6 Developing Strategic and Operational Plans
Ingram Publishing/Thinkstock
To mean well is nothing without to do well.
—Plautus
Trinummus
Learning Objectives
After reading this chapter, you should be able to do the following:
• Identify strategy concepts, including the components of organizational strategy; generic strategies; diversi-
fication, integration, and implementation strategies; and blue ocean strategy.
• Describe the use of strategies for large, multiunit organizations, including the use of the Boston Consult-
ing Group matrix to discern strategic implications from the analysis of existing operations, and the use of
product/market expansion strategies and diversification strategies for organizational growth.
• Discuss tactical issues that are relevant to pursuing participation in a managed-care network.
• Delineate the factors that influence the selection of a strategy by an organization.
• Explain how operational plans support strategic plans, and describe how operational plans are developed.
Section 6.1Strategy Concepts
Introduction
After developing a set of objectives for the time period covered by the strategic plan, the strat-
egy necessary for accomplishing those objectives must be formulated. First, planners must
design an overall strategy, and then define the operating details of that strategy as it relates
to providing services, promoting operations, determining locations, and increasing revenue
sources. This chapter introduces the concept of strategy, and describes strategy elements,
approaches to strategy development, and how operational plans support strategic plans.
6.1 Strategy Concepts
The word strategy has been used in a number of ways over the years and especially so in
the context of business. As we discussed in Chapter 2, strategy means leadership and may
be defined as the course of action taken by an organization to achieve its objectives. It is a
description first in general terms and then, in increasingly greater detail, of the activities
the organization will undertake to meet its goals and fulfill its ongoing mission. Strategy
is the catalyst or dynamic element of managing that enables a company to accomplish its
objectives.
Strategy development is both a science and an art, a product of both logic and creativity. The
scientific aspect deals with assembling and allocating the resources necessary to achieve
an organization’s objectives with emphasis on matching organizational strengths with envi-
ronmental opportunities, while working within cost and time constraints. The art of strat-
egy is mainly concerned with the effective use of resources, including motivating people to
make the strategy work, while being sensitive to the environmental forces that may affect
the organization’s performance and maintaining the ability to adapt the HCO to these chang-
ing conditions.
Components of Organizational Strategy
The focus of strategy varies by the planning level: the organizat ...
12 Implementation, Evaluation, and ControliStockThinkstoc.docxdrennanmicah
12 Implementation, Evaluation, and Control
iStock/Thinkstock
It is a bad plan that admits of no modification.
—Publilius Syrus
Maxim 469
Learning Objectives
After reading this chapter, you should be able to do the following:
• List the four types of implementation skills that are necessary to successfully translate a strategic goal into
implemented activities.
• Identify six forces that can affect or cause resistance to change and innovation in a healthcare setting.
• Explain the roles played by people, systems, corporate cultures, and organizational structures in success-
fully organizing for the implementation of an organization’s strategy.
• Describe the relationship between planning and control in the planning process.
• Discuss the use of the balanced scorecard approach to performance evaluation, and identify the four key
control areas for performance evaluation.
Section 12.1Implementation
Introduction
This chapter focuses on the processes for creating and evaluating the activities that are
necessary to implement both the strategic and marketing plans. Through the implementa-
tion process, employees are assigned tasks and given the authority and resources needed
to create the activities that bring the plans to life. Plans are written documents that specify
what the organization wants to accomplish in the future; the tasks carried out by the orga-
nization’s managers and staff turn those plans into reality. The evaluation and control of the
plans involve determining whether objectives are being accomplished and taking the actions
needed to align results with objectives. Evaluation involves comparing actual results to objec-
tives and analyzing differences. Control refers to decisions or actions taken by management
to bring results into alignment with objectives.
12.1 Implementation
A classic Harvard Business Review article carried the title “Hustle as Strategy”—the point
being that more is gained from a good strategy with great implementation than from a great
strategy with good implementation (Bhide, 1986). “Hustle,” or implementation, can make or
break a company in many marketing situations. The firm that achieves excellence in the skills
needed for implementing a marketing plan may be achieving a competitive advantage that
perhaps has eluded it in the strategy development stage of the planning process. However,
excellent implementation of a poorly conceived strategy is akin to great advertising of a ter-
rible product—the disaster occurs much sooner than if the excellence was not there! Thus,
successful organizations have found ways to be good at both the development and implemen-
tation of marketing plans.
Implementation Skills
To this point of the textbook, the emphasis has been on developing plans that focus on deliv-
ering patient value at a competitive advantage. The goal is the desire to consider the impact
of actions on the long-term as well as the short-term welfare of patients and society .
12 Implementation, Evaluation, and ControliStockThinkstoc.docxnovabroom
12 Implementation, Evaluation, and Control
iStock/Thinkstock
It is a bad plan that admits of no modification.
—Publilius Syrus
Maxim 469
Learning Objectives
After reading this chapter, you should be able to do the following:
• List the four types of implementation skills that are necessary to successfully translate a strategic goal into
implemented activities.
• Identify six forces that can affect or cause resistance to change and innovation in a healthcare setting.
• Explain the roles played by people, systems, corporate cultures, and organizational structures in success-
fully organizing for the implementation of an organization’s strategy.
• Describe the relationship between planning and control in the planning process.
• Discuss the use of the balanced scorecard approach to performance evaluation, and identify the four key
control areas for performance evaluation.
Section 12.1Implementation
Introduction
This chapter focuses on the processes for creating and evaluating the activities that are
necessary to implement both the strategic and marketing plans. Through the implementa-
tion process, employees are assigned tasks and given the authority and resources needed
to create the activities that bring the plans to life. Plans are written documents that specify
what the organization wants to accomplish in the future; the tasks carried out by the orga-
nization’s managers and staff turn those plans into reality. The evaluation and control of the
plans involve determining whether objectives are being accomplished and taking the actions
needed to align results with objectives. Evaluation involves comparing actual results to objec-
tives and analyzing differences. Control refers to decisions or actions taken by management
to bring results into alignment with objectives.
12.1 Implementation
A classic Harvard Business Review article carried the title “Hustle as Strategy”—the point
being that more is gained from a good strategy with great implementation than from a great
strategy with good implementation (Bhide, 1986). “Hustle,” or implementation, can make or
break a company in many marketing situations. The firm that achieves excellence in the skills
needed for implementing a marketing plan may be achieving a competitive advantage that
perhaps has eluded it in the strategy development stage of the planning process. However,
excellent implementation of a poorly conceived strategy is akin to great advertising of a ter-
rible product—the disaster occurs much sooner than if the excellence was not there! Thus,
successful organizations have found ways to be good at both the development and implemen-
tation of marketing plans.
Implementation Skills
To this point of the textbook, the emphasis has been on developing plans that focus on deliv-
ering patient value at a competitive advantage. The goal is the desire to consider the impact
of actions on the long-term as well as the short-term welfare of patients and society .
12 Implementation, Evaluation, and ControliStockThinkstoc.docxdrennanmicah
12 Implementation, Evaluation, and Control
iStock/Thinkstock
It is a bad plan that admits of no modification.
—Publilius Syrus
Maxim 469
Learning Objectives
After reading this chapter, you should be able to do the following:
• List the four types of implementation skills that are necessary to successfully translate a strategic goal into
implemented activities.
• Identify six forces that can affect or cause resistance to change and innovation in a healthcare setting.
• Explain the roles played by people, systems, corporate cultures, and organizational structures in success-
fully organizing for the implementation of an organization’s strategy.
• Describe the relationship between planning and control in the planning process.
• Discuss the use of the balanced scorecard approach to performance evaluation, and identify the four key
control areas for performance evaluation.
Section 12.1Implementation
Introduction
This chapter focuses on the processes for creating and evaluating the activities that are
necessary to implement both the strategic and marketing plans. Through the implementa-
tion process, employees are assigned tasks and given the authority and resources needed
to create the activities that bring the plans to life. Plans are written documents that specify
what the organization wants to accomplish in the future; the tasks carried out by the orga-
nization’s managers and staff turn those plans into reality. The evaluation and control of the
plans involve determining whether objectives are being accomplished and taking the actions
needed to align results with objectives. Evaluation involves comparing actual results to objec-
tives and analyzing differences. Control refers to decisions or actions taken by management
to bring results into alignment with objectives.
12.1 Implementation
A classic Harvard Business Review article carried the title “Hustle as Strategy”—the point
being that more is gained from a good strategy with great implementation than from a great
strategy with good implementation (Bhide, 1986). “Hustle,” or implementation, can make or
break a company in many marketing situations. The firm that achieves excellence in the skills
needed for implementing a marketing plan may be achieving a competitive advantage that
perhaps has eluded it in the strategy development stage of the planning process. However,
excellent implementation of a poorly conceived strategy is akin to great advertising of a ter-
rible product—the disaster occurs much sooner than if the excellence was not there! Thus,
successful organizations have found ways to be good at both the development and implemen-
tation of marketing plans.
Implementation Skills
To this point of the textbook, the emphasis has been on developing plans that focus on deliv-
ering patient value at a competitive advantage. The goal is the desire to consider the impact
of actions on the long-term as well as the short-term welfare of patients and society .
12 Implementation, Evaluation, and ControliStockThinkstoc.docxnovabroom
12 Implementation, Evaluation, and Control
iStock/Thinkstock
It is a bad plan that admits of no modification.
