Care Management in the SHMO DemonstrationsRoberto VuittonetI .docx
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Care Management in the S/HMO Demonstrations Roberto Vuittonet I believe that despite the potential benefits, the cost and challenges of Social Health Maintenance Organization (S/HMO) far outweigh the benefits. On the basis of operational and administrative costs, it is more efficient to make chronic care benefits to a HMO as opposed to adding HMO component t community care providers (Saucier, Burwell & Halperin, (2013). There are also more existing options available in the market that serve the same needs. It is also observed that up to date, the difference between S/HMO and existing Medicare HMOS. Up to date there is no existing data to show any benefits directly attributed to S/HMO case management. Existing data shows that Medicare care management when targeted at a specific condition will have more promise. This is because focusing activities on specific activities creates specialized outcomes. There are some benefits from S/HMOS. First, there are additional benefits such as chronic care management, prescription drugs benefits, personal care management, adult day care, respite care, medical transportation, dental and hearing aids. Enrollees also have access to legal aid, housing and other social security benefits. However, these benefits come at a cost. The Enrollees therefore have to choose the benefits over cost. The current problem facing healthcare in the United States is rising cost. Most of the Medicare beneficiaries are seeking cheaper alternatives for healthcare. Although the enrollees in S/HMOs can maximize their benefits, there is little evidence of any cost savings. It therefore means that S/HMOs have little considerable benefits over existing alternatives in the market. References Saucier, P., Burwell, B., & Halperin, A. (2013). Consumer choices and continuity of care in managed long-term services and supports: Emerging practices and lessons. AARP Public Policy Institute. Retrieved March, 17, 2015. Discussion #3 Bryan Cerritos The Social health maintenance organization (S/HMO) demonstration was initiated in 1980 by the Health Care Financing Administration (HCFA), in cooperation with the Health Policy Center of Brandeis University, with the intention of providing acute and chronic care services under a prepaid plan for the elderly population (Yordi, 1988). These service would be compensated on a capitated basis, along with premiums, and even by Medicaid (Yordi, 1988). Beneficiaries that meet their state’s nursing-home-certifiable adjusted criteria upon enrollment receive an adjusted Medicare capitated rate (Yordi, 1988). All enrollees are eligible for basic Medicare benefits, but those with assessed as nursing home certifiable or “at risk” of nursing home placement are eligible for chronic care benefits (Yordi, 1988). Any healthcare program that is created for the aim of specifically serving the needs of a target population is highly relevant and should be supported. This is especially the case for a program designed to .
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Running Head MEDICARE POLICY Of 2019 MEDICARE POLIC.docx
Running Head: MEDICARE POLICY Of 2019
MEDICARE POLICY
Medicare Policy of 2019
Maria Williams
Southern New Hampshire University
06/07/2020
Introduction
Description of the Medicare Policy of 2019
Patient Safety and Quality Improvement Act (PSQIA) is one of the most important health care policies in the United States. The Act was passed in 2005 to protect health care professionals and workers who report unsafe conditions in hospitals. The policy was formulated to encourage the reporting of adverse events and malpractices that occur in health care centers. Such events may include medical errors and accidents. The law seeks to protect the identity of professionals who report such incidences while maintaining the patients’ confidentiality. To protect patient privacy, the law imposes fines for confidentiality breaches (Nash, 2011). The policy also bestows the Agency for Healthcare Research and Quality (AHRQ) with the responsibility to publish a list of patient safety organizations that record and assess patient safety data. The Office of Civil Rights also enforces the policy among national health care facilities. The primary goal of this policy is to encourage health professionals to improve the safety and quality of health care and to understand the underlying causes of hazards in the delivery of healthcare (Nash, 2011). The policy also seeks to encourage the sharing of such results in all states within a protected legal framework, thereby minimizing any risks that are associated with patient care. In so doing, the policy hopes to reduce potential risks that patients are exposed to.
Rationale and Professional Relevance
Maintaining patient safety and quality of care are some of the most important goals of healthcare professionals. The policy goes a long way in encouraging all health care professionals to observe safety and quality standards. The Institute of Medicine regards patient safety as indistinguishable from delivery of quality care (Mitchell, 2008). Health professionals should observe patient safety practices such as use of stimulators, bar coding, computerized order entry, and crew resource management to avoid errors and improve health care processes (Mitchell, 2008). In order to comply with the legislation, nurses and other professionals should focus their attention on defining and measuring quality long before national and state level stress on quality improvements. Nurses have the responsibility in patient safety to avoid medication errors and prevent patient falls.
Stakeholder Analysis
The success of a policy depends on stakeholder participation and compliance. The key stakeholders of the policy can be broadly categorized as internal or external stakeholders. Within a health care institution, internal stakeholders include health professionals such as nurses, physicians, pharmacists, and clinical officers. External stakeholders, on the other hand, include patients, community members, government re.
Running Head MEDICARE POLICY Of 2019 MEDICARE POLIC.docx
Running Head: MEDICARE POLICY Of 2019
MEDICARE POLICY
Medicare Policy of 2019
Maria Williams
Southern New Hampshire University
06/07/2020
Introduction
Description of the Medicare Policy of 2019
Patient Safety and Quality Improvement Act (PSQIA) is one of the most important health care policies in the United States. The Act was passed in 2005 to protect health care professionals and workers who report unsafe conditions in hospitals. The policy was formulated to encourage the reporting of adverse events and malpractices that occur in health care centers. Such events may include medical errors and accidents. The law seeks to protect the identity of professionals who report such incidences while maintaining the patients’ confidentiality. To protect patient privacy, the law imposes fines for confidentiality breaches (Nash, 2011). The policy also bestows the Agency for Healthcare Research and Quality (AHRQ) with the responsibility to publish a list of patient safety organizations that record and assess patient safety data. The Office of Civil Rights also enforces the policy among national health care facilities. The primary goal of this policy is to encourage health professionals to improve the safety and quality of health care and to understand the underlying causes of hazards in the delivery of healthcare (Nash, 2011). The policy also seeks to encourage the sharing of such results in all states within a protected legal framework, thereby minimizing any risks that are associated with patient care. In so doing, the policy hopes to reduce potential risks that patients are exposed to.
Rationale and Professional Relevance
Maintaining patient safety and quality of care are some of the most important goals of healthcare professionals. The policy goes a long way in encouraging all health care professionals to observe safety and quality standards. The Institute of Medicine regards patient safety as indistinguishable from delivery of quality care (Mitchell, 2008). Health professionals should observe patient safety practices such as use of stimulators, bar coding, computerized order entry, and crew resource management to avoid errors and improve health care processes (Mitchell, 2008). In order to comply with the legislation, nurses and other professionals should focus their attention on defining and measuring quality long before national and state level stress on quality improvements. Nurses have the responsibility in patient safety to avoid medication errors and prevent patient falls.
Stakeholder Analysis
The success of a policy depends on stakeholder participation and compliance. The key stakeholders of the policy can be broadly categorized as internal or external stakeholders. Within a health care institution, internal stakeholders include health professionals such as nurses, physicians, pharmacists, and clinical officers. External stakeholders, on the other hand, include patients, community members, government re.
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The document summarizes key aspects of the current US healthcare system and policies. It outlines the various public and private entities involved in healthcare financing, including Medicare, Medicaid, private insurers, and programs for veterans and native Americans. It discusses how the majority of healthcare is financed through public/private insurers and employers. The Affordable Care Act aimed to provide coverage for the uninsured. Future healthcare models may focus on reducing costs through telemedicine, accountable care organizations, and addressing patients' long-term needs.
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Running Head MEDICARE POLICY OF 2019MEDICARE POLICY.docx
Running Head: MEDICARE POLICY OF 2019
MEDICARE POLICY
Medicare Policy of 2019
Maria Williams
Southern New Hampshire University
05/10/2020
Medicare Policy of 2019
Purpose
The purpose of the Medicare program is to provide health insurance for people who have attained 65 years of age and over. Medicare is also intended to assist people below 65 years but have specific disabilities through health insurance. The health insurance program is also aimed at increasing affordable quality healthcare services among people across all age groups affected with End-Stage Renal Disease (Centers for Medicare and Medicaid Services, 2020). People with a disability aged below 65 are also eligible for Medicare.
Scope
The scope of Medicare includes provision of health insurance coverage for the aforementioned populations. It concerned with the health interests of minority or underrepresented individuals such racial or ethnic minority groups, rural populations, the disabled, and members of the lesbian, gay, bisexual, transgender, and queer (LGBTQ) (CMS, 2020). The Ministry of Health (MOH) CMS office actively takes part in health-policy development, regulations, planning, and coordination of minority healthcare initiatives through stakeholder engagement (CMS, 2020). Besides, the CMS of Minority health researches, collects, and analyzes data to identify target groups and identify healthcare disparities; eliminate barriers to affordable healthcare; and develop appropriate solutions (CMS, 2020). Medicare is also applied to collect data and share knowledge on the quality, access, and costs of the available healthcare services relating to minority groups and the eligible populations.
Stakeholders
The main stakeholders of the Medicare healthcare program are healthcare workers and institutions such as physicians and nurse managers, and public and private healthcare facilities. Other stakeholders include health insurance companies; pharmaceutical firms and suppliers of the required healthcare resources such as wheelchairs; government institutions and healthcare organizations such as the MOH, Centers for Disease Control and Prevention (CDC) (CMS, 2020). Beneficiaries such as minority groups and races, and the eligible populations such as people of age 65 and older, and disabled individuals aged below 65 years are also part of the Medicare stakeholders.
Constituents
Medicare consists of three parts namely Part A. Part B and Part C. Part A is concerned with hospital insurance and covers hospital-based inpatient care. Services covered include critical hospital access, skilled nursing facilities, and hospice care for some healthcare homes ((CMS, 2020). Formally employed people pay for the premiums through payroll taxes. Part B covers medical insurance. The services include doctors’ and outpatient services. It further covers some services not covered in Part A such as physical and occupational therapy, and specific home care services (CMC, 20.
Running Head MEDICARE POLICY OF 2019MEDICARE POLICY.docx
Running Head: MEDICARE POLICY OF 2019
MEDICARE POLICY
Medicare Policy of 2019
Maria Williams
Southern New Hampshire University
05/10/2020
Medicare Policy of 2019
Purpose
The purpose of the Medicare program is to provide health insurance for people who have attained 65 years of age and over. Medicare is also intended to assist people below 65 years but have specific disabilities through health insurance. The health insurance program is also aimed at increasing affordable quality healthcare services among people across all age groups affected with End-Stage Renal Disease (Centers for Medicare and Medicaid Services, 2020). People with a disability aged below 65 are also eligible for Medicare.
Scope
The scope of Medicare includes provision of health insurance coverage for the aforementioned populations. It concerned with the health interests of minority or underrepresented individuals such racial or ethnic minority groups, rural populations, the disabled, and members of the lesbian, gay, bisexual, transgender, and queer (LGBTQ) (CMS, 2020). The Ministry of Health (MOH) CMS office actively takes part in health-policy development, regulations, planning, and coordination of minority healthcare initiatives through stakeholder engagement (CMS, 2020). Besides, the CMS of Minority health researches, collects, and analyzes data to identify target groups and identify healthcare disparities; eliminate barriers to affordable healthcare; and develop appropriate solutions (CMS, 2020). Medicare is also applied to collect data and share knowledge on the quality, access, and costs of the available healthcare services relating to minority groups and the eligible populations.
Stakeholders
The main stakeholders of the Medicare healthcare program are healthcare workers and institutions such as physicians and nurse managers, and public and private healthcare facilities. Other stakeholders include health insurance companies; pharmaceutical firms and suppliers of the required healthcare resources such as wheelchairs; government institutions and healthcare organizations such as the MOH, Centers for Disease Control and Prevention (CDC) (CMS, 2020). Beneficiaries such as minority groups and races, and the eligible populations such as people of age 65 and older, and disabled individuals aged below 65 years are also part of the Medicare stakeholders.
Constituents
Medicare consists of three parts namely Part A. Part B and Part C. Part A is concerned with hospital insurance and covers hospital-based inpatient care. Services covered include critical hospital access, skilled nursing facilities, and hospice care for some healthcare homes ((CMS, 2020). Formally employed people pay for the premiums through payroll taxes. Part B covers medical insurance. The services include doctors’ and outpatient services. It further covers some services not covered in Part A such as physical and occupational therapy, and specific home care services (CMC, 20.
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Running Head MEDICARE POLICY Of 2019 MEDICARE POLIC.docx
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Maria Williams
Southern New Hampshire University
06/07/2020
Introduction
Description of the Medicare Policy of 2019
Patient Safety and Quality Improvement Act (PSQIA) is one of the most important health care policies in the United States. The Act was passed in 2005 to protect health care professionals and workers who report unsafe conditions in hospitals. The policy was formulated to encourage the reporting of adverse events and malpractices that occur in health care centers. Such events may include medical errors and accidents. The law seeks to protect the identity of professionals who report such incidences while maintaining the patients’ confidentiality. To protect patient privacy, the law imposes fines for confidentiality breaches (Nash, 2011). The policy also bestows the Agency for Healthcare Research and Quality (AHRQ) with the responsibility to publish a list of patient safety organizations that record and assess patient safety data. The Office of Civil Rights also enforces the policy among national health care facilities. The primary goal of this policy is to encourage health professionals to improve the safety and quality of health care and to understand the underlying causes of hazards in the delivery of healthcare (Nash, 2011). The policy also seeks to encourage the sharing of such results in all states within a protected legal framework, thereby minimizing any risks that are associated with patient care. In so doing, the policy hopes to reduce potential risks that patients are exposed to.
