Types of operating rooms complete part 1 and part 2.

Types of Operating Rooms
Complete Part 1 and Part 2.
Part 1
Explore the Facility Guideline Institute (FGI) for the current
year. It is important to use the guidelines that are required in
the project. Generally, it will be the most current guidelines
however, it depends on the project stakeholders.
Research the FGIs used in the three types of operating rooms.
Consider the following as you complete your research:
· Know the different types of operating rooms
· Review the guidelines for each space in each type of operating
room
· Understand types of surgeries that take place in each type of
operating room
· As a health care manager, understanding the importance of the
different types of operating rooms
Part 2
Use the Facility Guidelines Institute and other resources you
have researched to complete the following chart:
Type of Operating Room
Types of Surgeries Performed
Type of Anesthesia Used During Surgery
Generator Requirements for Power Outage
Med-Gas Count Requirement
Minimal Room Size
Air Filtration Requirements
1.

2.
3.
References
Cite at least 2 reputable references used to complete your
prompts and chart. One reference must be your textbook.
Reputable references including trade or industry publications,
government or agency websites, scholarly works, textbook, or
other sources of similar quality.
Format your reference section and references used in your
prompts and chart according to APA guidelines.
Click the Assignment Files tab to submit your assignment.

BMAL 501
Literature Review Outline Example
In the research done for the topic, you should have been able to
determine some common themes. Group the themes together and
begin the outline.
I. Introduction
a. Define and describe the topic. Why is it important to study?
cite this information here and you’ll be able to easily track.
(author(s), year, p. xx)
b. Identify themes and trends in research and findings. Give a
“big picture” of the literature.
(author(s), year, p. xx)
II. Theme One
a. Overview of characteristics of the theme (commonalities,
differences, nuances)
i. Include quotes after each of the related findings if you’d like.
These notes and quotations will provide easy context when
writing your paper (citation).
b. Sub-theme – narrow but grouped findings related to the
theme
i. Study 1 Related Findings

(citation)
ii. Study 2 Related Findings
(citation)
iii. Study 3 Related Findings
(citation)
c. Sub-theme – narrow but grouped findings related to the theme
i. Study 4 Related Findings
(citation)
ii. Study 5 Related Findings
(citation)
iii. Study 6 Related Findings
(citation
d. Etc., etc., etc. with other findings that fit Theme A; studies
can be repeated if there are multiple findings that fit under more
than one theme. Include citations in proper APA format.
III. Theme B – follow a, b, c, and so on from above
IV. Keep repeating with themes
V. Conclusion and Recommendations: An evaluation/critique of
the existing literature. Write several paragraphs.
a. What are the contributions of the literature to understanding
the research?
b. What are the overall strengths?
c. What are the overall weaknesses?

d. What might be missing?
Use APA level headings. See APA manual for formatting.
1
aNNOTATED BIBLIOGRAPHY
Conflict Management in Healthcare
Jerry Quarles
Liberty University
BMIS 501 Executive Leadership and Management
Dr. Brian Daenzer
February 12, 2021
ABSTRACT
The following annotated bibliography includes an abbreviated
list that address each reference. This bibliography will address
each reference and how the reference is relevant to the topic of
conflict management in work teams. This annotated
bibliography explores how useful and narrow/broad each
reference is to the topic. The annotated bibliography and the
themed outline will serve as a guide to understanding the whole
purpose of the topic paper through the evaluation of resources.
Each referenced source examines and dissects the topic as a
general whole to allow readers to understand each part of both
leadership and management, and their role in conflict
management in work teams. There are also references that helps
guide the topic to gain background knowledge in conflict
management in a legal aspect in an organization. Gaining
knowledge to how if conflict is not handled properly and need
to go beyond management how the process works and what the

