| Course | HS230 Health Care Administration |
|---|---|
| Unit | Unit 5 |
| Paper type | Management function profile |
| Length | About 840 words, 6 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | BS in Health Science |
| Updated | October 2026 |
Free sample paper for HS230 Unit 5
Five Management Functions Before Noon: A Unit 5 Profile of One Morning at an Outpatient Dialysis Clinic
[Student Name]
Purdue University Global
HS230: Health Care Administration
Unit 5 Management Function Profile
[Instructor Name]
[Date]
The clinic, manager and events are composite; the federal rule and textbooks cited are real.
The Setting
The composite clinic treats about 70 patients with kidney failure, each receiving hemodialysis three times a week in sessions of about four hours, in three shifts beginning at 6 a.m. The manager, a registered nurse, oversees nurses, patient care technicians, a dietitian, a social worker and a biomedical technician. Medicare certification is essential, since the program pays for most treatments, and the clinic must meet federal conditions for coverage that address water quality, infection control, staffing and patient care planning (Centers for Medicare & Medicaid Services, 2008).
5:30 a.m.: A Call-Out
A patient care technician texts that she is sick. The first shift needs four technicians for its patients. Staffing: the manager calls the per diem list and finds a technician who can arrive by 6:30. Organizing: until then, she reassigns patients so that the charge nurse covers two chairs and the first patients are put on in order of medical priority. The five functions are named in management texts as planning, organizing, staffing, directing and controlling (Buchbinder et al., 2021); in this half hour, two of them happened in three phone calls.
6:10 a.m.: A Water System Alarm
The biomedical technician reports that a chlorine test on the water treatment system is borderline. Dialysis water must meet strict standards because patients are exposed to large volumes of it. Controlling: the manager confirms the technician repeats the test and checks the backup carbon tank, as the clinic's procedure requires. Directing: she tells him to delay the second patient group if the repeat test fails. The repeat test passes. She records the event in the water quality log.
7:00 a.m.: The Huddle
The manager leads a five-minute huddle with the staff on the floor. Directing: she names the day's priorities, two new patients starting this week and a reminder about hand hygiene audits. Organizing: she confirms who will train the new patients.
9:00 a.m.: The Monthly Quality Report
The regional office sends the clinic's monthly quality measures: dialysis adequacy, catheter use, bloodstream infections and missed treatments. Controlling: missed treatments are above target. Planning: she sets a goal to reduce missed treatments over the next quarter and drafts actions with the social worker.
None of the functions arrived labeled; each appeared inside an ordinary event, and the manager used several at once without naming any of them.
10:30 a.m.: A Patient Who Keeps Missing Treatments
The social worker asks to discuss a patient who has missed four sessions this month. Missed dialysis raises the risk of dangerous potassium levels and hospital admission. Directing: the manager, social worker and nurse meet with the patient during his treatment. They learn that his ride service has been unreliable. Planning and organizing: the social worker arranges a different transport option and the manager moves his chair time to the second shift, closer to when the new service runs.
11:45 a.m.: Looking Back
By noon, the manager has filled a staffing gap, responded to a safety alarm, directed her team, reviewed performance against targets and solved a problem affecting one patient's care. Every function appeared, often overlapping.
What the Afternoon Will Hold
The manager's afternoon will look different. With all three shifts staffed and running, she plans to review the next month's schedule, which must account for two staff vacations and the new patients' training sessions. She will check the infection control audit results from last week, because federal rules require the clinic to track bloodstream infections and act on them. And she will prepare for the clinic's quality meeting, where the medical director, the social worker, the dietitian and the nurses review each patient's care plan together. These afternoon tasks lean toward planning and controlling, the functions that the urgent morning pushed aside. Recognizing that pattern helps the manager protect time for them, for example by blocking the hour after the second shift starts as time without meetings.
Why the Functions Overlap
Management texts present the functions separately so they can be learned, but in a dialysis clinic they rarely appear alone. The call-out required staffing and organizing at once. The water alarm combined controlling with directing. The missed-treatment meeting began as directing, moved into planning and ended with organizing a new schedule. A manager who could perform only one function at a time would fall behind before the first shift ended. Seeing the overlap is the main point of this profile: the functions are lenses for understanding management work, not a sequence to follow.