—Publilius Syrus
Maxim 469
Learning Objectives
After reading this chapter, you should be able to do the following:
• List the four types of implementation skills that are necessary to successfully translate a strategic goal into
implemented activities.
• Identify six forces that can affect or cause resistance to change and innovation in a healthcare setting.
• Explain the roles played by people, systems, corporate cultures, and organizational structures in success-
fully organizing for the implementation of an organization’s strategy.
• Describe the relationship between planning and control in the planning process.
• Discuss the use of the balanced scorecard approach to performance evaluation, and identify the four key
control areas for performance evaluation.
Section 12.1Implementation
Introduction
This chapter focuses on the processes for creating and evaluating the activities that are
necessary to implement both the strategic and marketing plans. Through the implementa-
tion process, employees are assigned tasks and given the authority and resources needed
to create the activities that bring the plans to life. Plans are written documents that specify
what the organization wants to accomplish in the future; the tasks carried out by the orga-
nization’s managers and staff turn those plans into reality. The evaluation and control of the
plans involve determining whether objectives are being accomplished and taking the actions
needed to align results with objectives. Evaluation involves comparing actual results to objec-
tives and analyzing differences. Control refers to decisions or actions taken by management
to bring results into alignment with objectives.
12.1 Implementation
A classic Harvard Business Review article carried the title “Hustle as Strategy”—the point
being that more is gained from a good strategy with great implementation than from a great
strategy with good implementation (Bhide, 1986). “Hustle,” or implementation, can make or
break a company in many marketing situations. The firm that achieves excellence in the skills
needed for implementing a marketing plan may be achieving a competitive advantage that
perhaps has eluded it in the strategy development stage of the planning process. However,
excellent implementation of a poorly conceived strategy is akin to great advertising of a ter-
rible product—the disaster occurs much sooner than if the excellence was not there! Thus,
successful organizations have found ways to be good at both the development and implemen-
tation of marketing plans.
Implementation Skills
To this point of the textbook, the emphasis has been on developing plans that focus on deliv-
ering patient value at a competitive advantage. The goal is the desire to consider the impact
of actions on the long-term as well as the short-term welfare of patients and society .
Strategic Purpose
Business Level Strategy
Corporate Level and International Strategy
Strategy Direction and Methods of Developments
Organizing for Strategy Success
Enabling Strategy Success
Managing Strategic Change
Understanding Strategy Development
Key Learning Points
In healthcare today, challenges surface almost daily in terms of finance, reform, government mandates and policy, technology, and customer satisfaction. It is crucial that healthcare leaders step back and continually assess the organization’s strategic plan. In fact, strategic thinking, assessing and modeling are becoming requirements for an organization to survive the turbulent healthcare climate.
Strategic planning provides a roadmap to where the company is going, and directions on how to get there. It is used to guide all decisions, including those regarding capital, technology, staff and other resources.
STRATEGY, STRATEGIC PLANNING, STRATEGIC DECISION, STRATEGIC CAPABILITY, OPERATIONS MANAGEMENT, ROLE OF OPERATIONS IN AN ORGANIZATION, SCOPE OF OPERATIONS MANAGEMENT, OPERATIONS STRATEGY, DIFFERENCES BETWEEN STRATEGIC, ADMINISTRATIVE AND OPERATIONAL DECISIONS, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
The presentation contains information about Strategic Planning, Levels of Strategy like Corporate Level Strategy, Business Level Strategy and Functional Level Strategy. The presentation also has many examples and a case study on diversification strategy.
This paper’s objective is to present the importance of the strategic planning in business management. Speaking of strategic planning is always speaking in general terms and how to fix paths of behavior will necessarily affect deeply and significantly in the future evolution of the company or organization that adopts it. Today we think of the organization as part of an environment and in terms of options or choices based on what you have, of its surroundings and the opportunities or pathways that can lead to achieving the objective, (Garrido, 2009). For this work the method used was a bibliographical review of relevant articles from a range of authors was conducted. The conclusions were that the be properly analyzed and adapted to the precise conditions and characteristics of the small business or, more generally, to any type of business for which the planning is intended. Strategic planning brings multiple benefits (which exceed its disadvantages) if applied in the right way, however, there are inherent risks, which can be overcome with proper monitoring and control.
Case Study RubricCriterionStrongAverageWeakInt.docxdrennanmicah
Case Study Rubric
Criterion
Strong
Average
Weak
Introduction / Primary Problem, Issue or Question Identification
States the case objective and clearly defines the problem, issue or question
Minimally describes the case, includes only the problem, issue or question
Bypasses the introduction and moves directly to commentary on the case
Understanding of Primary Problem, Issue or Question
Identifies and demonstrates a sophisticated understanding of the primary issues and or problems in the case study
Identifies and demonstrates an accomplished understanding of most of the issues/problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study
Analysis and Evaluation of Issues/Problems
Presents an insightful and thorough analysis of all identified problems, issues or questions; includes all necessary calculations
Presents a thorough analysis of most of the problems, issues or questions identified; missing some necessary calculations
Presents a superficial or incomplete analysis of some of the identified problems, issues or questions; omits necessary calculations
Recommendations on Effective
Solution
s/Strategies
Supports diagnosis and opinions with convincing arguments and evidence; presents a balanced and critical view; interpretation is both reasonable and objective
. Recommendations logically supported
Supports diagnosis and opinions with limited reasoning and evidence; presents a one‐sided argument; demonstrates little engagement with ideas presented. Illogical recommendations
Little or no action suggested, and/or ineffective or disconnected solutions proposed to the issues in the case study. No attempt at logical support for recommendations
Links to Course Readings and Additional Research
Makes appropriate and powerful connections between identified issues/problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and identifies all sources of information
Makes appropriate but vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited sources
Makes ineffective connections or shows no connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete information and sources
Writing Mechanics and Formatting Guidelines
Demonstrates a clear understanding of the audience for the case. Utilizes formatting, clarity and structure to enable the audience to readily see and understand recommended actions. Writing is logical, grammatically correct, spelling is error free
Demonstrates a limited understanding of the audience for the case. Ineffective structuring of response making it difficult to readily see and understand recommended actions. Writing shows poor logic, grammatical and spelli.
Case Study Rubric Directly respond to each questi.docxdrennanmicah
Case Study Rubric
Directly respond to each question providing background to support your
response. (2 points)
Apply at least 2 concepts from the chapter material in the class text,
“Leadership; theory. Application and Skill Development.” Reference to,
“The Handbook of Leaders,” is a welcome addition. (2 points)
Apply your critical thinking skills. (2 points)
o A well cultivated critical thinker:
Raises vital questions and problems, formulating them
clearly and precisely;
Gathers and assesses relevant information, using abstract
ideas to interpret it effectively comes to well-reasoned
conclusions and solutions, testing them against relevant
criteria and standards;
Thinks open-mindedly within alternative systems of thought,
recognizing and assessing, as need be, their assumptions,
implications, and practical consequences; and
Communicates effectively with others in figuring out
solutions to complex problems.
o Taken from Richard Paul and Linda Elder, The Miniature Guide to
Critical Thinking Concepts and Tools, Foundation for Critical
Thinking Press, 2008
Case Studies must be submitted in the following format:
o Clearly title each in a word document with name, date, week etc.
o Must include clearly written and thoughtful narrative
o Post as a response in Blackboard
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Robert N. Lussier, Ph.D.
Spring field College
Christopher F. Achua, D.B.A.
University of Virginia’s College at Wise
S I X T H E D I T I O N
Leadership
THEORY, APPLICATION,
& SKILL DE VELOPMENT
66352_FM_ptg01_i-xxviii.indd 1 10/21/14 12:16 AM
Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be a.
More Related Content
Similar to 6 Developing Strategic and Operational PlansIngram Publish
Strategic Purpose
Business Level Strategy
Corporate Level and International Strategy
Strategy Direction and Methods of Developments
Organizing for Strategy Success
Enabling Strategy Success
Managing Strategic Change
Understanding Strategy Development
Key Learning Points
In healthcare today, challenges surface almost daily in terms of finance, reform, government mandates and policy, technology, and customer satisfaction. It is crucial that healthcare leaders step back and continually assess the organization’s strategic plan. In fact, strategic thinking, assessing and modeling are becoming requirements for an organization to survive the turbulent healthcare climate.
Strategic planning provides a roadmap to where the company is going, and directions on how to get there. It is used to guide all decisions, including those regarding capital, technology, staff and other resources.
STRATEGY, STRATEGIC PLANNING, STRATEGIC DECISION, STRATEGIC CAPABILITY, OPERATIONS MANAGEMENT, ROLE OF OPERATIONS IN AN ORGANIZATION, SCOPE OF OPERATIONS MANAGEMENT, OPERATIONS STRATEGY, DIFFERENCES BETWEEN STRATEGIC, ADMINISTRATIVE AND OPERATIONAL DECISIONS, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
The presentation contains information about Strategic Planning, Levels of Strategy like Corporate Level Strategy, Business Level Strategy and Functional Level Strategy. The presentation also has many examples and a case study on diversification strategy.
This paper’s objective is to present the importance of the strategic planning in business management. Speaking of strategic planning is always speaking in general terms and how to fix paths of behavior will necessarily affect deeply and significantly in the future evolution of the company or organization that adopts it. Today we think of the organization as part of an environment and in terms of options or choices based on what you have, of its surroundings and the opportunities or pathways that can lead to achieving the objective, (Garrido, 2009). For this work the method used was a bibliographical review of relevant articles from a range of authors was conducted. The conclusions were that the be properly analyzed and adapted to the precise conditions and characteristics of the small business or, more generally, to any type of business for which the planning is intended. Strategic planning brings multiple benefits (which exceed its disadvantages) if applied in the right way, however, there are inherent risks, which can be overcome with proper monitoring and control.
Case Study RubricCriterionStrongAverageWeakInt.docxdrennanmicah
Case Study Rubric
Criterion
Strong
Average
Weak
Introduction / Primary Problem, Issue or Question Identification
States the case objective and clearly defines the problem, issue or question
Minimally describes the case, includes only the problem, issue or question
Bypasses the introduction and moves directly to commentary on the case
Understanding of Primary Problem, Issue or Question
Identifies and demonstrates a sophisticated understanding of the primary issues and or problems in the case study
Identifies and demonstrates an accomplished understanding of most of the issues/problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study
Analysis and Evaluation of Issues/Problems
Presents an insightful and thorough analysis of all identified problems, issues or questions; includes all necessary calculations
Presents a thorough analysis of most of the problems, issues or questions identified; missing some necessary calculations
Presents a superficial or incomplete analysis of some of the identified problems, issues or questions; omits necessary calculations
Recommendations on Effective
Solution
s/Strategies
Supports diagnosis and opinions with convincing arguments and evidence; presents a balanced and critical view; interpretation is both reasonable and objective
. Recommendations logically supported
Supports diagnosis and opinions with limited reasoning and evidence; presents a one‐sided argument; demonstrates little engagement with ideas presented. Illogical recommendations
Little or no action suggested, and/or ineffective or disconnected solutions proposed to the issues in the case study. No attempt at logical support for recommendations
Links to Course Readings and Additional Research
Makes appropriate and powerful connections between identified issues/problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and identifies all sources of information
Makes appropriate but vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited sources
Makes ineffective connections or shows no connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete information and sources
Writing Mechanics and Formatting Guidelines
Demonstrates a clear understanding of the audience for the case. Utilizes formatting, clarity and structure to enable the audience to readily see and understand recommended actions. Writing is logical, grammatically correct, spelling is error free
Demonstrates a limited understanding of the audience for the case. Ineffective structuring of response making it difficult to readily see and understand recommended actions. Writing shows poor logic, grammatical and spelli.
Case Study Rubric Directly respond to each questi.docxdrennanmicah
Case Study Rubric
Directly respond to each question providing background to support your
response. (2 points)
Apply at least 2 concepts from the chapter material in the class text,
“Leadership; theory. Application and Skill Development.” Reference to,
“The Handbook of Leaders,” is a welcome addition. (2 points)
Apply your critical thinking skills. (2 points)
o A well cultivated critical thinker:
Raises vital questions and problems, formulating them
clearly and precisely;
Gathers and assesses relevant information, using abstract
ideas to interpret it effectively comes to well-reasoned
conclusions and solutions, testing them against relevant
criteria and standards;
Thinks open-mindedly within alternative systems of thought,
recognizing and assessing, as need be, their assumptions,
implications, and practical consequences; and
Communicates effectively with others in figuring out
solutions to complex problems.
o Taken from Richard Paul and Linda Elder, The Miniature Guide to
Critical Thinking Concepts and Tools, Foundation for Critical
Thinking Press, 2008
Case Studies must be submitted in the following format:
o Clearly title each in a word document with name, date, week etc.
o Must include clearly written and thoughtful narrative
o Post as a response in Blackboard
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Robert N. Lussier, Ph.D.
Spring field College
Christopher F. Achua, D.B.A.
University of Virginia’s College at Wise
S I X T H E D I T I O N
Leadership
THEORY, APPLICATION,
& SKILL DE VELOPMENT
66352_FM_ptg01_i-xxviii.indd 1 10/21/14 12:16 AM
Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be a.
Case Study Scenario Part 3IntroductionThis media piece exp.docxdrennanmicah
Case Study Scenario Part 3
Introduction
This media piece explains four ethical theories in order to prepare you for the Unit 3 assignment,
Case Study Resolution
. This media piece also includes parts 1 and 2 of the case study videos for your review.
Part 3
Deontology
The ethical position to do what is right out of duty or obligation. It is often called rule-based ethics.
Deontology has been described as "absolutist," "universal," and "impersonal" (Kant, 1785/1959). It prioritizes absolute obligations over consequences. In this moral framework, ethical decision making is the rational act of applying universal principles to all situations irrespective of specific relations, contexts, or consequences. This reflects Immanuel Kant's conviction that ethical decisions cannot vary or be influenced by special circumstances or relationships. Rather, a decision is "moral" only if a rational person believes the act resulting from the decision should be universally followed in all situations. For Kant, respect for the worth of all persons was one such universal principle. A course of action that results in a person being used simply as a means for others' gains would ethically unacceptable.
With respect to deception in research, from a deontological perspective, since we would not believe it moral to intentionally deceive individuals in some other context, neither potential benefits to society nor the effectiveness of participant debriefing for a particular deception study can morally justify intentionally deceiving persons about the purpose or nature of a research study. Further, deception in research would not be ethically permissible since intentionally disguising the nature of the study for the goals of research violates the moral obligation to respect each participant's intrinsic worth by undermining individuals' right to make rational and autonomous decisions regarding participation (Fisher & Fyrberg, 1994).
Utilitarianism
The ethical position depends on the consequences of the action with the goal being producing the most good.
Utilitarian theory prioritizes the consequences (or utility) of an act over the application of universal principles (Mill, 1861/1957). From this perspective, an ethical decision is situation specific and must be governed by a risk-benefit calculus that determines which act will produce the greatest possible balance of good over bad consequences. An "act utilitarian" makes an ethical decision by evaluating the consequences of an act for a given situation. A "rule utilitarian" makes an ethical decision by evaluating whether following a general rule in all similar situation would create the greater good. Like deontology, utilitarianism is impersonal: It does not take into account interpersonal and relational features of ethical responsibility. From this perspective, psychologists' obligations to those with whom they work can be superseded by an action that would produce a greater good for others (Fisher, 1999).
A ps.
Case Study RubricYour case study will be assessed as follows•.docxdrennanmicah
Case Study Rubric
Your case study will be assessed as follows:
• Clarity: Are major points clearly presented? Does the writer present a coherent and succinct argument?
• Completeness: Are any points missing? Does the writing accomplish each task set forth in the assignment?
• Thoroughness: Are all major points illustrated adequately? Are there parts that need more explanation or evidence?
• Organization: Are the main points in the right order? Are there any overlapped or repeated points? Are there any irrelevant detail?
• Language: Are there problems with grammar, spelling, and punctuation? Are the sentences overly-complex? Choppy? Are the tone and word choice appropriate?
C6-1
CASE STUDY 6
CHEVRON’S INFRASTRUCTURE
EVOLUTION
Chevron Corporation (www.chevron.com) is one of the world’s leading
energy companies. Chevron’s headquarters are in San Ramon, California.
The company has more than 62,000 employees and produces more than
700,000 barrels of oil per day. It has 19,500 retail sites in 84 countries. In
2012, Chevron was number three on the Fortune 500 list and had more than
$244 billion in revenue in 2011 [STAT12].
IT infrastructure is very important to Chevron and to better support all
facets of its global operations, the company is always focused on improving
its infrastructure [GALL12]. Chevron faces new challenges from increased
global demand for its traditional hydrocarbon products and the need to
develop IT support for new value chains for liquid natural gas (LNG) and the
extraction of gas and oil from shale. Huge investments are being made
around the world, particularly in Australia and Angola on massive projects of
unprecedented scale. Modeling and analytics are more important than ever
to help Chevron exploit deep water drilling and hydrocarbon extraction in
areas with challenging geographies. For example, advanced seismic imaging
tools are used by Chevron to reveal possible oil or natural gas reservoirs
beneath the earth’s surface. Chevron’s proprietary seismic imaging
http://www.chevron.com/
C6-2
technology contributed to it achieving a 69% discovery rate in
2011[CHEV12].
Supervisory Control and Data Acquisition (SCADA)
Systems
Chevron refineries are continually collecting data from sensors spread
throughout the facilities to maintain safe operations and to alert operators to
potential safety issues before they ever become safety issues. Data from the
sensors is also used to optimize the way the refineries work and to identify
opportunities of greater efficiency. IT controls 60,000 valves at Chevron’s
Pascagoula, Mississippi refinery; the efficiency and safety of its end-to-end
operations are dependent on advanced sensors, supervisory control and data
acquisition (SCADA) systems, and other digital industrial control systems
[GALL12].
SCADA systems are typically centralized systems that monitor and
control entire sites and/or complexes of system.
Case study RubricCriterionOutstanding 3.75Very Good 3 .docxdrennanmicah
Case study Rubric
Criterion
Outstanding 3.75
Very Good 3
Good 2.5
Unacceptable 1
Score
Completeness
Complete in all respects; reflects all requirements
Complete in most respects; reflects most requirements
Incomplete many respects; reflects few requirements
Incomplete in most respects; does not reflect requirements
Understanding
Demonstrates excellent understanding of the topic(s) and issue(s)
Demonstrates an accomplished understanding of the topic(s) and issue(s)
Demonstrates an acceptable understanding of the topic(s) and issue(s)
Demonstrates an inadequate understanding of the topic(s) and issue(s)
Analysis
Presents an insightful and through analysis of the issue (s) identified
Presents a thorough analysis of most of the issue(s) identified
Presents a superficial analysis of some of the issue(s) identified
Presents an incomplete analysis of the issue(s) identified.
Evaluation
Makes appropriate and powerful connections between the issue(s) identified and the concept(s) studied
Makes appropriate connections between the issue(s) identified and the concept(s) studied
Makes appropriate but somewhat vague connections between the issue(s) identified and the concept(s) studied
Makes little or no connection between the issue(s) identified and the concept(s) studied.
Opinion
Supports opinion with strong arguments and evidence; presents a balanced and critical view; interpretation is both reasonable and objective
Supports opinion with reasons and evidence; presents a fairly balanced view; interpretation is both reasonable and objective
Supports opinion with limited reasons and evidence; presents a somewhat one-sided argument
Supports opinion with few reasons and little evidence; argument is one-sided and not objective.
Recommendations
Presents detailed, realistic, and appropriate recommendations clearly supported by the information presented and concepts studied
Presents specific, realistic and appropriate recommendation supported by the information presented and the concepts studied
Presents realistic or appropriate recommendation supported by the information presented and the concepts studied
Presents realistic or appropriate recommendation with little, if any, support from the information and the concepts studied.
Grammar and Spelling
Minimal spelling and grammar errors
Some spelling and grammar errors
Noticeable spelling and grammar errors
Unacceptable number of spelling and grammar errors
APA guidelines
Uses APA guidelines accurately and consistently to cite sources
Uses APA guidelines with minor violations to cite sources
Reflects incomplete knowledge of APA guidelines
Does not use APA guidelines
Total
.
CASE STUDY RUBRIC MICROBIOLOGY For the Case Study assig.docxdrennanmicah
CASE STUDY RUBRIC MICROBIOLOGY
For the Case Study assignment the current pathogen selections may be requested by sending
an email to your instructor!
Assigned Case Study Problem:
You will create a case study for a microbial infection selected from the current pathogen list. Your case
study will be assembled using a detailed rubric (see below). Upon completion, you will submit your
case study to the Blackboard gradebook in Unit 5 and to SafeAssign.
How to create a case study
The case studies are meant to be an enjoyable, interesting, and informative assignment. This is your
chance to show that you understand the key teaching points about a microbe and to communicate
these points in a written format.
What information belongs in my case study?
Have at least 3-4 key referenced points in each of the five areas shown in the Case Study Information
Chart (see below). The left-hand heading in the chart suggests the type of information requested for the
pathogen. Outlines can be in whatever form you prefer (bullets/charts/outlines/diagrams or a mix). Be
sure to include two discussion questions (and provide complete answers) that you can incorporate
into your case study (place them at the end of your write-up). These questions should help connect your
case to other material in the course. For example, what other microbes have an A-B toxin? What other
viruses are transmitted by fecal-oral spread?
How much information should I provide for my case study?
For the Case Study, you are asked to provide at least the information requested in the chart below. The
boxed questions are suggestions for the minimum amount of information within each category. The
more detailed the information, the better the study. You may consult your textbook, CDC, WHO, Access
Medicine, Google Scholar, NCBI, WebMD, etc. to find the information. For example, if you perform a
Google search using the name of the pathogen and the word ‘vaccine’, you will find information on
current vaccines (if any), those in clinical trials, vaccines used only in animals, etc.
Case Study Information Chart
Typical Case What does a typical case look like? Use the standard format for a
patient presentation with chief complaint (CC), history of present illness
(HPI), key physical exam details (PE), lab findings, signature signs, and
any other important findings.
Description of the infectious
agent
If it is a bacterium, how is it classified? If it is a virus, what kind of
nucleic acid does it have? Does it target specific cellular types
(tropism)? Does it form a spore? Is it aerobic? Is it intracellular? Can it
only be grown in a specific type of media? How is it distinguished from
other members of the species? Does the pathogen have a significant
history with humans or animals?
Epidemiology What do you feel are the most important points about the
epidemiology of the disease? Incidence? Portal of entry? Source? Is it a
normal microb.
Case Study Rubric Criteria / Score
Distinguished
Competent
Basic/Pass
Poor
Failing
Content Knowledge
20
18
15
13
0
Case is addressed expansively in reference to assignment instructions, and demonstrates mastery of the subject matter appropriate to the assignment.
Case is addressed according to assignment instructions, and demonstrates mastery of the subject matter appropriate to the assignment.
Case is addressed according to assignment instructions but does not demonstrate mastery of the subject matter appropriate to the assignment.
Case is addressed but does not adhere to assignment instructions and does not demonstrate mastery of the subject matter appropriate to the assignment.
Case is not addressed and/or does not adhere to assignment instructions and does not demonstrate mastery of the subject matter appropriate to the assignment.
Use of Evidence
10
9
8
6
0
Ideas are supported with evidence and demonstrate a clear understanding of the research and theory behind the topic.
Ideas are somewhat supported with evidence to demonstrate a basic understanding of the research and theory behind the topic.
Ideas are not fully supported with evidence and demonstrate some confusion about the research and theory that support the case study topic.
Ideas are not fully supported with evidence and lack understanding of the research and theory behind the topic.
Ideas are not supported with evidence.
Writing
10
9
8
6
0
Assignment is well written and well organized. Mechanics (spelling and punctuation) and grammar are excellent.
Assignment is well written and well organized and contains few minor errors in mechanics and/or grammar.
Assignment is well written and well organized but contains some minor errors in mechanics and/or grammar.
Assignment is not clear and/or lacks organization and/or contains several errors in mechanics and/or grammar.
Assignment lacks evidence of clear, organized scholarly writing and needs extensive additional work to meet assignment needs.
Standard Writing Style
6
5
4.5
4
0
Assignment demonstrates appropriate in-text citations of sources (where appropriate) and references in proper formatting style.
Assignment demonstrates appropriate in-text citations of sources (where appropriate) and references in proper formatting style and contains few minor formatting errors.
Assignment demonstrates appropriate in-text citations of sources (where appropriate) and references in proper formatting style but contains some minor formatting errors.
Assignment does not provide either in-text citations (where appropriate) or reference sources and/or contains several formatting errors.
Timeliness
4
3.5
3
2.5
0
*Students who initiate communication regarding individual circumstances for lateness will be graded at instructor’s discretion.
Assignment submitted on time.
Assignment submitted one day late.
Assignment submitted two days late.
Assignment submitted three days late.
Assig.
Case Study ReflectionWrite a 4-5 page paper. Your written assi.docxdrennanmicah
Case Study Reflection
Write a 4-5 page paper. Your written assignments must follow APA guidelines. Be sure to support your work with specific citations from this week’s Learning Resources and additional scholarly sources as appropriate. Refer to the Pocket Guide to APA Style to ensure that in- text citations and reference list are correct. Submit your assignment to the Dropbox by the end of this Unit.
In 2007 San Francisco began its Healthy San Francisco Plan designed to provide health care for all San Francisco citizens. In 2007, it was estimated that San Francisco had 82,000 uninsured citizens. Under the plan, all uninsured citizens residing in San Francisco can seek care at the city's public and private clinics and hospitals. The basic coverage includes lab work, x-rays, surgery, and preventative care. The city plans to pay for this $203 million coverage by rerouting the $104 million the city currently spends treating the uninsured in the emergency rooms, mandating business contributions, and requiring income-adjusted enrollment fees. The plan requires all businesses with more than 20 employees to contribute a percentage toward the plan. Many business owners consider this a burden and warn they will not stay in the city. The Mayor sees universal health access a moral obligation for the city.
Take one of the following positions.
San Francisco has an obligation to provide its citizens with health access.-OR-
San Francisco does not have an obligation to provide its citizens with health access.
Discuss the following in your assignment
:
What is the government's role in regulating healthy and unhealthy behavior?
Has the balance between personal freedom and the government's responsibility to provide health and welfare of its citizens been eroded? Why or why not?
.
Case Study Questions (Each question is worth 6 marks)1. Defi.docxdrennanmicah
Case Study Questions (Each question is worth 6 marks)
1. Define the term ‘gastronomy’ and provide some examples to demonstrate your understanding.
2. What benefits and opportunities exist for the local indigenous community of the Dja Dja Wurrung Clans with Bendigo newly designated as a creative city of gastronomy?
3. How may the regional city of Bendigo incorporate gastronomy into its destination branding? Provide some examples.
4. Discuss some potential issues and considerations associated with using gastronomy in destination branding activities.
5. Outline some potential creative network collaborations which may result from Bendigo now being admitted to the Creative Cities Network.
.
Case Study Reorganizing Human Resources at ASP SoftwareRead the.docxdrennanmicah
Case Study: Reorganizing Human Resources at ASP Software
Read the ASP Software case (Anderson, 2005a) and consider the following questions:
How does the client feel about how the change has been managed at this point?
How do you think the management team or employees feel?
What has McNulty done well in managing the change to this point?
What could she have done differently?
What intervention strategy and intervention activities would you recommend to McNulty?
How would you structure these activities?
What roles would McNulty, the management team, and the consultant play?
.
Case Study Report Rubric CriterionWeakAverageStrongIdent.docxdrennanmicah
Case Study Report Rubric
Criterion
Weak
Average
Strong
Identification of Main Issues/Problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study.
Identifies and demonstrates an accomplished understanding of most of the issues/problems.
Identifies and demonstrates a sophisticated understanding of the main issues/problems in the case study.
Analysis and Evaluation of Issues/Problems
Presents a superficial or incomplete analysis of some of the identified issues; omits necessary calculations.
Presents a thorough analysis of most of the issues identified; missing some necessary calculations.
Presents an insightful and thorough analysis of all identified issues/problems; includes all necessary calculations.
Recommendations on Effective
Solution
s/Strategies
Little or no action suggested and/or inappropriate solutions proposed to the issues in the case study.
Supports diagnosis and opinions with limited reasoning and evidence; presents a somewhat one-sided argument; demonstrates little engagement with ideas presented.
Supports diagnosis and opinions with strong arguments and well-documented evidence; presents a balanced and critical view; interpretation is both reasonable and objective.
Links to Course Readings and Additional Research
Makes inappropriate or little connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete research and documentation.
Makes appropriate but somewhat vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited research.
Makes appropriate and powerful connections between identified issues/ problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and documents all sources of information.
Writing Mechanics and Formatting Guidelines
Writing is unfocused, rambling, or contains serious errors; poorly organized and does not follow specified guidelines.
Occasional grammar or spelling errors, but still a clear presentation of ideas; lacks organization.
Demonstrates clarity, conciseness and correctness; formatting is appropriate and writing is free of grammar and spelling errors.
Staffing at The King Company
Kevin Tu has managed staffing at King since the early years when the company had less than 100 employees. Tu runs a tight ship and manages the department with only one other recruiter and an administrative assistant, who maintains all job postings, including a telephone employment hotline and the company’s job line web site. Tu is well-respected across the organization for his strict adherence to ensuring equity in hiring and job placement that goes well beyond equal opportunity requirements.
Tu recently completed an aggressive hiring drive at major universities, hiring several new en.
Case Study Project (A) Hefty Hardware - Be sure to address each .docxdrennanmicah
Case Study Project (A) Hefty Hardware - Be sure to address each question in the Case study, and explain your rationale thoroughly. Be sure you saved your file with your full name, and title of this project. Example:
Jason Karp Case Studies A. Details
: You will be given a case study to solve from the textbook. While your responses will vary, properly documenting your response from valid resources is a requirement. This assignment requires you to use proper citations and references from the textbook and alternate sources. Thoughtful opinions/research based on the literature, and from the textbook are necessary, so be sure to review the chapter prior to completing these activities. This task is like a research paper, so please take your time when preparing your responses. Separating each case study with a title and proper formatting is
essential
so that I can read and follow your paper. A one (1) page response is NOT - NOT going to earn you maximum points. The Case Study response will be submitted on the assigned due date from the past weeks (s
ee submission due dates and rubric
)
. The Dropbox will close after the due date and late submission will not be accepted.
Case study projects are NOT posted on the discussion board, they are submitted as an assignment.
Case study text from text book :
MINI CASE
Delivering Business Value with IT at Hefty Hardware2
"IT is a pain in the neck," groused cheryl O'Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t know if they have any idea about what we’re trying to accomplish with our Savvy Store program. I keep explaining that we have to improve the customer experience and that we need IT’s help to do this, but they keep talking about infrastructure and bandwidth and technical architecture, which is all their internal stuff and doesn’t relate to what we’re trying to do at all! They have so many processes and reviews that I’m not sure we’ll ever get this project off the ground unless we go outside the company.”"You have got that right", agreed Glen vogel, the COO. " I really like my IT account manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really understand our business, but that’s about as far as it goes. By the time we get a project going, my staff are all complaining that the IT people don’t even know some of our basic business functions, like how our warehouses operate. It takes so long to deliver any sort of technology to the field, and when it doesn’t work the way we want it to, they just shrug and tell us to add it to the list for the next release! Are we really getting value for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system we put in last y.
Case Study Project Part I Declared JurisdictionTemplate Sta.docxdrennanmicah
Case Study Project Part I: Declared Jurisdiction
Template Statement of Action Research Intent
The (Memphis Shelby County, Tennessee United States) will be examined to determine the current status of economic development. The resources for this study initially will come from public administrator generated information. The data will be assessed using S.W.O. T. Analysis. “Smart” Action Research will then be conducted to determine what specific economic development strategies may be employed to address areas of concern required for enhancing economic development prospects in the above jurisdiction. Using published scholarly resources and pertinent analytics, the action research efforts will turn to identifying options available to decision makers. This action research will result in a final report that provides both the criteria by which economic developments strategies may be weighed and a discussion of recommended actions, each uniquely assembled to improve the economic prospects for (Memphis Shelby County, Tennessee United States).
PADM 530
Case Study Project Part 2: Economic Development Analysis and Proposal Instructions
You will submit an Economic Development Analysis and Proposal Plan, consisting of 15-20 pages, not including the title page, abstract, or reference page. In order to complete this assignment, you must choose a specific locale that you want to use for your case study. You may wish to select the community in which you currently live or a hometown as the focus of this report. A case must be a “bounded system” with definable parameters (Stake, 1995). Thus, you must choose a locale that you can define and limit. For example, you should not use New York City. Its size is far beyond what you will be able to accomplish in this course. Likewise, you would not want to choose Huston, Idaho, as it is far too small to have a need for a cohesive economic development plan. In this assignment, you will target the specific situations found in an American city, town, or county. This assignment will require that you address the following six specific areas:
Locale
When choosing your locale, make sure that you will be able to find demographic and economic information. You will want to choose an area with which you are familiar or an area where there is obvious need. Attempt to pick a city or a town that is not extremely large (i.e., New York City, however, Staten Island could be a viable project). Choosing wisely will make your research more focused so that you can complete the research by the time the course has finished.
Economic Situation
You must detail the specific economic situation facing this location. For example, if you were to choose Flint, MI, you would have to discuss the impact of the auto industry moving away from the city and the subsequent economic and social conditions of the city. How has the economic shift impacted the city and how has the city responded in the last 30 years? Additionally, what initiatives.
Case Study Peer Comments In each case study, you are expected.docxdrennanmicah
Case Study Peer Comments:
In each case study, you are expected to respond to at least two peers’ postings in the classroom. Comments should add new information to the discussion or provide an assessment of your peer's posting. Peer comments are due by Sunday midnight
Mary Post:
#2: To obtain the necessary transportation capabilities in a short timeframe, what type of software purchase option should myIoT pursue? Explain.
The software purchase option that myIoT, Inc. should pursue would be a SaaS application. This is an Internet based service where the software is accessed online and there is no need to have it installed on site. This is a less expensive option than purchasing software and licenses, and it allows access to the outside vendors. It is also cheaper than hosted software. Based on the cloud location, the setup time is faster, which is what myIoT needs for a two-month turnaround.
#3: What types of technology implementation challenges might myIoT face? How can these risks be minimized?
Application integration would pose a challenge. Since there is a short time-frame, ensuring all partners are “up and running” could be their biggest issue. There will need to be a training period for all that access the data. Should any of their vendors not have the same capabilities, this could throw off their entire operation. Also, due to the variety of systems organizing and sharing information might be a problem. MyIot would need to work with its supply chain partners and vendors to ensure they are all capable using the chosen TMS and begin to implement it right away. This will allow extra time to make changes and enforce training sessions.
Desmond Post
2. To obtain the necessary transportation capabilities in a short timeframe, what type of software purchase option should myIoT pursue? Explain.
My Iot should pursue a well designed TMS software system. This system specializes in planning the flow of materials across the supply chain. It's the core of routing, rating, and, executing shipments across multiple modes tracking, load tracing, and freight settlement. The capabilities and scope of TMS expands the software to a much more integrative system. It provides support for transportation strategic, tactical, and operational planning, as well as delivery execution, in transit visibility and performance evaluation. TMS also supports appointment scheduling, metrics monitoring, and freight bill auditing.
3. Whats types of technology implemenation challenges might my iot face? How can these risks be minized?
My Iot could potentially loose time in wages, delay of shipment, and possibly loose business with customers, but these risks could be minimized by implementing better planning, develop training within your team, create effective structure and monitor the technology program by following these simple steps below to correct system and human error as they occur:
· Secure the commitment of senior management
· Remember .
Case Study ProblemLeadership appears as a popular agenda it.docxdrennanmicah
Case Study Problem:
Leadership appears as a popular agenda item in police executive training. Go to Google and search “police executive training courses.” Other than the Covey program discussed in this chapter, what are the other programs that are offered for police chiefs? What are the topic areas assigned under the heading of “leadership”? Be sure to use the graduate case study format.
attached is graduate study case analysis format
.
Case Study Planning for GrowthKelly’s Sandwich Stop is one of t.docxdrennanmicah
Case Study: Planning for Growth
Kelly’s Sandwich Stop
is one of the best-known and most loved sandwich concessions in town. In business for about five years, she sells sandwiches and other lunch items made from locally produced food from her mobile food trailer. Kelly’s passion and talent for creating reliably fresh, tasty lunch fare popular among a business clientele (largely employees and shoppers) has made her small enterprise a booming success.
In the last year, Kelly added a bicycle-towed concession that travels to different strategic locations in town, selling her popular sandwiches to customers who work beyond walking distance of
Kelly’s Sandwich
Stop
. She now has a total of four employees, all part-time, working both concessions. Because she caters to urban customers, her concessions operate on week days from 10 am to 2 pm. To promote word-of-mouth advertising, Kelly uses Facebook to publish her daily menus and the locations of the bicycle concession.
As a sole proprietor, Kelly has been pleased with her lunch business success. Now it’s time to get serious about the future of her business. In the short and medium term, she wants to see it grow into a potentially more lucrative enterprise, implementing a greater variety of food products and services, and increasing her competitive edge in the region. Ever the ardent entrepreneur, Kelly’s long-term dream is to develop her creative, health-conscious culinary skills and services into a wider clientele outside the region.
An opportunity has arisen to lease restaurant space about 10 miles away from her trailer concession location, close to a mall and the suburbs and nearer to her local food producers. Kelly has jumped at the chance. While she has hired professional business consultants to help her set up the space, design the menu, and implement the opening of the restaurant, she must also consider the short- and long-term financial, HR, and management needs of such an expansion. Kelly is particularly sensitive to her relationship to her customers, employees, and the community.
Directions for paper below:
In this paper, students will analyze and discuss small business growth in terms of growth strategy, business forms, short and medium term goals, financing assistance, organizational structure and staffing needs, customers and promotion, and ethics and social responsibility. Students are expected to apply business and management concepts learned in our course.
By completing this assignment, students will meet the outcome(s):
identify the critical business functions and how they interact in order to position the organization to be effective in the current business environment;
explain the importance of the integration of individuals and systems to organizational effectiveness;
describe the ethical and social responsibilities that confront a business.
Required Elements of the Final Project:
Read critically and analyze the case below,
Planning for Growth
;
Review the project descripti.
Case Study People v. Smith, 470 NW2d 70, Michigan Supreme Court (19.docxdrennanmicah
Case Study: People v. Smith, 470 NW2d 70, Michigan Supreme Court (1991)
Case Study
1) In a narrative format, using a minimum of 750 words, outline the case of People v. Smith. Give the facts, issue and court holding of the case.
Case Analysis
2) Give an overview of expunged records for juveniles, its importance and the reasoning of it being necessary.
Case Analysis
3) What are your state's laws concerning the expungement and use of juvenile convictions to sentence them as an adult?
Executive Decisions
4) When does the law in TN say you can transfer a juvenile to adult court? If you were a state senator, what is your opinion of trying our minors as adults, and are there any other crimes or occasions that juveniles should be prosecuted as adults?
http://www.sagepub.com/upm-data/15994_Chapter_1___Juvenile_Justice_in_Historical_Perspective.pdf
.
Case Study OneBMGT 464 Portfolio Activity TwoPurposeIn thi.docxdrennanmicah
Case Study One:
BMGT 464 Portfolio Activity Two
Purpose:
In this case the committee is looking to see how you can apply communication skills to obtain the maximum job performance of the employee in each of the short scenarios. After reading each short case, prepare answers to the questions for the upcoming search committee interview to review.
Outcomes:
The students will demonstrate understanding of the following outcomes:
· How to manage, organize, and lead employees;
· To identify the organizational theory related to increasing job performance to raise company effectiveness;
· How to communicate effectively to affect change or motivation; and
· Writing for persuasiveness.
Scenarios and Questions:
After reading each short case, prepare answers to the questions for the upcoming search committee interview to review.
1) “RLI Home Builds a Castle on Communication”
Since the outset the owner Ralph Lorean has prided himself on focusing the culture of the company on excellent customer service. Managers know that a culture like this would only work if the company’s employees enjoyed their work and the company. He wanted to build a company where every employee felt they owned the castle. Ralph believed that communication was essential to making an employee feel a part of the group, so he often said that he never wanted employees to “read about their company in the media and learn something new.”
Because RLI is international in scope it is possible that on any given day or time two thirds of its 2,000 employees are outside an office. To conquer the communication this problem imposes Ralph is surveying his managers to see if they think a new, but very expensive, “dashboard” intranet system would be worth the expenditure. The system would ensure optimal communication strategies allowing every employee remote access from wherever they are. Regardless, of location every employee can share information on the dashboard from their cell phone. However, it does not offer a “SKYPE” feature. Management has sent a short questionnaire to you asking the following questions:
A) How would the new tool influence job performance positively in RLI?
B) Could dependence on a program which does not permit access to verbal or face to face communications hinder job performance in a global setting? If so why?
C) If the dashboard was only presented in English would this be a factor in its intracompany success?
D) One of the biggest reasons suggested for purchasing the system is that it allows information to flow both from top down to bottom up. Do you see this as possible if the company is not structured in a similar way? If so why, if not why not?
2) Email Over All! Richard Burton is one of the production supervisors at Lighting R Us a branch of RLI. Richard supervises 25 employees and has been performing well in this same job for 5 years. Burton wants a promotion in the foreseeable future but feels it unlikely. Burton is always “on”. He has 24/7 email access, texts al.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
The French Revolution Class 9 Study Material pdf free download
6 Developing Strategic and Operational PlansIngram Publish
1. 6 Developing Strategic and Operational Plans
Ingram Publishing/Thinkstock
To mean well is nothing without to do well.
—Plautus
Trinummus
Learning Objectives
After reading this chapter, you should be able to do the
following:
• Identify strategy concepts, including the components of
organizational strategy; generic strategies; diversi-
fication, integration, and implementation strategies; and blue
ocean strategy.
• Describe the use of strategies for large, multiunit
organizations, including the use of the Boston Consult-
ing Group matrix to discern strategic implications from the
analysis of existing operations, and the use of
product/market expansion strategies and diversification
strategies for organizational growth.
• Discuss tactical issues that are relevant to pursuing
participation in a managed-care network.
• Delineate the factors that influence the selection of a
strategy by an organization.
2. • Explain how operational plans support strategic plans, and
describe how operational plans are developed.
Section 6.1Strategy Concepts
Introduction
After developing a set of objectives for the time period covered
by the strategic plan, the strat-
egy necessary for accomplishing those objectives must be
formulated. First, planners must
design an overall strategy, and then define the operating details
of that strategy as it relates
to providing services, promoting operations, determining
locations, and increasing revenue
sources. This chapter introduces the concept of strategy, and
describes strategy elements,
approaches to strategy development, and how operational plans
support strategic plans.
6.1 Strategy Concepts
The word strategy has been used in a number of ways over the
years and especially so in
the context of business. As we discussed in Chapter 2, strategy
means leadership and may
be defined as the course of action taken by an organization to
achieve its objectives. It is a
description first in general terms and then, in increasingly
greater detail, of the activities
the organization will undertake to meet its goals and fulfill its
ongoing mission. Strategy
is the catalyst or dynamic element of managing that enables a
company to accomplish its
objectives.
3. Strategy development is both a science and an art, a product of
both logic and creativity. The
scientific aspect deals with assembling and allocating the
resources necessary to achieve
an organization’s objectives with emphasis on matching
organizational strengths with envi-
ronmental opportunities, while working within cost and time
constraints. The art of strat-
egy is mainly concerned with the effective use of resources,
including motivating people to
make the strategy work, while being sensitive to the
environmental forces that may affect
the organization’s performance and maintaining the ability to
adapt the HCO to these chang-
ing conditions.
Components of Organizational Strategy
The focus of strategy varies by the planning level: the
organization as a whole or a unit within
the organization. However, we can identify five components of
strategy that define strategy at
each level. The following list provides descriptions of these five
components.
1. Scope. The scope of an organization refers to the breadth of
its strategic domain—
the number and types of locations, services offered, and market
segments it com-
petes in or plans to enter. Decisions about an organization’s
strategic scope should
reflect management’s view of the firm’s vision, mission, and
value discipline. This
common thread among its various activities and product/markets
defines the essen-
tial nature of what its business is, what it should be, and how it
contributes value to
4. its customers.
Section 6.1Strategy Concepts
2. Goals and objectives. Strategies should detail the desired
levels of accomplish-
ment for one or more dimensions of performance —such as
volume growth,
profit contribution, return on investment, and customer
satisfaction—over
specified time periods for each of those service areas and for
the organization as
a whole.
3. Resource deployments. Every organization has limited
financial and human
resources. Formulating a strategy also involves deciding how
those resources
are to be obtained and allocated—across locations, services
offered, market seg-
ments, functional departments, and activities within each
business or product/
market.
4. Identification of a sustainable competitive advantage. The
heart of any strategy is a
specification of how the organization will compete in each
service arena and prod-
uct/market within its domain. How can it position itself to
develop and sustain a
competitive advantage over current and potential competitors?
To answer such
questions, managers must examine the market opportunities in
each unit and prod-
5. uct/market and the company’s distinctive competencies or
strengths relative to its
competitors (that is, its differential advantage). Real
competitive advantages exist
only when all four qualifying conditions are met.
5. Synergy. Synergy exists when the organizational units,
product/markets, resource
deployments, and competencies complement and reinforce one
another. Synergy
enables the total performance of the related businesses to be
greater than it would
otherwise be: the whole becomes greater than the sum of its
parts.
Generic Strategies
Strategy options are the alternative courses of action evaluated
by management before a com-
mitment is made to a specific course of action, which is
eventually outlined in the strategic
plan. Thus, strategy is the link between objectives and results.
Designing strategies is a pro-
cess that involves (a) identifying strategic options, (b) assessing
options, and (c) selecting the
most appropriate strategy or strategies (“1993—A boom year,”
1993). Most companies have
growth as one of the basic objectives, so one area of strategy
development revolves around
the question of how growth will be obtained.
For the most part, an HCO can use one of the following four
basic, or generic, strate-
gies to accomplish its objectives. The two primary strategies are
broad differentiation
strategy and focused differentiation strategy. However, with
pressures from payers
6. and competitors now forcing an increased emphasis on cost
containment in the deliv-
ery of health services, overall low-cost strategy has also become
a basic and necessary
competitive strategy that applies to overall cost leadership. A
fourth generic strategy is
focused low-cost strategy, which is a low-cost strategy that
focuses on cost leadership for
a particular service or segment. In any case, the strategy
selected must be an outgrowth
of the organization’s basic vision and mission. The four
different generic strategies are
depicted in Figure 6.1.
Section 6.1Strategy Concepts
Figure 6.1: Generic HCO strategies
Any of these four generic strategies, whether broad or focused,
can be used to accomplish objectives and
achieve results.
f06.01_MHA 626.ai
Value creation
emphasizing lowering
cost
P
re
se
n
10. e
Overall
low-cost
strategy
Focused
low-cost
strategy
Broad
differentiation
strategy
Focused
differentiation
strategy
Source: Adapted from Gamble, J. E., and Thompson, A. A. Jr.,
Essentials of Strategic Management: The Quest for
Competitive Advantage, McGraw-Hill-Irwin, 2009, p. 36.
Broad Differentiation Strategy
This strategy differentiates an HCO from other HCOs. An HCO
that pursues this strategy sees
that an important aspect of being able to fulfill its mission
involves cultivating the perception
of uniqueness in the minds of its service recipients and sponsors
regarding the HCO’s services
or products. In a sense, this means building brand loyalty so
that when patients or potential
patients think of a certain service, their first thought is of that
HCO.
11. For many HCOs, the broad differentiation strategy takes the
form of several distinct services,
each targeted to meet specific needs of patient groups in the
HCO’s service area. For example,
a medical group practice specializing in orthopedic services
could consider expanding the
number of programs it offers.
This medical group practice might seek to set itself apart from
its peers in the eyes of patients
by offering natural extensions of its current operations. Physical
therapy, outpatient rehabili-
tative medicine, or sports medicine services could be added to
the practice as part of a con-
tinuum of services for its patients. The patients would benefit
from the close coordination of
services and the convenience of multiple services, under one
roof. The medical group practice
would benefit from several additional sources of revenue.
By developing a reputation for high quality in programs such as
these, an HCO can come to
be associated in a positive way with certain types of needs for a
broad cross section of the
community. Becoming synonymous with quality services in the
public’s mind can enhance
Section 6.1Strategy Concepts
the diversity and intensity of sources of revenue generation. The
end result of such differen-
tiation is a greater capability to fulfill the HCO’s mission
mandate in terms of its patient and
client needs.
12. For example, by using survey results to identify what was
important to its patients, Cleve-
land Clinic improved areas such as room cleanliness, the
medical staff ’s communication with
patients, and even the hospital’s noise level at night. These
differentiating factors improved
the hospital’s overall satisfaction rating from the 55th
percentile to the 92nd percentile for all
major hospitals in the United States in just four years (Merlino
& Raman, 2013).
Focused Differentiation Strategy
An HCO can also pursue its objectives by using a focused
differentiation strategy. This strategy
concentrates on a single service or a category of very similar
services offered by an HCO that
meets the needs of a specific group of patients/clients but still
seeks to differentiate the HCO
from its competition.
The Recreation Center for the Physically Limited employs a
focused differentiation strategy.
This center’s services are highly specialized: providing
recreational activities as a means of
enhancing the growth and well-being of its clients.
This center’s service recipients are tightly defined as well.
Recreational opportunities are
provided for the physically handicapped, excluding children
under the age of five. Using a
focused differentiation strategy, the recreation center seeks to
fill a service gap for the physi-
cally challenged in its community.
The main advantages of a focused differentiation strategy
13. include (a) capitalizing on the dis-
tinctive competencies of the people involved and (b)
concentrating on doing one thing well.
These advantages can also create a knowledge base of how to
carry out certain types of pro-
grams and improve efficiency in performing the services. An
example of a focused differentia-
tion strategy is in-home pharmaceutical services offered to non-
mobile patients. The chosen
segment must be big enough to justify the investment and
operating costs for serving the
segment. For for-profit organizations, it must also be a
profitable segment to serve.
Low-Cost Leadership Strategy
Another fundamental method for achieving objectives is a low -
cost leadership strategy,
which can involve either an overall low-cost strategy or a
focused low-cost strategy. The
hallmark of the low-cost leadership strategy is a major emphasis
on efficiency. By keeping
the lowest costs among providers in the HCO’s target region,
the organization is effectively
positioned to attract and maintain service recipients on the basis
of low pricing. The HCO is
also better positioned to match other providers’ pricing
strategies for extended periods, as
competitive bidding for major contracts becomes a way of life
in a managed-care industry
environment.
The use of the low-cost leadership strategy has its challenges.
Because the HCO is competing
basically on price, the organization must have a clear
understanding of its costs for rendering
its services. Administrative and indirect costs must be kept to a
14. minimum. With the use of the
Section 6.1Strategy Concepts
low-cost leadership strategy, the services offered by an HCO
focus more on the fundamentals
and less on the frills. In the face of price competition,
differences between costs and rev-
enues—margins—are typically reduced with this strategy,
making higher volumes necessary
to maintain operating surpluses. All this requires an excellent
management information sys-
tem to track actual costs of care and revenues generated. An
overall low-cost strategy could
be adjusted for a focused low-cost strategy if lower costs are
achieved for a particular service
or segment in which the HCO competes with others that offer
similar services. An example of
a focused low-cost strategy is My Dentist Complete Care
Dentistry, which is a family of dental
practices in Arkansas, Kansas, Missouri, Oklahoma, and Texas.
My Dentist, which was founded
in 1983 by Pat Steffen, DDS, offers cleaning and exams for $39
and charges $99 for an extrac-
tion. Costs are kept low at My Dentist, while patients are
provided with quality care, because
several dentists operate out of the same facility, using a single
receptionist, insurance proces-
sor, and shared equipment.
Some of the low-cost leadership strategy’s operational demands,
such as large service vol-
umes, are beyond the capabilities of many stand-alone HCOs.
Those HCOs sometimes require
15. integrated relationships with other providers, which will be
either peers (horizontal integra-
tion) or organizations that provide other spectrums of care
(vertical integration).
Diversification Strategies
Several strategy options may supplement or complement the
basic, or generic, strategy cho-
sen by an HCO. These strategy options are usually referred to as
diversification strategies,
and they may take many forms. Great care must be exercised in
embarking on the usage of
these strategies because the use of some of them involves
entering a new business, which the
HCO may not be administratively or financially prepared to
manage. Summaries follow for
diversification strategies that include (a) integration strategies,
as well as strategies for imple-
menting integrated relationships, or implementation strategies,
which include (b) strategic
alliances, (c) joint ventures, and (d) mergers/acquisitions.
Integration Strategies
Integration strategies take two basic forms: horizontal
integration and vertical integra-
tion. Horizontal integration strategies take the form of alliances
between providers of similar
services, such as hospital groups. Vertical integration refer s to
the major addition of services
closer to the client (forward vertical integration), such as when
a nursing home decides to add
home health services. It may also mean backward vertical
integration, where the added services
move away from the patient toward suppliers, such as in the
case of a large regional hospital that
contracts management services out to a small rural hospital,
16. hoping to draw patient referrals that
require more sophisticated treatment.
Achieving these integrated relationships can be accomplished
through a number of imple-
mentation strategies. These implementation strategies include
strategic alliances, joint ven-
tures, and mergers/acquisitions.
Section 6.1Strategy Concepts
Strategic Alliances
Alliances are loose relationships among providers to achieve
certain common goals. While
contractual relationships are common, there is no exchange of
ownership or loss of ultimate
local autonomy. The organizations combining forces typically
are not directly competing
within a region.
Strategic alliances seek some of the economies of scale required
by the cost leadership strat-
egy by standardizing, for example, certain aspects of their
operations and combining their
purchasing power. These moves provide added negotiating clout
with suppliers of equipment
and materials as well as with suppliers of specialized consulting
and health program services.
One such alliance is VHA, Inc. VHA member facilities enjoy
such benefits as purchasing dis-
counts, access to consultants on operational issues, and
architectural services, among others.
HCOs may develop these alliances with suppliers to have an
17. assurance of supplies and to
achieve priority in order fulfillment with suppliers. For
example, a hospital may form an alli-
ance with an emergency care organization to staff their
emergency rooms instead of hiring
their own physicians. These emergency-care providers usually
provide separate patient bill-
ing and collection for rendered services.
Joint Ventures
In joint ventures, which are more formalized versions of
strategic alliances, two HCOs seek,
in various ways, to combine strengths and overcome the
weaknesses of their respective
organizations, often with some exchange or pooling of
management control of the venture.
HMOs are a prime example of this technique. Physician groups
and hospitals combine forces,
allowing the medical groups to better compete on a price basis
where services and risks
are spread over larger, combined patient volumes. The hospitals
benefit by solidifying their
patient referrals and gaining additional control over the costs of
care. In this vertical relation-
ship, both entities are better positioned to bid competitively for
the health services of large
employee groups.
Another example of joint ventures involves large, urban
hospitals providing management
contracts and specialist physicians for smaller, rural hospitals.
For example, DeSoto Regional
Health System in Mansfield, Louisiana (population 5,027) is a
38-bed acute-care hospital.
While the hospital is locally owned by the DeSoto Regional
Foundation, management is pro-
18. vided by Willis-Knighton Health System of Shreveport,
Louisiana, whose flagship hospital is a
902-bed general medical and surgical center.
Mergers/Acquisitions
Mergers/acquisitions, or merger arrangements, take the joint
venture a major step further.
Here, as in the joint venture, two organizations seek to do
better, together, what they had
been doing alone. With the merger/acquisition, however, the
separate organizations become
a single entity through some exchange of ownership. Typically,
the conditions driving such
a major ownership change portend dramatic, and often negative,
consequences, if ignored.
Market share, profitability, and organizational viability often
are threatened without some
major operational changes.
Section 6.1Strategy Concepts
By combining resources and ownership, HCOs hope to achieve
greater efficiency through a
reduction in service duplication, improved and enlarged
geographic coverage, larger volumes
of care, and improvements in other critical operational aspects.
An example is Health Net’s
and Qual-Med’s $775 million merger in 1993 (H&HN Daily
Display, 2013). The combining of
their resources produced California’s largest, proprietary
managed-care organization, with
1.1 million enrollees.
Despite these potential benefits, successful mergers are difficult
19. to achieve. Autonomy and
managerial control are not given away lightly. Even where this
transition is successfully
negotiated, mergers often run afoul of the differences in
organizational cultures between the
merging partners. The differences can be so profound and the
personalities of the organiza-
tions so entrenched that mergers have failed to achieve
anticipated results on this basis alone.
One trend in mergers involves joint ventures of for-profit
hospitals with academic medical
centers. For example, LifePoint Hospitals, Inc., which is a
publicly traded company with 51
hospitals, has a joint venture agreement with Duke University
Health System. Similarly, Health
Management Associates has joint ventures with the University
of Florida and the University
of Mississippi Medical Center, while the Biomedical Research
Foundation Holding Company
operates LSU Health Sciences Center in Shreveport, Louisiana
(Blackmon, 2013) and a satel-
lite institution in Monroe, Louisiana (Weiner, 1994).
Acquisitions do not result in a new entity, but the acquiring
HCO does use its name on the
newly acquired organization. The acquired organization may be
left intact administratively,
with more general oversight provided by the parent
organization, or the parent organization
may staff the acquired organization with its own administrators.
Using a low-cost leadership strategy in an environment
dominated more and more by man-
aged care means partnering among service providers. The higher
overhead of stand-alone
20. organizations, the substantial financial risks of mistakes in
capitation expense and revenue
estimates in making competitive bids, and the bargaining power
with clients and suppliers of
larger competitor groups make it very difficult for individual
providers to effectively imple-
ment a cost/price leadership approach by themselves. Alliances,
joint ventures, or mergers/
acquisitions can provide a means for maintaining organizational
viability in the fast-changing
healthcare environment.
Blue Ocean Strategy
In their groundbreaking work, Blue Ocean Strategy, Kim and
Mauborgne (2005) describe
another approach to strategy that does not rely on the traditi onal
low-cost leadership, broad
differentiation, or focused differentiation strategies. Instead,
Kim and Mauborgne (2005)
suggest that industry assumptions be questioned and that firms
look for areas where demand
can be created and competition does not exist. They call such
competitive spaces blue oceans.
Blue oceans create demand, rather than fight over it. In contrast,
red oceans represent all the
industries in existence today that compete for the same
customers (or patients), using the
traditional low-cost leadership, broad differentiation, or focused
differentiation strategies.
Outperforming the competition in one or more of these areas is
the goal of a blue ocean
strategy (Kim & Mauborgne, 2004). Table 6.1 clarifies the
differences between red and blue
ocean strategies.
21. Section 6.1Strategy Concepts
Table 6.1: Red ocean strategy versus blue ocean strategy
Red ocean strategy Blue ocean strategy
Compete in existing market space Create uncontested market
space
Beat the competition Make the competition irrelevant
Exploit existing demand Create and capture new demand
Make the value/cost tradeoff Break the value/cost tradeoff
Align the whole system of a company’s activities
with its strategic choice of differentiation or low
cost
Align the whole system of a company’s activities in
pursuit of differentiation and low cost
Source: Kim, W. C, & Mauborgne, R. (2004). Blue ocean
strategy. Harvard Business Review, (October), 76–84.
Blue ocean strategy involves increasing the value proposition
for the customer while simul-
taneously lowering costs, thus creating a new value curve, or
relationship between perfor-
mance of activities and the value received by consumers in
relation to competitors. Kim and
Mauborgne (2005, Spring) suggest that firms reference the
following four questions, which
are known as the Four Actions Framework, when they begin to
develop a blue ocean strategy:
22. 1. Which of the factors that the industry takes for granted
should be eliminated?
Rationale for this question: The problem many industries face is
that certain
accepted practices no longer add value for the consumer, yet
everyone performs
these activities and competes with each other on the basis of
these activities.
2. Which factors should be reduced well below the industry’s
standard?
Rationale for this question: In many cases, firms have
overdesigned products or
services in their zeal to compete. The result is a product or
service that offers more
than customers want and that adds needlessly to cost.
3. Which factors should be raised well above the industry’s
standard?
Rationale for this question: The goal here is to eliminate the
compromises custom-
ers are forced to make.
4. Which factors should be created that the industry has never
offered?
Rationale for this question: This question forces the firm to
look at entirely new
value for customers and, thus, to create new demand (Kim &
Mauborgne, 2005,
Spring).
Consider the following example of the use, in effect, of a blue
ocean strategy by a healthcare
company. Danish insulin producer Novo Nordisk examined the
insulin industry and noticed
23. that the target market for insulin was patients’ doctors. The idea
was that the doctor had the
most influence on which insulin the patient purchased. Doctors,
for their part, wanted access
to a purer form of insulin. The 1980s saw a great deal of
progress on this front; now every-
one’s insulin was of comparable quality. As a result, insulin
suppliers had no way of effectively
competing on the basis of the product’s quality.
Novo Nordisk’s solution was to break with the industry standard
by shifting its marketing
from doctors to the patients themselves. The company explored
how insulin was sold in vials;
patients faced the challenge of dealing with syringes, needl es,
and the insulin itself. In 1985,
Novo Nordisk developed the NovoPen. The device, which
looked like a fountain pen, allowed
Section 6.2Strategies for Large Multi-Unit Organizations
the patient to administer the insulin with one click and
contained a week’s worth of the drug.
Following this innovation, vials, syringes, and needles were
eliminated. By 1989 the com-
pany had developed the NovoJet—a disposable device even
easier to use than the NovoPen. In
1999, the Innovo came along, with a built-in memory that told
the patient the amount of the
dose, the amount of the last dose, and the time between doses.
In 2010, Novo Nordisk came
out with the NovoLog for type 1 diabetes.
By adopting a blue ocean strategy, Novo Nordisk became a
24. diabetes care company rather
than just an insulin producer. The company’s innovations
transformed the insulin indus-
try. Prefilled insulin devices are the primary way insulin is
delivered to diabetes patients
today. Novo Nordisk commands 60% of the insulin market in
Europe and 80% in Japan
(Gabel, Liston, Jensen, & Marsteller, 1994).
6.2 Strategies for Large Multi-Unit Organizations
As companies become more diversified and complex, the
industry analysis that is useful to
a single organizational unit operating in one industry becomes
less meaningful because of
multiple businesses operating in multiple industries. For
example, a large medical equipment
manufacturer may have several divisions catering to different
healthcare providers, such as
dentists, physicians, hospitals, and so forth. Each market has its
own characteristics and spe-
cialized equipment needs that should not be lumped together for
analysis.
The Boston Consulting Group Matrix
The Boston Consulting Group created a matrix that is a useful
tool for analyzing existing oper-
ating units or divisions of a large, complex organization. Using
this matrix involves the clas-
sification of operating units or services into one of four cells,
based on relative market share
and the growth rate of the market. Relative market share is an
organization’s share of a
given market compared to competitors’ shares. The growth rate
of the market is the annual
increase in revenues/patients in a market. The classification of a
unit into one of the four cells
25. has strategic implications for each of the units. The Boston
Consulting Group (BCG) matrix
is shown in Figure 6.2.
Stars are operating units that generate growth for the
organization. They are in service
areas that have a high growth rate, and they have a relativel y
high market share. Stars may
require large infusions of cash to keep up with market growth.
When the market for these
units matures and market share is retained, stars become cash
cows. Cash cows are operat-
ing units with a relatively high market share, but they serve a
market that is not growing
rapidly. They provide the cash flow for the stars and the
resources to fix question marks.
Cash cows must be kept healthy and may require some
reinvestment to maintain that health.
Question marks are operating units that are in a rapidly growing
market but have a rela-
tively low market share. If successful strategies are put in place,
question marks have the
opportunity to become stars. Dogs are operating units with a
relatively low market share in
a low-growth market.
Section 6.2Strategies for Large Multi-Unit Organizations
Figure 6.2: The Boston Consulting Group matrix
The matrix can be used to classify existing operating units or
services of an organization.
f06.01_MHA 626.ai
27. Question marks
Dogs
Source: Adapted from The Boston Consulting Groups.
http://www.bcg.com/about_bcg/history/history_1968.aspx
One way to think about strategies for these four different types
of operating units is to envi-
sion a finance window with a line of business unit managers
lined up to ask for money. Which
ones …