with the Case Assignment, make sure you have thoroughly reviewed the background readings and understand the key concepts of job redesign and job crafting. Then think about your own job and workplace and how these concepts apply to your own work life. Once you have finished reviewing the background readings and have carefully thought about how these concepts relate to your own job, write a 2- to 3-page paper answering the following questions:

1. Of the three main types of job redesign (job enlargement, job rotation, job enrichment), which one do you think would be the most effective in your current workplace? Explain your reasoning, and cite Bauer and Erdogan (2012) or Griffin (2007) as part of your answer.
2. Suppose your supervisor decides to use job enrichment to redesign your job. Of the five core job characteristics discussed in Bauer and Erdogan (2012) or page 9 of Griffin (2007), which one do you think should be changed as part of your job redesign?
3. Which specific job crafting strategy or intervention do you think would be most effective at your organization or for your specific job? Refer to one of the specific strategies or interventions discussed in Wrzesniewski (2014) or Dik and Duffy (2012).

In the background materials you had a chance to view some videos and read about the traditional “top down” approach of job redesign as well as the newer “bottom up” approach of job crafting. Before starting on this assignment, make sure you have thoroughly reviewed the videos and readings and understand the key job redesign and job crafting strategies. Once you have finished reviewing the background materials, apply what you’ve learned to the specific scenarios and questions below. Make sure to cite at least one of the required readings for each answer, and try to cite at least four of the readings or videos in your answer. Your paper should be 4–5 pages in length:

1. Relax Lines, Inc. is a luxury cruise line that has hired you as a job crafting consultant for two groups of their employees. The first group is the ship crew. The crew have responsibility for safety, navigation, and maintenance of the ship. The second group is the hospitality staff. The hospitality staff is tasked with making sure the passengers are enjoying themselves and are properly entertained with various events that this staff plans and prepares. Before arriving at the cruise line to do interviews and make recommendations, you first need to do some reading on what general approach you will use. As a first step, review Dik and Duffy (2012), where they discuss task crafting, relational crafting, and cognitive crafting. Which of these three types of job crafting do you think would be most appropriate for the ship crew, and which one do you think would be most appropriate for the hospitality staff? Also, read up on “job-crafting swap meets” in Wrzesniewski (2014). Do you think a swap meet would be appropriate for either ship crew members or hospitality staff? Any other strategy from Wrzesniewski (2014) that you think would be useful for either pilots or online marketers?
2. The ABC Corporation has a team of telemarketers. The job description for the telemarketers is pretty basic: They call up potential customers who have visited his company’s web page and requested information about the product. Telemarketers’ performance evaluations depend mostly on their monthly sales as well as customer satisfaction surveys, and they receive monthly feedback reports. Their supervisor gives them some initial training, but these telemarketers have a lot of freedom to choose how and when to call customers. For example, they are free to customize their own sales pitch as long as they don’t mislead potential customers. Also, they are not required to fill out a time card or work at the office (they can work from home, if they want). As long as they are making enough monthly sales they are free to set their own schedules. While the telemarketing team is performing well, the company is concerned about high turnover among telemarketers and wants to do some job enrichment. Which of the five core job dimensions discussed in Bauer and Erdogan (2012) or page 9 of Griffin (2007) do you think should be revised the most during a job redesign intervention? Which ones do you think do not need to be revised? Explain your reasoning and cite some of the required readings in your answer.
3. Suppose a sports injury clinic has three main practitioners. First, there is a general practitioner doctor who does the basic diagnosis of the injury and works with the patient to come up with an overall treatment program. This doctor also prescribes medicine as needed. Then there is a surgeon who specializes in sports injuries. This doctor only does surgery. Finally, there is a physical therapist who helps patients with exercise programs to help them recover. The owner of the clinic though becomes worried that these three practitioners are becoming bored and dissatisfied with their jobs and there is concern they might all leave unless their jobs change. However, given the high degree of training required for each of their specializations management is not sure how to go about making their jobs less monotonous and more rewarding. In general, would you recommend management undergoes a traditional job redesign approach or a job crafting approach? Which specific job redesign strategy or job crafting strategy would you recommend? For example, if you choose job redesign discuss whether you would recommend job rotation, enlargement, enrichment, etc. If you choose job crafting, refer to one of the specific strategies or interventions discussed in Wrzesniewski (2014) or Dik and Duffy (2012).
4. Create a table with the definitions of the three main types of job redesign (job enlargement, job rotation, job enrichment) and the three main types of job crafting (task crafting, relational crafting, and cognitive crafting). Then write two paragraphs explaining which of the three types of job crafting are most similar to any of the three types of job redesign, and on what you think are the key differences between job crafting and job redesign based on the definitions in your table.

