HR004_Rubric.pdf

©2014 Walden University 1

HR004: Organizational Structure, Dynamics, and Culture: Assess the effectiveness of organizational structures in furthering an organization’s

ability to achieve its vision and goals.

Assessment Rubric

0 Not Present

1 Needs Improvement

2 Meets Expectations

3 Exceeds Expectations

Part I: Organizational Theory and Structure in Action: Presenting Findings

Sub-Competency 1: Analyze theories of organizational design and how they influence organizational structure.

Learning Objective 1.1:

Describe contributions

to organizational

theory.

Description of contributions to organizational theory is missing.

Presentation is vague, inaccurate, or incomplete in its description of important contributions to organizational theory and/or fewer than three contributions are described. Description is not supported by academic/professional resources or the resources are not relevant.

Presentation clearly and accurately describes three important contributions to organizational theory. Description is supported by relevant academic/professional resources.

Demonstrates the same level of achievement as “2,” plus the following: Presentation clearly and accurately describes more than three important contributions to organizational theory.

Learning Objective 1.2:

Analyze how contributions to organizational theory influence organizational structure.

Analysis of how contributions to organizational theory influence organizational structure is missing.

Analysis of how contributions to organizational theory influence organizational structure is vague, inaccurate, or incomplete and/or the presentation does not summarize at least three relevant learnings for the Shapiro Cardiovascular Center.

Presentation clearly and accurately explains how contributions to organizational theory influence organizational structure. Presentation summarizes at least three relevant learnings for the Shapiro Cardiovascular Center.

Demonstrates the same level of achievement as “2,” plus the following: Presentation includes discussion comparing Shapiro Cardiovascular Center to similar initiatives by competitors as presented in the case.

©2014 Walden University 2

0 Not Present

1 Needs Improvement

2 Meets Expectations

3 Exceeds Expectations

Analysis is not supported by academic/professional resources or the resources are not relevant.

Analysis is supported by relevant academic/professional resources.

Sub-Competency 2: Analyze the role of management, including strategic management, in creating organizational effectiveness and shaping organizational structure and culture.

Learning Objective 2.1: Explain how an organization’s structure and physical space impact its culture.

Explanation of how an organization’s structure and physical space impact its culture is missing.

Explanation of how an organization’s structure and physical space impact its culture is vague, inaccurate, or incomplete.

Presentation clearly and accurately explains how an organization’s structure and physical space impact its culture.

Demonstrates the same level of achievement as “2,” plus the following: Presentation provides examples from industry to illustrate impact of organizational structure and physical space that support explanations related to the case.

Learning Objective 2.2: Analyze management’s efforts to create and promote organizational effectiveness.

Analysis of management’s efforts to create and promote organizational effectiveness is missing.

Analysis includes less than two relevant ways management has been effective in creating and promoting organizational effectiveness. Explanation of ways management has been unsuccessful in creating organizational effectiveness is vague, inaccurate, or incomplete.

Presentation clearly explains at least two relevant ways management has been effective in creating and promoting organizational effectiveness. Presentation clearly explains at least two relevant ways management has been unsuccessful in creating

Demonstrates the same level of achievement as “2,” plus the following: Presentation refers to specific examples from the industry that parallels the same situation at Shapiro Cardiovascular Center.

©2014 Walden University 3

0 Not Present

1 Needs Improvement

2 Meets Expectations

3 Exceeds Expectations

organizational effectiveness. Presentation offers solutions to create and promote organizational effectiveness.

Learning Objective 2.3: Explain how strategic management, including key stakeholders, impacts organizational structure and culture.

Explanation of impact of strategic management on organizational structure and culture is missing.

Assessment of the impact of strategic management on organizational structure culture is vague, inaccurate, or incomplete. Less than four impact areas aligning with strategic management identifying key stakeholders are explained in the context of organizational culture. Response is not supported by academic/professional resources or the resources are not relevant.

Presentation clearly and accurately assesses the impact of organizational culture on patient care. At least four impact areas aligning with strategic management identifying key stakeholders are explained in the context of organizational culture. Response is supported by relevant academic/professional resources.

Demonstrates the same level of achievement as “2,” plus the following: Response explains the relationship of strategic management on organizational culture and patient care. Examples of other organizational culture and impact on key stakeholders are used to illustrate current situation at Shapiro

PS003: Technology: Use technology tools effectively.

©2014 Walden University 4

0 Not Present

1 Needs Improvement

2 Meets Expectations

3 Exceeds Expectations

Learning Objective PS 3.1: Use images and layout of presentations to effectively communicate content to a specific audience.

Images and layout are inappropriate, hard to read, and/or impede audience understanding of key concepts.

