This is further enhanced when the work is good for example the hours of work are such that a person can have more family time and exercise. This can result in improved health outcomes of an individual. The condition of lower-status work tends to be poorer than higher status work. A flexible workforce is seen as good for economic competitiveness but brings with it effects on health (Benach & Muntaner, 2007).

INTRODUCTION Human resource management is the strategic approach to the management of an organization 's most valued assets - the people working there who individually and collectively contribute to the achievement of the goals of the business (Armstrong, M., 2006). In other words, human resource management is a to work with employees, and for the employees, to help them solve their problems. Therefore, human resource is a complicate department, as they deal with people who already work there, they also deal with several issues which happen among new employees, such as recruitment, selection and so on. Nowadays, employee retention becomes one of the most significant issue in the organizations, and managers are aiming to find the best employees

The workplace had become a high stress environment in many organizations cutting across industries. Employees were experiencing high level of stress due to various factors

In the present time, workers with different cultures in an organization have become the fact which cannot be ignored. The effect of different cultures varies and diverges

Pardo del Val and Fuentes (2003) worked on reasons for resistance in employees. According to their findings,

The analysis of the case based on two cultural frameworks by Hofstede and Trompenaars & Hampden-Turner leads us to believe that there are several reasons at play behind JPMorgan’s (JPM) hiring practices in China. In China, identity among collectivists is defined by relationships and group membership where social behavior is governed by norms and obligations. There is an emphasis on relationships even if they may be disadvantageous and in-group goals have the utmost priority.

Researchers have shaped compelling evidence for the fundamental relation between employee performance and how management acts with them (Boheene & Asuinura, 2011). They claim that the effectiveness of human resource practices, particularly employee selection, performance appraisals, benefits and reward management, procedures and employee training and development often have a direct effect on the productivity and performance of the employee. And implementing an effective human resource management can enhance the organization 's ability to attract and maintain qualified and motivated employees yield greater profitability, low employee turnover and these invariably lead to higher productivity.