process is.
Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O.
K., & Espevik, R. (2014). Daily
transactional and transformational leadership and daily
employee engagement. Journal of Occupational and
Organizational Psychology, 87(1), pp. 138-157.
doi:10.1111/joop.12041
There are 6 authors of this journal by the names of; Kimberley
Breevaart, Arnold Bakker, Jorn Hetland, Evangelia Demerouti,
Olav K. Olsen, and Roar Espevik. Breevart and Bakker both
have affiliation with Department of Work and Organizational
Psychology. Hetland and Espevik having affiliation with the
Department of Psychosocial science. Leaving Demrouti having
affiliation with Department of Industrial Engineering and
Innovation Sciences Human Performance Group and Olsen
studying from Department of Leadership Development, Royal
Norwegian Naval Academy, Bergen. This source fits the topic
because the authors in this artcle examine leadership influences
of a Tranformational leader. Transformational leadership was
disected down into how these types of leaders interact from day
to day in their daily work engagement. This source is relevant
to my research because both leadershipstyles was explored to
get a better understanding of how leadership can affect conflict
mangement in a group. This article will be used to explain

tranformational leadership and its effectivness. This source
would be considered narrow because transformational
leadership it really cut and dry.
Cunningham,, J., Salomone, J., & Wielgus, N. (2015). Project
management leadership style: A
team member perspective. International Journal of
Global Business, 8(2), p. 27.
All three authors are affiliate with the project management
program of Drexel University. This source fits the chosen topic
because the paper touched on two leadership styles and this
examined both leadership styles and their effectiveness in an
organization. The source was helpful because the authors in this
paper examine all the types of leadership styles. This source is
relevant to the research topic because it educates you on other
leadership styles from industry to industry and how it affects an
organization This source was broad because it examines other
areas of leadership that was not needed for this paper. This
research fits into the paper because it gives additional key
information on transformational leadership
Ding, J., Dong, W., Bi, G., & Liang, L. (2015). A decision
model for supplier selection in the presence of dual -role factors.
The Journal of the Operational Research Society, 66(5), pp.
737-746. doi:10.1057/jors.2014.53
The authors in this paper consider the theories used in
constructive conflict and how devil’s advocate is a crucial role
in conflict management. The authors examine these concepts
and their roles in an organization. Devil’s advocate is a positive
approached used in conflict management. The information from
this source is a very helpful for this paper. Authors JingJing
Ding and Liang Laing are both affiliated with Hefei University
of Technology Anhui Province P.R. China. Leaving Authors
Wei Dong and Gongling Bi affiliated with University of Science
and Technology of ChinaAnhui ProvinceP.R. China. Because
the authors where not focused on conflict management this
source is consider broad but used for paper because of the in-
depth information that was provided about constructive

management concepts.
Elliott, M. L., & Kaufmn, S. (2016). Enhancing environmental
quality and sustainability through negotiation and conflict
management: Research into systems, dynamics, and practices.
Negotiation and Conflict Management Research, 9(3), pp. 199-
219. doi:10.1111/ncmr.12077
Author Michael Elliot is known for his association to the
School of City and Regional Planning, Georgia Institute of
Technology, Atlanta, GA, U.S.A. and Sandra Kaufman with her
affiliation to Levin College of Urban Affairs, Cleveland State
University, Cleveland, OH, U.S.A. This source talks about the
negotiation of trends and theories of conflict management in the
work place. These authors explore the methods of how to
negotiate a resolution. This source is very valuable to conflict
management because no matter what, conflict is bound to
happen in a group environment. This source is narrow and
straight to the point on how negotiate can bring positivity in a
work place which is useful to the understanding of leadership
and management and how leadership can use this to resolve a
conflict.
Gonçalves, G., Reis, M., Sousa, C., Santos, J., Alejandro , O.-
R., & Scott, P. (2016). Cultural intelligence and conflict
management styles. International Journal of Organizational
Analysis, 24(4), pp. 725-742. doi:10.1108/IJOA-10-2015-0923
All but one of the authors who participated in this
source are knowns for their association to Department of Human
and Social Sciences, University of Algarve, Faro, Portugal and
CIEO leaving Scott Peters who is affiliated with (Faculty of
Education, Health and Community, Liverpool John Moores
University, Liverpool, UK). These authors explore the different
conflict management styles in conflict resolution, along with
which style can negotiate conflict. Conflict management styles
are a crucial role to an organization this resource explores all
those styles and how they affect an organization. This source
was narrow and right to the point gave lots of detail on each of
the six conflict styles. This source was a one of the key source