Images or layout provide limited support for audience understanding of key concepts.

Images and layout generally support audience understanding of key concepts.

Images and design elements are used purposefully, and they effectively support audience engagement and understanding of key concepts.

Part II: Impact of Diversity and Cultural Competence on Organizational Culture

Sub-Competency 3: Assess how diversity and cultural competence can impact organizational culture.

Learning Objective 3.1: Summarize the types of diversity present in major academic medical centers.

Description of the types of diversity that is present in major academic medical centers is missing.

Presentation describes of the types of diversity that is present in major academic medical centers is vague, inaccurate, or incomplete. Response is not supported by academic/professional resources or the resources are not relevant.

Presentation thoroughly and accurately describes the types of diversity that is present in major academic medical centers that relate to Brigham Women’s Hospital (BWH), Brigham Women’s Physician Organization (BWPO), and Shapiro. Response is supported by relevant academic/professional resources.

Demonstrates the same level of achievement as “2,” plus the following: Presentation thoroughly and accurately describes the types of diversity present in key stakeholders at major academic medical centers by contrasting Shaprio with similar initiatives at competing organizations.

Learning Objective 3.2: Defend the role of cultural competency in establishing a medical center.

Description of the role of cultural competency in establishing a medical center is missing.

Description of the role and importance of cultural competency in the creation of a medical center is vague, inaccurate, or incomplete.

Response thoroughly and accurately describes the role and importance of cultural competency in the creation of a medical center.

Demonstrates the same level of achievement as “2,” plus the following: Response demonstrates how specific insights into cultural competency helped establish the

©2014 Walden University 5

0 Not Present

1 Needs Improvement

2 Meets Expectations

3 Exceeds Expectations

Response is not supported by academic/professional resources or the resources are not relevant.

Response is supported by relevant academic/professional resources.

structure and organization of the Shapiro Cardiovascular Center.

Learning Objective 3.3: Analyze the role of cultural competence on the overall culture of an organization.

Explanation of the effect of cultural competence on the overall culture of an organization is missing.

Explanation of the effect of cultural competence on the overall culture of the organization is vague, inaccurate, or incomplete. Response is not supported by academic/professional resources or the resources are not relevant.

Response clearly and accurately explains the effect of cultural competence on the overall culture of the organization. Response is supported by relevant academic/professional resources.

Demonstrates the same level of achievement as “2,” plus the following: Response accurately explains the link between cultural competency, organizational strategy, and organizational culture.

Learning Objective3.4: Recommend strategies for managing diversity in the healthcare environment.

Recommendation of strategies for managing diversity in the healthcare environment is missing.

Response includes less than three achievable recommendations for managing diversity in the healthcare environment. Recommendations are vague, inaccurate, or incomplete.

Response includes three achievable recommendations for managing diversity in the healthcare environment. Response is supported by relevant academic/professional resources.

Demonstrates the same level of achievement as “2,” plus the following: Response includes four or more achievable recommendations for managing diversity in the healthcare environment.

PS002: Oral Communication: Use effective oral presentation skills.

©2014 Walden University 6

0 Not Present

1 Needs Improvement

2 Meets Expectations

3 Exceeds Expectations

Learning Objective PS 2.1: Use clear enunciation, correct pronunciation, comfortable pacing, and appropriate volume.

Presenter mumbles or speaks in a monotone, mispronounces words, and/or struggles to find appropriate pacing or volume.

Presenter inconsistently uses clear enunciation, correct pronunciation, comfortable pacing, and appropriate volume.

Presenter engages the audience through mostly clear enunciation, correct pronunciation, comfortable pacing, and appropriate volume.

Presenter enhances audience engagement through consistently clear enunciation, correct pronunciation, comfortable pacing, and appropriate volume.

Learning Objective PS 2.2: Organize information to be presented.

Information is disorganized to a degree that impedes audience understanding.

Organization of information minimally supports audience understanding. Presentation is over or under the specified time range

Organization of information generally enhances audience understanding of concepts. Presentation is delivered within the 4–7 minute time frame

Organization of information significantly enhances audience understanding of both general and specific concepts, and promotes audience engagement.

Part III: Influencing Organizational Culture

Sub-Competency 4 Apply appropriate governance and management strategies to influence organizational culture.

Learning Objective 4.1: Assess implications of organizational culture.

Assessment of organizational culture is missing.

Assessment of the culture of the organization is vague, inaccurate, or incomplete. Assessment includes less than two relevant implications for the Shapiro Cardiovascular Center.

Report thoroughly and accurately assesses the culture of the BWH/BWPO organization. Assessment includes at least two relevant implications for the Shapiro Cardiovascular Center.

