Week_Five_Main_Assignment.docx Critical Decision-Making and Organizational Performance Grand Canyon University: AMP450 Critical DecisionMaking and Organizational Performance The health care industry consists of num
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Week_Five_Main_Assignment.docx Critical Decision-Making and Organizational Performance Grand Canyon University: AMP450 Critical DecisionMaking and Organizational Performance The health care industry consists of numerous amounts of employees with differing talents and skill sets. That said, all employees are entrusted in keeping patients and family members safe while within our health care facilities. This assignment focuses is on dilemmas and decision makingof health care providers in addition to consequences associated with decisions being made. This writer will discuss this topic using a scenario called œCritical Decision Making for Providers which involves an employee who faces a dilemma requiring him to make a decision that will either protect or put others in harm™s way. The Consequences of Failing to Report Mike is a lab technician who has a history of showing up to work late. The last time Mike was late, his manger informed him that if he is late again, he may face termination. Unfortunately, Mike is running late again, and upon entering the lobby he comes across a spill on the floor, now faced with a dilemma to either clock in on time by ignoring the spill and assuming that someone else will clean it up or clock in late by safe guarding the spill. Mike not only has the added stress of potentially losing his job, but also the stress of being the main provider for his wife and newborn baby. Two scenarios are presented in this assignment, first scenario describes Mike making the right decisi. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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