to the research on conflict management styles due to the
background and history the authors provided.
Guenter, H., Emmerik, H. V., Schreurs, B., Kuypers, T., Iterson,
A., & Notelaers, G. (2016). When task conflict becomes
personal: The impact of perceived team performance. Small
Group Research, 47(5), p. 569. doi:10.1177/1046496416667816
All the authors have association with the following
schools: Maastricht University, The
NetherlandsFontys International Business School,
Venlo, The NetherlandsUniversity of
Bergen, Norway. This sources talks about task conflict
and how conflict can become a
problem in an organization. The authors talk evaluate
how this conflict can be diffused or
if not properly handled can escalate and affect a group
performance and relationship. This source is narrow and fits
into the research by looking at the aspect of task conflict and
task conflict can be pro and con for an organization.
Kearns, K. P., Livingston, J., Schere, S., & McShane, L. (2015).
Leadership skills as construed by nonprofit chief executives.
Leadership & Organization Development Journal, 36(6), pp.
717-727. doi:10.1108/LODJ-11-2013-0143
All the authors have the same affiliation with the Graduate
School of Public and International Affairs, University of
Pittsburgh, Pittsburgh, Pennsylvania, USA. This source fit the
topic through the exploration of management skills and role in
an organization. This source was helpful due to the fact it
touched human skill which out of all three-manager skill this
was the most important. This source was narrow and fits the
research through the exploration of all three skills of
management.
Kolb, J. A. (2013). Conflict management principles for groups
and teams. Industrial and Commercial Training, 45(2), pp. 79-
86. doi:10.1108/00197851311309516
Author Judith Kolb is affiliated through the Associate Professor
at the Workforce Education and Development Program, The

Pennsylvania State University, University Park, Pennsylvania,
USA. This source fits the topic by exploring the principles of
conflict management. This source clarified conflict management
from an organization perspective. This source was to broad due
to the fact conflict management is a wide-open topic and nearly
happens in any and every situation that involves people. This
research fit the research paper through the understanding how
conflict management work.
Maccoby, M. (2000). Understanding the difference between
management and leadership.
Research Technology Management, 43(1), 57-59. Retrieved
from
http://ezproxy.liberty.edu/login?url=http://search.proquest.com.
ezproxy.liberty.edu/docview/213806162?accountid=12085
Author Micheal McCoby is the president of the Maccoby Group,
Washington, D.C.-based consultants on leadership and
organizational change. This source gives you a clear
understanding of the difference between leadership and
management. This source was helpful with understanding how
to clarify how there is a difference and what the difference in
leadership and management. This source is narrow and fits the
into this research paper because McCoby tells you what a leader
and a manager does and how they come together for an
organization.
Manata, B. (2016). Exploring the association between
relationship conflict and group performance. Group Dynamics:
Theory, Research, and Practice, 20(2), pp. 93-104.
doi:10.1037/gdn0000047
Brian Manata is affiliated with Portland State University. This
source fits the topic by exploring conflict management and how
it relates to groups management. This source is very helpful in
the understanding how conflict affects a group in a negative and
positive way, and how to manage the conflict. This source was
narrow and very direct toward the research in this paper.
Manata gave lots of research on the background of conflict
management and conflict in a group.