1. In Chapter 6, you learned about temperament and attachment. Pick one of these constructs and answer the following: Imagine yourself in your future career or as parent some day. Why would knowing about a child’s temperament (or attachment) and factors that play a role in explaining differences in temperament (or attachment) be important?

2. In Chapters 7 and 8, you learned about early childhood development. Across the lecture videos, there was a common theme–gender differences–from gross and fine motor skill development, to play and aggression. In the videos, I mentioned that gender socialization (which begins even before birth) might help explain some of these differences. Thinking of your own childhood, provide at least 2-3 examples of gender socialization that you might have experienced that could have subconsciously impacted you. Some sources you might consider include: witnessed or experienced differential treatment based on gender by parents or teachers, ads for toys or clothing, stereotypes presented in books, tv, or movies you watched, etc. Please be as specific as possible.

APA formatted 3-6 pgs(not including title, abstract, and references) using 3-5 references

Mercy
Hospital, part of the St. Louis Catholic Health System, is plugging
into big data to improve the quality and efficiency of its
administrative and clinical operations. Mercy continually collects data –
such as lab tests, prescriptions and payments – on patients at its 24
acute-care hospitals and 700 outpatient facilities and physician offices
in Arkansas, Kansas, Missouri and Oklahoma. But it didn’t have a data
management infrastructure that would allow it to leverage all of that
information to the fullest extent possible to improve the quality and
efficiency – or overall value – of the healthcare services delivered to
patients. Mercy felt it needed to upgrade to a big data environment.

Mercy
was using an enterprise data warehouse from Epic, which also is the
vendor of its electronic health records system called EpicCare. Epic
designed its enterprise data warehouse, called Clarity, to be updated in
batches from Epic’s operational database, which sits underneath the
software company’s EMR. The data is a day behind what is happening in
real-time, but in some cases, Mercy needed to get data sooner than a day
old. Mercy also wanted to work with different types of data, such as
from social media, medical devices or apps on patient smartphones.

Mercy
decided to migrate to a new data infrastructure using an open source,
enterprise-wide data management software framework that facilitates
distributed storage and processing of many types of data in its native
format across clusters of commodity hardware. The health system
completed the migration to the new data management infrastructure in the
Fall 2014 and began adding real-time data in July 2015. Five primary
sources feed Mercy’s new data environment on between 8-9 million
patients. Those sources include:

• Real-time
  data captured as clinicians click on buttons in the Epic EHR during
  patient care and includes such information as lab test orders and
  results, vital signs and medications;
• Batch
  data fed nightly from Epic’s Clarity data warehouse, including such
  information as demographic details, medical history, as well as billing
  and insurance data;
• Batch data from Epic’s log files, which track all of the patient data that Mercy users access;
• Batch data from Mercy’s enterprise resource planning system;
• And a separate database with inventory information, such as medications.

Using
the new data management infrastructure, Mercy has begun to improve
administrative and clinical processes. One example is a project to
improve medical documentation. Creating an accurate claim for a hospital
stay is tied to how well physicians document every diagnosis and
medical complication. While physicians typically admit patients to a
hospital to treat a specific, acute medical problem – such as a heart
attack or pneumonia – they may diagnose other medical problems during
the patient’s hospital stay. But if a physician does not adequately
document the complete picture of a patient’s hospital stay, medical
documentation specialists may prepare a claim that does not reflect all
of the clinical resources used to treat a patient or the true complexity
of a case, leading the health system to bill for less money that it is
entitled to receive.

Historically,
Mercy had prepared claims after patients were discharged from the
hospital, but often found it difficult to get additional information
from physicians to resolve issues with documentation. Therefore, Mercy
adopted an automated chart-review process in which medical documentation
specialists begin work on some cases while the patient is still in the
hospital and while that information is still fresh in the physician’s
head.

Mercy’s
data analytics team worked with documentation specialists to develop a
list of more than 18 secondary diagnoses or significant complications –
including sepsis, anemia, and acute kidney injury – that are often
under-documented. They then developed clinical rules – such as a lab
test value that might be indicative of a secondary diagnosis in order to
flag patient charts for review.

Case Study Questions:

Assume that you were leading the team of data management and analytics members.

1.
How would you articulate the benefits and value-realized in this new
data management infrastructure to a board or steering committee during a
post-implementation evaluation, both short term and long term?

2.
The new data management infrastructure could very well identify
possible physician documentation or behavior issues. How would you go
about correcting those problems going forward so they don’t happen
again, and who would be involved?

3.
Based on the textbook readings for week #3, identify at least 2 other
areas where this (or any new enterprise-wide) data management
infrastructure could possibly improve, and how.