Discussion Question & Peer Responses Grading RubricDiscussion Qu.docx

Discussion Question & Peer Responses Grading Rubric
Discussion Questions
Needs Development
Fair
Good
Excellent
Idea Development
None. Nothing new added to forum, only support for previous
posts. At least one secondary reference.
0-7 points
Some new insight, but not supported examples. At least two
secondary references.
8-14 points
Well-developed ideas. Introduced new ideas or perspectives. At
least three secondary references.
15-22 points
Well-developed ideas. Introduced new ideas or perspectives.
Supported ideas with new examples. At least three secondary
references of which two are scholarly research.
23-30 points
Critical Thinking
Does not attempt to analyze key issues, problems and questions.
0-1 points
Attempts to analyze key issues, problems and questions.
Analysis uses facts or theory incorrectly.
2-3 points
Addresses key issues, problems and questions. Generally
accurate, but may rely too much on facts and not clearly apply
to discussion question.
4-4 points
Clearly addresses key issues, problems and questions. May
include unique insight.
5-5 points
Context

More than 5 errors in grammar, punctuation, spelling and/or
APA requirements.
0-1 points
3-4 errors in grammar, punctuation, spelling and/or APA
requirements.
2-3 points
1-2 errors in grammar, punctuation, spelling and/or APA
requirements.
4-4 points
Free of errors in grammar, punctuation, and spelling. Proper
format and meets APA requirements.
5-5 points
Peer Responses
Posts required number of responses by deadlines but tends to
regurgitate content rather than add new insights, and provides
no new information, examples or questions to advance the
discussion.
1-2 points
Posts required number of responses by deadlines. Provides new
insights but no new information, examples or questions to
advance the discussion.
2-4 points
Posts required number of responses ahead of deadlines to allow
for further discussion. Offers new insights but not all are
supported with additional information, examples or questions to
advance the discussion.
5-7 points
Posts required number of responses ahead of deadlines to allow
for further discussion. Offers new insights that are supported
with credible outside research and additional information,
examples or questions to advance the discussion.
8-10 points
6.

Background: Software piracy in China is a huge problem for
Microsoft. In 2008 Microsoft went on the offensive by sending
a software update that could turn the desktop wallpaper black
when a pirated Windows XP operating system was being used.
Not surprisingly, this move stirred much controversy in China.
Is this the right approach to combat piracy? What are the
possible risks? How would you fight this problem if it were
your job?
I don't think Microsoft's approach to combatting piracy was
effective in any way. I'm not sure how changing the default
background screen effects the user in any way because if they
are still able to operate programs on the software without any
hiccups or errors, then the desktop image is completely useless.
While I agree it's clever because of how subtle the difference is,
I'm not sure what Microsoft was trying to accomplish by
carrying out that plan.
Fighting piracy is extremely difficult because of the multiple
sources that share specific data with the public. I don't really
know the ins and outs of piracy but if this were my job, I would
try to track down those sources by IP addresses but I'm not sure
how easy that is. In the case of Microsoft, I think the viable
option would be to offer free updates to the software. It's not
fair of them to charge users a fee to simply upgrade a software
they already have on their device.
Counterfeit issues are not easy to handle in China, and I don’t
agree with this approach that Microsoft used to combat piracy.
Counterfeit problems have become sorts of “custom” to
residents in China where people know they purchased the fate
products like software or application. The reason they are
willing to have those “known FATE products” because they
didn’t see the benefits of real products. “Lack of technical
knowledge or protection theory” is the central issue in the
computer market. The way that Microsoft used to combat piracy