Moodley, D., Sutherland, M., & Pretorius, P. (2016). Comparing
the power and influence of functional managers with that of
project managers in matrix organisations:The challenge in
duality of command. South African Journal of Economic and
Management Sciences, 19(1), pp. 103-117. Retrieved from
The authors all have affiliation with Gordon Institute of
Business Science, University of Pretoria. This source fit the
topic by exploring the types of management that where
discussed. This source was helpful in clarifying how functional
mangers works and what they are. This source was narrow and
fits the research by explaining management and its functions.
Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014).
Leadership styles. Advances in Management, 7(2), p. 57.
Both authors are affiliated with Department of Industrial
Engineering and Management, JSS Academy of Technical
Education, Bangalore, INDIA. This source fit the topic by
exploring effective leadership style and its effects on employee
performance and productivity. This source was helpful in
clarifying how effective leadership play a role in an
organization. This source is considered narrow and fits the
research by exploring the different leadership styles that where
spoke about in the paper. The authors gave detail on how these
styles can affect an organization in both a negative and positive
way.
Ramanaiah, G., & KDBalaji. (2012). Leaders and mangers: A
quality perspective in the corporate world. Journal of
Entrepreneurship and Management, 1(2), pp. 41-49. Retrieved
from
Author G Ramanaiah is a Professor, School of Management,
SRM University, Chennai, India. K.D.Balaji is the assistant
Professor, School of Management, SRM University, Chennai,
India. This source fits the research by exploring leaders and

manager in the corporate world. These authors talk about
qualities and differences of leaders and managers. This source
is helpful due to part of the elements of the research paper was
to explorer the difference between leadership and management.
This source is considered to narrow due to the fact the source is
directly related to the research paper topics and used to explain
the difference between leaders and managers.
Saeed, T., Almas, S., Anis-ul-Haq, M., & Niazi, G. (2014).
Leadership styles: Relationship with conflict management
styles. International Journal of Conflict Management, 25(3), pp.
214-225. doi:10.1108/IJCMA-12-2012-0091
Author Tahir Saeed is affiliated with the PTCL, Islamabad,
Pakistan. Authors Shazia Almas and M. Anis-ul-Haq are
associated with Department of Psychology, Quaid-i-Azam
University, Islamabad, Pakistan, and GSK Niazi with the School
of Business Management, Quaid-i-Azam University, Islamabad,
Pakistan. This source fits the topic chosen because the authors
considered the leadership styles in relationship to conflict
management and, how each leadership styles can either help
control the conflict or escalate it. This source was very helpful
to the paper and very narrow due to the topic being about
leadership and management in regards to conflict management.
Stipanowich , T., & Lamera, J. R. (2013). Living with 'ADR':
Evolving Perceptions and Use of Mediation, Arbitration and
Conflict Management in Fortune 1,000 Corporations. 19
Harvard Negotiation Law Review 1 Pepperdine University Legal
Studies Research Paper No. 2013/16, p. 69. Retrieved from
http://dx.doi.org/10.2139/ssrn.2221471
Author Thomas Stipanowich is affiliated with Pepperdine
University School of Law and J.Ryan Lamare is affiliated with
University of Illinois at Urbana-Champaign - School of Labor &
Employment Relations. This source fits into the topic by
exploring meditation and arbitration in conflict management.
This source was too broad and not as helpful for the topic itself
but helpful with understand different levels of conflict
managements in an organization. This research fit in the