Rationale and Professional Relevance
Maintaining patient safety and quality of care are some of the most important goals of healthcare professionals. The policy goes a long way in encouraging all health care professionals to observe safety and quality standards. The Institute of Medicine regards patient safety as indistinguishable from delivery of quality care (Mitchell, 2008). Health professionals should observe patient safety practices such as use of stimulators, bar coding, computerized order entry, and crew resource management to avoid errors and improve health care processes (Mitchell, 2008). In order to comply with the legislation, nurses and other professionals should focus their attention on defining and measuring quality long before national and state level stress on quality improvements. Nurses have the responsibility in patient safety to avoid medication errors and prevent patient falls.
Stakeholder Analysis
The success of a policy depends on stakeholder participation and compliance. The key stakeholders of the policy can be broadly categorized as internal or external stakeholders. Within a health care institution, internal stakeholders include health professionals such as nurses, physicians, pharmacists, and clinical officers. External stakeholders, on the other hand, include patients, community members, government re.
Running Head MEDICARE POLICY Of 2019 MEDICARE POLIC.docx
Running Head: MEDICARE POLICY Of 2019
MEDICARE POLICY
Medicare Policy of 2019
Maria Williams
Southern New Hampshire University
06/07/2020
Introduction
Description of the Medicare Policy of 2019
Patient Safety and Quality Improvement Act (PSQIA) is one of the most important health care policies in the United States. The Act was passed in 2005 to protect health care professionals and workers who report unsafe conditions in hospitals. The policy was formulated to encourage the reporting of adverse events and malpractices that occur in health care centers. Such events may include medical errors and accidents. The law seeks to protect the identity of professionals who report such incidences while maintaining the patients’ confidentiality. To protect patient privacy, the law imposes fines for confidentiality breaches (Nash, 2011). The policy also bestows the Agency for Healthcare Research and Quality (AHRQ) with the responsibility to publish a list of patient safety organizations that record and assess patient safety data. The Office of Civil Rights also enforces the policy among national health care facilities. The primary goal of this policy is to encourage health professionals to improve the safety and quality of health care and to understand the underlying causes of hazards in the delivery of healthcare (Nash, 2011). The policy also seeks to encourage the sharing of such results in all states within a protected legal framework, thereby minimizing any risks that are associated with patient care. In so doing, the policy hopes to reduce potential risks that patients are exposed to.
Rationale and Professional Relevance
Maintaining patient safety and quality of care are some of the most important goals of healthcare professionals. The policy goes a long way in encouraging all health care professionals to observe safety and quality standards. The Institute of Medicine regards patient safety as indistinguishable from delivery of quality care (Mitchell, 2008). Health professionals should observe patient safety practices such as use of stimulators, bar coding, computerized order entry, and crew resource management to avoid errors and improve health care processes (Mitchell, 2008). In order to comply with the legislation, nurses and other professionals should focus their attention on defining and measuring quality long before national and state level stress on quality improvements. Nurses have the responsibility in patient safety to avoid medication errors and prevent patient falls.
Stakeholder Analysis
The success of a policy depends on stakeholder participation and compliance. The key stakeholders of the policy can be broadly categorized as internal or external stakeholders. Within a health care institution, internal stakeholders include health professionals such as nurses, physicians, pharmacists, and clinical officers. External stakeholders, on the other hand, include patients, community members, government re.
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This presentation highlights the key inequalities that abounds between the United Kingdom and the Nigerian healthcare systems.
Presentation1
The document summarizes key aspects of the current US healthcare system and policies. It outlines the various public and private entities involved in healthcare financing, including Medicare, Medicaid, private insurers, and programs for veterans and native Americans. It discusses how the majority of healthcare is financed through public/private insurers and employers. The Affordable Care Act aimed to provide coverage for the uninsured. Future healthcare models may focus on reducing costs through telemedicine, accountable care organizations, and addressing patients' long-term needs.
A health insurance roadmap
A health insurance roadmap takes a look at some simple solutions to the complex issues facing health insurance, medicare, medicaid, long term care insurance, and the high cost of health expenses in retirement.
This will work because so much of this is already in place and a lot of the rest would be quick and easy to implement. As in all areas, knowledge is power. Consumers can take control of your insurance portfolio by becoming educated about insurance. Better education and understanding will lead to positive results for consumers and for the insurance industry.
Running Head MEDICARE POLICY OF 2019MEDICARE POLICY.docx
Running Head: MEDICARE POLICY OF 2019
MEDICARE POLICY
Medicare Policy of 2019
Maria Williams
Southern New Hampshire University
05/10/2020
Medicare Policy of 2019
Purpose
The purpose of the Medicare program is to provide health insurance for people who have attained 65 years of age and over. Medicare is also intended to assist people below 65 years but have specific disabilities through health insurance. The health insurance program is also aimed at increasing affordable quality healthcare services among people across all age groups affected with End-Stage Renal Disease (Centers for Medicare and Medicaid Services, 2020). People with a disability aged below 65 are also eligible for Medicare.
Scope
The scope of Medicare includes provision of health insurance coverage for the aforementioned populations. It concerned with the health interests of minority or underrepresented individuals such racial or ethnic minority groups, rural populations, the disabled, and members of the lesbian, gay, bisexual, transgender, and queer (LGBTQ) (CMS, 2020). The Ministry of Health (MOH) CMS office actively takes part in health-policy development, regulations, planning, and coordination of minority healthcare initiatives through stakeholder engagement (CMS, 2020). Besides, the CMS of Minority health researches, collects, and analyzes data to identify target groups and identify healthcare disparities; eliminate barriers to affordable healthcare; and develop appropriate solutions (CMS, 2020). Medicare is also applied to collect data and share knowledge on the quality, access, and costs of the available healthcare services relating to minority groups and the eligible populations.
Stakeholders
The main stakeholders of the Medicare healthcare program are healthcare workers and institutions such as physicians and nurse managers, and public and private healthcare facilities. Other stakeholders include health insurance companies; pharmaceutical firms and suppliers of the required healthcare resources such as wheelchairs; government institutions and healthcare organizations such as the MOH, Centers for Disease Control and Prevention (CDC) (CMS, 2020). Beneficiaries such as minority groups and races, and the eligible populations such as people of age 65 and older, and disabled individuals aged below 65 years are also part of the Medicare stakeholders.
Constituents
Medicare consists of three parts namely Part A. Part B and Part C. Part A is concerned with hospital insurance and covers hospital-based inpatient care. Services covered include critical hospital access, skilled nursing facilities, and hospice care for some healthcare homes ((CMS, 2020). Formally employed people pay for the premiums through payroll taxes. Part B covers medical insurance. The services include doctors’ and outpatient services. It further covers some services not covered in Part A such as physical and occupational therapy, and specific home care services (CMC, 20.
Running Head MEDICARE POLICY OF 2019MEDICARE POLICY.docx
Running Head: MEDICARE POLICY OF 2019
MEDICARE POLICY
Medicare Policy of 2019
Maria Williams
Southern New Hampshire University
05/10/2020
Medicare Policy of 2019
Purpose
The purpose of the Medicare program is to provide health insurance for people who have attained 65 years of age and over. Medicare is also intended to assist people below 65 years but have specific disabilities through health insurance. The health insurance program is also aimed at increasing affordable quality healthcare services among people across all age groups affected with End-Stage Renal Disease (Centers for Medicare and Medicaid Services, 2020). People with a disability aged below 65 are also eligible for Medicare.
Scope
The scope of Medicare includes provision of health insurance coverage for the aforementioned populations. It concerned with the health interests of minority or underrepresented individuals such racial or ethnic minority groups, rural populations, the disabled, and members of the lesbian, gay, bisexual, transgender, and queer (LGBTQ) (CMS, 2020). The Ministry of Health (MOH) CMS office actively takes part in health-policy development, regulations, planning, and coordination of minority healthcare initiatives through stakeholder engagement (CMS, 2020). Besides, the CMS of Minority health researches, collects, and analyzes data to identify target groups and identify healthcare disparities; eliminate barriers to affordable healthcare; and develop appropriate solutions (CMS, 2020). Medicare is also applied to collect data and share knowledge on the quality, access, and costs of the available healthcare services relating to minority groups and the eligible populations.
Stakeholders
The main stakeholders of the Medicare healthcare program are healthcare workers and institutions such as physicians and nurse managers, and public and private healthcare facilities. Other stakeholders include health insurance companies; pharmaceutical firms and suppliers of the required healthcare resources such as wheelchairs; government institutions and healthcare organizations such as the MOH, Centers for Disease Control and Prevention (CDC) (CMS, 2020). Beneficiaries such as minority groups and races, and the eligible populations such as people of age 65 and older, and disabled individuals aged below 65 years are also part of the Medicare stakeholders.
Constituents
Medicare consists of three parts namely Part A. Part B and Part C. Part A is concerned with hospital insurance and covers hospital-based inpatient care. Services covered include critical hospital access, skilled nursing facilities, and hospice care for some healthcare homes ((CMS, 2020). Formally employed people pay for the premiums through payroll taxes. Part B covers medical insurance. The services include doctors’ and outpatient services. It further covers some services not covered in Part A such as physical and occupational therapy, and specific home care services (CMC, 20.
Medicare and Medicaid relate to my practice area as the number of pa.docx
Medicare and Medicaid relate to my practice area as the number of patients signing up for health insurance continues to rise. Medicare was established to help elderly and disabled aged 65 years and above pay their medical costs. Similarly Medicaid is designed to help low-income elderly patients aged 65 and above pay for medical expenses either in nursing homes or other long-term care facilities (Meyers, Durfey, Gadbois, & Thomas, 2019). Medicare is categorized into either Medicare Part A or Part B where Part A covers hospital insurance and Part B covers medical insurance. Medicare Part A is designed to help patients cover costs that arise during hospitalization either during skilled care, home health nursing or home health care. Part B on the other hand, helps patients over costs such as doctor visits, transportation, lab tests, screenings, clinical research and other services that facilitate effective patient diagnosis. Patient older aged 65 and above are often eligible for Medicare Part A if they have worked and paid their Medicare taxes in their early lives. However, for one to be eligible for Part B, other than the level of their income, their ability to pay monthly premiums is also checked. Given as Part B covers more extensive services, patients must be willing to pay these monthly fees. The higher the income the higher the amount of premiums charged.
Medicaid is a more comprehensive health insurance program as it allows eligible patients access to additional services and durable medical equipment. Although Medicare and Medicaid are government programs, each of these are executed differently depending of each state government. The compensation fees or any fees that may arise as a result of using the program depend of independent states. Eligibility also differs according to state as the age requirement alone is not enough. The income limit of $2,349 a month, for instance, dependents on whether the state is medically needy or not(Elmaleh-Sachs & Schneider, 2020). For medically needy state, even patients with an income above the limit may be eligible for Medicaid. Medicaid is designed to cover for additional services after those cleared by Medicare. A patient can therefore qualify for both Medicare and Medicaid simultaneously.
Although states are still resistant to implement Medicaid expansion, the 28 states that have so far adopted the expansion have seen an increase in the number of insured patients. With the expansion, states have seen a decrease in the average amount spent on healthcare. The expansion has also resulted in an increase in Medicaid revenues and created more opportunities for nurses. There is an increased demand for nurses to strike a balance in the increasing patient-nurse ratio. An increase in nurses guarantees reduce workload and ultimately reduced job stress and burn out for nurses (Elmaleh-Sachs & Schneider, 2020). When nurses work in a conducive work environment they are bound to deliver safe and quality care more.
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Primary health care aims to make health care accessible and affordable for all communities. It has eight key elements including education on health problems, nutrition promotion, water and sanitation access, and maternal/child healthcare. The principles of primary health care are equity, community participation, decentralization, accessibility, health promotion/prevention, effectiveness, integration, and efficiency. Health care can be financed through fees, taxes, insurance, or employment-related payments. The Millennium Development Goals set targets like reducing poverty and hunger by 2015 but progress was uneven, with maternal health goals largely unmet though other goals like reduced child mortality saw more success.
Mental Health Care In Prison
- The program aims to systematically follow up with suicidal individuals who call the National Suicide Prevention Lifeline or are discharged from partner emergency departments.
- The goal is to promote continued support and monitoring of at-risk individuals after an initial crisis contact or emergency department visit.
- Grant funding will be provided to support eligible applicants who can demonstrate their ability to properly manage follow-up services for suicidal individuals.
Governance Of A Healthcare Setting
The document discusses the seven key functions of management in healthcare organizations: planning, organizing, staffing, directing, coordinating, reporting and budgeting. Planning involves determining goals and steps to achieve them. Organizing involves structuring job roles, departments and defining relationships. Staffing involves recruiting and selecting employees. Directing includes guiding, motivating and overseeing staff. Coordinating aligns organizational units and resources. Reporting provides updates on operations and results. Budgeting allocates financial resources to support organizational activities. Effective management across these seven functions is essential for the success and growth of any healthcare organization.
Assignment 1Public Administration – The Good, th.docx
Assignment 1
Public Administration – The Good, the Bad, the Ugly
hhhhhhh
Modern Public Administration
Prof. hhhhh
Date: hhhhh
The White House Issue: Health reforms
The Health Care Reforms are the best obsession for the United States, Majorly most of the American citizens who were responsible for originating the improvement found it helpful. Back in the year 2011, a countrywide crackdown was conducted as a way to oppose the frauds that were becoming a health concern, and the federal administration recovered almost $ 4.1 billion. The Health Care Improvement for capturing the healthcare frauds and scams allowed President Obama’s policy to enhance on strict penalties like compensation and fines. By providing the United States citizens with Patient Protection as well as, ACA (Affordable Care Act) was the ultimate presidential success for President Barack Obama (.whitehouse., 2014).
The public policy
As most of the leaders decided to adopt a firm stand with the many important issues within the American State, the essential point was the definition of the improvement of the Health Care in the United States by President Barack Obama and when discussing the fitness and care reform a lot of issues are put on focus.
The public policies are categorized into four groups which are the regulatory policy, the distributive policy, the redistributive policy and lastly the constituent policy. Every issue in the White House is organized it the way it is related to any of the four types of public systems (NCBI, 2016). The financial regime faces most of the significant issues, and many may need to be in a position to determine the problems which are related to funding system because some of these issues affect some of the American citizens.
Distributive policy as mentioned above, it is a policy that focuses on supporting the selected issues; the strategy that is behind the distributive health care is the local understanding and having a flexible organizational design. The idea of distribution is quite broad as it classifies distributive policy action towards including all the public processes that are responsible for developing as well as providing equitable access to the resources. In regards to the health issues, this may have financial aid for assisting the excluded to have access to the healthcare. Also, across funding aid to assist in the inside operations of the health institutions such as the combination of threats which enhances the inclusion of reasonably inadequate health services. Also, the appointment systems facilitate the secondary concern for the needy to access health services (Mackintosh, 2013). It also reduces the shifts regarding the fitness care regime in processes that will be able to satisfy and offer the proper access to those who are deprived by supporting the distributive promises that the government has made and having full access to healthcare services. In this kind of shift, the significant disadvantage is ...
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This document provides an overview and comparison of two common health care payment systems: fee-for-service and capitation. Fee-for-service involves paying providers for each individual service rendered, which can incentivize overtreatment but allows for clinical autonomy. Capitation involves paying providers a fixed amount per patient per time period regardless of services rendered, which can incentivize under treatment of patients needing more care but removes profit motives. Both systems provide different cash flows and incentives to providers. The document also briefly discusses the U.S. health care system, including private insurance, Medicare, Medicaid, and the roles of individuals, businesses, government, and private insurers in financing care.
A Comparison of Health Care Payment Systems.docx
This document provides an overview and comparison of different health care payment systems, including fee-for-service and capitation models. Fee-for-service involves paying providers for each individual service rendered, which can incentivize overtreatment but allows for clinical autonomy. Capitation involves paying providers a fixed amount per patient per time period, which removes profit incentives but may encourage neglect of patients needing extensive care or inclusion of unnecessary healthy patients. The US system uses a mix of private insurance, Medicare, Medicaid, and other programs to finance care through taxes, premiums, and out-of-pocket payments to both private insurers and the government.
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This document compares two common methods for paying healthcare workers: fee-for-service and capitation. Fee-for-service pays providers for each service rendered, which can incentivize overtreatment but gives autonomy. Capitation pays providers a fixed amount per patient per time period regardless of services, which can incentivize undertreatment but reduces profit motive. The US system uses both private insurance and government programs like Medicare and Medicaid to finance payments to providers from taxes, premiums, and out-of-pocket costs.
The process of analyzing health policy involves explaining the pri.docx
The process of analyzing health policy involves explaining the primary relationship between different institutions, interest areas and concepts (Walt et al., 1994). It is essential in order to establish historical policies, their successes or failure and help in planning for the design and development of current and future policies. The ever dynamic nature of the policy environment makes policy analysis to look more complicated.
The design, development and adoption or implementation of any health policy is heavily dependent on the financial position of any governing institution (Walt et al., 1999). A health policy entails the management of disease or infection outbreaks and disease causing factors or conditions. In managing disease outbreaks, a ruling organization has to establish sufficient structures where patients will be taken care of or treated, ensure the availability of sufficient health experts and treatment instruments, create public awareness about the disease, including its symptom causal factors and put in place mechanisms that will help manage the spread of the disease or infection. In the management of disease causal factors, it is necessary to finance campaigns to foster effective environmental management mechanisms (Merriam et al., 2001). It is also necessary to specify the minimum conditions under which human activities will be carried out in order to enhance safety and health.
Congresswoman Moody has to understand that the state she represents lies on an international border which experiences multiple socioeconomic interactions. This is particularly dangerous considering that the area is highly populated. The fact that the area has many undocumented workers also means that they are highly vulnerable to experiencing inadequate access to health services. The conditions under which these individuals work does not make it any better. They are highly prone to contracting occupational health problems which are usually the most complicated kind of infections to deal with. Moody does not have the capacity to stop the activities that take place in her state since it will spark global controversy and even affect the economic outlook of her state. In addition, her limited Medicaid budget and rate of unemployment is depressing issues.
The first option Moody should consider is to look at the possibility of borrowing funds from one of the internal management departments to help ease the predicament that exists in the medical department. It is necessary to accept the existing condition and try to reason on how it could be solved rather than concentrating on past challenges that remain unsolved. Solving this first challenge will provide room for the developments that will lead to solving the rest of the problems.
The second option would be to welcome or introduce investors into the health sector within the state. They could help residents in the state by either offering affordable care services or through provision of an insurance pol.
Universal Health Coverage: Frequently Asked Questions
This brief answers several “frequently asked questions” (FAQ) on universal health coverage (UHC):
What is Universal Health Coverage (UHC)?
How does UHC align with USAID’s priorities?
How does UHC relate to broader goals for development, including the Sustainable Development Goals?
How is UHC measured?
What progress has been made towards UHC?
How does USAID support countries’ UHC efforts?
The FAQ accompanies Universal Health Coverage: An Annotated Bibliography, which presents resources that provide an overview of UHC and also delve into specific topics within UHC, such as measurement, health financing, and benefit plans. The bibliography also includes links to relevant websites that can provide additional resources.
CASE 6B – CHESTER & WAYNE Chester & Wayne is a regional .docx
CASE 6B – CHESTER & WAYNE
Chester & Wayne is a regional food distribution company. Mr. Chester, CEO, has asked your
assistance in preparing cash-flow information for the last three months of this year. Selected
accounts from an interim balance sheet dated September 30, have the following balances:
Cash $142,100 Accounts payable $354,155
Marketable securities 200,000 Other payables 53,200
Accounts receivable $1,012,500
Inventories 150,388
Mr. Wayne, CFO, provides you with the following information based on experience and
management policy. All sales are credit sales and are billed the last day of the month of sale.
Customers paying within 10 days of the billing date may take a 2 percent cash discount. Forty
percent of the sales is paid within the discount period in the month following billing. An
additional 25 percent pays in the same month but does not receive the cash discount. Thirty
percent is collected in the second month after billing; the remainder is uncollectible. Additional
cash of $24,000 is expected in October from renting unused warehouse space.
Sixty percent of all purchases, selling and administrative expenses, and advertising expenses is
paid in the month incurred. The remainder is paid in the following month. Ending inventory is
set at 25 percent of the next month's budgeted cost of goods sold. The company's gross profit
averages 30 percent of sales for the month. Selling and administrative expenses follow the
formula of 5 percent of the current month's sales plus $75,000, which includes depreciation of
$5,000. Advertising expenses are budgeted at 3 percent of sales.
Actual and budgeted sales information is as follows:
Actual: Budgeted:
August $750,000 October $826,800
September 787,500 November 868,200
December 911,600
January 930,000
The company will acquire equipment costing $250,000 cash in November. Dividends of $45,000
will be paid in December.
The company would like to maintain a minimum cash balance at the end of each month of
$120,000. Any excess amounts go first to repayment of short-term borrowings and then to
investment in marketable securities. When cash is needed to reach the minimum balance, the
company policy is to sell marketable securities before borrowing.
The company will acquire equipment costing $250,000 cash in November. Dividends of $45,000
will be paid in December.
The company would like to maintain a minimum cash balance at the end of each month of
$120,000. Any excess amounts go first to repayment of short-term borrowings and then to
investment in marketable securities. When cash is needed to reach the minimum balance, the
company policy is to sell marketable securities before borrowing.
Questions (use of spreadsheet software is recommended):
1. Prepare a cash budget for each month of the fourth quarter and for the quarter in total.
Prepare supporting schedules as needed. (Round all budge.
CASE 9 Bulimia Nervosa Table 9-1 Dx Checklist Bulimia Nervos.docx
"CASE 9 Bulimia Nervosa Table 9-1 Dx Checklist Bulimia Nervosa 1. Repeated binge-eating episodes. 2. Repeated performance of ill-advised compensatory behaviors (e.g., forced vomiting) to prevent weight gain. 3. Symptoms take place at least weekly for a period of 3 months. 4. Inappropriate influence of weight and shape on appraisal of oneself. (Based on APA, 2013.) Rita was a 26-year-old manager of a local Italian restaurant and lived in the same city as her parents. Her childhood was not a happy one. Her parents divorced when she was about 5 years of age. She and her three older brothers remained with their mother, who often seemed overwhelmed with her situation and unable to run the household effectively. Rita would often refer to her childhood as utterly chaotic, as if no one were in charge. Within a 12-month period, 1 percent to 1.5 percent of individuals will meet the diagnostic criteria for bulimia nervosa; at least 90 percent of cases occur in females (APA, 2013). She nevertheless muddled through. When her brothers were finally all off to college or beyond, Rita entered high school, and the household seemed more manageable. Ultimately, she developed a close relationship with her mother, indeed too close, Rita suspected. Her mother seemed like her closest friend, at times the entire focus of her social life. They were both women alone, so to speak, and relied heavily on one another for comfort and support, preventing Rita from developing serious friendships. The two often went shopping together. Rita would give her mother an update on the most recent fashion trends, and her mother would talk to Rita about “how important it is to look good and be put together in this day and age.” Rita didn’t mind the advice, but sometimes she did wonder if her mother kept saying that as a way of telling her that she didn’t think she looked good. Rita later attended a local public college, majoring in business. However, she quit after 3 years to take a job at the restaurant. She had begun working in the restaurant part-time while a sophomore and after 2 years was offered the position of daytime manager. It was a well-paying job, and since her interest was business anyway, Rita figured it made sense to seize an attractive business opportunity. Her mother was not very supportive of her decision to leave college, but Rita reassured her that she intended to go back and finish up after she had worked for a while and saved some money. Just before leaving college, Rita began a serious relationship with a man whom she met at school. Their interest in each other grew, and they eventually got engaged. Everything seemed to be going well when out of the blue, her fiancé’s mental state began to deteriorate. Ultimately he manifested a pattern of schizophrenia and had to be hospitalized. As his impairment extended from days to months and then to more than a year, Rita finally had to end the engagement; she had to pick up the pieces and go on without him. She felt .
Case 9 Bulimia Nervosa in Gorenstein and Comer (2014)Rita was a.docx
Rita is a 26-year-old woman who struggles with bulimia nervosa. She engages in binge eating episodes 2-3 times per week, consuming over 4,000 calories in a single sitting. After binges, she purges through vomiting to avoid weight gain. Rita is preoccupied with her weight and body image. Though her weight is in the normal range, she is highly critical of her body and engages in frequent weighing, clothing comparisons, and mirror checking. Her disordered eating patterns have become more severe over time, further compromising her physical and mental health.
Case 8.1 Pros and Cons of Balkan Intervention59Must the a.docx
Case 8.1 Pros and Cons of Balkan Intervention59
“Must the agony of Bosnia-Herzegovina be regarded, with whatever regrets, as somebody else’s trouble?
We don’t think so, but the arguments on behalf of that view deserve an answer. Among them are the
following:
The Balkan conflict is a civil war and unlikely to spread beyond the borders of the former
Yugoslavia. Wrong. Belgrade has missiles trained on Vienna. Tito’s Yugoslavia claimed, by way of
Macedonia, that northern Greece as far south as Thessaloniki belonged under its sovereignty. Those
claims may return. ‘Civil’ war pitting non-Slavic Albanians against Serbs could spread to Albania,
Turkey, Bulgaria, and Greece.
The United States has no strategic interest in the Balkans. Wrong. No peace, no peace dividend.
Unless the West can impose the view that ethnic purity can no longer be the basis for national
sovereignty, then endless national wars will replace the Cold War. This threat has appeared in
genocidal form in Bosnia. If it cannot be contained here, it will erupt elsewhere, and the Clinton
administration’s domestic agenda will be an early casualty.
If the West intervenes on behalf of the Bosnians, the Russians will do so on behalf of the Serbs, and
the Cold War will be reborn. Wrong. The Russians have more to fear from ‘ethnic cleansing’ than
any people on Earth. Nothing would reassure them better than a new, post-Cold War Western
policy of massive, early response against the persecution of national minorities, including the
Russian minorities found in every post-Soviet republic. The Russian right may favor the Serbs, but
Russian self-interest lies elsewhere.
The Serbs also have their grievances. Wrong. They do, but their way of responding to these
grievances, according to the State Department’s annual human rights report, issued this past week,
‘dwarfs anything seen in Europe since Nazi times.’ Via the Genocide Convention, armed
intervention is legal as well as justified.
The UN peace plan is the only alternative. Wrong. Incredibly, the plan proposes the reorganization
of Bosnia-Herzegovina followed by a cease-fire. A better first step would be a UN declaration that
any nation or ethnic group proceeding to statehood on the principle of ethnic purity is an outlaw
state and will be treated as such. As now drafted, the UN peace plan, with a map of provinces that
not one party to the conflict accepts, is really a plan for continued ‘ethnic cleansing.’”
Case 8.2 Images, Arguments, and the Second Persian Gulf Crisis, 1990–
1991
The analysis of policy arguments can be employed to investigate the ways that policymakers represent or
structure problems (Chapter 3). We can thereby identify the images, or problem representations, that
shape processes of making and justifying decisions. For example, during times of crisis, the images which
United States policymakers have of another country affect deliberations about the use of peacekeeping
and negotiation, the imposition of economic sanctions, o.
CASE 5Business Performance Evaluation Approaches for Thoughtf.docx
CASE 5
Business Performance Evaluation: Approaches for Thoughtful Forecasting
Every day, fortunes are won and lost on the backs of business performance assessments and forecasts. Because of the uncertainty surrounding business performance, the man-ager should appreciate that forecasting is not the same as fortune-telling; unanticipated events have a way of making certain that specific forecasts are never exactly correct. This note purports, however, that thoughtful forecasts greatly aid managers in under-standing the implications of various outcomes (including the most probable outcome) and identify the key bets associated with a forecast. Such forecasts provide the manager with an appreciation of the odds of business success. This note examines principles in the art and science of thoughtful financial fore-casting for the business manager. In particular, it reviews the importance of (1) under-standing the financial relationships of a business enterprise, (2) grounding business forecasts in the reality of the industry and macroenvironment, (3) modeling a forecast that embeds the implications of business strategy, and (4) recognizing the potential for cognitive bias in the forecasting process. The note closes with a detailed example of financial forecasting based on the example of the Swiss food and nutrition com-pany Nestle.
Understanding the Financial Relationships of the Business Enterprise
Financial statements provide information on the financial activities of an enterprise. Much like the performance statistics from an athletic contest, financial statements provide an array of identifying data on various historical strengths and weaknesses
This technical note was prepared by Professor Michael J. Schill. Special thanks go to Vladimir Kolcin for data-collection assistance and to Lee Ann Long-Tyler and Ray Nedzel for technical assistance. Copyright © 2015 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to [email protected] No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation.
Part TwoFinancial Analysis and Forecasting
across a broad spectrum of business activities. The income statement (also known as the profit-and-loss statement) measures flows of costs, revenue, and profits over a defined period of time, such as a year. The balance sheet provides a snapshot of business invest-ment and financing at a particular point in time, such as the end of a year. Both state-ments combine to provide a rich picture of a business’s financial performance. The analysis of financial statements is one important way of understanding the mechanics of the systems that make up business operations. Interpreting Financial Ratios Financial ratios provide a useful way to id.
Case 6-2 Not Getting Face Time at Facebook—and Getting the Last La.docx
Case 6-2 Not Getting Face Time at Facebook—and Getting the Last Laugh!
In August 2009, Facebook turned down job applicant Brian Acton, an experienced engineer who had previously worked at Yahoo and Apple. More than 4 years later, Facebook paid him $3 billion to acquire his 20% stake of WhatsApp, a start-up he had cofounded immediately after Facebook rejected his job application.(1) WhatsApp Messenger is a proprietary, cross-platform, instant-messaging subscription service for smartphones and selected feature phones that use the Internet for communication. In addition to text messaging, users can send each other images, video, and audio media messages, as well as their location using integrated mapping features.(2) How could Facebook, a highly successful firm, have made such a drastic mistake?
Back in 2009, Brian Acton was a software engineer who was out of work for what seemed like a very long time. He believed he had what it took to make a difference in the industry, but his career did not work out as planned. Even though he spent years at Apple and Yahoo, he got rejected many times by Twitter and Facebook.(3) Acton described the details of the interview process that he failed to do well in as follows:
First of all, interviewing a person for a job that requires technical skills is difficult for both the interviewer and the interviewee. Facebook is a highly desirable firm to work for and requires the best skills and talents from all of their potential employees. It is therefore not surprising that the selection process rivals, if not tops, any company in the industry. The process starts with an email or a phone call from a recruiter in response to an online application or [to] a recommendation from a friend who may work for Facebook. Sometimes, in the initial chat online, timed software coding challenges are set to find the best performers. If this chat goes well, an applicant will go on to the next level—an initial in-person interview or phone screening.(4)
In this next hurdle, the applicant will have a 45-minute chat with a fellow engineer/potential coworker, [with] whom he or she shares the same area of expertise. They will tell you about their job and what their role is in Facebook; then they ask about the applicant’s résumé, motivation, and interests. Additionally, the applicant will be tested about his or her technical skills, coding exercises, and programming abilities.(5)
If successful, the applicant will be invited for back-to-back interviews. This part of the process is very grueling and stressful since all the interviews take place throughout a single day. The candidate will also be asked to manually write a program on a whiteboard to make sure that the applicant is knowledgeable about program writing. The goal in this final step is to see how one approaches a problem and comes up with a solution [that] is simple enough to solve in 10–30 minutes and can be easily explained.(6)
As a potential coworker, the applicant will be te.
Case 6.4 The Case of the Poorly Performing SalespersonEd Markham.docx
Case 6.4 The Case of the Poorly Performing Salesperson
Ed Markham, the African American sales manager at WCTV, is considering how to handle a problem with one of his salespersons, Jane Folsom, who is White. Ed was promoted to sales manager three months ago after working at WCTV for 2 years. He earned his promotion by exceeding sales goals every month after his first on the job. He developed a research report using secondary data like MRI and the Lifestyle Market Analyst to analyze the market. His former boss praised the report, gave a copy to all salespersons, and included a summary of it in the rate card. When his former boss left for a new job in a larger market, he recommended Ed as his replacement.
Jane has been a salesperson at WCTV for 2 years. For most of that time, she has exceeded sales quotas about as much as Ed had. For the past 3 months, she has not met sales quotas. After his second month as sales manager, Ed talked to Jane about her performance. She attributed her below-average performance to the closing of a major advertiser, Anthony’s Fashions. This local clothing store closed because several major retailers, including JC Penney and Dillard’s, had opened at the local mall.
Ed listened to Jane’s explanation and then suggested ways to obtain new clients. He asked Jane whether she had set personal sales goals, set up a prospect file of new and inactive advertisers as well as existing businesses that were potential clients, come up with research and data on the market to use in presentations and reports to clients, come up with new ideas or opportunities to advertise for clients, or asked her clients about their needs and goals (Shaver, 1995). Jane said no, she simply telephoned or visited her clients regularly to see if they wanted to run ads.
Ed also asked Jane why several of her clients had not paid their bills. He explained that a salesperson must check out a client’s ability to pay before running a schedule. Jane replied that she was not aware of that fact and that no one had ever trained her to sell. She had sold time for a radio station before, but that was all the training she had. Ed’s predecessor had just hired her and cut her loose.
Ed gave Jane a memo after their first meeting a month ago asking her to focus on sales training for the next month. First, she should read Shaver’s (1995) Making the Sale! How to Sell Media With Marketing. He gave her a copy, told her to read it, and asked her to contact him if she had any questions. After reading the book, he told her that she should establish written personal sales goals, begin to develop a prospect file (with two new and two inactive clients), and develop three ideas for new advertising opportunities for existing clients. In the memo, Ed told Jane that he would not hold her to sales performance standards that month. He wanted Jane to focus on doing the background work he assigned to help her improve her future sales performance.
At the meeting a month later, Ed discovered.
Case 5.6Kelo v City of New London545 U.S. 469 (2005)Ye.docx
Case 5.6
Kelo v City of New London
545 U.S. 469 (2005)
Yes, Actually, They Can Take That Away From You
Facts
In 1978, the city of New London, Connecticut, undertook a redevelopment plan for purposes of creating a redeveloped area in and around the existing park at Fort Trumbull. The plan sought to develop the related ambience a state park should have, including the absence of pink cottages and other architecturally eclectic homes. Part of the redevelopment plan was the city’s deal with Pfizer Corporation for the location of its research facility in the area. The preface to the city’s development plan included the following statement of goals and purpose:
To create a development that would complement the facility that Pfizer was planning to build, create jobs, increase tax and other revenues, encourage public access to and use of the city’s waterfront, and eventually “build momentum” for the revitalization of the rest of the city, including its downtown area.
The affected property owners, including Susette Kelo, live in homes and cottages (15 total) located in and around other existing structures that would be permitted to stay in the area designated for the proposed new structures (under the city’s economic development plan) that would be placed there primarily by private land developers and corporations. The city was assisted by a private, nonprofit corporation, the New London Development Corporation (NLDC), in the development of the economic plan and piloting it through the various governmental processes, including that of city council approval. The central focus of the plan was getting Pfizer to the Fort Trumbull area (where the homeowners and their properties were located) with the hope of a resulting economic boost that such a major corporate employer can bring to an area.
Kelo and the other landowners whose homes would be razed to make room for Pfizer and the accompanying and resulting economic development plan filed suit challenging New London’s legal authority to take their homes. The trial court issued an injunction preventing New London from taking certain of the properties but allowing others to be taken. The appellate court found for New London on all the claims, and the landowners (petitioners) appealed.
Judicial Opinion
STEVENS, Justice Two polar propositions are perfectly clear. On the one hand, it has long been accepted that the sovereign may not take the property of A for the sole purpose of transferring it to another private party B, even though A is paid just compensation. On the other hand, it is equally clear that a State may transfer property from one private party to another if future “use by the public” is the purpose of the taking; the condemnation of land for a railroad with common-carrier duties is a familiar example. Neither of these propositions, however, determines the disposition of this case.
The disposition of this case therefore turns on the question whether the City’s development plan serves a “public purpos.
CASE 5.10 FIBREBOARD PAPER PRODUCTS CORP. V. NLRB SUPREME COURT OF.docx
CASE 5.10 FIBREBOARD PAPER PRODUCTS CORP. V. NLRB SUPREME COURT OF THE UNITED STATES, 379 U.S. 203 (1964).
[After receiving union proposals for contract revisions for the benefit of the maintenance workers at the company’s Emeryville, California, plant, the company advised the union that negotiations for a new contract would be pointless because it had definitely decided to contract out the work performed by the employees covered by the agreement upon the expiration of the agreement. The company planned to replace these employees with an independent contractor’s employees and expected that substantial savings would be effected by this contracting-out of the work. The Board ordered the company to reinstate the maintenance operation with the union employees, reinstate the employees with back pay, and fulfill its statutory bargaining obligation. The court of appeals granted the Board’s enforcement petition, and the Supreme Court agreed to hear the case.]
WARREN, C. J.... I. Section 8(a)(5) of the National Labor Relations Act provides that it shall be an unfair labor practice for an employer “to refuse to bargain collectively with the representatives of his employees.” Collective bar- gaining is defined in Section 8(d)
as the performance of the mutual obligation of the employer and the representative of the employees to meet at reasonable times and confer in good faith with respect to wages, hours, and other terms and conditions of employment.
“Read together, these provisions establish the obligation of the employer and the representative of its employees to bargain with each other in good faith with respect to ‘wages, hours, and other terms and conditions of employment....’ The duty is limited to those subjects, and within that area neither is legally obligated to yield. Labor Board v. American Ins. Co., 343 U.S. 395. As to other matters, however, each party is free to bargain or not to bargain....” Labor Board v. Wooster Div. of Borg-Warner Corp., 356 U.S. 342, 349. Because of the limited grant of certiorari, we are concerned here only with whether the subject upon which the employer allegedly refused to bargain— contracting out of plant maintenance work previously performed by employees in the bargaining unit, which the employees were capable of continuing to perform—is covered by the phrase “terms and conditions of employment” within the meaning of Section 8(d).
The subject matter of the present dispute is well within the literal meaning of the phrase “terms and conditions of employment.”
As the Court of Appeals pointed out, it is not necessary that it be likely or probable that the union will yield or supply a feasible solution but rather that the union be afforded an opportunity to meet management’s legitimate complaints that its maintenance was unduly costly.
We are thus not expanding the scope of mandatory bargaining to hold, as we do now, that the type of “contracting out” involved in this case—the replacement of employees in the exi.
Case 4 The McDonald’s China Food Supplier Scandal1. What we.docx
Case 4:
The McDonald’s China Food Supplier Scandal
1. What were the root causes for Husi’s misbehavior?
2. What are the major challenges faced by the multinationals such as McDonald’s in supply chain management in China?
3. Should McDonald’s be held responsible for the scandal? How could McDonald’s avoid similar situations from happening again?
4. Should OSI be held responsible for the scandal? What should OSI do to prevent similar situations from happening again?
.
Case 3 Neesha Wilson Phoenix Rising Risks, Protective Factors, and.docx
Neesha Wilson, a 10-year-old African American girl, was referred for assessment by her school due to poor academic performance and behavioral issues. She lives with her mother and older brother, as her father left the family 3 years ago. Testing showed Neesha's intellectual abilities were likely underestimated and her academic skills were well above grade level, though she was repeating 4th grade. Neesha reported worries about school performance and family stressors, and showed signs of anxiety through somatic symptoms like fatigue. While most scores were normal, elevated scales indicated concerns with negative mood, physiological arousal, and somatic complaints.
Case 48 Sun Microsystems Done by Nour Abdulaziz Maryam .docx
Case 48: Sun Microsystems
Done by: Nour Abdulaziz
Maryam Barifah
Shrouq Al-Jaadi
Balqees Mekhalfi
Yara El-Feki
Introduction
•In 2009, Oracle was planning to acquire Sun Microsystems.
•This acquisition would allow Oracle;
•to further diversify their brand, customers and acquire various new platforms that would be added to their portfolio such as MySQL, Solaris and Java.
•Oracle originally placed an offer of $9.50 per share price which is considerably higher than Sun Microsystem’s price that is $6.69.
•This will cut the production costs and make the company more efficient throughout all the value chain.
•Oracle aimed to capitalize on Sun Microsystem’s decline by getting particular assets or the whole company at the deflated price.
Is Sun Microsystems a good strategic fit for Oracle? Should Oracle acquire Sun Microsystems?
- as it will allow them to achieve their vision of becoming the Apple of the software industry.
- it will allow the company to deliver high-quality customer products by combining both hardware and software components, hence reducing the consumer setup process.
Continue
It will provide Oracle with the needed expansion.
-This acquisition fits Oracle’s overall strategy which is to improve through acquiring and effectively integrating other companies
Worth of Sun Microsystems and Valuation Approaches
To know how much Sun Microsystems worth, we must find the Stand Alone Value of the company.
The Stand Alone value represents the present value of Sun Microsystem individually before factoring the synergy that would be created when Oracle acquires Sun.
Another method is the value of Sun Microsystem with synergies, which after being acquired by Oracle, must be found. This is done to see whether or not the acquisition was a proper strategic decision or not
Another method of valuing the Sun Microsystem is through the comparative company analysis (CCA). That is done through the thorough assessment of rival and peer businesses of similar size and industry.
Finally, the acquisition price, which is the price that is paid to the target when it is first acquired, is also used as a separate method of valuation. The value of the acquisition price ranges between the values of the stand-alone and the synergies.
USING THE DCF
To be able to find the values of both, the Stand Alone and the synergies, we have decided the best way to do so is by calculating the discounted cash flow (DCF) by using the multiples and the perpetuity growth methods and finding the average of both.
DCF Using Multiples MethodDCF Using Perpetuity Growth MethodIt does not consider long-term growth rate or the economics of business.This method seems inaccurate as the company assumes a certain growth rate will remains the same 2014 onwards (forever) which is unrealistic.It is considered a challenging method to use as it is very difficult to identify truly comparable companies.
USING THE WACC
The weig.
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hhhhhhh
Modern Public Administration
Prof. hhhhh
Date: hhhhh
The White House Issue: Health reforms
The Health Care Reforms are the best obsession for the United States, Majorly most of the American citizens who were responsible for originating the improvement found it helpful. Back in the year 2011, a countrywide crackdown was conducted as a way to oppose the frauds that were becoming a health concern, and the federal administration recovered almost $ 4.1 billion. The Health Care Improvement for capturing the healthcare frauds and scams allowed President Obama’s policy to enhance on strict penalties like compensation and fines. By providing the United States citizens with Patient Protection as well as, ACA (Affordable Care Act) was the ultimate presidential success for President Barack Obama (.whitehouse., 2014).
The public policy
As most of the leaders decided to adopt a firm stand with the many important issues within the American State, the essential point was the definition of the improvement of the Health Care in the United States by President Barack Obama and when discussing the fitness and care reform a lot of issues are put on focus.
The public policies are categorized into four groups which are the regulatory policy, the distributive policy, the redistributive policy and lastly the constituent policy. Every issue in the White House is organized it the way it is related to any of the four types of public systems (NCBI, 2016). The financial regime faces most of the significant issues, and many may need to be in a position to determine the problems which are related to funding system because some of these issues affect some of the American citizens.
Distributive policy as mentioned above, it is a policy that focuses on supporting the selected issues; the strategy that is behind the distributive health care is the local understanding and having a flexible organizational design. The idea of distribution is quite broad as it classifies distributive policy action towards including all the public processes that are responsible for developing as well as providing equitable access to the resources. In regards to the health issues, this may have financial aid for assisting the excluded to have access to the healthcare. Also, across funding aid to assist in the inside operations of the health institutions such as the combination of threats which enhances the inclusion of reasonably inadequate health services. Also, the appointment systems facilitate the secondary concern for the needy to access health services (Mackintosh, 2013). It also reduces the shifts regarding the fitness care regime in processes that will be able to satisfy and offer the proper access to those who are deprived by supporting the distributive promises that the government has made and having full access to healthcare services. In this kind of shift, the significant disadvantage is ...
A Comparison of Health Care Payment Systems.pdf
This document provides an overview and comparison of two common health care payment systems: fee-for-service and capitation. Fee-for-service involves paying providers for each individual service rendered, which can incentivize overtreatment but allows for clinical autonomy. Capitation involves paying providers a fixed amount per patient per time period regardless of services rendered, which can incentivize under treatment of patients needing more care but removes profit motives. Both systems provide different cash flows and incentives to providers. The document also briefly discusses the U.S. health care system, including private insurance, Medicare, Medicaid, and the roles of individuals, businesses, government, and private insurers in financing care.
A Comparison of Health Care Payment Systems.docx
This document provides an overview and comparison of different health care payment systems, including fee-for-service and capitation models. Fee-for-service involves paying providers for each individual service rendered, which can incentivize overtreatment but allows for clinical autonomy. Capitation involves paying providers a fixed amount per patient per time period, which removes profit incentives but may encourage neglect of patients needing extensive care or inclusion of unnecessary healthy patients. The US system uses a mix of private insurance, Medicare, Medicaid, and other programs to finance care through taxes, premiums, and out-of-pocket payments to both private insurers and the government.
A Comparison of Health Care Payment Systems.docx
This document compares two common methods for paying healthcare workers: fee-for-service and capitation. Fee-for-service pays providers for each service rendered, which can incentivize overtreatment but gives autonomy. Capitation pays providers a fixed amount per patient per time period regardless of services, which can incentivize undertreatment but reduces profit motive. The US system uses both private insurance and government programs like Medicare and Medicaid to finance payments to providers from taxes, premiums, and out-of-pocket costs.
The process of analyzing health policy involves explaining the pri.docx
The process of analyzing health policy involves explaining the primary relationship between different institutions, interest areas and concepts (Walt et al., 1994). It is essential in order to establish historical policies, their successes or failure and help in planning for the design and development of current and future policies. The ever dynamic nature of the policy environment makes policy analysis to look more complicated.
The design, development and adoption or implementation of any health policy is heavily dependent on the financial position of any governing institution (Walt et al., 1999). A health policy entails the management of disease or infection outbreaks and disease causing factors or conditions. In managing disease outbreaks, a ruling organization has to establish sufficient structures where patients will be taken care of or treated, ensure the availability of sufficient health experts and treatment instruments, create public awareness about the disease, including its symptom causal factors and put in place mechanisms that will help manage the spread of the disease or infection. In the management of disease causal factors, it is necessary to finance campaigns to foster effective environmental management mechanisms (Merriam et al., 2001). It is also necessary to specify the minimum conditions under which human activities will be carried out in order to enhance safety and health.
Congresswoman Moody has to understand that the state she represents lies on an international border which experiences multiple socioeconomic interactions. This is particularly dangerous considering that the area is highly populated. The fact that the area has many undocumented workers also means that they are highly vulnerable to experiencing inadequate access to health services. The conditions under which these individuals work does not make it any better. They are highly prone to contracting occupational health problems which are usually the most complicated kind of infections to deal with. Moody does not have the capacity to stop the activities that take place in her state since it will spark global controversy and even affect the economic outlook of her state. In addition, her limited Medicaid budget and rate of unemployment is depressing issues.
The first option Moody should consider is to look at the possibility of borrowing funds from one of the internal management departments to help ease the predicament that exists in the medical department. It is necessary to accept the existing condition and try to reason on how it could be solved rather than concentrating on past challenges that remain unsolved. Solving this first challenge will provide room for the developments that will lead to solving the rest of the problems.
The second option would be to welcome or introduce investors into the health sector within the state. They could help residents in the state by either offering affordable care services or through provision of an insurance pol.
Universal Health Coverage: Frequently Asked Questions
This brief answers several “frequently asked questions” (FAQ) on universal health coverage (UHC):
What is Universal Health Coverage (UHC)?
How does UHC align with USAID’s priorities?
How does UHC relate to broader goals for development, including the Sustainable Development Goals?
How is UHC measured?
What progress has been made towards UHC?
How does USAID support countries’ UHC efforts?
The FAQ accompanies Universal Health Coverage: An Annotated Bibliography, which presents resources that provide an overview of UHC and also delve into specific topics within UHC, such as measurement, health financing, and benefit plans. The bibliography also includes links to relevant websites that can provide additional resources.
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Assignment 1Public Administration – The Good, th.docx
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The process of analyzing health policy involves explaining the pri.docx
Universal Health Coverage: Frequently Asked Questions
Universal Health Coverage: Frequently Asked Questions
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CASE 6B – CHESTER & WAYNE Chester & Wayne is a regional .docx
CASE 6B – CHESTER & WAYNE
Chester & Wayne is a regional food distribution company. Mr. Chester, CEO, has asked your
assistance in preparing cash-flow information for the last three months of this year. Selected
accounts from an interim balance sheet dated September 30, have the following balances:
Cash $142,100 Accounts payable $354,155
Marketable securities 200,000 Other payables 53,200
Accounts receivable $1,012,500
Inventories 150,388
Mr. Wayne, CFO, provides you with the following information based on experience and
management policy. All sales are credit sales and are billed the last day of the month of sale.
Customers paying within 10 days of the billing date may take a 2 percent cash discount. Forty
percent of the sales is paid within the discount period in the month following billing. An
additional 25 percent pays in the same month but does not receive the cash discount. Thirty
percent is collected in the second month after billing; the remainder is uncollectible. Additional
cash of $24,000 is expected in October from renting unused warehouse space.
Sixty percent of all purchases, selling and administrative expenses, and advertising expenses is
paid in the month incurred. The remainder is paid in the following month. Ending inventory is
set at 25 percent of the next month's budgeted cost of goods sold. The company's gross profit
averages 30 percent of sales for the month. Selling and administrative expenses follow the
formula of 5 percent of the current month's sales plus $75,000, which includes depreciation of
$5,000. Advertising expenses are budgeted at 3 percent of sales.
Actual and budgeted sales information is as follows:
Actual: Budgeted:
August $750,000 October $826,800
September 787,500 November 868,200
December 911,600
January 930,000
The company will acquire equipment costing $250,000 cash in November. Dividends of $45,000
will be paid in December.
The company would like to maintain a minimum cash balance at the end of each month of
$120,000. Any excess amounts go first to repayment of short-term borrowings and then to
investment in marketable securities. When cash is needed to reach the minimum balance, the
company policy is to sell marketable securities before borrowing.
The company will acquire equipment costing $250,000 cash in November. Dividends of $45,000
will be paid in December.
The company would like to maintain a minimum cash balance at the end of each month of
$120,000. Any excess amounts go first to repayment of short-term borrowings and then to
investment in marketable securities. When cash is needed to reach the minimum balance, the
company policy is to sell marketable securities before borrowing.
Questions (use of spreadsheet software is recommended):
1. Prepare a cash budget for each month of the fourth quarter and for the quarter in total.
Prepare supporting schedules as needed. (Round all budge.
CASE 9 Bulimia Nervosa Table 9-1 Dx Checklist Bulimia Nervos.docx
"CASE 9 Bulimia Nervosa Table 9-1 Dx Checklist Bulimia Nervosa 1. Repeated binge-eating episodes. 2. Repeated performance of ill-advised compensatory behaviors (e.g., forced vomiting) to prevent weight gain. 3. Symptoms take place at least weekly for a period of 3 months. 4. Inappropriate influence of weight and shape on appraisal of oneself. (Based on APA, 2013.) Rita was a 26-year-old manager of a local Italian restaurant and lived in the same city as her parents. Her childhood was not a happy one. Her parents divorced when she was about 5 years of age. She and her three older brothers remained with their mother, who often seemed overwhelmed with her situation and unable to run the household effectively. Rita would often refer to her childhood as utterly chaotic, as if no one were in charge. Within a 12-month period, 1 percent to 1.5 percent of individuals will meet the diagnostic criteria for bulimia nervosa; at least 90 percent of cases occur in females (APA, 2013). She nevertheless muddled through. When her brothers were finally all off to college or beyond, Rita entered high school, and the household seemed more manageable. Ultimately, she developed a close relationship with her mother, indeed too close, Rita suspected. Her mother seemed like her closest friend, at times the entire focus of her social life. They were both women alone, so to speak, and relied heavily on one another for comfort and support, preventing Rita from developing serious friendships. The two often went shopping together. Rita would give her mother an update on the most recent fashion trends, and her mother would talk to Rita about “how important it is to look good and be put together in this day and age.” Rita didn’t mind the advice, but sometimes she did wonder if her mother kept saying that as a way of telling her that she didn’t think she looked good. Rita later attended a local public college, majoring in business. However, she quit after 3 years to take a job at the restaurant. She had begun working in the restaurant part-time while a sophomore and after 2 years was offered the position of daytime manager. It was a well-paying job, and since her interest was business anyway, Rita figured it made sense to seize an attractive business opportunity. Her mother was not very supportive of her decision to leave college, but Rita reassured her that she intended to go back and finish up after she had worked for a while and saved some money. Just before leaving college, Rita began a serious relationship with a man whom she met at school. Their interest in each other grew, and they eventually got engaged. Everything seemed to be going well when out of the blue, her fiancé’s mental state began to deteriorate. Ultimately he manifested a pattern of schizophrenia and had to be hospitalized. As his impairment extended from days to months and then to more than a year, Rita finally had to end the engagement; she had to pick up the pieces and go on without him. She felt .
Case 9 Bulimia Nervosa in Gorenstein and Comer (2014)Rita was a.docx
Rita is a 26-year-old woman who struggles with bulimia nervosa. She engages in binge eating episodes 2-3 times per week, consuming over 4,000 calories in a single sitting. After binges, she purges through vomiting to avoid weight gain. Rita is preoccupied with her weight and body image. Though her weight is in the normal range, she is highly critical of her body and engages in frequent weighing, clothing comparisons, and mirror checking. Her disordered eating patterns have become more severe over time, further compromising her physical and mental health.
Case 8.1 Pros and Cons of Balkan Intervention59Must the a.docx
Case 8.1 Pros and Cons of Balkan Intervention59
“Must the agony of Bosnia-Herzegovina be regarded, with whatever regrets, as somebody else’s trouble?
We don’t think so, but the arguments on behalf of that view deserve an answer. Among them are the
following:
The Balkan conflict is a civil war and unlikely to spread beyond the borders of the former
Yugoslavia. Wrong. Belgrade has missiles trained on Vienna. Tito’s Yugoslavia claimed, by way of
Macedonia, that northern Greece as far south as Thessaloniki belonged under its sovereignty. Those
claims may return. ‘Civil’ war pitting non-Slavic Albanians against Serbs could spread to Albania,
Turkey, Bulgaria, and Greece.
The United States has no strategic interest in the Balkans. Wrong. No peace, no peace dividend.
Unless the West can impose the view that ethnic purity can no longer be the basis for national
sovereignty, then endless national wars will replace the Cold War. This threat has appeared in
genocidal form in Bosnia. If it cannot be contained here, it will erupt elsewhere, and the Clinton
administration’s domestic agenda will be an early casualty.
If the West intervenes on behalf of the Bosnians, the Russians will do so on behalf of the Serbs, and
the Cold War will be reborn. Wrong. The Russians have more to fear from ‘ethnic cleansing’ than
any people on Earth. Nothing would reassure them better than a new, post-Cold War Western
policy of massive, early response against the persecution of national minorities, including the
Russian minorities found in every post-Soviet republic. The Russian right may favor the Serbs, but
Russian self-interest lies elsewhere.
The Serbs also have their grievances. Wrong. They do, but their way of responding to these
grievances, according to the State Department’s annual human rights report, issued this past week,
‘dwarfs anything seen in Europe since Nazi times.’ Via the Genocide Convention, armed
intervention is legal as well as justified.
The UN peace plan is the only alternative. Wrong. Incredibly, the plan proposes the reorganization
of Bosnia-Herzegovina followed by a cease-fire. A better first step would be a UN declaration that
any nation or ethnic group proceeding to statehood on the principle of ethnic purity is an outlaw
state and will be treated as such. As now drafted, the UN peace plan, with a map of provinces that
not one party to the conflict accepts, is really a plan for continued ‘ethnic cleansing.’”
Case 8.2 Images, Arguments, and the Second Persian Gulf Crisis, 1990–
1991
The analysis of policy arguments can be employed to investigate the ways that policymakers represent or
structure problems (Chapter 3). We can thereby identify the images, or problem representations, that
shape processes of making and justifying decisions. For example, during times of crisis, the images which
United States policymakers have of another country affect deliberations about the use of peacekeeping
and negotiation, the imposition of economic sanctions, o.
CASE 5Business Performance Evaluation Approaches for Thoughtf.docx
CASE 5
Business Performance Evaluation: Approaches for Thoughtful Forecasting
Every day, fortunes are won and lost on the backs of business performance assessments and forecasts. Because of the uncertainty surrounding business performance, the man-ager should appreciate that forecasting is not the same as fortune-telling; unanticipated events have a way of making certain that specific forecasts are never exactly correct. This note purports, however, that thoughtful forecasts greatly aid managers in under-standing the implications of various outcomes (including the most probable outcome) and identify the key bets associated with a forecast. Such forecasts provide the manager with an appreciation of the odds of business success. This note examines principles in the art and science of thoughtful financial fore-casting for the business manager. In particular, it reviews the importance of (1) under-standing the financial relationships of a business enterprise, (2) grounding business forecasts in the reality of the industry and macroenvironment, (3) modeling a forecast that embeds the implications of business strategy, and (4) recognizing the potential for cognitive bias in the forecasting process. The note closes with a detailed example of financial forecasting based on the example of the Swiss food and nutrition com-pany Nestle.
Understanding the Financial Relationships of the Business Enterprise
Financial statements provide information on the financial activities of an enterprise. Much like the performance statistics from an athletic contest, financial statements provide an array of identifying data on various historical strengths and weaknesses
This technical note was prepared by Professor Michael J. Schill. Special thanks go to Vladimir Kolcin for data-collection assistance and to Lee Ann Long-Tyler and Ray Nedzel for technical assistance. Copyright © 2015 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to [email protected] No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation.
Part TwoFinancial Analysis and Forecasting
across a broad spectrum of business activities. The income statement (also known as the profit-and-loss statement) measures flows of costs, revenue, and profits over a defined period of time, such as a year. The balance sheet provides a snapshot of business invest-ment and financing at a particular point in time, such as the end of a year. Both state-ments combine to provide a rich picture of a business’s financial performance. The analysis of financial statements is one important way of understanding the mechanics of the systems that make up business operations. Interpreting Financial Ratios Financial ratios provide a useful way to id.
Case 6-2 Not Getting Face Time at Facebook—and Getting the Last La.docx
Case 6-2 Not Getting Face Time at Facebook—and Getting the Last Laugh!
In August 2009, Facebook turned down job applicant Brian Acton, an experienced engineer who had previously worked at Yahoo and Apple. More than 4 years later, Facebook paid him $3 billion to acquire his 20% stake of WhatsApp, a start-up he had cofounded immediately after Facebook rejected his job application.(1) WhatsApp Messenger is a proprietary, cross-platform, instant-messaging subscription service for smartphones and selected feature phones that use the Internet for communication. In addition to text messaging, users can send each other images, video, and audio media messages, as well as their location using integrated mapping features.(2) How could Facebook, a highly successful firm, have made such a drastic mistake?
Back in 2009, Brian Acton was a software engineer who was out of work for what seemed like a very long time. He believed he had what it took to make a difference in the industry, but his career did not work out as planned. Even though he spent years at Apple and Yahoo, he got rejected many times by Twitter and Facebook.(3) Acton described the details of the interview process that he failed to do well in as follows:
First of all, interviewing a person for a job that requires technical skills is difficult for both the interviewer and the interviewee. Facebook is a highly desirable firm to work for and requires the best skills and talents from all of their potential employees. It is therefore not surprising that the selection process rivals, if not tops, any company in the industry. The process starts with an email or a phone call from a recruiter in response to an online application or [to] a recommendation from a friend who may work for Facebook. Sometimes, in the initial chat online, timed software coding challenges are set to find the best performers. If this chat goes well, an applicant will go on to the next level—an initial in-person interview or phone screening.(4)
In this next hurdle, the applicant will have a 45-minute chat with a fellow engineer/potential coworker, [with] whom he or she shares the same area of expertise. They will tell you about their job and what their role is in Facebook; then they ask about the applicant’s résumé, motivation, and interests. Additionally, the applicant will be tested about his or her technical skills, coding exercises, and programming abilities.(5)
If successful, the applicant will be invited for back-to-back interviews. This part of the process is very grueling and stressful since all the interviews take place throughout a single day. The candidate will also be asked to manually write a program on a whiteboard to make sure that the applicant is knowledgeable about program writing. The goal in this final step is to see how one approaches a problem and comes up with a solution [that] is simple enough to solve in 10–30 minutes and can be easily explained.(6)
As a potential coworker, the applicant will be te.
Case 6.4 The Case of the Poorly Performing SalespersonEd Markham.docx
Case 6.4 The Case of the Poorly Performing Salesperson
Ed Markham, the African American sales manager at WCTV, is considering how to handle a problem with one of his salespersons, Jane Folsom, who is White. Ed was promoted to sales manager three months ago after working at WCTV for 2 years. He earned his promotion by exceeding sales goals every month after his first on the job. He developed a research report using secondary data like MRI and the Lifestyle Market Analyst to analyze the market. His former boss praised the report, gave a copy to all salespersons, and included a summary of it in the rate card. When his former boss left for a new job in a larger market, he recommended Ed as his replacement.
Jane has been a salesperson at WCTV for 2 years. For most of that time, she has exceeded sales quotas about as much as Ed had. For the past 3 months, she has not met sales quotas. After his second month as sales manager, Ed talked to Jane about her performance. She attributed her below-average performance to the closing of a major advertiser, Anthony’s Fashions. This local clothing store closed because several major retailers, including JC Penney and Dillard’s, had opened at the local mall.
Ed listened to Jane’s explanation and then suggested ways to obtain new clients. He asked Jane whether she had set personal sales goals, set up a prospect file of new and inactive advertisers as well as existing businesses that were potential clients, come up with research and data on the market to use in presentations and reports to clients, come up with new ideas or opportunities to advertise for clients, or asked her clients about their needs and goals (Shaver, 1995). Jane said no, she simply telephoned or visited her clients regularly to see if they wanted to run ads.
Ed also asked Jane why several of her clients had not paid their bills. He explained that a salesperson must check out a client’s ability to pay before running a schedule. Jane replied that she was not aware of that fact and that no one had ever trained her to sell. She had sold time for a radio station before, but that was all the training she had. Ed’s predecessor had just hired her and cut her loose.
Ed gave Jane a memo after their first meeting a month ago asking her to focus on sales training for the next month. First, she should read Shaver’s (1995) Making the Sale! How to Sell Media With Marketing. He gave her a copy, told her to read it, and asked her to contact him if she had any questions. After reading the book, he told her that she should establish written personal sales goals, begin to develop a prospect file (with two new and two inactive clients), and develop three ideas for new advertising opportunities for existing clients. In the memo, Ed told Jane that he would not hold her to sales performance standards that month. He wanted Jane to focus on doing the background work he assigned to help her improve her future sales performance.
At the meeting a month later, Ed discovered.
Case 5.6Kelo v City of New London545 U.S. 469 (2005)Ye.docx
Case 5.6
Kelo v City of New London
545 U.S. 469 (2005)
Yes, Actually, They Can Take That Away From You
Facts
In 1978, the city of New London, Connecticut, undertook a redevelopment plan for purposes of creating a redeveloped area in and around the existing park at Fort Trumbull. The plan sought to develop the related ambience a state park should have, including the absence of pink cottages and other architecturally eclectic homes. Part of the redevelopment plan was the city’s deal with Pfizer Corporation for the location of its research facility in the area. The preface to the city’s development plan included the following statement of goals and purpose:
To create a development that would complement the facility that Pfizer was planning to build, create jobs, increase tax and other revenues, encourage public access to and use of the city’s waterfront, and eventually “build momentum” for the revitalization of the rest of the city, including its downtown area.
The affected property owners, including Susette Kelo, live in homes and cottages (15 total) located in and around other existing structures that would be permitted to stay in the area designated for the proposed new structures (under the city’s economic development plan) that would be placed there primarily by private land developers and corporations. The city was assisted by a private, nonprofit corporation, the New London Development Corporation (NLDC), in the development of the economic plan and piloting it through the various governmental processes, including that of city council approval. The central focus of the plan was getting Pfizer to the Fort Trumbull area (where the homeowners and their properties were located) with the hope of a resulting economic boost that such a major corporate employer can bring to an area.
Kelo and the other landowners whose homes would be razed to make room for Pfizer and the accompanying and resulting economic development plan filed suit challenging New London’s legal authority to take their homes. The trial court issued an injunction preventing New London from taking certain of the properties but allowing others to be taken. The appellate court found for New London on all the claims, and the landowners (petitioners) appealed.
Judicial Opinion
STEVENS, Justice Two polar propositions are perfectly clear. On the one hand, it has long been accepted that the sovereign may not take the property of A for the sole purpose of transferring it to another private party B, even though A is paid just compensation. On the other hand, it is equally clear that a State may transfer property from one private party to another if future “use by the public” is the purpose of the taking; the condemnation of land for a railroad with common-carrier duties is a familiar example. Neither of these propositions, however, determines the disposition of this case.
The disposition of this case therefore turns on the question whether the City’s development plan serves a “public purpos.
CASE 5.10 FIBREBOARD PAPER PRODUCTS CORP. V. NLRB SUPREME COURT OF.docx
CASE 5.10 FIBREBOARD PAPER PRODUCTS CORP. V. NLRB SUPREME COURT OF THE UNITED STATES, 379 U.S. 203 (1964).
[After receiving union proposals for contract revisions for the benefit of the maintenance workers at the company’s Emeryville, California, plant, the company advised the union that negotiations for a new contract would be pointless because it had definitely decided to contract out the work performed by the employees covered by the agreement upon the expiration of the agreement. The company planned to replace these employees with an independent contractor’s employees and expected that substantial savings would be effected by this contracting-out of the work. The Board ordered the company to reinstate the maintenance operation with the union employees, reinstate the employees with back pay, and fulfill its statutory bargaining obligation. The court of appeals granted the Board’s enforcement petition, and the Supreme Court agreed to hear the case.]
WARREN, C. J.... I. Section 8(a)(5) of the National Labor Relations Act provides that it shall be an unfair labor practice for an employer “to refuse to bargain collectively with the representatives of his employees.” Collective bar- gaining is defined in Section 8(d)
as the performance of the mutual obligation of the employer and the representative of the employees to meet at reasonable times and confer in good faith with respect to wages, hours, and other terms and conditions of employment.
“Read together, these provisions establish the obligation of the employer and the representative of its employees to bargain with each other in good faith with respect to ‘wages, hours, and other terms and conditions of employment....’ The duty is limited to those subjects, and within that area neither is legally obligated to yield. Labor Board v. American Ins. Co., 343 U.S. 395. As to other matters, however, each party is free to bargain or not to bargain....” Labor Board v. Wooster Div. of Borg-Warner Corp., 356 U.S. 342, 349. Because of the limited grant of certiorari, we are concerned here only with whether the subject upon which the employer allegedly refused to bargain— contracting out of plant maintenance work previously performed by employees in the bargaining unit, which the employees were capable of continuing to perform—is covered by the phrase “terms and conditions of employment” within the meaning of Section 8(d).
The subject matter of the present dispute is well within the literal meaning of the phrase “terms and conditions of employment.”
As the Court of Appeals pointed out, it is not necessary that it be likely or probable that the union will yield or supply a feasible solution but rather that the union be afforded an opportunity to meet management’s legitimate complaints that its maintenance was unduly costly.
We are thus not expanding the scope of mandatory bargaining to hold, as we do now, that the type of “contracting out” involved in this case—the replacement of employees in the exi.
Case 4 The McDonald’s China Food Supplier Scandal1. What we.docx
Case 4:
The McDonald’s China Food Supplier Scandal
1. What were the root causes for Husi’s misbehavior?
2. What are the major challenges faced by the multinationals such as McDonald’s in supply chain management in China?
3. Should McDonald’s be held responsible for the scandal? How could McDonald’s avoid similar situations from happening again?
4. Should OSI be held responsible for the scandal? What should OSI do to prevent similar situations from happening again?
.
Case 3 Neesha Wilson Phoenix Rising Risks, Protective Factors, and.docx
Neesha Wilson, a 10-year-old African American girl, was referred for assessment by her school due to poor academic performance and behavioral issues. She lives with her mother and older brother, as her father left the family 3 years ago. Testing showed Neesha's intellectual abilities were likely underestimated and her academic skills were well above grade level, though she was repeating 4th grade. Neesha reported worries about school performance and family stressors, and showed signs of anxiety through somatic symptoms like fatigue. While most scores were normal, elevated scales indicated concerns with negative mood, physiological arousal, and somatic complaints.
Case 48 Sun Microsystems Done by Nour Abdulaziz Maryam .docx
Case 48: Sun Microsystems
Done by: Nour Abdulaziz
Maryam Barifah
Shrouq Al-Jaadi
Balqees Mekhalfi
Yara El-Feki
Introduction
•In 2009, Oracle was planning to acquire Sun Microsystems.
•This acquisition would allow Oracle;
•to further diversify their brand, customers and acquire various new platforms that would be added to their portfolio such as MySQL, Solaris and Java.
•Oracle originally placed an offer of $9.50 per share price which is considerably higher than Sun Microsystem’s price that is $6.69.
•This will cut the production costs and make the company more efficient throughout all the value chain.
•Oracle aimed to capitalize on Sun Microsystem’s decline by getting particular assets or the whole company at the deflated price.
Is Sun Microsystems a good strategic fit for Oracle? Should Oracle acquire Sun Microsystems?
- as it will allow them to achieve their vision of becoming the Apple of the software industry.
- it will allow the company to deliver high-quality customer products by combining both hardware and software components, hence reducing the consumer setup process.
Continue
It will provide Oracle with the needed expansion.
-This acquisition fits Oracle’s overall strategy which is to improve through acquiring and effectively integrating other companies
Worth of Sun Microsystems and Valuation Approaches
To know how much Sun Microsystems worth, we must find the Stand Alone Value of the company.
The Stand Alone value represents the present value of Sun Microsystem individually before factoring the synergy that would be created when Oracle acquires Sun.
Another method is the value of Sun Microsystem with synergies, which after being acquired by Oracle, must be found. This is done to see whether or not the acquisition was a proper strategic decision or not
Another method of valuing the Sun Microsystem is through the comparative company analysis (CCA). That is done through the thorough assessment of rival and peer businesses of similar size and industry.
Finally, the acquisition price, which is the price that is paid to the target when it is first acquired, is also used as a separate method of valuation. The value of the acquisition price ranges between the values of the stand-alone and the synergies.
USING THE DCF
To be able to find the values of both, the Stand Alone and the synergies, we have decided the best way to do so is by calculating the discounted cash flow (DCF) by using the multiples and the perpetuity growth methods and finding the average of both.
DCF Using Multiples MethodDCF Using Perpetuity Growth MethodIt does not consider long-term growth rate or the economics of business.This method seems inaccurate as the company assumes a certain growth rate will remains the same 2014 onwards (forever) which is unrealistic.It is considered a challenging method to use as it is very difficult to identify truly comparable companies.
USING THE WACC
The weig.
CASE 42 Myasthenia Gravis The immune response turns agai.docx
CASE 42 Myasthenia Gravis
The immune response turns against the host.
The specific adaptive immune response can, in rare instances, be mounted
against self antigens and cause autoimmune disease. Injury to body tissues
can result from antibodies directed against cell-surface or extracellular-matrix
molecules, from antibodies bound to circulating molecules that deposit as
immune complexes, or from clones of T cells that react with self antigens. A
special class of autoimmune disease is caused by autoantibodies against cell
surface receptors (Fig. 42.1). Graves' disease and myasthenia gravis are two
well-studied examples . Graves' disease is caused by autoantibodies against
the receptor on thyroid cells for thyroid-stimulating hormone (TSH), secreted
by the pituitary gland. In this disease, autoantibody binds to the TSH recep
tor; like TSH, it stimulates the thyroid gland to produce thyroid hormones.
In myasthenia gravis, the opposite effect is observed: antibodies against the
acetylcholine receptor at the neuromuscular junction impede the binding of
acetylcholine and stimulate internalization of the receptor, thereby block
ing the t ransmission of nerve impulses by acetylcholine (Fig. 42.2). In addi
tion, the presence of autoantibodies at the neuromuscular junction initiates
complement-mediated lysis ofthe muscle endplate and damages the muscle
membrane.
Myasthenia gravis means severe (gravis) muscle (my) weakness (asthenia).
This disease was first identified as an autoimmune disease when an immun
ologist immunized rabbits with purified acetylcholine receptors to obtain
antibodies against this receptor. He noticed that the rabbits developed floppy
ears, like the droopy eyelids (ptosis) that are the most characteristic symptom
of myasthenia gravis in humans. Subsequently, patients with this disease
were found to have antibodies against the acetycholine receptor. In addition,
pregnant women with myasthenia gravis transfer the disease to their newborn
infants. As IgG is the only maternal serum protein that crosses the placenta
fro m mother to fetus, neonatal myasthenia gravis is clear evidence that
myasthenia gravis is caused by an anti-IgG antibody. More recently, patients
with myasthenia gravis have been identified who have autoantibodies against
muscle-specific kinase (MUSK) rather than the acetylcholine receptor.
MUSK is a tyrosine kinase receptor involved in clustering acetylcholine
receptors; therefore, these autoantibodies also inhibit signaling through the
neuromuscular junction.
Topics bearing on
this case:
Humoral autoimmunity
Transfer of maternal
antibodies
Mechanisms for
breaking tolerance
This case was prepared by RaifGeha , MD, in collaboration with Janet Chou, MD.
~ Case 42: Myasthenia Gravis
Fig. 42.1 Autoimmune diseases caused
by antibody against surface or matrix
antigens. These are known as type II
autoimmune diseases. Damage by
IgE-mediated responses (type I) does no.
Case 4 JetBlue Delighting Customers Through Happy JettingIn the.docx
Case 4 JetBlue: Delighting Customers Through Happy Jetting
In the early years, JetBlue was a thriving young airline with a strong reputation for outstanding service. In fact, the low-fare airline referred to itself as a customer service company that just happened to fly planes. But on a Valentine’s Day, JetBlue was hit by the perfect storm, literally, of events that led to an operational meltdown. One of the most severe storms of the decade covered JetBlue’s main hub at New York’s John F. Kennedy International Airport with a thick layer of snow and ice. JetBlue did not have the infrastructure to deal with such a crisis. The severity of the storm, coupled with a series of poor management decisions, left JetBlue passengers stranded in planes on the runway for up to 11 hours. Worse still, the ripple effect of the storm created major JetBlue flight disruptions for six more days. Understandably, customers were livid. JetBlue’s efforts to clean up the mess following the six-day Valentine’s Day nightmare cost over $30 million in overtime, flight refunds, vouchers for future travel, and other expenses. But the blow to the company’s previously stellar customer-service reputation stung far more than the financial fallout. JetBlue became the butt of jokes by late night talk show hosts. Some industry observers even predicted that this would be the end
of JetBlue. But just three years later, the company is not only still flying, it is growing, profitable, and hotter than ever. During a serious economic downturn competing airlines were cut routes, retiring aircraft, laying off employees, and lost money. JetBlue added planes, expanded into new cities, hired thousands of new employees, and turning profits.
Truly Customer Focused What’s the secret to JetBlue’s success? Quite simply, it’s an obsession with making sure that every customer experience lives up to the company slogan, “Happy Jetting.” Lots of companies say they focus on customers. But at JetBlue, customer well-being is ingrained in the culture. From the beginning, JetBlue set out to provide features that would delight customers. For example, most air travelers expect to be squashed when flying coach. But JetBlue has configured its seats with three more inches of legroom than the average airline seat. That may not sound like much. But those three inches allow six-foot three-inch Arianne Cohen, author of The Tall Book: A Celebration of Life from on High, to stretch out and even cross her legs. If that’s not enough, for as little as $10 per flight, travelers can reserve one of JetBlue’s “Even More Legroom” seats, which offer even more space and a flatter recline position. Add the fact that every JetBlue seat is well padded and covered in leather, and you already have an air travel experience that rivals first-class accommodations (something JetBlue doesn’t offer). Food and beverage is another perk that JetBlue customers enjoy. The airline doesn’t serve meals, but it offers the best selection of free.
Case 4-2 Hardee TransportationThe Assignment Answer the four .docx
Case 4-2 Hardee Transportation
The Assignment: Answer the four (4) questions at the end of Case 4-2
Resources: Course Textbook, Appendix 4B, Table 4B-1, Attached worksheet (Word or Excel format)
Acceptable Length:
Show your work for solution to questions 1 and 2
. Well-written responses to question 3 and 4.
Formatting Requirements:
Enter your name and date
Provide well-structured solutions/answers- incomplete answers will receive partial credit
Show your work
2. Answer case questions,
using the attached word template or excel document
. Complete assignment and submit as an attachment using the assignment link when finished.
.
Case 3-8 Accountant takes on Halliburton and Wins!1. Descri.docx
Case 3-8 Accountant takes on Halliburton and Wins!
1. Describe the inadequacies in the corporate governance system at Halliburton.
2. Consider the role of KPMG in the case with respect to the accounting and auditing issues. How did the firms’ actions relate to the ethical and professional expectations for CPAs by the accounting profession?
3. The Halliburton case took place before the Dodd-Frank Financial Reform Act was adopted by Congress. Assume Dodd-Frank had been in effect and Menendez decided to inform the SEC under Dodd-Frank rather than SOX because it had been more than 180 days since the accounting violation had occurred. Given the facts of the case would Menendez have qualified for whistleblower protection? Explain.
4. Some critics claim that while Menendez’s actions may have been courageous, he harmed others along the way. His family was in limbo for many years and had to deal with the agony of being labeled a whistleblower and disloyal to Halliburton. The company’s overall revenue did not change; a small amount was merely shifted to an earlier period. Halliburton didn't steal any money, they didn't cheat the IRS, they didn't cheat their customers or their employees. In fact, they lessened their cash flows by paying out taxes earlier than they should have under the rules. How do you respond to these criticisms?
.
CASE 3.2 A Shift for Lieutenant Colonel AdamsEAM 751 Chapter.docx
CASE 3.2 A Shift for Lieutenant Colonel Adams
EAM 751 Chapter 3
Working with a partner complete CASE 3.2
Answer the 3 questions at the end of the chapter and submit.
Marketing Management
Fifteenth Edition
Chapter 16
Developing
Pricing Strategies
and Programs
Copyright © 2016, 2012, 2009 Pearson Education, Inc. All Rights Reserved
Copyright © 2016, 2012, 2009 Pearson Education, Inc. All Rights Reserved
Learning Objectives
16.1 How do consumers process and
evaluate prices?
16.2 How should a company set prices
initially for products or services?
16.3 How should a company adapt prices
to meet varying circumstances and
opportunities?
16.4 When and how should a company
initiate a price change?
16.5 How should a company respond to a
competitor’s price change?
Copyright © 2016, 2012, 2009 Pearson Education, Inc. All Rights Reserved
Setting the Price
Table 16.2 Steps in Setting a Pricing Policy
1. Selecting the Pricing Objective
2. Determining Demand
3. Estimating Costs
4. Analyzing Competitors’ Costs, Prices, and Offers
5. Selecting a Pricing Method
6. Selecting the Final Price
Copyright © 2016, 2012, 2009 Pearson Education, Inc. All Rights Reserved
Step 1: Selecting the Pricing Objective
• Survival
• Maximum current profit
• Other objectives
• Maximum market share
• Product-quality leadership
• Maximum market skimming
Copyright © 2016, 2012, 2009 Pearson Education, Inc. All Rights Reserved
Step 2: Determining Demand
• Price sensitivity
• Estimating demand curves
– Surveys, price experiments,
& statistical analysis
• Price elasticity of demand
Copyright © 2016, 2012, 2009 Pearson Education, Inc. All Rights Reserved
Figure 16.1 Inelastic And Elastic
Demand
Copyright © 2016, 2012, 2009 Pearson Education, Inc. All Rights Reserved
Price Sensitivity
Table 16.3 Factors That Reduce Price Sensitivity
• The product is more distinctive.
• Buyers are less aware of substitutes.
• Buyers cannot easily compare the quality of substitutes.
• The expenditure is a smaller part of the buyer’s total income.
• The expenditure is small compared to the total cost of the end product.
• Part of the cost is borne by another party.
• The product is used in conjunction with assets previously bought.
• The product is assumed to have more quality, prestige, or exclusiveness.
• Buyers cannot store the product.
Copyright © 2016, 2012, 2009 Pearson Education, Inc. All Rights Reserved
Step 3: Estimating Costs (1 of 3)
• Types of costs and levels of
production
– Fixed vs. variable costs
– Total costs
– Average cost
Figure 16.2 Cost per Unit at Different
Levels of Production per Period
Copyright © 2016, 2012, 2009 Pearson Education, Inc. All Rights Reserved
Step 3: Estimating Costs (2 of 3)
• Accumulated production
– Experience/learning curve
Figure 16.3 Cost per Unit as a Function of Accumulated Production: The
Experience Curve
Copyright © 2016, 2012, 2009 Pearson Educati.
Case 3 Ford’s Pinto Fires The Retrospective View of Ford’s Fiel.docx
Case 3
Ford’s Pinto Fires: The Retrospective View of Ford’s Field Recall Coordinator
Brief Overview of the Ford Pinto Fires
Determined to compete with fuel- efficient Volkswagen and Japanese imports, the Ford Motor Company introduced the subcompact Pinto in the 1971 model year. Lee Iacocca, Ford’s president at the time, insisted that the Pinto weigh no more than 2,000 pounds and cost no more than $2,000. Even with these restrictions, the Pinto met federal safety standards, although some people have argued that strict adherence to the restrictions led Ford engineers to compromise safety. Some 2 million units were sold during the 10- year life of the Pinto.
The Pinto’s major design flaw— a fuel tank prone to rupturing with moderate speed rear- end collisions— surfaced not too long after the Pinto’s entrance to the market. In April 1974, the Center for Auto Safety petitioned the National Highway Traffic Safety Administration (NHTSA) to recall Ford Pintos due to the fuel tank design defect. The Center for Auto Safety’s petition was based on reports from attorneys of three deaths and four serious injuries in moderate- speed rear- end collisions involving Pintos. The NHTSA did not act on this petition until 1977. As a result of tests performed for the NHTSA, as well as the extraordinary amount of publicity generated by the problem, Ford agreed, on June 9, 1978, to recall 1.5 million 1971– 1976 Ford Pintos and 30,000 1975– 1976 Mercury Bobcat sedan and hatchback models for modifications to the fuel tank. Recall notices were mailed to the affected Pinto and Bobcat owners in September 1978. Repair parts were to be delivered to all dealers by September 15, 1978.
Unfortunately, the recall was initiated too late for six people. Between June 9 and September 15, 1978, six people died in Pinto fires after a rear impact. Three of these people were teenage girls killed in Indiana in August 1978 when their 1973 Pinto burst into flames after being rear- ended by a van. The fiery deaths of the Indiana teenagers led to criminal prosecution of the Ford Motor Company on charges of reckless homicide, marking the first time that an American corporation
was prosecuted on criminal charges. In the trial, which commenced on January 15, 1980, “Indiana state prosecutors alleged that Ford knew Pinto gasoline tanks were prone to catch fire during rear- end collisions but failed to warn the public or fix the problem out of concern for profits.” On March 13, 1980, a jury found Ford innocent of the charges. Production of the Pinto was discontinued in the fall of 1980.
Enter Ford’s Field Recall Coordinator
Dennis A. Gioia, currently a professor in the Department of Management and Organization at Pennsylvania State University, was the field recall coordinator at Ford Motor Company as the Pinto fuel tank defect began unfolding. Gioia’s responsibilities included the operational coordination of all the current recall
92 Business Ethics
campaigns, tracking incoming information.
Case 3Competition in the Craft Brewing Industry in 2017John D. Var.docx
Case 3Competition in the Craft Brewing Industry in 2017
John D. Varlaro
Johnson & Wales University
John E. Gamble
Texas A&M University–Corpus Christi
Locally produced or regional craft beers caused a seismic shift in the U.S. beer industry during the early 2010s with the gains of the small, regional newcomers coming at the expense of such well-known brands as Budweiser, Miller, Coors, and Bud Light. Craft breweries, which by definition sold fewer than 6 million barrels (bbls) per year, expanded rapidly with the deregulation of intrastate alcohol distribution and retail laws and a change in consumer preferences toward unique and high-quality beers. The growing popularity of craft beers allowed the total beer industry in the United States to increase by 6.7 percent annually between 2011 and 2016 to reach $39.5 billion. The production of U.S. craft breweries more than doubled from 11.5 million bbls per year to about 24.6 million bbls per year during that time. In addition, production by microbreweries and brewpubs accounted for 90 percent of craft brewer growth in 2016.1
The industry had begun to show signs of a slowdown going into 2017, with Boston Beer Company, the second largest craft brewery in the United States and known for its Samuel Adams brand, experiencing a 4 percent sales decline in 2016 that erased two years of of growth. The annual revenues of Anheuser-Busch InBev SA, whose portfolio included global brands Budweiser, Corona, and Stella Artois and numerous international and local brands, remained relatively consistent from 2014 to 2016. However, the sales volume of Anheuser-Busch’s flagship brands and its newly acquired and international brands such as Corona, Goose Island, Shock Top, Beck’s, and St. Pauli Girl allowed it to control 45.8 percent of the U.S. market for beer in 2016.2
Industry competition was increasing as grain price fluctuations affected cost structures and growing consolidation within the beer industry—led most notably by AB InBev’s acquisition of several craft breweries, Grupo Modelo, and its pending $104 billion acquisition of SABMiller—created a battle for market share. While the market for specialty beer was expected to gradually plateau by 2020, it appeared that the slowing growth had arrived by 2017. Nevertheless, craft breweries and microbreweries were expected to expand in number and in terms of market share as consumers sought out new pale ales, stouts, wheat beers, pilsners, and lagers with regional or local flairs.The Beer Market
The total economic impact of the beer market was estimated to be 2.0 percent of the total U.S. GDP in 2016 when variables such as jobs within beer production, sales, and distribution were included.3Exhibit 1 presents annual beer production statistics for the United States between 2006 and 2016.
Year
Barrels Produced (in millions)*
2006
198
2007
200
2008
200
2009
197
2010
195
2011
193
2012
196
2013
192
2014
193
2015
191
2016
189
*Rounded to the nearest million. .
CASE 3.2 Ethics, Schmethics-Enrons Code of EthicsIn Jul.docx
CASE 3.2 "Ethics, Schmethics"-Enron's Code of Ethics
In July 2000, Enron Corporation published an internal code of ethics docu-
ment that ran 64 pages in length (see the Appendix 1).Page 12 of the document
proudly announced the company's position on business ethics:
Employees of Enron Corp., its subsidiaries, and its affiliated companies
(collectively the "Company") are charged with conducting their business
affairs in accordance with the highest ethical standards. An employee
shall not conduct himself or herself in a manner which directly or indi-
rectly would be detrimental to the best interests of the Company or in
a manner which would bring to the employee financial gain separately
derived as a direct consequence of his or her employment with the Com-
pany. Moral as well as legal obligations will be fulfilled openly, promptly,
and in a manner which will reflect pride on the Company's name.
Products and services of the Company will be of the highest quality and
as represented. Advertising and promotion will be truthful, not exagger-
ated or misleading.
Agreements, whether contractual or verbal, will be honored. No bribes,
bonuses, kickbacks, lavish entertainment, or gifts will be given or received
. in exchange for special position, price or privilege . . . Relations with
the Company's many publics-customers, stockholders, governments,
employees, suppliers, press, and bankers-will be conducted in honesty,
candor, and fairness." .- ~ ~ ~ -
Subsequent investigations into the inner workings of Enron Corp. revealed that
the only time this code of ethics received formal attention (other than, presum-
ably,when it was created and formally accepted) was when the board of directors
voted to waive key provisions of the code in order to allow the off-balance-sheet
partnerships that Chief Financial Officer Andy Fastow ultimately used to hide
over half a billion dollars of debt from analysts and investors.
A more realistic picture of the apparent flexibility of Enron's ethical culture
can be found in the extreme conflict of interest represented in its relationship
with Arthur Andersen. Andersen provided both consulting and auditing ser-
vices for fees running into millions of dollars-money that became so critical to
Andersen's continued growth that its employees were encouraged to sign off on
off-balance-sheet transactions-transactions that were not shown on Enron's
publicly-reported balance sheet-that stretched the limits of generally accepted
accounting principles (GAAP) to their furthest edges. In addition, Enron hired
former Andersen employees to manage the affairs of their former colleagues,
which further strengthened the conflict of interest in a relationship that was
supposed, at the very least, to be at arm's length, and, at best, above reproach.
1. What is the purpose of a code of ethics?
2. Do you think the employees of Enron Corp. were told about the vote to put
aside key elements of the code of ethics? If not, why not? If they had .
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- 1. Care Management in the S/HMO Demonstrations Roberto Vuittonet I believe that despite the potential benefits, the cost and challenges of Social Health Maintenance Organization (S/HMO) far outweigh the benefits. On the basis of operational and administrative costs, it is more efficient to make chronic care benefits to a HMO as opposed to adding HMO component t community care providers (Saucier, Burwell & Halperin, (2013). There are also more existing options available in the market that serve the same needs. It is also observed that up to date, the difference between S/HMO and existing Medicare HMOS. Up to date there is no existing data to show any benefits directly attributed to S/HMO case management. Existing data shows that Medicare care management when targeted at a specific condition will have more promise. This is because focusing activities on specific activities creates specialized outcomes. There are some benefits from S/HMOS. First, there are additional benefits such as chronic care management, prescription drugs benefits, personal care management, adult day care, respite care, medical transportation, dental and hearing aids. Enrollees also have access to legal aid, housing and other social security benefits. However, these benefits come at a cost. The Enrollees therefore have to choose the benefits over cost. The current problem facing healthcare in the United States is rising cost. Most of the Medicare beneficiaries are seeking cheaper alternatives for healthcare. Although the enrollees in S/HMOs can maximize their benefits, there is little evidence of any cost savings. It therefore means that S/HMOs have little considerable benefits over existing alternatives in the market. References
- 2. Saucier, P., Burwell, B., & Halperin, A. (2013). Consumer choices and continuity of care in managed long-term services and supports: Emerging practices and lessons. AARP Public Policy Institute. Retrieved March, 17, 2015. Discussion #3 Bryan Cerritos The Social health maintenance organization (S/HMO) demonstration was initiated in 1980 by the Health Care Financing Administration (HCFA), in cooperation with the Health Policy Center of Brandeis University, with the intention of providing acute and chronic care services under a prepaid plan for the elderly population (Yordi, 1988). These service would be compensated on a capitated basis, along with premiums, and even by Medicaid (Yordi, 1988). Beneficiaries that meet their state’s nursing-home-certifiable adjusted criteria upon enrollment receive an adjusted Medicare capitated rate (Yordi, 1988). All enrollees are eligible for basic Medicare benefits, but those with assessed as nursing home certifiable or “at risk” of nursing home placement are eligible for chronic care benefits (Yordi, 1988). Any healthcare program that is created for the aim of specifically serving the needs of a target population is highly relevant and should be supported. This is especially the case for a program designed to serve the needs of a high demand consumer group such as the often neglected chronically ill elderly population. Demonstrations like the S/HMO and other similar programs aid the viability of the healthcare industry in various ways. First, they direct attention and resources at a population base that traditionally requires much more intensive and specialized healthcare then normal. This population base is often unable to provide for themselves, let alone ensure they receive proper medical care. The S/HMO addresses this demographic’s uniques needs, and simultaneously alleviates the
- 3. workload placed on the general healthcare market by creating a special interest healthcare initiative. The care managed approach also ensures greater effectiveness and long term viability through prevention and proper follow ups. Reference Yordi C. L. (1988). Case management in the social health maintenance organization demonstrations. Health care financing review, Spec No(Suppl), 83–88.