Demonstrates the same level of achievement as “2,” plus the following: Assessment of the culture organizational includes an explanation of three or more relevant implications for the Shapiro Cardiovascular Center.

©2014 Walden University 7

0 Not Present

1 Needs Improvement

2 Meets Expectations

3 Exceeds Expectations

Response is supported by relevant academic/professional resources.

Learning Objective: 4.2: Describe barriers to change in organizational culture.

Description of barriers to change in organizational culture is missing.

Response describes less than two barriers to change in organizational culture. Reference to new physician practice model is missing.

Response clearly describes two barriers to change in organizational culture specific to the new physician practice model. Response is supported by relevant academic/professional resources.

Demonstrates the same level of achievement as “2,” plus the following: Response clearly describes three or more barriers to change in organizational culture specific to the physician practice model and provides examples from competing organizations’ experiences.

Learning Objective 4.3: Apply theories of motivation to organizational culture.

Application of theories of motivation to organizational culture is missing.

Explanation of how theories of motivation apply to organizational culture is vague, inaccurate, or incomplete and does not address physician motivation.

Response thoroughly explains how content theories of motivation and process theories of motivation apply to organizational culture, specifically related to the scenario involving the physicians.

Demonstrates the same level of achievement as “2,” plus the following: Response explains the implications of content theories of motivation, process theories of motivation, and attribution theory as they apply to the case study using contrasting examples from competing organizations as mentioned in the case

©2014 Walden University 8

0 Not Present

1 Needs Improvement

2 Meets Expectations

3 Exceeds Expectations

or from additional resources.

Learning Objective4.4 Describe management and governance action steps to improve motivation.

Description of action steps to improve motivation is missing.

Response describes less than four achievable action steps to improve motivation. Action steps are vague, inaccurate, or incomplete.

Response describes four achievable action steps to improve motivation for the physicians. Options to engage support of board governance are discussed.

Demonstrates the same level of achievement as “2,” plus the following: Theory applied to create each action step is explained with examples.

PS001: Written Communication: Demonstrate graduate-level writing skills.

Learning Objective PS 1.1: Use proper grammar, spelling, and mechanics.

Multiple major and minor errors in grammar, spelling, and/or mechanics are highly distracting and seriously impact readability.

Multiple minor errors in grammar, spelling, and/or mechanics are distracting and negatively impact readability.

Writing reflects competent use of standard edited American English. Errors in grammar, spelling, and/or mechanics do not negatively impact readability.

Grammar, spelling, and mechanics reflect a high level of accuracy in standard American English and enhance readability.

Learning Objective PS 1.2: Organize writing to enhance clarity.

Writing is poorly organized and incoherent. Introductions, transitions, and conclusions are missing or inappropriate.

Writing is loosely organized. Limited use of introductions, transitions, and conclusions provides partial continuity.

Writing is generally well- organized. Introductions, transitions, and conclusions provide continuity and a logical progression of ideas.

Writing is consistently well-organized. Introductions, transitions, and conclusions are used effectively to enhance clarity, cohesion, and flow.

Learning Objective PS 1.3: Apply APA style to written work.

APA conventions are not applied.

APA conventions for attribution of sources, structure, formatting, etc., are applied inconsistently.

APA conventions for attribution of sources, structure, formatting, etc., are generally applied correctly in most instances. Sources are

APA conventions for attribution of sources, structure, formatting, etc., are applied correctly and consistently throughout the paper. Sources are

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0 Not Present

1 Needs Improvement

2 Meets Expectations

3 Exceeds Expectations

generally cited appropriately and accurately.

consistently cited appropriately and accurately.

Learning Objective PS 1.4: Use appropriate vocabulary and tone for the audience and purpose.

Vocabulary and tone are inappropriate and negatively impact clarity of concepts to be conveyed.

Vocabulary and tone have limited relevance to the audience.

Vocabulary and tone are generally appropriate for the audience and support communication of key concepts.

Vocabulary and tone are consistently tailored to the audience and effectively and directly support communication of key concepts.

PS006: Information Literacy: Apply appropriate strategies to identify relevant and credible information and data in order to effectively analyze issues and make decisions.

Learning Objective PS 6.1: Identify credible sources.

Credible sources are missing.

Some sources are credible, appropriate, and relevant to the topic.

Most sources are credible, appropriate, and relevant to the topic.

All resources are credible, appropriate, and relevant to the topic.

Learning Objective PS 6.2: Analyze findings from relevant sources.

Analysis is missing. Analysis superficially reflects relevance of findings to the identified problem, issue, or purpose.

Analysis clearly reflects relevance of findings to the identified problem, issue, or purpose.

Analysis clearly reflects relevance of findings to the identified problem, issue, or purpose and synthesizes findings to generate new insights.