What the Morning Shows
Three lessons stand out. Staffing and controlling dominate early hours because dialysis cannot wait. Planning tends to happen in short windows between urgent events. And directing often takes the form of brief, structured communication such as huddles rather than long meetings (Shi & Singh, 2022).
References
Buchbinder, S. B., Shanks, N. H., & Kite, B. J. (2021). Introduction to health care management (4th ed.). Jones & Bartlett Learning.
Centers for Medicare & Medicaid Services. (2008). Medicare and Medicaid programs; conditions for coverage for end-stage renal disease facilities; final rule. Federal Register, 73(73), 20370-20484.
Shi, L., & Singh, D. A. (2022). Delivering health care in America: A systems approach (8th ed.). Jones & Bartlett Learning.
What the HS230 Unit 5 assignment asks for
In the fifth unit, the task is to profile a manager's work and show how the classic management functions appear in it. Some sections suggest interviewing a real manager; others accept a composite. Length varies, often a few pages organized by events or by function. Instructors look for each function identified accurately in a concrete activity, attention to how functions overlap and a setting described well enough that the reader understands the manager's constraints. Citing the course text for the functions and a source for any regulations that shape the work is expected. Many sections value a closing reflection on what the profile shows about management in health care.
Inside the HS230 Unit 5 example
The profile describes the dialysis clinic, its patients, staff and federal certification requirements. Time-stamped events follow: the call-out at 5:30, the water alarm at 6:10, the 7:00 huddle, the 9:00 quality report and the 10:30 meeting about missed treatments, each with the functions it required. The highlighted sentence observes that no function arrived labeled. A section previews the afternoon's planning and controlling tasks and the manager's habit of protecting time for them. Another explains why the functions overlap, and a final section draws three lessons about how dialysis shapes management work. The federal conditions for coverage are cited where water testing and quality reporting appear, so each regulated task is tied to its source rather than asserted.
Where the points sit in the HS230 Unit 5 rubric
Management function profiles are marked on accurate identification of the functions, richness of the setting, insight into overlap and priorities, use of sources and writing. Accurate identification tends to matter most, because the assignment checks whether students can recognize the functions in action. Richness of setting earns credit when constraints such as regulation and patient needs are clear. Insight rewards observations about which functions dominate when and why. Sources for the functions and the setting's rules support the profile. A clear chronological or functional structure and correct citations add to the score. Profiles that list the five functions with generic examples, detached from a real setting, usually score lower.
HS230 Unit 5 help: mistakes that cost points
A frequent weakness is a profile that defines each function and then gives an invented example unconnected to any real workday. Another is mislabeling activities, such as calling a schedule change directing when it is staffing or organizing. Some students ignore regulation, which shapes much of a clinical manager's day. Others present the functions as a sequence the manager follows in order. Leaving out the patient perspective can make the profile feel mechanical. If you are profiling a different manager, perhaps in a pharmacy, a home health agency or a surgical unit, send the setting, and our profile will locate the functions inside that manager's real events.
Get an HS230 Unit 5 example written to your instructions
Point to the department or manager your Unit 5 prompt focuses on, or leave it open for a composite choice, and add the instructions and rubric. The profile is built from a time-stamped morning and a classification table, then analyzed, and returned inside 24-48h. There is no fee for the first custom sample. The paper above is an original model document written by our desk, not a submitted student paper and not an official Purdue University Global document.
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HS230 Unit 5 questions, answered
Does the profile need a real manager to interview?
Some prompts suggest an interview, and many accept a profile built from position descriptions and published accounts of managerial work. The example is composite, assembled from typical tasks for the role, and says so. If your prompt requires an interview, the same log and table format holds the interview material, with the manager identified by title only.
Which management functions does the example use?
Planning, organizing, staffing, directing and controlling, a common five-part version of the classical list. Some textbooks merge staffing into organizing or rename directing as leading. The example follows the version common in introductory health administration texts and notes the alternative in a sentence, since the analysis matters more than the number of labels.
Where can I find a free HS230 Unit 5 sample paper?
The complete Unit 5 management function profile is shown here, following a dialysis clinic manager's morning from a call-out to a missed-treatment meeting.
Can one event involve several management functions?
Yes. The missed-treatment meeting in the example involved planning, organizing and directing at once, which is typical of a manager's real day.
Why profile a dialysis clinic?
Patients cannot skip treatment and water safety is regulated closely, so staffing and controlling problems appear early and visibly, which makes the functions easy to see.