Can you please answer the last four question from application of chapter content. please give accurate answer because i get so my wrong unrelated answer from my past post. I appreciate your help. thanks

Management in Action VA TURNAROUND: A WAITING GAME The U.S. Department of Veterans Affairs (VA) is "the most comprehensive system of assistance for Veterans of any nation in the world."178 The VA includes more than 1,200 outpatient and medical centers and provides health care, benefits, and burials for more than 9 mil- lion U.S. veterans each year. The agency's mission is "to care for those who shall have borne the battle and for their families and survivors," and its $185+ million budget aims to ensure that those who have served in the U.S. military have timely access to high quality health care and benefits. 179 The VA has had major problems fulfilling these duties in recent years. 180 access health care at VA medical centers across the country. An independent investigation found that fa cilities in multiple states had backlogs of thousands of veterans waiting for physician appointments, with average wait times exceeding 100 days. Facilities also were falsifying records to make it seem that their ve erans were receiving care much faster than they acto ally were.181 President Obama acted quickly, and Congress and the White House passed the $16 billion Veterans Access, Choice, and Accountability Act of 2014 (Choice Act) to infuse the VA system with the resources it needed to hire additional doctors, nurses. and staff to manage and speed up the claims process and reduce its backlog,182 VA Secretary Eric Shineski resigned and Bob McDonald, U.S. Army Veteran and former Procter & Gamble CEO, took charge. De David Shulkin also joined the turnaround efforts as A THE VA STRUGGLES TO MEET ITS MISSION In 2014, news broke exposing a "systemic" scheduling problem that was jeopardizing veterans' ability to 576 PART 5 Leading enerary shod of them and is taking a the agency's bile and changing fra to the VA sy once he took charge, 186 Lo 2016, of dollars a Care issued Ne properly e lo solve the bac Health. One veteran described the ta a s trying to right a ship that's sal had tracked only about half the patient safety is on water, but McDonald vowed in Nues t ing from supply issues between 2014 and 's wounds. He took pride in being 2016. and the incidents that were tracked were often Gulf War vet Ron Brown described reported inaccurately to minimize their severity wurt phone calls with him, sayine Further, the facility had purchased about 592 million er been a time that I've contacted worth of medical supplies, much of which was found has that he has never responded to me collecting dust in warehouses, without proper con- talt returned an email, or even a text trols to ensure the purchases were necessary and cost es praised the work ethic McDonata effective." VA inspector general Michael Missal said Othe and the overall responsiveness within it was difficult to pinpoint precisely how the condi- tions described in this report could have persisted at the medical center for so many years but felt strongly o years after the Choice Act had iniecte Stars into the VA system, the Commissie that "senior leaders at all levels had a responsibility to ensure that patients were not placed it." He da report suggesting the money had gested that top leadership at the VA had created and erty managed and that little had been mate of complacency be backlogs and wait times. Findines The report also found that VA official Vinta ed that the number of new VA hires did all levels, including those al program offices that had cho beyond what it would have been without been under Shakin's direct control, had known for in w on and there appeared to be no logical several years about "serious, persistent deficiencies place for assigning start to VA facilities 17 and didn't act. In a response. Shulkin acknowledged itals with the greatest need weren't necessar that problems in the VA System were "wystemic but the greatest amount of new hires, and wait that he did not recall" ever receiving notification not decrease in VA medical centers that about the issues at the DC facility. The 2018 report blamed the issues on "unwillingness or inability of leaders to take responsibility for the effectiveness of their programs and operations and a sense of futil ity at all levels in the VA about making substantive changes to the system. It further stated that leaders frequently abrogated individual responsibility and deflected blame to others... despite the many warn- ings and ongoing indicators of serious problems, Icad ers failed to engage in meaningful interventions of revealed that the ne increase beyond what 5.2.3 billion os in place for The hospitals with the pecting the great unes did not ved new hires. 