research paper by expanding on the legal aspect of conflict
management.
Tarim, T. B. (2015). Managing technical professionals: Why
technical managers need people management skills. IEEE
Engineering Management Review, 43(2), pp. 5-6.
doi:10.1109/EMR.2015.2430412
Tuna B Tarim has an association with Texas Instruments.
Tarim’s source fits the topic because Tarim talks about the
technical side of management and why human skills are needed
with technical skill. This source clarified the aspects of
technically skilled managers and the role they in an
organization, as well as what skills are needed to allow them to
be effective in a work place. This source was narrow and fits
the research by exploring technical management.
I. Introduction
A. Conflict management is the process of eliminating negative
conflict while re-enforcing positivity in a work place setting.
Management and leaders will deal with conflict in a team work
setting to eliminate conflict before it gets out of hand. Being
there is a difference between leadership and management
conflict would be dealt with differently on different levels.
Conflict management among a group or team is important to
study, because most conflict happens from day to day in a work
setting. Being able to keep peace at a job site can be the
difference in positive/negative organizational performance and
employee satisfaction. Conflict management can have positive
or a negative effect on a group depending on how a conflict
situation is handled and the type of conflict that it is. (Kolb,
2013)
B. Conflict among a team can consist of many things ranging
from behavior conflict to physical conflict. As stated before
conflict can affect the group no matter what, rather the conflict
is among the team or team members among management.
Conflict consist of two parts a primary and secondary provoker.
Primary provoker is the initiator and the secondary prover being
the one who continues with the conflict. (Kolb, 2013) Being

able to mediate in any form of conflict is how leadership or
management can control the conflict among the group.
C. Some themes and trends of conflict management in work
place or group setting is being able to negotiate a common
resolution rather its amongst the group or having to bring in an
outsider (mediator). (Elliott & Kaufmn, 2016)
D. Mediation have been a form of conflict management that has
been used since the 1990’s. Mediation was initially used in the
1990’s for contract resolution. Mediation is one of the first step
in business ligation when there is a legal conflict. Mediation is
used now is a primary step in conflict management.
(Stipanowich & Lamera, 2013)) Mediation is good to use for
minor issues as well for major issues that could end up in legal
arbitration.
II. Management Versus Leadership
Leadership verse management have been a debate
for decades. It is easy to say they are both the same, but there is
a big difference between the two. Maccoby describes leadership
and management in his text by saying how “leadership is more
of a relationship that is energized and management is a function
that must be exercised in a business.” (Maccoby, 2000) Leaders
motivate, coat, and build trust whereas managers plan, budget,
evaluate, and facilitate. Researchers have concluded that
leadership differs from management in terms of the emphasis
that is put on four activities - creating an agenda, executing
plan, and outcomes of activities. While leadership focus change
in these activities, management believes in status quo.
(Ramanaiah & KDBalaji, 2012)
A. Types of management
i. The first types of manager in an organization is general
managers who in general do all the executive managing and all
oversight of revenue and cost of an organization. They are also
responsible for day to day operations of a business. General
managers are responsible for delegating, coordinating, effective
planning, organizing, staffing and decision making to gain

desirable profit making results for a business or over all
organization. (Moodley, Sutherland, & Pretorius, 2016)
ii. The second types of mangers in an organization is a
functional management which does the over sight of a
department within an organization. Satterlee says “executive
level of management oversees the entire organization of both
functional and general managers” (Satterlee, 2013)
1. Skills of a Manager
No matter what role a manger plays in an organization a good
manager has three types of skills. These skills are traits of a
good manager.
a. Technical skills are the skills that are job related. These
skills are what are needed to do a specific job. They contribute
to an organization because of their expertise level to their job
set. But they lack in other areas of the organization. Tarim
states “a manager who is technically strong, but with weak
people skills can negatively impact a group's work-life.”
(Tarim, 2015)
b. Human skills are a manager’s interpersonal skills. Human
skills are essentially very important because it’s the ability to
work well with others rather it’s your team or superiors. In a
team setting rather you are in management or a team member
having these skills are important. As a manager, this sets the
tone for how the team will communicate or how to communicate
with the team. Having human skills allow the people and the
group to work toward a common goal. Some of “these skills
include motivating employees, communication and active
listening, persuasion, and building trust” which are good team
building skills. (Kearns, Livingston, Schere, & McShane, 2015)
c. Conceptual skills are the skills to see the bigger pictures.
Usually a skill that a manager must work with concepts and
idea. These skills allow managers to make a vision a goal. “The
leader’s ability to solve ill-defined, novel, and complex

