1262021 Rubric Assessment - MHA5030-Current Economics in Hea

1/26/2021 Rubric Assessment - MHA5030-Current Economics
in Healthcare SU01 - South University
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=218312&… 1/3
Criteria
No Submission
0 points
Emerging (F
through D
Range) (1-41)
41 points
Satisfactory (C
Range) (42-48)
48 points
Proficient (B
Range) (49-53)
53 points
Exemplary (A
Range) (54-60)
60 points
Criterion
Score

Includes all
assignment
components and
meets graduate
level critical
thinking. A
purpose
statement is
identified for the
response.
/ 60Student did not
submit
assignment
Work minimally
meets
assignment
expectations. No
purpose
statement is

provided.
Assignment
meets some
expectations
with minimal
depth and
breath. Purpose
statement is
vague.
Assignment meets
most of
expectations with
all components
being addressed in
good depth and
breadth. Purpose
statement is
present and

appropriate for the
assignment.
Assignment meets
all expectations
with exceptional
depth and breath.
A comprehensive
purpose
statement
delineates all
requirements of
the assignment.
Criteria
No Submission
0 points
Emerging (F
through D
Range) (1-38)
38 points
Satisfactory (C
Range) (39-43)

43 points
Proficient (B
Range) (44-49)
49 points
Exemplary (A Range)
(50-55)
55 points
Criterion
Score
Integrates and
understands
assignments
concepts and
topics.
/ 55Student did not
submit
assignment
Shows some
degree of
understanding of
assignment

concepts.
Demonstrates a
clear
understanding of
assignment
concepts.
Demonstrates the
ability to evaluate
and apply key
assignment
concepts.
Demonstrates the
ability to evaluate,
apply and integrate
key assignment
concepts.
Criteria
No Submission
0 points

Emerging (F
through D
Range) (1-34)
34 points
Satisfactory (C
Range) (35-39)
39 points
Proficient (B
Range) (40-44)
44 points
Exemplary (A Range)
(45-50)
50 points
Criterion
Score
=218312&… 2/3
Total / 175
Overall Score
Synthesizes,

analyses,
and
evaluates
resources
to apply
concepts in
the
assignment.
/ 50Student did not
submit
assignment
Does not
interpret, apply,
and synthesize
concepts, and/or
strategies.
Summarizes
information
gleaned from

sources to support
major points, but
does not
synthesize.
Provides minimal
justification to
support major
topics. Uses 1
credible resource
in the assignment.
Synthesizes and
justifies (defends,
explains, validates,
confirms)
information
gleaned from
sources to support
major points

presented. Uses a
minimum of 2
credible resources
in the assignment.
Synthesizes and
justifies (defends,
explains, validates,
confirms) information
gleaned from sources
to support major
points presented.
Uses 3 credible
resources for the
assignment, including
at least 1 scholarly
peer-reviewed
resource.
Criteria

No Submission
0 points
Emerging (F
through D Range)
(1-6)
6 points
Satisfactory (C
Range)
7 points
Proficient (B
Range)
8 points
Exemplary (A
Range) (9-10)
10 points
Criterion
Score
Uses correct
spelling, grammar,
and professional
vocabulary.
Provides credible
resources using
correct APA

format.
/ 10Student did not
submit
assignment
Contains many (≥
5) grammar,
spelling,
punctuation and
APA errors that
interfere with the
reader’s
understanding
Contains a few
(3–4) grammar,
spelling,
punctuation and
APA errors.
Uses correct

grammar,
spelling, and
punctuation with
no errors.
Contains a few
(1–2) APA
format errors.
Uses correct
grammar,
spelling, and
punctuation with
no errors. Uses
correct APA
format with no
errors.