18 act as a more suitable measure Boch MCL h MoDonald and Shulkin suggested that people us on wait times as the most important metric of care success. Instead, McDonald often touted ans' satisfaction with their health care "experi more suitable measure. He infamously said when you go to Disney, do they measure the number has you wait in line? ... What's important is. hur your satisfaction with the experience?"190 But as e Representative Paul Ryan noted, satisfaction with the experience of seeing a doctor is moor if you et an actual appointment. Further criticisms od rumors of retaliation against whistleblowers in he system, growing wait times, and McDonald's appointment of a doctor at the scandal-ridden Phoenix WA medical center who had a history of negligence and mismanagement. SERVICE-LEVEL PROBLEMS PERSIST President Trump fired McDonald in 2017 and ele. ated Undersecretary David Shulkin to be VA Secretary,192 Soon after a series of anonymous com- plaints about the Washington, DC, VA facility prompted a new investigation. A 2018 report ex- posed alarming safety concerns, including physicians' sability to get necessary supplies for procedures, in- adequate sterilization of equipment, and an egregious lack of financial oversight. 194 Doctors described run- across the street to a private hospital to borrow pplies mid-surgery, and the facility kept thousands boles of patients' medical records unsecured in houses, the basement, and a dumpster. Hospital effective remediation "199 Shulkin left the VA in March 2018. The White H ouse says he resigned: Shulkin says he was fired. 200 Trump nominated presidential physician Rear Admiral Ronny Jackson to replace Shulkin as VA Secretary and troves of accusations about Jackson's conduct and eth- ics quickly followed. Current and former staff members accused him of being the most unethical person I have ever worked with," and "incapable of not losing his temper."201 Others characterized Jackson as an exces- sive drinker and said he often prescribed inordinately large supplies of opioid medications for White House staff. Jackson was said to often belittle his staff mem- bers, who saw him as an abusive person with an explo sive personality. 20. President Trump remained steadfast in his support of Jackson as the nominee, calling him "one of the finest people I have ever met." But mul tiple government officials, including President Trump. acknowledged that Jackson lacked the experience nec essary for directing a governmental agency or large organization, with one reporter noting that he doesn't understand the work or the people who do it, and that's not how effective leadership models are built in any CHAPTER 14 577 Power Influence, and Leadership industry.*04 By April 2018, Jackson had withdrawn himself from the nomination. FOR DISCUSSION Problem Solving Perspective in this from the 1. What is the underlying problem in this VA secretary's perspective? 2. What are the causes of this problem? 3. What recommendations would you mai partment of Veterans Affairs for fixing the you make to the es for fixing this probleme Application of Chapter Content ories, how would you the case! Which WHAT'S NEXT? In spite of all the problems plaguing the VA system, doc. tors and nurses at many facilities have managed to con tinue providing veterans with care that is "comparable or better in clinical quality to care in the private sec tor."203 Inspector General Missal said this is largely due to the efforts of many dedicated health care providers that overcame service deficiencies to ensure patients re- ceived needed care."206 But thousands of veterans never get the chance to receive that care, and access to health services remains "the biggest problem across the board," according to veterans' attorney Katrina Eagle.207 According to one reporter, "The VA deserves a com- petent and experienced leader, with the policy back- ground and management ability to steer it through these troubled times. The next secretary of Veterans Affairs will have to confront a number of policy dilem- mas relating to disability ratings and payments, VA infrastructure and bureaucracy issues. "20% The reporter added, "For the sake of the country's veterans, we can only hope that the next nominee will be open to a vari- ety of policy options and have the management experi ence to lead the department to accomplish them." 1. From the perspective of trait theories, how evaluate the VA leaders discussed in the case traits did each of the leaders possess? Which were they lacking? 2. What skills would you suggest as most import the next VA secretary to possess? Do you think a the previous VA leaders displayed these skills? 3. Evaluate both McDonald and Shulkin accordine their task-oriented and relationship-oriented leade ship behaviors. In which areas do you think each se ceeded? In which areas do you think each failed? 4. How would transformational leadership theory gest the next VA secretary approach the task of turs ing around the struggling agency