organizational problems. Included in this category are strategic
skills related to conceptualizing the mission and vision of the
organization.” (Kearns, Livingston, Schere, & McShane , 2015)
Conceptual skills allow a manager or person of leadership to
think creative and put complex situation into a clear view. A
person who has a conceptual skill usually are great at problem
solving and understanding relationships between concepts, idea,
pattern, symbols and formulas.
B. Type of Leaders
i. Leadership can be broken down into two categories
transactional and transformational. Each leadership type carries
its own traits and characteristics. Each leadership style
compliments the other. Research has proven that
transformational leadership augments the effects of
transactional leadership (Saeed, Almas, Anis-ul-Haq, & Niazi,
2014)
ii. Transactional leadership is least favored, as it follows the
theory of reward and punishment. This leadership syles focus on
organizational group performance, and supervision. Most
transactional leaders focus on getting results and rewarding or
punishing for performance. This leadership style facilitates
groups. One pro about transactional leadership is leadership
achieve short term goals quickly and, one con is they do not
reward personal initiative . “The transactional leader will first
validate the relationship between performance and reward and
then exchange it for an appropriate response that encourages
subordinates to improve performance” (Nanjundeswaraswamy &
Swamy, 2014)
iii. Transformational leaders are more successful because they
can be characterized as influential leaders as well as spiritual
leaders. These leaders reward through effort and performance.
This style of leadership is so popular and successful because
they potentially influence performance through motivation and
valuing their employees. “The study determined that
transformational leadership produced the best outcomes with

positive associations in work performance and organizational
commitment; a cultural change from the past when this industry
worked as a top down hierarchical approach” (Cummingham,
Salomone, & Wieglus, 2015)
III. Conflict management
Conflict begins with an initiator who has some type
of differences with an individual or a group. Conflict among a
group or in an organization is almost inevitable and cannot be
stop nor prevented. Managers must get a hold of the conflict
before it gets out of hand because conflict can be damaging to a
group or an organization. The key to conflict management is
getting a handle on it before it gets out of control and finding a
positive resolution so organizational or group growth can result
from it.
A. Constructive conflict in groups per Satterlee conflict can
either hinder the group which would fall in destructive conflict
or conflict that supports the goal of the group and improves
performance proves functional and constructive (Satterlee,
2013) Constructive conflict can be promoted in a group setting
using two technique approaches; devil’s advocate and dialect.
These are approaches that are used to create artificial conflict
within a group with hopes to gain knowledge in the results.
i. Devil’s advocate approach is one of the two approaches that
is used to produce a positive resolution to conflict management.
Mangers use devil’s advocate to allow the individual to present
a case in front of a group and allows the group to see the
conflict from different angels and present positive feedback and
allow the group to give a recommendation as an approach. It
really allows management and leadership to engage with their
team. The appointment of a devil's advocate, is proposed and
shown to improve the decision-making process (Ding, Dong, Bi,
& Liang, 2015)
ii. Dialectic approachis like the devil’s advocate except its
dialectic are broken in to groups and sub group and they are

given a scenario that they are supposed to generate assumptions
for the scenario and recommendation on how to resolve the
issue. Part two of this approach is bringing the subgroups
together for a debate so each group can give their contribution
on the validated points they have recommended
B. Cause of Conflict
i. The cause of conflict is a mixture of many thing especially in
a work place. It’s been narrowed down to three reasons task
related conflict, relationship conflict and process conflict.
Among a group, you find more conflict that are task related
because in a group setting everyone have their own task that
comes together for a common goal.
ii. Task conflict is conflict that usually happens over work task.
Rather its deciding who is going to do what task to what task
need to be done. Task conflict happens when two individuals
are unable to move forward with the task due to differences.
This type of conflict usually occurs behind issues between
plans, projects or ideas that involves task related issue. Usually
in a group when ideas are being thrown around on how things
should be done this type of conflict is prone to come up because
not everyone will agree or see each other’s point of view. Task
conflict can affect work performance and group relationship if
not control in a timely manner. (Guenter, et al., 2016)
iii. Relationship conflict deal with a problem among the group
or individuals in a group. This types of conflict is people bases
and in person, usually involves individual’s ego’s, genders,
titles and culture. (Manata, 2016) Relationship conflict can be a
big problem because a lot of time the conflict is more personal
and not work relation or the issue began work related and ended
up personal. Relationship conflict is harder to control within an
organization and can be long lasting and hurt overall employee
job commitment, productivity, trust and work performance.

iv. Process Conflict is conflict over a process of a specific
assignment. Conflict usually arise over things like who is in
charge, and how the process will. This conflict is not personal
nor is it task related but more so how the task will be done. Out
of all the causes of conflict this is the easiest one for
management to fix due to the fact each job or individual in a
group has an assigned job. Management can set goals for the
group or the individual which allow the individuals to
understand their key job and their key goals to the group or
organization. Setting these standards eliminates process conflict
or at least makes it easy for a resolution.
C. Conflict Management styles
i. Conflict management styles are very important when it comes
to conflict management and how it is resolved. Rather
leadership or management is resolving the issue knowing how to
resolve the issues is half the battle. As you know how a problem
or conflict is resolved depends on the level its resolved at.
There are five conflict management styles that are used in an
organization or group setting that can be used. This topic brings
every topic together to how leadership or management plays a
role in conflict management in a group setting.
ii. Avoidance states that a manager ignores conflict. From
management side this is not a good form or conflict
management avoidance does not address the issue and does not
gain a positive ending results. Avoidance is not a good long
term strategy but short term although it can be affective in a
situation where space is needed in the atmosphere. Avoidance
can be connected to low concern with the group, employees the
organization and a very ineffective style of management
(Gonçalves, et al., 2016)
iii. Accommodation style is when leadership is trying to
maintain peace in a group or organization. In this style two
people cannot agree but a decision is required to be made. This
style can also be what they call a “at your own risk” style

because it can go against leaderships goals and so forth for the
group but can be affective if the other individual as an effective
resolution that resolved the conflict.
iv. Competition is what Satterlee calls a win/lose style due to
the fact the individuals of the group are attempting to reach
their own goals without seeking to cooperate with other group
members. This management style is preferred by those who have
a high level of education and good for emergency situations that
cause a decision to be needed very quickly. (Gonçalves, et al.,
2016) In this style management, or leadership are more
concerned with their own interest then the interest of the group
or organization again this is not an effective management style.
Per Authors this conflict styles do not meet goal, nor does it
resolve real conflict for the betterment of the group or
organization and its inappropriate in the treatment of its
subordinates (Saeed, Almas, Anis-ul-Haq, & Niazi, 2014)
v. Compromise is the “lose/lose scenario no one wins when this
style is used. This style can be …
BMIS 501
Literature Review: Annotated Bibliography and Outline
Instructions ASSIGNMENT
OVERVIEW
Annotated Bibliography
For this assignment you will complete an Annotated
Bibliography and an Outline.
An annotated bibliography is a list of sources and includes
current APA-formatted references to the peer-reviewed articles
(all which must have been found through the Liberty University
Online Library) or (https://www.liberty.edu/library/ ) that you
have compiled for a research assignment. Following each