=218312&… 3/3
Close
No Submission
0 points
minimum
Emerging (F through D
Range)
1 point minimum
Satisfactory (C
Range)
123 points minimum
Proficient (B
Range)
140 points minimum
Exemplary (A
Range)
157 points minimum
IT for Management: On-Demand Strategies for Performance,
Growth, and Sustainability
Eleventh Edition

Turban, Pollard, Wood
Chapter 2
Information Systems, IT Architecture, Data Governance, and
Cloud Computing
Learning Objectives (1 of 5)
2
Copyright ©2018 John Wiley & Sons, Inc.
Figure 2.2 IPOS Cycle
3
Figure 2.3: Components of an Information System
4
Data, Information, Knowledge, & Wisdom
Raw data describes products, customers, events, activities, and
transactions that are recorded, classified, and stored.
Information is processed, organized, or put into context data
with meaning and value to the recipient.
Knowledge applies understanding, experience, accumulated
learning, and expertise to current problem.
Wisdom applies a moral code and prior experiences to form a

judgement.
5
Figure 2.4: Examples of Data, Information, Knowledge, and
Wisdom
6
Figure 2.5 Input-Processing-Output Model
7
Figure 2.6 Hierarchy of Information Systems, Input/Output and
User Levels
8
Transaction Processing Systems (TPS)
Internal transactions: originate or occur within the organization
(payroll, purchases, etc.)
External transactions: originate outside the organization
(customers, suppliers, etc.)
Improve sales, customer satisfaction, and reduce many other
types of data errors with financial impacts

9
Batch v. Online Real-Time Processing
Batch Processing: collects all transactions for a time period,
then processes the data and updates the data store
OLTP: processes each transaction as it occurs (real -time)
Batch processing costs less than OLTP, but may be inaccurate
from update delays
10
Management Information Systems (MIS)
General-purpose reporting systems that provide reports to
managers for tracking operations, monitoring, and control.
Periodic: reports created or run according to a pre-set schedule.
Exception: generated only when something is outside designated
parameters.
Ad Hoc, or On Demand: unplanned, generated as needed.
11
Decision Support Systems (DSS) (1 of 2)
Interactive, knowledge-based applications that support decision
making
Support unstructured and unstructured decisions with the
following characteristics:
Easy-to-use interactive interface

Models or formulas that enable sensitivity analysis
Data from multiple sources
Can be used for open-ended What-if analysis and more
structured Goal-seeking
12
Executive Information Systems (EIS)
Strategic-level information systems that help executives and
senior managers analyze the environment in which the
organization exists
Used to identify log-term trends and plan appropriate actions
Weakly structured data from both internal and external sources
Designed to be easily operated by executives
13
Information Systems Components and Classification
Name the six components of an IS.
Describe the differences between data, information, knowledge,
and wisdom.
Define TPS and give an example.
Explain why TPSs need to process incoming data before they
are stored.
Define MIS and DSS and give an example of each.
What characteristics distinguish a DSS from an MIS?
What level of personnel typically use an EIS?
What factors determine IS value?
14

15
Figure 2.10
16
IT Infrastructure
Inventory of the physical IT devices that an organization owns
and operates
Describes organization’s entire collection of hardware,
software, networks, data centers, facilities and related
equipment
Does not include people or process components of an IS
17
IT Architecture
Guides the process of planning, acquiring, building, modifying,
interfacing and deploying IT resources in a single department
within an organization
Should offer a way to systematically identify technologies that
work together to satisfy the needs of the departments’ users

Blueprint for how future technology acquisitions and
deployment will take place
18
Enterprise architecture (EA)
Reviews all the information systems across all departments in
an organization to develop a strategy to organize and integr ate
the organization’s IT Infrastructures
Helps meet the current and future goals of the enterprise and
maximize the value of technology to the organization.
The way IT systems and processes are structured
Solves two critical challenges: where are we going; how do we
get there?
19
Decision Support Systems (DSS) (2 of 2)
Strategic Focus
IT systems’ complexity
Poor business alignment
Business and IT Benefits of EA
Cuts IT costs; increases productivity with information, insight,
and ideas
Determines competitiveness, flexibility, and IT economics
Aligns IT capabilities with business strategy to grow, innovate,
and respond to market demands
Reduces risk of buying or building systems and enterprise apps
20

Measuring EA Success: KPIs
Key Performance Indicators (KPIs) are measures that
demonstrate the effectiveness of a business process at achieving
organizational goals. They present data in easy-to-comprehend
and comparison-ready formats.
KPIs measure financial, social media, sales and marketing,
operations and supply chain, or environmental data.
KPI examples are current ration; accounts payable turnover; net
profit margin; new followers per week; cost per lead; order
status.
21
EA Components
22
IT Infrastructure, IT Architecture, and Enterprise Architecture
What is the purpose of the IT infrastructure?
How is the IT infrastructure different from the IT architecture?
What is the purpose of an enterprise architecture?
What are the business benefits of EA?
Explain why it is necessary for the EA to maintain alignment
between IT and business strategy?
Explain KPIs and give an example.
23

