The document discusses techniques for evaluating a company's internal situation, including its resources, capabilities, and activities along its value chain. It focuses on how to assess a company's strengths and weaknesses using SWOT analysis, which identifies internal strengths and weaknesses as well as external opportunities and threats. Table 4.1 provides key financial ratios to evaluate a company's performance in areas like profitability, liquidity, leverage, and cash flow. Analyzing these internal factors combined with external industry conditions can help determine if a company's current strategy is effectively positioning it to compete.
Keith turner quick silver funding solutions the role of finance in the stra...keithturnerquicksilverfun
Keith Turner discusses the role of finance in strategic planning and decision making. He outlines the strategic planning process and emphasizes that financial goals and metrics are critical to translating vision into action. Specifically, he discusses 8 key financial metrics that should be established based on benchmarks and industry standards to monitor strategy implementation: free cash flow, economic value-added, asset management, financing decisions, profitability ratios, growth indices, risk assessment, and tax optimization. Establishing measurable financial goals in these areas helps firms execute strategies effectively and create long-term value for stakeholders.
The role of finance in the strategic planning and decision-making processyashikagupta48
The document discusses the role of finance in strategic planning and decision making. It outlines the strategic planning process, which includes creating a vision and mission statement, analyzing strengths/weaknesses/opportunities/threats, formulating a strategy, and implementing and monitoring the strategy. The balanced scorecard approach aligns strategy with financial goals in key areas like free cash flow, economic value added, asset management, profitability, growth, risk management, and tax optimization. Setting measurable financial goals in these areas helps ensure strategies are effectively implemented and monitored.
This document discusses corporate-level strategy and diversification. It defines corporate-level strategy as specifying actions to manage a group of different businesses across industries. Firms vary in their level of diversification from single or dominant businesses to unrelated diversification across industries. Reasons for diversification include economies of scope, market power, and reducing risk. Related diversification creates value through sharing core competencies or transferring skills between related businesses. Unrelated diversification seeks to treat value through restructuring or an efficient internal capital market. The level of diversification can impact firm performance.
This document provides an overview of strategic management concepts including strategy, strategic management, SWOT analysis, and different types of business-level and corporate-level strategies. It discusses strategy formulation, implementation, and evaluation. Key points covered include the nature of strategic management, types of strategic alternatives like diversification, integration and concentration strategies. Frameworks for analyzing strengths, weaknesses, opportunities and threats are presented. Porter's generic strategies of cost leadership, differentiation and focus are also summarized. The document aims to help students understand the principles of strategic management and strategy planning.
Strategic Purpose
Business Level Strategy
Corporate Level and International Strategy
Strategy Direction and Methods of Developments
Organizing for Strategy Success
Enabling Strategy Success
Managing Strategic Change
Understanding Strategy Development
Key Learning Points
This document provides an overview of strategy and its importance for companies. It defines strategy as the set of actions managers take to outperform competitors and achieve superior profitability. Developing a successful strategy hinges on appealing to buyers in unique ways to gain a sustainable competitive advantage. A company's strategy evolves over time in response to changes in its environment or efforts to improve. For a strategy to be successful, it must fit the company's situation, provide a competitive advantage, and improve performance based on the business model's ability to be profitable. Good strategy development and execution are the most important management tasks and key signs of effective leadership.
The document discusses various concepts in strategic management including strategy evaluation, the Boston Consulting Group matrix, contingency planning, and debates around strategic management as an art or science. It provides details on Porter's five forces analysis and outlines characteristics of an effective strategic evaluation system. The summary is as follows:
[1] The document discusses key concepts in strategic management such as strategy evaluation, the Boston Consulting Group matrix, contingency planning, and debates around strategic management as an art or science.
[2] It outlines Porter's five forces analysis framework and characteristics of an effective strategic evaluation system including ensuring the system fairly portrays situations and is not too cumbersome.
[3] The document also explores debates around strategic management as
Keith turner quick silver funding solutions the role of finance in the stra...keithturnerquicksilverfun
Keith Turner discusses the role of finance in strategic planning and decision making. He outlines the strategic planning process and emphasizes that financial goals and metrics are critical to translating vision into action. Specifically, he discusses 8 key financial metrics that should be established based on benchmarks and industry standards to monitor strategy implementation: free cash flow, economic value-added, asset management, financing decisions, profitability ratios, growth indices, risk assessment, and tax optimization. Establishing measurable financial goals in these areas helps firms execute strategies effectively and create long-term value for stakeholders.
The role of finance in the strategic planning and decision-making processyashikagupta48
The document discusses the role of finance in strategic planning and decision making. It outlines the strategic planning process, which includes creating a vision and mission statement, analyzing strengths/weaknesses/opportunities/threats, formulating a strategy, and implementing and monitoring the strategy. The balanced scorecard approach aligns strategy with financial goals in key areas like free cash flow, economic value added, asset management, profitability, growth, risk management, and tax optimization. Setting measurable financial goals in these areas helps ensure strategies are effectively implemented and monitored.
This document discusses corporate-level strategy and diversification. It defines corporate-level strategy as specifying actions to manage a group of different businesses across industries. Firms vary in their level of diversification from single or dominant businesses to unrelated diversification across industries. Reasons for diversification include economies of scope, market power, and reducing risk. Related diversification creates value through sharing core competencies or transferring skills between related businesses. Unrelated diversification seeks to treat value through restructuring or an efficient internal capital market. The level of diversification can impact firm performance.
This document provides an overview of strategic management concepts including strategy, strategic management, SWOT analysis, and different types of business-level and corporate-level strategies. It discusses strategy formulation, implementation, and evaluation. Key points covered include the nature of strategic management, types of strategic alternatives like diversification, integration and concentration strategies. Frameworks for analyzing strengths, weaknesses, opportunities and threats are presented. Porter's generic strategies of cost leadership, differentiation and focus are also summarized. The document aims to help students understand the principles of strategic management and strategy planning.
Strategic Purpose
Business Level Strategy
Corporate Level and International Strategy
Strategy Direction and Methods of Developments
Organizing for Strategy Success
Enabling Strategy Success
Managing Strategic Change
Understanding Strategy Development
Key Learning Points
This document provides an overview of strategy and its importance for companies. It defines strategy as the set of actions managers take to outperform competitors and achieve superior profitability. Developing a successful strategy hinges on appealing to buyers in unique ways to gain a sustainable competitive advantage. A company's strategy evolves over time in response to changes in its environment or efforts to improve. For a strategy to be successful, it must fit the company's situation, provide a competitive advantage, and improve performance based on the business model's ability to be profitable. Good strategy development and execution are the most important management tasks and key signs of effective leadership.
The document discusses various concepts in strategic management including strategy evaluation, the Boston Consulting Group matrix, contingency planning, and debates around strategic management as an art or science. It provides details on Porter's five forces analysis and outlines characteristics of an effective strategic evaluation system. The summary is as follows:
[1] The document discusses key concepts in strategic management such as strategy evaluation, the Boston Consulting Group matrix, contingency planning, and debates around strategic management as an art or science.
[2] It outlines Porter's five forces analysis framework and characteristics of an effective strategic evaluation system including ensuring the system fairly portrays situations and is not too cumbersome.
[3] The document also explores debates around strategic management as
This document summarizes internal analysis techniques for assessing a business's strategic options. It discusses analyzing financial performance, beyond just profits, to evaluate past strategies and identify strengths and weaknesses. A self-analysis involves assessing sales, costs, structure, management style and more. Key measures include customer satisfaction, product quality, brand associations, costs, new products, and manager capabilities. Models like the BCG matrix and GE Business Screen evaluate strategic business units based on industry growth and market share. The analysis aims to determine where to invest, selectively invest, or harvest/divest.
The document provides an overview of strategic management. It defines strategic management as managing an organization's resources to achieve goals and objectives. The process involves setting objectives, analyzing the competitive environment and internal organization, evaluating strategies, and implementing strategies across the organization. An example is given of a technical college using strategic management to increase enrollment and graduation rates over three years to boost revenue. The four processes of strategic management are also outlined.
The document discusses business strategy concepts including business level strategy, corporate strategy, core competencies, distinctive competencies, and competitive advantage. It provides definitions and examples of each concept. The key points are:
1) Business level strategy outlines how a company delivers value to customers while gaining a competitive advantage. Corporate strategy encompasses actions to achieve objectives and advantages.
2) Core competencies are unique skills that provide benefits to customers, can be applied across markets, and are hard to replicate. Distinctive competencies provide the basis for competitive advantage through strengths like technology or customer satisfaction.
3) Developing core and distinctive competencies through strategies like differentiation, pricing, segmentation, and product range allows companies to create
Internal analysis, the six fundamental questions answered in analyzing the internal environmental of business.How well the company’s present strategy working,Discuss the difference between corporate level strategy and business level strategy,the four building blocks and their impact on overall company strategy,Define horizontal and vertical integration with example,explain the five major competitive strategy?
M5 evaluating and competitive positionMentari Pagi
The document discusses evaluating a company's strategy, resources, competitive position, and costs relative to rivals. It provides questions to guide the analysis, including how well the current strategy is working based on qualitative and quantitative assessments, identifying the company's strengths, weaknesses, opportunities, and threats, assessing if prices and costs are competitive using value chain analysis and benchmarking, and determining if the company is stronger or weaker than key rivals by rating them on key success factors. The overall goal is to analyze different components of the company's situation to understand its competitive position.
M5 evaluating and competitive positionMentari Pagi
The document discusses evaluating a company's strategy, resources, competitive position, and costs relative to rivals. It provides questions to guide the analysis, including how well the current strategy is working based on qualitative and quantitative assessments, identifying the company's strengths, weaknesses, opportunities, and threats, assessing if prices and costs are competitive using value chain analysis and benchmarking, and determining if the company is stronger or weaker than key rivals by rating them on key success factors. The overall goal is to understand the company's situation to identify strategic issues.
This document discusses evaluating a company's strategy and competitive position. It provides 5 key questions to analyze: [1] How well is the current strategy working? [2] What are the company's strengths, weaknesses, opportunities, and threats? [3] Are prices and costs competitive? [4] Is the company stronger or weaker than rivals? [5] What strategic issues require attention? Tools like value chain analysis, benchmarking, and competitive ratings are presented to assess each area. The analysis helps identify strengths to leverage and weaknesses to address.
1. The chapter discusses performing an internal assessment of a company, including analyzing the company's resources, management, marketing, finance, production, and management information systems.
2. It describes the Resource-Based View theory that a company's internal resources are more important for competitive advantage than external factors.
3. Checklists are provided to help evaluate the strengths and weaknesses within each functional area as part of developing an internal strategic assessment.
The document discusses reasons why great companies fail and signs that lead to decline. It notes that companies accumulate resources and optimize systems, leading management to believe resources alone will ensure success. However, companies become complacent, focus internally, and lose creativity and ability to adapt. This inhibits reinvention and escaping the past, leading to inability to invent the future. Successful long-term strategy requires competitiveness, growth, and profits through initiative, innovation and adapting to new opportunities and rules.
The document discusses why great companies can fail and outlines several factors that can contribute to failure, including: relying too much on past success, becoming complacent, focusing internally rather than innovating, and an inability to adapt to changing market conditions. It also provides strategies that companies can employ to avoid failure such as continually reinventing themselves, escaping the past, and inventing the future.
This document summarizes key concepts in strategic management including:
1) Strategic management involves formulating and implementing strategies to achieve organizational goals and gain a competitive advantage.
2) Grand strategies include growth, stability, and retrenchment while global strategies include globalization, multinational, and transnational approaches.
3) Strategy formulation occurs at the corporate, business unit, and functional levels and involves analyzing strengths, weaknesses, opportunities, and threats.
4) Implementing strategies requires changes to organizational structure, leadership, culture, and information systems.
The document discusses various strategic management concepts including:
- A strategic vision describes an organization's achievable future state over 3-10 years, while the mission defines its unique purpose and operations. Goals are specific financial and non-financial objectives over 3-5 years.
- Short-term objectives commonly focus on production metrics like monthly output, while long-term objectives address competitive positioning and returns. Balanced scorecards track strategy execution through financial and non-financial measures.
- Strategic capabilities and competencies provide competitive advantages if they are rare, valuable, and difficult to imitate. A resource-based view also examines how internal resources configure to outperform rivals.
The document outlines a three-step process for companies to identify and prioritize new market opportunities adjacent to their core business in order to accelerate growth. Step 1 involves gaining alignment on objectives, unique capabilities, and criteria. Step 2 uses secondary research to develop fact bases to screen and rank adjacencies. Step 3 performs in-depth assessments to determine the best adjacency to pursue. The process is designed to efficiently identify opportunities and allocate resources to the most promising ones.
chapter 3. Designing a Competitive Business Model and Building a Solid Strate...Abdur Rahman
This document outlines the strategic management process for designing a competitive business model and strategic plan. It discusses developing a vision and mission, assessing strengths and weaknesses, analyzing opportunities and threats, identifying success factors, analyzing competitors, setting goals and objectives, formulating strategies, implementing action plans, and establishing controls like balanced scorecards. The overall strategic management process involves 9 steps to guide a company's mission and keep it on course to gain a competitive advantage.
This chapter discusses how to perform an internal strategic management audit and analysis of a firm. It covers evaluating a firm's internal resources, capabilities, and functional areas. These include management, marketing, finance, production, research and development, and information systems. Tools like financial ratio analysis, value chain analysis, benchmarking and an internal factor evaluation matrix are presented to assess a firm's internal strengths and weaknesses. The objectives are to understand a firm's internal environment and identify areas for improvement to achieve competitive advantage.
This document provides an overview of organizational strategy. It defines strategy as a company's plan to grow its business, attract customers, compete successfully, and achieve objectives. An important part of strategy is achieving a competitive advantage over rivals. A good strategy is both proactive, involving managerial initiatives, and reactive, requiring adaptation to changes. Crafting and executing strategy well is important for good management. The document discusses identifying a company's strategy and explores concepts like the quest for competitive advantage, how strategy is both proactive and reactive, and how strategies evolve over time.
Notes on marketing stratergy @ BEC-DOMSBabasab Patil
This document provides an overview and summary of a chapter that explores the concepts of organizational strategy. It begins by defining strategy and explaining how to identify a company's particular strategy. It then discusses the importance of achieving competitive advantage and the role of strategy in doing so. The chapter notes that strategy is both proactive and reactive. It also explores the relationship between strategy, ethics, and a company's business model. The document emphasizes that good strategy and execution are important for good management. The chapter aims to explain what strategy is, why it is important, and how companies can craft and implement effective strategies.
Strategic planning involves defining objectives, assessing internal/external situations, formulating strategies to achieve objectives, implementing strategies, and evaluating/adjusting as needed. A company conducts an environmental scan including internal/industry/macro analyses. It formulates strategies by matching strengths to opportunities and addressing weaknesses/threats. Implementation involves organizing resources and motivating staff. Evaluation assesses performance and drives adjustments. Strategy occurs at corporate, business unit, and functional levels.
1. The ALIVE status of each SEX. (SEX needs to be integrated into th.docxketurahhazelhurst
1. The ALIVE status of each SEX. (SEX needs to be integrated into the only Male, Female, ND, and Other) (bar comparison chart, pie comparison chart)
2. How many Male, Female, ND, and Other are there in each ALIGN. (Bar comparison chart)
3. How many red-haired heroes do Marvel and DC have?
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1. Some potentially pathogenic bacteria and fungi, including strains.docxketurahhazelhurst
1. Some potentially pathogenic bacteria and fungi, including strains of Enterococcus, Staphylococcus, Candida, and Aspergillus, can survive for one to three months on a variety of materials found in hospitals, including scrub suits, lab coats, plastic aprons, and computer keyboards. What can hospital personnel do to reduce the spread of these pathogens?
2. Human immunodeficiency virus (HIV) preferentially destroys CD4+ cells. Specifically, what effect does this have on antibody and cell-mediated immunity?
**Provide APA references for each
.
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This document summarizes internal analysis techniques for assessing a business's strategic options. It discusses analyzing financial performance, beyond just profits, to evaluate past strategies and identify strengths and weaknesses. A self-analysis involves assessing sales, costs, structure, management style and more. Key measures include customer satisfaction, product quality, brand associations, costs, new products, and manager capabilities. Models like the BCG matrix and GE Business Screen evaluate strategic business units based on industry growth and market share. The analysis aims to determine where to invest, selectively invest, or harvest/divest.
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1) Business level strategy outlines how a company delivers value to customers while gaining a competitive advantage. Corporate strategy encompasses actions to achieve objectives and advantages.
2) Core competencies are unique skills that provide benefits to customers, can be applied across markets, and are hard to replicate. Distinctive competencies provide the basis for competitive advantage through strengths like technology or customer satisfaction.
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The document discusses evaluating a company's strategy, resources, competitive position, and costs relative to rivals. It provides questions to guide the analysis, including how well the current strategy is working based on qualitative and quantitative assessments, identifying the company's strengths, weaknesses, opportunities, and threats, assessing if prices and costs are competitive using value chain analysis and benchmarking, and determining if the company is stronger or weaker than key rivals by rating them on key success factors. The overall goal is to analyze different components of the company's situation to understand its competitive position.
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The document discusses evaluating a company's strategy, resources, competitive position, and costs relative to rivals. It provides questions to guide the analysis, including how well the current strategy is working based on qualitative and quantitative assessments, identifying the company's strengths, weaknesses, opportunities, and threats, assessing if prices and costs are competitive using value chain analysis and benchmarking, and determining if the company is stronger or weaker than key rivals by rating them on key success factors. The overall goal is to understand the company's situation to identify strategic issues.
This document discusses evaluating a company's strategy and competitive position. It provides 5 key questions to analyze: [1] How well is the current strategy working? [2] What are the company's strengths, weaknesses, opportunities, and threats? [3] Are prices and costs competitive? [4] Is the company stronger or weaker than rivals? [5] What strategic issues require attention? Tools like value chain analysis, benchmarking, and competitive ratings are presented to assess each area. The analysis helps identify strengths to leverage and weaknesses to address.
1. The chapter discusses performing an internal assessment of a company, including analyzing the company's resources, management, marketing, finance, production, and management information systems.
2. It describes the Resource-Based View theory that a company's internal resources are more important for competitive advantage than external factors.
3. Checklists are provided to help evaluate the strengths and weaknesses within each functional area as part of developing an internal strategic assessment.
The document discusses reasons why great companies fail and signs that lead to decline. It notes that companies accumulate resources and optimize systems, leading management to believe resources alone will ensure success. However, companies become complacent, focus internally, and lose creativity and ability to adapt. This inhibits reinvention and escaping the past, leading to inability to invent the future. Successful long-term strategy requires competitiveness, growth, and profits through initiative, innovation and adapting to new opportunities and rules.
The document discusses why great companies can fail and outlines several factors that can contribute to failure, including: relying too much on past success, becoming complacent, focusing internally rather than innovating, and an inability to adapt to changing market conditions. It also provides strategies that companies can employ to avoid failure such as continually reinventing themselves, escaping the past, and inventing the future.
This document summarizes key concepts in strategic management including:
1) Strategic management involves formulating and implementing strategies to achieve organizational goals and gain a competitive advantage.
2) Grand strategies include growth, stability, and retrenchment while global strategies include globalization, multinational, and transnational approaches.
3) Strategy formulation occurs at the corporate, business unit, and functional levels and involves analyzing strengths, weaknesses, opportunities, and threats.
4) Implementing strategies requires changes to organizational structure, leadership, culture, and information systems.
The document discusses various strategic management concepts including:
- A strategic vision describes an organization's achievable future state over 3-10 years, while the mission defines its unique purpose and operations. Goals are specific financial and non-financial objectives over 3-5 years.
- Short-term objectives commonly focus on production metrics like monthly output, while long-term objectives address competitive positioning and returns. Balanced scorecards track strategy execution through financial and non-financial measures.
- Strategic capabilities and competencies provide competitive advantages if they are rare, valuable, and difficult to imitate. A resource-based view also examines how internal resources configure to outperform rivals.
The document outlines a three-step process for companies to identify and prioritize new market opportunities adjacent to their core business in order to accelerate growth. Step 1 involves gaining alignment on objectives, unique capabilities, and criteria. Step 2 uses secondary research to develop fact bases to screen and rank adjacencies. Step 3 performs in-depth assessments to determine the best adjacency to pursue. The process is designed to efficiently identify opportunities and allocate resources to the most promising ones.
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This chapter discusses how to perform an internal strategic management audit and analysis of a firm. It covers evaluating a firm's internal resources, capabilities, and functional areas. These include management, marketing, finance, production, research and development, and information systems. Tools like financial ratio analysis, value chain analysis, benchmarking and an internal factor evaluation matrix are presented to assess a firm's internal strengths and weaknesses. The objectives are to understand a firm's internal environment and identify areas for improvement to achieve competitive advantage.
This document provides an overview of organizational strategy. It defines strategy as a company's plan to grow its business, attract customers, compete successfully, and achieve objectives. An important part of strategy is achieving a competitive advantage over rivals. A good strategy is both proactive, involving managerial initiatives, and reactive, requiring adaptation to changes. Crafting and executing strategy well is important for good management. The document discusses identifying a company's strategy and explores concepts like the quest for competitive advantage, how strategy is both proactive and reactive, and how strategies evolve over time.
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Strategic planning involves defining objectives, assessing internal/external situations, formulating strategies to achieve objectives, implementing strategies, and evaluating/adjusting as needed. A company conducts an environmental scan including internal/industry/macro analyses. It formulates strategies by matching strengths to opportunities and addressing weaknesses/threats. Implementation involves organizing resources and motivating staff. Evaluation assesses performance and drives adjustments. Strategy occurs at corporate, business unit, and functional levels.
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Shutter Island (2010; Mystery, Thriller; Leonardo DiCaprio, Mark Ruffalo
2. Watch the film you have selected as a psychology student and not merely as an ordinary film viewer (it is suggested that you watch the selected film multiple times).
3. Provide your own summary of the film, using psychological terms and concepts that you have learned in class and from your textbook. State clearly the psychological disorder you have seen portrayed in the film you have chosen, using DSM criteria/language. You should explain the psychological disorder portrayed in the movie. Determine and evaluate if the disorder identified in the film is accurate according to your textbook and other resource materials. Provide evidence using actual behaviors seen in the film. Is the depiction of the psychological disorder in the film accurate or not? Give evidence to support your claims using observable behaviors from the movie.
4. Based on the information from the film, determine what clinical diagnosis (or diagnoses) a character from the movie most likely has/have (can be the main character or supporting characters). Use criteria provided by the DSM-5 and provide an evidence-based diagnosis/diagnoses of the person. You will need to justify their diagnoses by demonstrating how the character’s symptoms meet some or all the criteria outlined in the DSM-5 as evidence of your diagnosis/diagnoses. Everything that you assert should be supported by evidence.
7. Be sure to use APA format using the latest edition of the APA Manual (7th edition).
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1. The Institute of Medicine (now a renamed as a part of the
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) defined patient-centered care as: "Providing care that is respectful of and responsive to individual patient preferences, needs, and values, and ensuring that patient values guide all clinical decisions.”[1] While this definition clearly emphasizes the importance of a patient’s perspective in the context of clinical care delivery, it does not allow managers to focus on the actual “person” inside the institutional role of the patient.
In the same sense that a person who is incarcerated in a prison may receive extremely humane treatment, the “person” is still defined into the role of an “inmate,” and as such cannot, by definition, be granted the same rights and privileges as a non-institutionalized member of the civil order enjoys. In other words, I may be placed in a cell with great empathy and understanding of my preferences, needs, and values, but I am still being locked-up in jail.
No one is suggesting that being admitted into a jail cell is the same as being admitted into a hospital bed. There are many obvious differences between the two, including the basic purpose of the two institutions.
But while much is different, what is the same is how a pre-existing set of structured behaviors and processes are used to firmly, and without asking or negotiating, radically transform a “regular” person into a defined role of a “patient” that then can be diagnosed, treated, and discharged back into the world once the patient has finished their “time” in the “system.”
While patient-centered care emphasizes the value of increased sensitivity to a patient’s preferences, needs, and values, what we want to focus on is how decisions made by healthcare leaders affect the actual experience of a person receiving that care.
So with the "real person" in mind, this week's question is:
What can healthcare leaders do in improve the actual personal experience that "real people" go through as our "patients?"
(Be sure to develop your answers AFTER you review the definition and roles of "Leadership" in the readings for this week).
[1] Institute on Medicine, Crossing the Quality Chasm: A New Health System for the 21st Century, March, 2001
2. Health Information Technonogy - PPP Discussion
The board has created an innovation fund designed to foster improved quality, increased access, or reduced costs in healthcare delivery. Select a health information technology related to genomics, precision medicine, or diagnostics that you would propose to be funded for implementation. Prepare a PowerPoint presentation that describes the selected health information technology, what it does, why it would be beneficial, and what risks may be involved. Please note, this activity is weighted 5% toward the final grade. The PowerPoint should be no more than 5-6 slides with the presenter's notes. Follow the APA format.
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2. Why are covenants important in the Bible? What do they accomplish? Are they all the same, whether in structure or outlook? Do the different writers view them differently? What does the ancient Near Eastern background to the biblical covenant contribute to our understanding?
3. Dt 6:4 used to be translated
“Hear, O Israel: The LORD [YHWH] our God, the LORD [YHWH] is one.”
Currently, we translate
“Hear, O Israel: The LORD [YHWH] is our God, the LORD [YHWH] alone.”
In all likelihood, the second translation is grammatically preferable. What is the interpretive difference between “one” and “alone”? Is it significant? How, if at all, does this verse relate to the First Commandment? How does this verse relate to Gen 1:26, 3:22, and 11:7? How does this verse relate to the variant non-MT variant in Dt 32:8-9 (as reproduced in HarperCollins)? Why is any of this important?
Be sure to provide a careful, well-written essay which gives ample biblical examples (proof texts) to support the point(s) you wish to make.
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1. Search the internet and learn about the cases of nurses Julie.docxketurahhazelhurst
1. Search the internet and learn about the cases of nurses Julie Thao and Kimberly Hiatt.
2. List and discuss lessons that you and all healthcare professionals can learn from these two cases.
3. Describe how the principle of beneficence and the virtue of benevolence could be applied to these cases. Do you think the hospital adminstrators handled the situations legally and ethically?
4. In addition to benevolence, which other virtues exhibited by their colleagues might have helped Thao and Hiatt?
5. Discuss personal virtues that might be helpful to second victims themselves to navigate the grieving process.
Scholarly article, APA format, and no grammar error
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1. Search the internet and learn about the cases of nurses Julie Tha.docxketurahhazelhurst
1. Search the internet and learn about the cases of nurses Julie Thao and Kimberly Hiatt.
2. List and discuss lessons that you and all healthcare professionals can learn from these two cases.
3. Describe how the principle of beneficence and the virtue of benevolence could be applied to these cases. Do you think the hospital adminstrators handled the situations legally and ethically?
4. In addition to benevolence, which other virtues exhibited by their colleagues might have helped Thao and Hiatt?
5. Discuss personal virtues that might be helpful to second victims themselves to navigate the grieving process.
use reference and scholarly nursing article.
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1. Review the three articles about Inflation that are found below th.docxketurahhazelhurst
1. Review the three articles about Inflation that are found below this.
Globalization and Inflatio
n
Drivers of Inflation
Inflation
and Unemploymen
t
2. Locate two JOURNAL articles which discuss this topic further. You need to focus on the Abstract, Introduction, Results, and Conclusion. For our purposes, you are not expected to fully understand the Data and Methodology.
3. Summarize these journal articles. Please use your own words. No copy-and-paste. Cite your sources.
4.The replies are due by the deadline specified in the Course Schedule.
Please post (in APA format) your article citation.
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1. