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Making an Ethical Decision You will respond to a short case study demonstrating an understanding of an ethical dilemma and the ethical theories. Required Elements of Assignment #1 – Making an Ethical Decision: Read critically and analyze the scenario provided; Answer the question, “What would you do?;” Apply at least two theories to make the decision; Compare and contrast your results using the two theories; Choose the result that you consider to be the best resolution of the dilemma and explain why; Required Formatting This paper should be double-spaced, 12-point font, and four pages in length excluding the title page and reference page; Title page; Introductory paragraph and a summary paragraph; Use headings to demarcate your discussion; Write in the third person ; Use APA formatting for in-text citations and a reference page . You are expected to paraphrase and not use quotes. Deductions will be taken when quotes are used and found to be unnecessary; Scenario Jill Jones is a bright 45-year-old woman who is the vice-president of sales in a mid-sized family owned Candy Corporation. She began her career at the company right out of high school, and over the years earned two college degrees while working her way up the organizational ladder. One day, Jill was stunned to learn that the firm’s head, William Potter, was considering placing his oldest son, Henry, in the position of CEO while he became chairman of the board. Years earlier, when Jill was in a middle management position, Henry had unsuccessfully propositioned her and made her life miserable. She had never mentioned the incident to anyone and had put it behind her when he was promoted to head the Miami branch of the business. However, now as she looks at William Potter she becomes even more shocked to hear him say” I can’t be objective about him Jill, you have always been so loyal to the company and successful in hiring excellent people for the sales force I want you to review him objectively and give me your recommendation.” Conflicting thoughts rush through her mind, the awful past, the all so possible awful future with him as her boss, the clear knowledge that he has done a great job with the Miami branch, and of course the knowledge that he is the bosses son. What should she do? “Jill” has just come up against one of the myriad ethical dilemmas companies of all sizes and their employees face on an ongoing basis. Deciding the best course of action might be easy in some cases, when there are clear-cut choices between “right” and “wrong.” But there are many gray areas, like Jill’s, when it’s harder to know what the right choice is for you and your company. .
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InstructionsMaking an Ethical Decision In this assignment,.docx
Instructions
Making an Ethical Decision
In this assignment, students will respond to a short case study demonstrating an understanding of an ethical dilemma and the ethical theories presented in the course.
Required Elements – Making an Ethical Decision:
·
Read critically and analyze the scenario provided;
·
Answer the question, “What would you do?;”
·
To answer the question, students must identify the ethical dilemma;
·
Apply at least three theories to make the decision;
·
Compare and contrast your results using the three theories;
·
Choose the result that you consider to be the best resolution of the dilemma and explain why;
Required Formatting of Assignment #1:
·
This paper should be double-spaced, 12-point font, and three to four pages in length excluding the title page and reference page;
·
Title page;
·
Introductory paragraph and a summary paragraph;
·
Use headings to demarcate your discussion;
·
Write in the third person;
·
Use APA formatting for in-text citations and a reference page.
You are expected to paraphrase and not use quotes. Deductions will be taken when quotes are used and found to be unnecessary;
·
Submit the paper in the Assignment Folder.
Scenario:
Jill Jones is a bright 45-year-old woman who is the vice-president of sales in a mid-sized family owned Candy Corporation. She began her career at the company right out of high school, and over the years earned two college degrees while working her way up the organizational ladder.
One day, Jill was stunned to learn that the firm’s head, William Potter, was considering placing his oldest son, Henry, in the position of CEO while he became chairman of the board. Years earlier, when Jill was in a middle management position, Henry had unsuccessfully propositioned her and made her life miserable. She had never mentioned the incident to anyone and had put it behind her when he was promoted to head the Miami branch of the business. However, now as she looks at William Potter she becomes even more shocked to hear him say” I can’t be objective about him Jill, You have always been so loyal to the company and successful in hiring excellent people for the sales force I want you to review him objectively and give me your recommendation.” Conflicting thoughts rush through her mind, the awful past, the all so possible awful future with him as her boss, the clear knowledge that he has done a great job with the Miami branch, and of course the knowledge that he is the bosses son. What should she do?
“Jill” has just come up against one of the myriad ethical dilemmas companies of all sizes and their employees face on an ongoing basis. Deciding the best course of action might be easy in some cases, when there are clear-cut choices between “right” and “wrong.” But there are many gray areas, like Jill’s, when it’s harder to know what the right choice is for you and your company.
.
ScenarioJill Jones is a bright 45-year-old woman who is the vic.docx
Scenario:
Jill Jones is a bright 45-year-old woman who is the vice-president of sales in a mid-sized family owned Candy Corporation. She began her career at the company right out of high school, and over the years earned two college degrees while working her way up the organizational ladder.
One day, Jill was stunned to learn that the firm’s head, William Potter, was considering placing his oldest son, Henry, in the position of CEO while he became chairman of the board. Years earlier, when Jill was in a middle management position, Henry had unsuccessfully propositioned her and made her life miserable. She had never mentioned the incident to anyone and had put it behind her when he was promoted to head the Miami branch of the business. However, now as she looks at William Potter she becomes even more shocked to hear him say” I can’t be objective about him Jill, You have always been so loyal to the company and successful in hiring excellent people for the sales force I want you to review him objectively and give me your recommendation.” Conflicting thoughts rush through her mind, the awful past, the all so possible awful future with him as her boss, the clear
knowledge that he has done a great job with the Miami branch, and of course the knowledge that he is the bosses son. What should she do?
“Jill” has just come up against one of the myriad ethical dilemmas companies of all sizes and their employees face on an ongoing basis. Deciding the best course of action might be easy in some cases, when there are clear-cut choices between “right” and “wrong.” But there are many gray areas, like Jill’s, when it’s harder to know what the right choice is for you and your company
Assignment #1: Making an Ethical Decision (15%)
In this assignment, students will respond to a short case study demonstrating an understanding of an ethical dilemma and the ethical theories presented in the course.
Required Elements of Assignment #1 – Making an Ethical Decision:
Read critically and analyze the scenario provided;
Answer the question, “What would you do?;”
To answer the question, students must identify the ethical dilemma;
Apply at least three theories to make the decision;
Compare and contrast your results using the three theories;
Choose the result that you consider to be the best resolution of the dilemma and explain why;
Required Formatting of Assignment #1:
This paper should be double-spaced, 12-point font, and three to four pages in length excluding the title page and reference page;
Title page;
Introductory paragraph and a summary paragraph;
Use headings to demarcate your discussion;
Write in the third person;
Use APA formatting for in-text citations and a reference page. You are expected to paraphrase and not use quotes. Deductions will be taken when quotes are used and found to be unnecessary;
Submit the paper in the Assignment Folder.
Rubric Name: Written Assignment (15%)
Criteria
demonstrates a high degree of critical thinking, is consistent in.
InstructionsAssignment #1 Making an Ethical Decision In th.docx
Instructions
Assignment #1: Making an Ethical Decision
In this assignment, students will respond to a short case study demonstrating an understanding of an ethical dilemma and the ethical theories presented in the course.
Required Elements of Assignment #1 – Making an Ethical Decision:
· Read critically and analyze the scenario provided;
· Answer the question, “What would you do?;”
· To answer the question, students must identify the ethical dilemma;
· Apply at least three theories to make the decision;
· Compare and contrast your results using the three theories;
· Choose the result that you consider to be the best resolution of the dilemma and explain why;
Required Formatting of Assignment #1:
· This paper should be double-spaced, 12-point font, and three to four pages in length excluding the title page and reference page;
· Title page;
· Introductory paragraph and a summary paragraph;
· Use headings to demarcate your discussion;
· Write in the third person;
· Use APA formatting for in-text citations and a reference page. You are expected to paraphrase and not use quotes. Deductions will be taken when quotes are used and found to be unnecessary;
· Submit the paper in the Assignment Folder.
Scenario:
Jill Jones is a bright 45-year-old woman who is the vice-president of sales in a mid-sized family owned Candy Corporation. She began her career at the company right out of high school, and over the years earned two college degrees while working her way up the organizational ladder.
One day, Jill was stunned to learn that the firm’s head, William Potter, was considering placing his oldest son, Henry, in the position of CEO while he became chairman of the board. Years earlier, when Jill was in a middle management position, Henry had unsuccessfully propositioned her and made her life miserable. She had never mentioned the incident to anyone and had put it behind her when he was promoted to head the Miami branch of the business. However, now as she looks at William Potter she becomes even more shocked to hear him say” I can’t be objective about him Jill, You have always been so loyal to the company and successful in hiring excellent people for the sales force I want you to review him objectively and give me your recommendation.” Conflicting thoughts rush through her mind, the awful past, the all so possible awful future with him as her boss, the clear knowledge that he has done a great job with the Miami branch, and of course the knowledge that he is the bosses son. What should she do?
“Jill” has just come up against one of the myriad ethical dilemmas companies of all sizes and their employees face on an ongoing basis. Deciding the best course of action might be easy in some cases, when there are clear-cut choices between “right” and “wrong.” But there are many gray areas, like Jill’s, when it’s harder to know what the right choice is for you and your company.
.
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How to Be a C.E.O., From a Decade’s Worth of ThemAdam Bryant h
How to Be a C.E.O., From a Decade’s Worth of Them
Adam Bryant has interviewed 525 chief executives through his years writing the Corner Office column. Here’s what he has learned.
Credit...
Photo Illustration by The New York Times
3
By Adam Bryant
Oct. 27, 2017
阅读简体中文版閱讀繁體中文版
It started with a simple idea: What if I sat down with chief executives, and never asked them about their companies?
The notion occurred to me roughly a decade ago, after spending years as a reporter and interviewing C.E.O.s about many of the expected things: their growth plans, the competition, the economic forces driving their industries. But the more time I spent doing this, the more I found myself wanting to ask instead about more expansive themes — not about pivoting, scaling or moving to the cloud, but how they lead their employees, how they hire, and the life advice they give or wish they had received.
That led to 525 Corner Office columns, and weekly reminders that questions like these can lead to unexpected places.
I met an executive who grew up in a dirt-floor home, and another who escaped the drugs and gangs of her dangerous neighborhood. I learned about different approaches to building culture, from doing away with titles to offering twice-a-month housecleaning to all employees as a retention tool.
ADVERTISEMENT
Continue reading the main story
And I have been endlessly surprised by the creative approaches that chief executives take to interviewing people for jobs, including tossing their car keys to a job candidate to drive them to a lunch spot, or asking them how weird they are, on a scale of 1 to 10.
Granted, not all chief executives are fonts of wisdom. And some of them, as headlines regularly remind us, are deeply challenged people.
Gift Subscriptions to The Times, Cooking or Games.
Starting at $25.
That said, there’s no arguing that C.E.O.s have a rare vantage point for spotting patterns about management, leadership and human behavior.
After almost a decade of writing the Corner Office column, this will be my final one — and from all the interviews, and the five million words of transcripts from those conversations, I have learned valuable leadership lessons and heard some great stories. Here are some standouts.
ADVERTISEMENT
Continue reading the main story
So You Want to Be a C.E.O.?
James Nieves/The New York Times
‘The problem with values like respect and courage is that everybody interprets them differently. They’re too ambiguous and open to interpretation. Instead of uniting us, they can create friction.’
Michel Feaster, C.E.O. of Usermind
READ THE ORIGINAL INTERVIEW »
People often try to crack the code for the best path to becoming a chief executive. Do finance people have an edge over marketers? How many international postings should you have? A variety of experiences is good, but at what point does breadth suggest a lack of focus?
It’s a natural impulse. In this age of Moneyball and big data, why not look for patterns?
The problem is ...
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InstructionsMaking an Ethical Decision In this assignment,.docx
Instructions
Making an Ethical Decision
In this assignment, students will respond to a short case study demonstrating an understanding of an ethical dilemma and the ethical theories presented in the course.
Required Elements – Making an Ethical Decision:
·
Read critically and analyze the scenario provided;
·
Answer the question, “What would you do?;”
·
To answer the question, students must identify the ethical dilemma;
·
Apply at least three theories to make the decision;
·
Compare and contrast your results using the three theories;
·
Choose the result that you consider to be the best resolution of the dilemma and explain why;
Required Formatting of Assignment #1:
·
This paper should be double-spaced, 12-point font, and three to four pages in length excluding the title page and reference page;
·
Title page;
·
Introductory paragraph and a summary paragraph;
·
Use headings to demarcate your discussion;
·
Write in the third person;
·
Use APA formatting for in-text citations and a reference page.
You are expected to paraphrase and not use quotes. Deductions will be taken when quotes are used and found to be unnecessary;
·
Submit the paper in the Assignment Folder.
Scenario:
Jill Jones is a bright 45-year-old woman who is the vice-president of sales in a mid-sized family owned Candy Corporation. She began her career at the company right out of high school, and over the years earned two college degrees while working her way up the organizational ladder.
One day, Jill was stunned to learn that the firm’s head, William Potter, was considering placing his oldest son, Henry, in the position of CEO while he became chairman of the board. Years earlier, when Jill was in a middle management position, Henry had unsuccessfully propositioned her and made her life miserable. She had never mentioned the incident to anyone and had put it behind her when he was promoted to head the Miami branch of the business. However, now as she looks at William Potter she becomes even more shocked to hear him say” I can’t be objective about him Jill, You have always been so loyal to the company and successful in hiring excellent people for the sales force I want you to review him objectively and give me your recommendation.” Conflicting thoughts rush through her mind, the awful past, the all so possible awful future with him as her boss, the clear knowledge that he has done a great job with the Miami branch, and of course the knowledge that he is the bosses son. What should she do?
“Jill” has just come up against one of the myriad ethical dilemmas companies of all sizes and their employees face on an ongoing basis. Deciding the best course of action might be easy in some cases, when there are clear-cut choices between “right” and “wrong.” But there are many gray areas, like Jill’s, when it’s harder to know what the right choice is for you and your company.
.
ScenarioJill Jones is a bright 45-year-old woman who is the vic.docx
Scenario:
Jill Jones is a bright 45-year-old woman who is the vice-president of sales in a mid-sized family owned Candy Corporation. She began her career at the company right out of high school, and over the years earned two college degrees while working her way up the organizational ladder.
One day, Jill was stunned to learn that the firm’s head, William Potter, was considering placing his oldest son, Henry, in the position of CEO while he became chairman of the board. Years earlier, when Jill was in a middle management position, Henry had unsuccessfully propositioned her and made her life miserable. She had never mentioned the incident to anyone and had put it behind her when he was promoted to head the Miami branch of the business. However, now as she looks at William Potter she becomes even more shocked to hear him say” I can’t be objective about him Jill, You have always been so loyal to the company and successful in hiring excellent people for the sales force I want you to review him objectively and give me your recommendation.” Conflicting thoughts rush through her mind, the awful past, the all so possible awful future with him as her boss, the clear
knowledge that he has done a great job with the Miami branch, and of course the knowledge that he is the bosses son. What should she do?
“Jill” has just come up against one of the myriad ethical dilemmas companies of all sizes and their employees face on an ongoing basis. Deciding the best course of action might be easy in some cases, when there are clear-cut choices between “right” and “wrong.” But there are many gray areas, like Jill’s, when it’s harder to know what the right choice is for you and your company
Assignment #1: Making an Ethical Decision (15%)
In this assignment, students will respond to a short case study demonstrating an understanding of an ethical dilemma and the ethical theories presented in the course.
Required Elements of Assignment #1 – Making an Ethical Decision:
Read critically and analyze the scenario provided;
Answer the question, “What would you do?;”
To answer the question, students must identify the ethical dilemma;
Apply at least three theories to make the decision;
Compare and contrast your results using the three theories;
Choose the result that you consider to be the best resolution of the dilemma and explain why;
Required Formatting of Assignment #1:
This paper should be double-spaced, 12-point font, and three to four pages in length excluding the title page and reference page;
Title page;
Introductory paragraph and a summary paragraph;
Use headings to demarcate your discussion;
Write in the third person;
Use APA formatting for in-text citations and a reference page. You are expected to paraphrase and not use quotes. Deductions will be taken when quotes are used and found to be unnecessary;
Submit the paper in the Assignment Folder.
Rubric Name: Written Assignment (15%)
Criteria
demonstrates a high degree of critical thinking, is consistent in.
InstructionsAssignment #1 Making an Ethical Decision In th.docx
Instructions
Assignment #1: Making an Ethical Decision
In this assignment, students will respond to a short case study demonstrating an understanding of an ethical dilemma and the ethical theories presented in the course.
Required Elements of Assignment #1 – Making an Ethical Decision:
· Read critically and analyze the scenario provided;
· Answer the question, “What would you do?;”
· To answer the question, students must identify the ethical dilemma;
· Apply at least three theories to make the decision;
· Compare and contrast your results using the three theories;
· Choose the result that you consider to be the best resolution of the dilemma and explain why;
Required Formatting of Assignment #1:
· This paper should be double-spaced, 12-point font, and three to four pages in length excluding the title page and reference page;
· Title page;
· Introductory paragraph and a summary paragraph;
· Use headings to demarcate your discussion;
· Write in the third person;
· Use APA formatting for in-text citations and a reference page. You are expected to paraphrase and not use quotes. Deductions will be taken when quotes are used and found to be unnecessary;
· Submit the paper in the Assignment Folder.
Scenario:
Jill Jones is a bright 45-year-old woman who is the vice-president of sales in a mid-sized family owned Candy Corporation. She began her career at the company right out of high school, and over the years earned two college degrees while working her way up the organizational ladder.
One day, Jill was stunned to learn that the firm’s head, William Potter, was considering placing his oldest son, Henry, in the position of CEO while he became chairman of the board. Years earlier, when Jill was in a middle management position, Henry had unsuccessfully propositioned her and made her life miserable. She had never mentioned the incident to anyone and had put it behind her when he was promoted to head the Miami branch of the business. However, now as she looks at William Potter she becomes even more shocked to hear him say” I can’t be objective about him Jill, You have always been so loyal to the company and successful in hiring excellent people for the sales force I want you to review him objectively and give me your recommendation.” Conflicting thoughts rush through her mind, the awful past, the all so possible awful future with him as her boss, the clear knowledge that he has done a great job with the Miami branch, and of course the knowledge that he is the bosses son. What should she do?
“Jill” has just come up against one of the myriad ethical dilemmas companies of all sizes and their employees face on an ongoing basis. Deciding the best course of action might be easy in some cases, when there are clear-cut choices between “right” and “wrong.” But there are many gray areas, like Jill’s, when it’s harder to know what the right choice is for you and your company.
.
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How to Be a C.E.O., From a Decade’s Worth of ThemAdam Bryant h
How to Be a C.E.O., From a Decade’s Worth of Them
Adam Bryant has interviewed 525 chief executives through his years writing the Corner Office column. Here’s what he has learned.
Credit...
Photo Illustration by The New York Times
3
By Adam Bryant
Oct. 27, 2017
阅读简体中文版閱讀繁體中文版
It started with a simple idea: What if I sat down with chief executives, and never asked them about their companies?
The notion occurred to me roughly a decade ago, after spending years as a reporter and interviewing C.E.O.s about many of the expected things: their growth plans, the competition, the economic forces driving their industries. But the more time I spent doing this, the more I found myself wanting to ask instead about more expansive themes — not about pivoting, scaling or moving to the cloud, but how they lead their employees, how they hire, and the life advice they give or wish they had received.
That led to 525 Corner Office columns, and weekly reminders that questions like these can lead to unexpected places.
I met an executive who grew up in a dirt-floor home, and another who escaped the drugs and gangs of her dangerous neighborhood. I learned about different approaches to building culture, from doing away with titles to offering twice-a-month housecleaning to all employees as a retention tool.
ADVERTISEMENT
Continue reading the main story
And I have been endlessly surprised by the creative approaches that chief executives take to interviewing people for jobs, including tossing their car keys to a job candidate to drive them to a lunch spot, or asking them how weird they are, on a scale of 1 to 10.
Granted, not all chief executives are fonts of wisdom. And some of them, as headlines regularly remind us, are deeply challenged people.
Gift Subscriptions to The Times, Cooking or Games.
Starting at $25.
That said, there’s no arguing that C.E.O.s have a rare vantage point for spotting patterns about management, leadership and human behavior.
After almost a decade of writing the Corner Office column, this will be my final one — and from all the interviews, and the five million words of transcripts from those conversations, I have learned valuable leadership lessons and heard some great stories. Here are some standouts.
ADVERTISEMENT
Continue reading the main story
So You Want to Be a C.E.O.?
James Nieves/The New York Times
‘The problem with values like respect and courage is that everybody interprets them differently. They’re too ambiguous and open to interpretation. Instead of uniting us, they can create friction.’
Michel Feaster, C.E.O. of Usermind
READ THE ORIGINAL INTERVIEW »
People often try to crack the code for the best path to becoming a chief executive. Do finance people have an edge over marketers? How many international postings should you have? A variety of experiences is good, but at what point does breadth suggest a lack of focus?
It’s a natural impulse. In this age of Moneyball and big data, why not look for patterns?
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When responding to your peers, discuss how the organizations selecte.docx
When responding to your peers, discuss how the organizations selected responded to the disasters. How do you think they could have improved their responses? For example, what organizations should have responded but did not, and how do you think the United States would have handled the disasters?
Post # 1
"Hurricane Matthew struck Haiti on October 4, 2016, as a Category 4 hurricane. The combined effects of wind, coastal flooding and rain caused heavy flooding, landslides, and the destruction of a great deal of infrastructure, agricultural crops and natural ecosystems. In all, 546 people were killed, more than 175,500 people sought refuge in shelters, and about 1.4 million people required immediate humanitarian assistance.(n.d.)." Outside of the devastating destruction of the hurricane, the aftermath exacerbated the spread of cholera. Polluted water, sewage over flow, and the population relocated to living in close proximity contributed to the rapid spread of cholera. If left untreated cholera can be deadly. Proper sewage disposal and clean water is the best method to prevent the spread of this disease.
Roughly, 14,000 cases of cholera were reported after hurricane Matthew. The International Medical Corps provided aid in the treatment of cholera. "We also supported Haiti’s Ministry of Public Health and Population’s (MSPP) oral cholera vaccination campaign, through which approximately 729,000 people were vaccinated. We provided operational support for the campaign, including payment and logistics for vaccinators, monitoring and evaluation capacity. In addition, we are operating seven mobile medical units focused on reaching remote and isolated communities, traveling by foot, canoe, and any means necessary to deliver health care and vital relief supplies.In addition to our Emergency Response Team’s Hurricane Matthew activities, our Haiti Country Team continues to implement ongoing health, nutrition, and WASH programs in Nord, Nord-este, Artibonite, and Ouest departments.(IMC, 2017)."
Other organization such as the Red Cross, the World Health Organization, the U.S. Military, the PanAmerican Health Organization, and the Center for Disease Control, sent medical supplies, clear water, and monetary funds to contributed to rebuilding the country. The United European Nations sent similar resources. All of the above organizations responses were appropriate. Sending medical supplies and medical professionals to aid in protecting the population of Haiti was effective in slowing the infection rates. The loss of hospitals were offset by the monetary and military support deployed. Four years later Haiti is still rebuilding from this devastating disaster.
Rapidly Assessing the Impact of Hurricane Matthew in Haiti. (n.d.). Retrieved June 30, 2020, from
https://www.worldbank.org/en/results/2017/10/20/rapidly-assessing-the-impact-of-hurricane-matthew-in-haiti
Hurricane Matthew Haiti. (2017, July 27). Retrieved June 30, 2020, from
https://internationa.
When responders arrive to the scene of a possible reported arson, th.docx
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personnel are going to want to talk to all members of first responding teams. Fire fighters could provide specific information related to fire descriptions to include flame and smoke conditions, height of the fire, and direction of the fire to assist in the prevention of it spreading which is in relation to securing the site. The additionally with want to speak in the incident commander to discuss related issues, identify key personnel, and determine the safety and integrity of the scene (n.d., 2019). Since some incident of arson involve hazardous material to include chemicals and bomb making material, this makes scene integrity extremely critical. In reference to the investigation, investigators should note upon arrival locations of victims and witnesses, evaluate their current conditions and if needed send to receive medical attention. Per (n.d., 2019) additional steps include observation of vehicles or people leaving the scene and looking for individuals that are displaying unusual activities near the scene.
respond to this discussion question in 150 words
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3-4 pages in length (not including title page or references)
APA guidelines must be followed. The paper must include a cover page, an introduction, a body with fully developed content, and a conclusion.
A minimum of five peer-reviewed journal articles.
.
When I was younger my mother would always tell me a list of chores t.docx
The document describes how as a child, the author would always remember the first and last chores on the list their mother gave them but had trouble remembering the middle chores. This is an example of the serial position effect, where items at the beginning and end of a list are better remembered than those in the middle.
When hospital D became part of Western Healthcare system that ha.docx
When hospital D became part of Western Healthcare system that had a central board of directors, your hospital’s board began to struggle with its revised role. The new organizational environment included several outpatient clinics, multispecialty physician practices, multispecialty physician practices, and an insurance entity. Many of the current board members had served the organization since the hospital was built, and board activities always had been performed in a certain way. The administration rigidly controlled board meetings. Board members did not ask questions and routinely approved committee reports. The reports covered topics such as the organization’s financial status and future financial plans, physician credentialing, care quality monitoring, new policies, and plan for a new hospital.
A new board member with a healthcare background was appointed after extensive screening and a personal interview with the executive committee. She was not part of the local business structure, and the administration was concerned that her appointment might not be a wise move. During her first board meeting, two very interesting reports were given. One report detailed some reengineering projects. One of these involved redesigning nursing staffing patterns. This redesign decreased the number of registered nurses (RNs), and replaced them with licensed practical nurses (LPNs) and certified nursing assistants (CNAs). The current quality report documented a very high quality of care and positive patient satisfaction surveys. Data excerpted from this report can be seen in the First Quarter column of the table below. Given that this was her first board meeting, the new board member remained silent and did not ask any questions.
Performance data
Quality Performance Measure
1st
Quarter
2nd
Quarter
Medication errors
3.2%
10.42%
Patient falls
4.21%
8.56%
Cesarean sections
14.21%
17.87%
Rate of vaginal birth after C-sections
18.27%
15.72%
Healthcare associated infections
1.78%
4.85%
Surgical errors
0.15%
0.21%
Patient Satisfaction Measure
1st
Quarter
2nd
Quarter
Overall service
40.52%
20.74%
Overall clinical
86.72%
70.82%
Overall quality of service
45.40%
22.34%
Food
30.56%
32.54%
Overall cleanliness
85.89%
83.26%
Within four months, the new nursing staffing patterns had been launched. Data excerpted from the quality indicators report presented to the board can be seen in the “2nd Quarter” column of the table. After reviewing the data presented by the nurse administrator, the new board member was very concerned and decided to ask if the values in the quality report, which show a negative trend, were for the nursing units with the new staffing patterns. The administrator reported that there was a direct correlation. This answer initiated discussion among other board members who were accustomed to using quality indicators in their businesses. This was the first substantive board-level discussion that the new board memb.
When global firms like Home Depot, Office of Personnel Managemen.docx
When global firms like Home Depot, Office of Personnel Management, and Target become prime targets for hackers, the attack themselves become front-page news. Financial and personal data have been compromised despite firms having measures in place. You will review three firms (only one firm being the Home Depot, OPM, or Target breach) where a successful attack was made on their systems by hackers. In terms of the second & third firms, you are free to select a breach/attack that occurred within the last three years.
Paper Layout
•
Part I (Facts of Case #1):
You will describe what happened and how did the firm respond to the breach/attack. Also, you will identify and discuss how consumers reacted to the breach/attack. Finally, assess how much responsibility should lie with the firm per this breach/attack.
•
Part II (Facts of Case #2):
You will describe what happened and how did the firm respond to the breach/attack. Also, you will identify and discuss how consumers reacted to the breach/attack. Finally, assess how much responsibility should lie with the firm per this breach/attack.
•
Part III (Facts of Case #3):
You will describe what happened and how did the firm respond to the breach/attack. Also, you will identify and discuss how consumers reacted to the breach/attack. Finally, assess how much responsibility should lie with the firm per this breach/attack.
•
Part IV (Prevention):
Identify and discuss at least three measures firms must take to limit/prevent breaches and attacks from happening. One of your preventive measures must be a technology-based measure, such as robotic processing automation (RPA), blockchain, artificial intelligence (AI), or data analytics would have prevented/limited the impact of data breaches.
•
Part V (Role of the Government & Others):
In this section, discuss the role that the Federal Government and large associations (e.g., ISACA, AICAP, IIA) should play regarding preventing/limiting breaches. Be sure to speak about the Government first and then pick an association to discuss.
•
Part VI (Awareness):
Explain how this assignment will make you more aware of data breaches. Identify and discuss a set of recommendations you can take to protect yourself and your firm if you are working.
Paper Guidelines
•
Page Length:
Your response should not exceed eight pages (double-spaced) or four pages (single-spaced). Note that the cover page, reference page, and appendix, if provided are excluded from the page count.
•
References:
You will need to include at least four literary references and at least four in-text citations to support your paper. These references must be related directly to the topics covered in the paper. References & citations must be properly formatted as noted below.
•
Headings:
You will need to use headings (short, brief, and centered) to separate each area of your paper. Your headings should have an appropriate title such as Prevention instead of Part IV.
•
Margins & Font S.
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