24
Information Management
The use of IT tools and methods to collect, process, consolidate,
store, and secure data from sources that are often fragmented
and inconsistent
Why a continuous plan is needed to guide, control, and govern
IT growth
Information management is critical to data security and
compliance with continually evolving regulatory requirements,
such as the Sarbanes-Oxley Act, Basel III, the Computer Fraud
and Abuse Act (CFAA), the USA PATRIOT Act, and the Health
Insurance Portability and Accountability Act (HIPAA)
25
Reasons for Information Deficiencies
Information deficiencies are still a problem, caused by:
Data Silos, trapping information in stand alone data stores not
accessible by other information systems
Lost or bypassed data, due to flaws in the data collection
process
Poorly designed interfaces
Nonstandardized data formats, impeding efficient analysis
Cannot hit moving targets, because data tracking requirements
keep changing
26

Reasons for Information Deficiencies: Data Silos
Figure 2.14 Data (or information) silos are ISs that do not have
the capability to exchange data with other ISs, making timely
coordination and communication across functions or
departments difficult.
27
27
Information Management Benefits
Business benefits of information management
Improves decision quality
Improves the accuracy and reliability of management
predictions
Reduces the risk of noncompliance
Reduces time and cost
28
Enterprise Data Governance
Data governance is the control of enterprise data through formal
policies and procedures to help ensure data can be trusted and
are accessible.
Enterprise-wide Data Governance
Crosses boundaries and used by people through the enterprise.

Reduces legal risks associated with unmanaged or inconsistently
managed information.
29
Data Governance: Master Data & Management
Master Data & Management (MDM)
Synchronizes critical data from disparate systems into one
master file
Creates high-quality trustworthy data:
Running the business with transactional or operational use
Improving the business with analytic use
Requires strong data governance to manage availability,
usability, integrity, and security
30
Information Management and Data Governance
What is information management?
What is a the “silo effect” and how does it affect business
performance?
What three factors are driving collaboration and information
sharing?
What are the business benefits of information management?
Explain why it is important to develop an effective data
governance program?
Explain the purposes of master data management.
Why has interest in data governance and MDM increased?
31

32
Data Centers and Cloud Computing
Data Centers and Cloud Computing are types of IT
infrastructures or computing systems.
Data Center also refers to a physical facility.
Houses large numbers of network servers used for the storage,
processing, management, distribution, and archiving of data,
systems, Web traffic, services, and enterprise applications.
National Climatic Data Center U.S. Nation Security Agency
Apple
33
When a Data Center Goes Down, So Does Business
Business is Reliant Upon data
Uber (car-hailing service)
Users flooded social media with complaints when they
experienced an hour-long outage
WhatsApp (smartphone text-messaging service)
Competition added 2 million new registered users within 24

hours of WhatsApp outage (a record)
34
Data Virtualization
Data Virtualization
Cisco’s single solution integrating computing, storage,
networking, virtualization, and management into a single
(unified) platform
Virtualization gives greater IT flexibility and cutting costs:
Instant access to data any time in any format
Respond faster to changing data analytic needs
Cut complexity and cost
35
Data Virtualization Benefits
Data Virtualization compared to traditional data integration and
replication methods:
36
36
The Software–Defined Data Center (SDDC)
An SDDC facilitates the integration of the various infrastructure

silos within organizations.
Optimizes the use of resources, balances workloads
Maximizes operational efficiency by dynamically distributing
workloads and provisioning networks
SDDC Goals: decrease costs and increase agility, policy
compliance and security by deploying, operating, managing and
maintaining applications.
37
Figure 2.18 SDDC Infrastructure
38
Cloud Computing
What is “The Cloud”?
A general term for infrastructure that uses the Internet and
private networks to access, share, and deliver computing
resources
Scalable delivery as a service to end-users over a network
Should be approached with greater diligence than other IT
decisions as a new technology including Vendor Management
and Cloud Service Agreements (CSAs)
39
Cloud Computing Types