is extremely offensive. Their appoach might warn the
consumers, but destroy its public reputation. Because there are
thousands of consumers involved including the business. If the
“black screen” showed to any business, that would be the huge
issue, which Microsoft's reputation might poorly reduce.
COLLAPSE
窗体顶端
I have no problem whatsoever with what Microsoft did. If
software piracy is a huge problem, Microsoft must protect
themselves. They can only spend so much time and money to
continue to try to be one step ahead of piracy. But, when piracy
gets to a level that begins to hurt a company, a company should
strike back. The people who pirate the software should know
that they are risking being on the bad side of a battle against
software piracy. With what Microsoft did shows the people who
dowloaded the software illegally a few things. It shows them
that they are easily identifiable and microsoft is just as good as
playing games as they are. I don't think it would cause
Microsoft's customer base to become worried because if they
purchased the software, nothing will happen to their computers.
Like I said at the beggining of the post, I like this approch to
combatting piracy and I would fight it with little annoying ploys
as well.
窗体底端
I would consider the approach was not so effective. Sometimes,
innocent software users may be tricked into purchasing such
fake products without knowing it. Using viruses or ‘revenging’
protection strategies are unethical and illegal for various
reasons.
Innocent users may be damaged as well. This is true
when it comes to applying revenge tactics to their use of fake
software. This is because they may lack a proper method of

distinguishing the real product from a counterfeited one. The
impact of using such mechanisms for averting piracy is harmful
and not proportional to the damages that are caused by piracy.
Thus, it is an inappropriate mechanism for defense.
Furthermore, end-users often develop a dislike for software that
has revenging protection systems. This is because they are
afraid that owing to some errors, such offensive or defensive
mechanisms may be utilized in situations where they have no
piracy intents. Moreover, the end-users may mistake the impacts
of malicious software or virus for offensive software.
Under those concerns, I think there should be some alternative
measures. One such strategy would be to limit the degree of
usage. In addition, software developers can curb piracy by
limiting possible modifications. Software developers can bar
users from modifying the system by limiting modifications. This
is because the codes normally have logos to the vendors, and
when end-users change such codes, they may be vulnerable to
making mistakes that may later on be construed as mistakes of
the vendors. This causes the vendors to lose credibility.
Honick, R. (2005). Software piracy exposed. New York:
Syngress.
Combat Piracy
COLLAPSE
窗体顶端
I personally like this approach, it's a little playful in a way to
me. While it might not be solving their problem since all it does
is turn the desktop wallpaper black its like they're saying "we
caught you!" I think they could take it a step further and make
the computer shut down so that people cannot use the pirated
software at all. Some people may stop buying these computers
because they cannot use the pirated software, which would be a
risk for Microsoft. Another alternative would be that they could
have automatic software updates and just sell the computers
with the software already installed so that people do not have an
option. Allowing piracy to continue is detrimental to their

business, so any of these approaches carry the risk that people
will stop buying Microsoft and Windows, but it still needs to be
addressed.
窗体底端
In emerging markets such as India, consumers shop far more
frequently than in most Western countries –often on a daily
basis. As a result, consumers there have many more
opportunities to switch brands. What does this buying behavior
imply in terms of communication approaches? In situations
where a foreign firm such as Unilever or Colgate tries to foster
repeat purchase and brand loyalty, what strategies or actions
can the firm take?
The buying behavior of consumers who are constantly switching
brands indicates that the companies are either not effectively
communicating to the public or the products themselves are not
being emphasized on quality. Companies can intill stronger
messages regarding their product ensuring higher quality and
customer satisfaction. Brands should make an effort to allow
themselves to stand out from the other competitors. Establishing
a wider presence within the market, consumers will
automatically think about that brand because of how many times
they have been exposed to it, leveraging out other competitors.
In order to foster repeat purchases as well as brand loyalty,
Unilver and Colgate can try and appeal to the market by
rewarding repeat customers by establishing loyalty programs
and other incentives or even by communicating with the
consumers directly. Asking consumers about their experience
and how they can improve might be a good way of reaching the
audience through a personal platform. And when consumers
choose to take these surveys, the brands can offer discounts for
their next purchase. Making consumers feel like they have
impact on the product making process can influence them to

stick with the brand because of that personal connection that
was built.
Having an Indian background I found this week’s discussion
topic to be rather interesting. It is indeed very true that
emerging markets such as India have consumers that exercise
their purchasing power more frequently. Housewives in India
are responsible for making daily trips to the local “markets” and
purchasing the family's’ daily needs. With this in mind I believe
a promotion strategy in India would be best served to be
directed towards female consumers. These consumer in India
are much more likely to make the ultimate purchasing decision
therefore it may be beneficial for international markets to
appeal to their interests.
In addition creating a strong loyalty program may help
companies market their products in India. Since consumers shop
much more frequently a strong loyalty program could help to
keep old customers and acquire new ones. Initiating savings
towards loyal consumers will ensure they pick your product
over the competitors.
It is important for international markets to continually relay
their message to potential consumers. In India consumers visit
markets on the daily therefore need to be constantly reminded
what their choices when purchasing goods. In this sense it is
important to focus on value. Firms must learn to explain the
benefits of their products over competitors repeatedly to ensure
continued brand loyalty.
COLLAPSE
窗体顶端
The consumer behavior of high frequency shopping in India is a
direct correlation to their way of life. In an environment where
many people cannot rely on a set monthly income their daily
purpose is to maintain and obtain items that are needed. A

communication approach to this buying behavior is frequent
consumer dialogue to maintain familiarity, reliability and
trustworthiness. Firms like Colgate and Unilever have adapted
flexibility with their traditional product placement to conform
to their consumer base. Packaging products in a smaller, more
adaptable container to provide lower prices for less amount of
product, accessibility in many venues and locations in the
communities and welcoming feedback for the consumer by
giving an opportunity to hear their opinion and make changes
that will provide better convenience to them are actions they
can take to foster repeat purchases and brand loyalty.
In my opinion, the informative communication will reveal
information about new features in a product. Information
should focus on providing a hint that the product has been
changed. Advertisements should thus keep changing. They
should be appealing to listen and viewing to achieve maximum
attention from customers. Information should highlight the
benefits of a product. Customer compare products according to
information presented to them. Therefore, the information
should inform customers the availability of goods in the
different parts of the Indian market. In India, personal
communication will influence the purchase of an individual
brand. Indians live in organized communities. They value social
relationships. Hence, most of the purchases will be made via
referrals. To achieve that, there is a need to target individuals.
The individuals will become points of references in the society.
Clients will tell their families, friends, and neighbors about the
benefits of using Unilever products. Personal selling can be
achieved having a customer relationship management. Such that
customer's personal details which include their emails address
and telephone numbers are available. Personal messages will be
sent via texts, emails and calls. Texts can take the form of short
messages services. Personal contact will thus boost repeat
purchasing which will build up brand loyalty.
Promotion in emerging market

COLLAPSE
窗体顶端
I think, for any emerging market, communication does have a
great impact on any consumers’ purchasing behavior. Since
many emerging markets are more open to alternatives and trying
new products/services, companies that want to dominate in the
market needs to make that first mover advantage and build a
solid customer relationship with its consumers. How a company
goes about building that customer relationship or customer
loyalty varies across industries and companies.
I believe for a country such as India, where the country is more
collectivistic, relationships are important and will have a great
impact on any company. With that, foreign firms such as
Unilever or Colgate should try to promote their product around
the concept of a “we” culture. The firm should consider
advertising personal testimonials from the consumers who used
the products/services. Or companies can look into personal
selling, which gives the consumer that one-to-one
communication in order to build a solid relationship before
talking about the product/service. In the end, whichever strategy
a company chooses to use, it is important that the company
understands that relationships (family, neighbors, community,
etc.) is what the consumers in India value and their
product/service need to show that value.
窗体底端
窗体底端
8. Background: Some economists have brought attention to the
importance of the role of geography in international trade. For
example, the dramatic rise in trade between the US and Mexico
is attributed primarily to wage differences between the two
countries and the geographic proximity, which allows for the
relative cheap movement of goods by train from Mexico to any
corner of the US within 3 to 4 days. However, advocates of

globalization claim that the role of geography in international
trade is limited and is declining constantly. They contend that
direct transportation costs as a % of the total value of goods for
most goods is low and is declining. Furthermore, it is not
actual transportation costs, but the coordination of managerial
resources and information that is the key to savings through
global logistics. This reduces the role of geography in
international trade to a minimal level.
Either argue in favor of the importance of geography in
international trade or argue for the declining role of geography.
Given the ease and speed with which information, services, and
even physical goods can be transported all over the world, I
definitely think that geography is becoming less and less
important in regards to international trade. The combination of
the internet and globalization has made it so much easier to get
exactly what you need in a much shorter amount of time.
The logistics and coordination of international trade are simpler
than ever before and have the ability to connect people and
ideas on opposite sides of the world in an instant. So yes, in a
sense, geography will always matter because there’s no denying
something will get from the United States to Mexico faster than
it will get from the United States to say, Thailand, but there is
no denying that physical geography has become a much less
relevant factor in international trade especially in comparison to
factors that are rising in importance like economic development
of the countries involved and political factors.
Even though the role of geography in international trade is
limited and is declining constantly, it is still playing an
important role in international trade at a minimal level. Because
of the development of each country and the international
relationships among all, the role of geography weights less
important than before, especially between those countries that
are close to each other such as US and Mexico. However, the
geographic factor is unchangeable, but influential. Even though
there are free trades agreements and other collaborations from

countries to countries, it is still difficult for most of businesses
to reach the other side of the world. Depends on what product or
service the business is, it might take different amount of time
and cost to achieve and accomplish what they want.
Additionally, geography brings in the matter of time differences
which is another factor to consider. To sum up, I agree that the
importance of geography is declining, but it will always keep its
role in international trades.
Location, location, location...
COLLAPSE
窗体顶端
While I agree that the importance of geography in international
trade doesn't carry as much weight as it has in the past, I still
believe it is important. It also depends greatly on what kind of
business, product, or service we are talking about. While the
ease of shipping is much better now, it is still a huge expense.
Having worked for an international shipping company in my
first co-op, I know first hand the time, money, and border
control hoops that need to be jumped through that it takes to get
product from point A to point B. With the energy crisis as a
very eminent problem coming up fast in the very near future, I
think that location will continue to play a huge part as fuel
prices continue to rise. Another thing that plays a part in
international trade that is usually linked to geography is free
trade agreements. Because they normally exist between
geographically close countries, it is something to keep in mind
as the tariffs and bureaucracy of getting products into a
different country affect companies just as much if not more than
geographical location.
窗体底端

STRATEGIC MANAGEMENT OF
HEALTH CARE ORGANIZATIONS 7TH EDITION
*
Directional Strategies
Chapter 5
.
*
Chapter 5 Learning Objectives
Understand the roles of and relationships among organizational
mission, vision, values, and strategic goals and why they are
called directional strategies.
*

Recognize the important characteristics and components of
organizational mission statements and be able to write a mission
statement.
*
statement.
vision and be able to write an organizational vision statement.
*

statement.
vision and be able to write an organizational vision statement.
Recognize the important characteristics and components and be
able to write a values statement.
*
able to write strategic goals.
*

Identify service category critical success factors.
*
Develop a set of strategic goals that contribute to the mission,
move the organization toward the realization of its vision, and
is consistent with the organization’s values.
*
Develop a set of strategic goals that contribute to the mission,
move the organization toward the realization of its vision, and
is consistent with the organization’s values.
Recognize the important issues in the governance of health care
organizations and the role of the board of directors in

maintaining policy-making direction.
*
Develop a Strategy
Strategy
of the Organization
External
Environment
Internal
Environment
Directional
Strategies,
Leadership
Should
Do
Can
Do
Wants
To Do
*

The Strategic Planning Process
Strategic Planning
Situation Analysis
Strategy Formulation
Planning the Implementation External Analysis Internal
Analysis Directional Strategies Directional Strategies Adaptive
Strategies Market Entry Strategies Competitive Strategies
Service Delivery Strategies Support Strategies Action Plans
*
Directional Strategies
Directional strategies give an organization its identity. It
represents “who we are,” “where we are going,” and “how we
work.”
Mission a clear articulation of what the organization currently
does
Vision articulation of the organization’s collective hope for
the future
Values description of the behavioral norms, beliefs, and ideals
that are important to the organization

The mission, vision, and values of an organization are central to
the strategic planning process. All the strategies and goals must
support these directional strategies.
*
Directional Strategies Outcomes
Reach consensus and document what the organization currently
does
Reach consensus and document the collective hope for the
future
Reach consensus and codify the fundamental values
*
Vision, Mission, and Values
Profile of tomorrow,
our hope for the future
Profile of today, our current products/services, customers, and
philosophy
Profile of expected behaviors, our beliefs and ideals
Vision =

Mission =
Values =
*
What We Want to Do
Mission
An organizational mission is a broadly defined but relatively
enduring statement of purpose that distinguishes our
organization from others.
*
Characteristics of a Mission Statement
Clear and concise
Concerned with the organization today
Specific about products/services
Enduring
Underscores uniqueness

*
Strategic Thinking Map for Writing a Mission
StatementComponentKey Words Reflecting ComponentTarget
customers and clients
*
customers and clients2. Principal services delivered

*
customers and clients2. Principal services delivered3.
Geographical domain of the services delivered
*
Geographical domain of the services delivered4. Specific values

*
Geographical domain of the services delivered4. Specific
values5. Explicit philosophy
*

Geographical domain of the services delivered4. Specific
values5. Explicit philosophy6. Other important aspects of
distinctiveness/image
*
What We Want to Do
Vision
Vision is an expression of hope – a description of what the
organization will be like when it is successfully fulfilling its
purpose.

*
Characteristics of Vision
Inspiring
Challenging
About excellence
Empower employees first and customers second
Comes alive in the details not in the broad generalities
Memorable and provides guidance
Not limited by the present
*
Strategic Thinking Map for Writing a
Vision StatementComponentKey Words Reflecting
ComponentClear Hope for the future

*
ComponentClear Hope for the future2. Challenging and about
excellence
*
excellence3. Inspirational and emotional

*
excellence3. Inspirational and emotional4. Empower employees
first
*

excellence3. Inspirational and emotional4. Empower employees
first5. Memorable and provides guidance
*
What We Want to Do
Values
Values are the ideals organizations and people stand for – the
fundamental principles that, along with the mission, make an
organization unique.
*

Characteristics of Values
Reflect the organization’s culture
Consistent with the desired image
Acceptable to stakeholders
Consistent with vision
Ethical
Represent a clear commitment
*
Value StatementComponentKey Words Reflecting Component1.
Desired behaviors
*

Desired behaviors2. Organizational norms
*
Desired behaviors2. Organizational norms3. Shared beliefs

*
Desired behaviors2. Organizational norms3. Shared beliefs4.
Share assumptions
*
Share assumptions5. Explicit philosophy

*
Share assumptions5. Explicit philosophy6. Fundamental
principles

*
Critical Success Factors
Critical success factors are those things that organizations must
accomplish if it is to be successful.
Critical success factors are similar for all members of a
strategic group.
Critical success factors vary from one service category to
another.
Usually there are four or five things that must be achieved for
success.
Strategic goals should address the critical success factors.
*
Setting Goals
Strategic Criteria for goals
Address an external issue, trend, or force
Concern a stakeholder
Help achieve a critical success factor
Draw on a strength or fix a weakness
Fit with the mission
Be consistent with the values
Move the organization toward the vision
Goals Statement Criteria
Controllable by the organization
Measureable as possible
Able to be achieved in a reasonable timeframe
Have a reasonable level of stretch for the organization

*
The Process of Momentum Creation
Setting goals
Organizations, like individuals, that have too many goals lose
their focus
“One worthwhile task carried to a successful conclusion is
better than half-a-hundred half-finished tasks” – B.C. Forbes
(Founder, Forbes Magazine)
For most organizations, 4–6 goals are the “sweet spot”
Three types of goals: input, process, & output
*
Developing Action Plans
Action plans are developed for each goal
Goal #1: “Statement of Goal”Action Necessary to Achieve the
GoalStart Time/
End timeUnit/Individual Responsible for carrying out the
ActionStrategic Planning Participant Responsible for Reporting
at Next Strategy Section

*
Governing Boards
An important group that should be involved in the development
of the strategic direction of the health care organization
Board members should be regularly informed about
Strategic goals
Progress being made in their accomplishment
*
Governance Modes Applied to
Boards of Directors
Fiduciary responsibility mode or stewardship of assets
*

Boards of Directors
Strategic mode
Collaboration with management to develop a vision for the
future
*
Boards of Directors
Strategic mode
future
Generative mode
Engages in shared creative thinking to make sense of data
available to decision makers
*

Boards of Directors
Strategic mode
future
Generative mode
Engages in shared creative thinking to make sense of data
available to decision makers
Progressive mode
Engages in debate, discussion and learning from each other
*
Five Behaviors Lead to Effective Boards
Engage in constructive conflicts (especially with the CEO)
Avoid destructive conflict
Work together as a team
Know the appropriate level of strategic involvement
Address decisions comprehensively
*
Are we not doing some things now that we should be doing?Are
we doing some things now that we should not be doing?Are we
doing some things now we should do but do in a different
way?Are our organization’s mission and vision unique in some

way?Is our mission relatively enduring?Do our mission and
vision allow for innovation?Do our mission and vision allow for
expansion?
Managing Strategic Momentum:
Evaluating Directional Strategies
*
Is our scope of operations clear (market, products/services,
customers, geographic coverage)?Do our mission, vision, and
values fit the needs of our stakeholders?Do our fundamental
values make sense?Are our strategic goals moving us toward
achievement of our mission?Are our strategic goals moving us
toward achievement of our vision?Have we addressed the
critical success factors?Is the image of the organization what it
should be?
Managing Strategic Momentum:
Evaluating Directional Strategies
*
Chapter 5 Conclusions
After reading Chapter 5, you should be able to define the
following terms:Key TermsKey TermsCorporate Governing
BoardsPhilanthropic Governing BoardsCritical Success
FactorPioneeringFirst-Mover AdvantageStrategic GoalsLiability
of NewnessValuesMissionVisionMission DriftVision-Led
Approach

*
Assignment
ABC Long-Term Care (introduced in the previous assignment)
is now ready to develop mission, vision, and values statements.
The management team has brainstormed the Mission and Vision
components presented in the next two slides.
Develop mission and vision statements for ABC Long-Term
Care.
Based on what you know about ABC, also draft a statement of
values for ABC
*
Mission Statement ComponentsStatement ComponentsKey
Words of OurTarget customers/clients and
marketsresidentsPrinciples services/products offeredliving

choices, high quality servicesGeographical domain of
operationsCommitment to specific valuescaring professionals,
to meet the physical, social, and spiritual needsExplicit
philosophyenhance the quality of lifeOther important
componentstimeless environment
*
Vision Statement ComponentsVision Statement ComponentsKey
Words of Our VisionA clear hope for the futureleader in long-
term careChallenging and about excellencesafe, secure and
caringInspirational and emotionalEmpowers employees first and
clients/customers secondfor patients, their families and our
staffPrepares for the futurequality leaderMemorable and
provides guidancequality

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