reference is a brief description, summary, and evaluation of the
source (see the requirements below in the instruction section).
The purpose of an annotated bibliography is to benefit the
researcher and provide the content, relevance, and quality of the
sources.
An outline will be provided at the end of the Annotated
bibliography section. It will provide the structure and citation
sources for the literature review and will be written in full
sentences with APA formatted headings.
My assignment is Conflict Management in Healthcare
INSTRUCTIONS
You will provide an Annotated Bibliography of at least 10 peer -
reviewed scholarly journal articles references that you plan to
use for your Literature Review. This must be in current APA
format with a cover page, abstract, and references. Each
reference must include a summary, analysis, and reflection and
must answer the questions listed below. Do not include books,
book reviews, dissertations, websites, blogs, etc. All articles
must be peer-reviewed and must have been published in the past
4 years.
You must follow current APA format for an annotated
bibliography, including:
· A brief description and summary of the article;
· An evaluation of the source – is the information relevant to
your research?
· A determination of how the article will be utilized in the
literature review; and
· An assessment of the article according to the focus of the
research and provide criticisms.
· Answers to the following questions:
· Who is the author and how are they qualified?

· How does the source fit in the topic chosen to research?
· Is the source helpful?
· Too broad or too narrow?
· How will this research fit into your research paper?
The Liberty University Online Writing Center is available for
your writing assistance.
Outline
At the end of the Annotated Bibliography, beginning on a new
page, you will provide a detailed Outline of your Literature
Review. See the outline provided for details regarding preparing
an outline for a paper.
You must use full sentences and incorporate all of the
references that you have found for the Annotated Bibliography.
The outline must be in current APA format and a minimum of 2
pages of narrative. As the outline will be a part of the
annotated bibliography, a separate cover page, abstract and
reference pages should not be included.
BMIS 501
LITERATURE REVIEW: ANNOTATED BIBLIOGRAPHY
AND OUTLINE GRADING RUBRIC ASSIGNMENT
Criteria
Levels of Achievement
Content 70%
Advanced
Proficient
Developing
Not present
Points Earned
Content
70 points

63 to 70 points
Criteria include the following:
1. All the 10 required peer-reviewed sources are from peer-
reviewed journals published within the past 5 years.
2. The peer-reviewed articles are all relevant to the topic
chosen.
3. The narrative for the annotated bibliography and the outline
flow well and remain focused throughout the submission
4. Each of the 10 annotated bibliographies are detailed and
answer each of the required questions.
The outline is a minimum of two pages and includes detailed
points and quotes that will be utilized in the lit review.
49 to 62 points
1. At least 9 of the required peer-reviewed sources are from
peer-reviewed journals published within the past 5 years.
2. At least 9 of the peer-reviewed articles are relevant to the
topic chosen.
does not always flow well or will at one point become
unfocused.
4. At least 9 annotated bibliographies are detailed and answer
each of the required questions.
The outline is less than two pages and includes some points that
will be utilized in the lit review.
1 to 48 points
1. At least 8 of the required peer-reviewed sources are from
peer-reviewed journals published within the past 5 years.
2. At least 8 of the required peer-reviewed articles are relevant
to the topic chosen.
does not flow well and/or remains unfocused.
4. At least 8 annotated bibliographies are detailed and answer

each of the required questions.
The outline is less than two pages and is vague regarding what
will be utilized in the lit review.
0 points
No work submitted.
Structure 30%
Advanced
Proficient
Developing
Not present
Points Earned
APA Format
15 points
14 to 15 points
Proper APA format is used.
11 to 13 points
Between 1-3 APA formatting errors are present.
1 to 10 points
Between 4-6 APA formatting errors are present.
0 points
More than 6 APA formatting errors are present.
Grammar/Spelling
15 points
14 to 15 points
Proper spelling and grammar are used.
11 to 13 points

Between 1-3 spelling and grammar errors are present.
1 to 10 points
Between 4-6 spelling and grammar errors are present.
0 points
More than 6 spelling and grammar errors are present.
Total Points
/100
Instructor’s Comments:
1
aNNOTATED BIBLIOGRAPHY
Conflict Management in Healthcare
Name
School
Course
Instructor
February xx, 2021
ABSTRACT
The following annotated bibliography includes an abbreviated
list that address each reference. This bibliography will address

I. Introduction
A. Conflict management is…..
B. Conflict …..
C. xxxxxxxxxx
D. XXXXXX
II. Conclusion

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