Private Cloud: Single-tenant environments with stronger
security and control (retained) for regulated industries and
critical data.
Public Cloud: Multiple-tenant virtualized services utilizing the
same pool of servers across a public network (distributed).
40
Cloud Computing CSAs
Cloud Service Agreements
A negotiated agreement between a company and service
provider that can be a legally binding contract or an informal
contract.
The goal is not building the best CSA terms, but getting the
terms that are most meaningful to the business needs.
41
Cloud Infrastructure
The Value of the Cloud Infrastructure:
Dynamic, not static
Provides a way to make apps and computing power available on
demand because they are provided as a service
Referred to as Software As A Service, or SaaS. (examples:
Google Apps and Salesforce.com)
Helps companies become more agile and responsive while
significantly reducing IT costs and complexity
Large organizations are moving to Enterprise Clouds.

42
Data Centers, Cloud Computing, and Virtualization (1 of 2)
What is a data center?
What is the difference between on premise data centers and
cloud computing?
What is an SDDC?
What are the advantages of using an SDDC?
How can cloud computing solve the problems of managing
software licenses?
What factors should be considered when selecting a cloud
vendor or provider?
When are private clouds used instead of public clouds?
Explain three issues that need to be addressed when moving to
cloud computing or services.
43
44
Cloud Services and Virtualization
Sustaining performance requires new business apps and
analytics capabilities, which comprise the front end,― and the
data stores and digital infrastructure, or back end, to support
them.
The back end is where the data reside.

Data may have to navigate through a congested IT infrastructure
that was first designed decades ago.
Cloud Services are services made available to users on demand
via the Internet from a cloud computing provider's servers
instead of being accessed through an organization’s on-premises
servers.
45
Anything-As-A-Service Models
There are different types of Cloud Service Model
Software as a Service (SaaS)
End-user apps, like SalesForce
Platform as a Service (PaaS)
Tools and services making coding and deployment faster and
more efficient, like Google App Engine
Infrastructure as a Service (IaaS)
Hardware and software that power computing resources, like
EC2 & S3 (Amazon Web Services)
Data as a Service (DaaS)
Data shared among clouds, systems, apps, regardless the data
source or storage location
46
Data Centers, Cloud Computing, and Virtualization
Figure 2.17 Virtual machines running on a simple computer
hardware layer. Virtualization: created by a software layer
(virtualization layer) containing its own operating system and

applications as a physical computer.
47
47
Virtualization Concepts
A virtual machine is a software-created computer. Technically,
a virtual machine (VM) is created by a software layer, called
the virtualization layer.
That layer has its own Windows or other OS and apps, such as
Microsoft Office, as if it were an actual physical computer.
A VM behaves exactly like a physical computer and contains its
own virtual―that is, software-based―CPU, RAM (random
access memory), hard drive, and network interface card (NIC).
48
Virtualization Benefits
Characteristics & Benefits
Memory-intensive
Huge amounts of RAM due to massive processing requirements
Energy-efficient
Up to 95% reduction in energy use per server through less
physical hardware
Scalability and load balancing
Handles dynamic demand requests like during the Super Bowl
or World Series
49

Data Centers, Cloud Computing, and Virtualization Questions
(2 of 2)
What is SaaS?
What is PaaS?
What is IaaS?
How might companies risk violating regulation or compliance
requirements with cloud services?
In what ways is a virtualized information system different from
a traditional information system?
Describe the different types of Virtualization.
What is load balancing and why is it important?
50
Copyright
Copyright © 2018 John Wiley & Sons, Inc.
All rights reserved. Reproduction or translation of this work
beyond that permitted in Section 117 of the 1976 United States
Act without the express written permission of the copyright
owner is unlawful. Request for further information should be
addressed to the Permissions Department, John Wiley & Sons,
Inc. The purchaser may make back-up copies for his/her own
use only and not for distribution or resale. The Publisher
assumes no responsibility for errors, omissions, or damages,
caused by the use of these programs or from the use of the
information contained herein.
51

51
329&evalObjectType=5&userId=4901&groupId=0&rubricId=29
&d2l_bod… 1/3
Criteria
Unacceptable
0 points
Emerging (F
through D
Range)
27 points
Satisfactory (C Range)
31 points
Above Average (B
Range)
35 points
Exemplary (A
Range)
40 points
Criterion

Score
Quality
of
Initial
Posting
/ 40No initial posting to
evaluate
The information
provided is
inaccurate, not
focused on the
assignment’s topic,
and/or does not
answer the
question(s) fully.
Response
demonstrates
incomplete
understanding of the

topic and/or
inadequate
preparation.
The information provided is
accurate, giving a basic
topic(s) covered. A basic
understanding is when you
are able to describe the
terms and concepts
covered. Despite this basic
understanding, initial
posting may not include
complete development of
all aspects of the
assignment.
The information provided is
accurate, displaying a good

understanding of the topic(s)
covered. A good
understanding is when you
are able to explain the terms
and topics covered. Initial
posting demonstrates sincere
reflection and addresses
most aspects of the
assignment, although all
concepts may not be fully
developed.
The information
provided is accurate,
providing an in-depth,
well thought-out
topic(s) covered. An in-
depth understanding

provides an analysis of
the information,
synthesizing what is
learned from the
course/assigned
readings.
Criteria
Unacceptable
0 points
Emerging (F
through D
Range)
13 points
Satisfactory (C
Range)
15 points
Satisfactory (C
Range)
17 points
Exemplary (A
Range)
20 points
Criterion
Score

Participation
in
Discussion
/ 20No responses to
other classmates in
this discussion forum
May include one or
more of the
following:
*Comments to only
one other student's
post.
*Comments are not
substantive, such as
Comments to two or
more classmates’ initial
posts but only on one
day of the week.

Comments are
substantive, meaning
they reflect and expand
Comments to two or
posts on more than one
day. Comments are
substantive, meaning
they reflect and expand
on what the other
student wrote.
Comments to two or
posts and to the
instructor's comment (if
applicable) on two or
more days. Responses
demonstrate an analysis

of peers’ comments,
&d2l_bod… 2/3
Total / 80
Overall Score
Writing
Mechanics
(Spelling,
Grammar,
APA) and
Information
Literacy
/ 20
just one line or
saying, “Good job” or

“I agree.
*Comments are off
topic.
on what the other
student wrote.
building on previous
posts. Comments extend
and deepen meaningful
conversation and may
include a follow-up
question.
No postings for
which to evaluate
language and
grammar
Numerous issues in
any of the following:
grammar, mechanics,

spelling, use of slang,
and incomplete or
missing APA
citations and
references. If
required for the
assignment, did not
use course, text,
and/or outside
readings (where
relevant) to support
work.
Some spelling,
grammatical, and/or
structural errors. Some
errors in APA
formatting (citations
and references). If

required for the
assignment, utilizes
sources to support
work for initial post but
not comments to other
students. Sources
include course/text
readings but outside
sources (when relevant)
include non-
academic/authoritative,
such as Wikis and .com
resources.
Minor errors in grammar,
mechanics, or spelling in
the initial posting. Minor
errors in APA formatting
(citations and references).

If required for the
assignment, utilizes
sources to support work
for both the initial post
and some of the
comments to other
students. Sources include
course and text readings
as well as outside sources
(when relevant) that are
academic and
authoritative (e.g., journal
articles, other text books,
.gov web sites,
professional organization
web sites).
Minor to no errors in
grammar, mechanics, or

spelling in both the initial
post and comments to
others. APA formatting is
correct. If required for
the assignment, utilizes
sources to support work
for both the initial post
and the comments to
other students. Sources
include course and text
readings as well as
outside sources (when
relevant) that are
academic and
authoritative (e.g.,
journal articles, other
text books, .gov web
sites, professional

organization web sites).
&d2l_bod… 3/3
Close
Unacceptable
0 points
minimum
Emerging (F through D
Range)
1 point minimum
Satisfactory (C
Range)
54 points minimum
Above Average (B
Range)
62 points minimum
Exemplary (A

Range)
70 points minimum
2
MHA5030 WEEK 3 LECTURE NOTES
The Importance of Supply in Healthcare
In a traditional economic model, demand is important for supply
as supply tends to create a supporting role and reacts only to
changes in demand. Demand changes may come from price, but
unless demand is changed, supply does not change. In order for
policymakers to make a change in the consumption of an item in
the free market, their main tool is price. They can control the
price or tax the good to suppress the amount of the good that is
desired. As an alternative, they can add a subsidy, for instance,
in agriculture, to encourage greater supply. In healthcare, it is
possible for policymakers to add copayments or deductibles
against insured individuals in order to decrease consumption.
Suppliers, also in healthcare, have additional tools to use to
control consumption in the form of capitation, diagnosis-related
groups, or evidence-based practice guidelines. These tools
commonly used in managed care can be very effective in
controlling excessive use of health services.
In your study and this unit, you will examine assumptions of the
free market, which are supply and demand are independently
determined, firms do not have any market power, and there are
no increasing returns of scale or economies. It is incumbent
upon you to examine how these assumptions of the free market
hold true in healthcare.
If a physician acts as an agent for a patient, then the physician
must know what is best for the patient as well as what the
patient would choose as best for himself or herself. Granting
that a physician generally knows more about what’s good for a
patient, due to variation in education and physicians, the chosen

treatment may or may not be best for the patient. In addition, if
the patient has as much information as the physician, the patient
might choose differently.
In addition, you will examine factors such as induced demand,
which may come from a pharmaceutical company that wants the
physician to prescribe a certain drug. It is difficult to determine
when there is induced demand, which supply reacts to, but there
is evidence that it does occur.
Additional Materials
From your course textbook, The Economics of Health
Reconsidered, read the following chapter:
· How Competitive Is the Supply of Healthcare?
From the South University Online Library, read the following
article:
· Unnecessary Care: Is Profit-Driven Healthcare to Blame?
From the Internet, read the following article:
· Mitchell, J. (2010). Effect of physician ownership of specialty
hospitals and ambulatory surgery centers on frequency of use of
outpatient orthopedic surgery. Archives of Surgery, 145(8):
732–738. Retrieved from
http://jamanetwork.com/journals/jamasurgery/article-
abstract/406180
The Profit Motive
In the free market, the profit motive generally leads to
production of goods and services in an efficient way.
Consumers want high-quality products and services at low
prices, and sellers compete in the marketplace to provide them.
Prices are determined in the marketplace by what the market
will bear. This is true if we have several assumptions from
which the consumer can make informed choices. The seller is
not a monopoly, and there are no significant externalities
present that the government might control. So looking at the
profit motive, you will look at two assumptions: firms maximize

profits, and this profit maximization results in efficient
production, leading to the highest consumer welfare.
As mentioned earlier, nonprofit organizations do not necessarily
follow these assumptions, and nonprofit organizations make up
a large part of the healthcare marketplace. So it is impor tant
that we look at the differences in behavior of the two ownership
types in order to understand how healthcare reacts to the profit
motive.
Another complication that we encounter while looking at the
healthcare marketplace in regard to the profit motive is the fact
that nonprofit ownership is strong in a hospital ownership; less
dominant in other areas such as hospice care, health insurance,
nursing home care, and dialysis; has very little influence in
ambulatory surgical care specialty hospitals and physician
services, which are mostly for profit; and in the case of
companies that supply products for healthcare, such as
pharmaceuticals, there are generally no nonprofit influences.
From a policy perspective, because nonprofit organizations
generally perform better in terms of quality and community
service, for areas such as surgical centers in the pharmaceutical
industry, it might make sense for the government to add further
regulations to optimize these industries in terms of price.
· The Profit Motive in Healthcare
article:
· Competition in Health Care: Its Evolution over the Past
Decade opens in new window
From the Internet, read the following article:
· Mitchell, J. (2010). Effect of physician ownership of specialty
hospitals and ambulatory surgery centers on frequency of use of
outpatient orthopedic surgery. Archives of Surgery, 145(8):
732–738. Retrieved from

http://jamanetwork.com/journals/jamasurgery/article-
abstract/406180
The Healthcare Workforce
It may seem obvious that without physicians and nurses, there
would be no healthcare, and this makes the segment of the
workforce absolutely critical to understand.
Complications of meeting the supply requirements of these two
human resources certainly include, in both cases, long
educational requirements and high financial costs to achieve the
necessary levels of expertise required. The current and future
requirements for the healthcare workforce become an important
issue for economists and managers in healthcare administration.
One issue concerns the inelasticity of demand, where the
demand for labor is less than the change in wages and working
conditions for nurses or physicians. With government
reimbursement from Medicare and Medicaid controlling
reimbursement, it is difficult for organizations to find
additional funds to help increase supply. Even with insurance
coverage, organizations cannot change prices until the next
contract period, so demand remains inelastic.
In many areas of the country, hospitals have a monopoly and
can control wages and prices, making supply inelastic.
The population of this country is growing at a fairly rapid rate,
so the need for healthcare services continues to expand, maybe
at an even higher rate when the immigrant population comes
from an area with poor healthcare and requires abnormally high
levels of service to make the population healthy. With this and
other factors in mind, there is a serious question of whether we
have an adequate supply of trained medical personnel to support
the population. There is a substantial debate in this country over
whether we have adequate personnel now or for the future.
Clearly, healthcare is complex, and with technology, it becomes
more complex; thus, forecasting the future needs of the country
in healthcare is very difficult. In 1960, physicians made house
calls and worked very long hours, whereas today, physicians
and nurses work a fairly regular work week. Changes such as

the working hours have occurred over time, but this has
complicated the ability to forecast workforce requirements
greatly.
In looking at the labor market in healthcare versus the
assumptions of a perfectly competitive market, it seems clear
that there are challenges to be overcome through policy.
Policies that intervene can be developed, but there is risk, and
tampering with this market and can create unintended
consequences. The ability to forecast accurately will be vital to
this effort.
· The Healthcare Workforce
articles:
· Could U.S. Hospitals Go the Way of U.S. Airlines?
· Changes in Hospital Competitive Strategy: A New Medical
Arms Race?
· The Nursing Workforce in an Era of Health Care Reform
MHA5030 Week 3 Discussion Instructions
Discussion Questions
Before beginning work on this discussion forum, please review
the link Doing Discussion Questions Right, the expanded
grading rubric for the forum below, and any specific
instructions for this topic.
Tasks:
· Discuss three methods of forecasting the future requirements
for demand.
· Discuss measures to meet demand for access to medical care
in the future.

· Analyze policy proposals to meet the demands identified.
To support your work, use your course and textbook readings
and also use the South University Online Library. As in all
assignments, cite your sources in your work and provide
references for the citations in APA format.
Provide a substantive 300-500 words) initial discussion posting
addressing each of the components in the discussion question.
Justify your answers with research, examples, and reasoning.
Before the end of the unit, begin commenting on at least two of
your peers' responses. At a minimum, your responses to other
initial posts must be 100 to 200 words each. You can ask
technical questions or generally respond to the overall
experience. Be objective, clear, and concise. Always use
constructive language, even in criticism, to work toward the
goal of positive progress. Submit your responses to the
appropriate topic in this Discussion Area.
MHA5030 Week 3 Project Instructions
Instructions
Introduction
Until the early 1960s, healthcare was largely a not-for-profit
business dominated by foundations that employed physicians.
Over time, for-profit organizations have flourished, and in the
case of some sectors, notably pharmaceuticals, organizations are
almost entirely for-profit. There remain differences in the two
organization types, though they both serve the same population.
A number of behaviors are similar, but there are significant
differences. Understanding these differences and the theories
behind the behaviors they create is an important subject for all
healthcare leaders.
Tasks:
· The nonprofit remains an outlier in the healthcare marketplace
as it does not follow the traditional market model in several
respects. Discuss the differences between the two types of

organizations in terms of quality, service cost, and price.
· Discuss the type of service provider and the type of
organization in view of the price of service.
· Analyze the need for more policies that support nonprofit
models in the healthcare market.
Submission Details:
· Cover this topic in a 5- to 10-page Microsoft Word document.
Use APA standards for citations and references.
· Cite a minimum of three outside peer-reviewed sources to
support your assertions and save it as Week
3_Project_LastName_FirstInitial. Submit the report to
the Submissions Area by the due date assigned.
· Cite any sources using correct APA format on a separate page.

1262021 Rubric Assessment - MHA5030-Current Economics in Hea

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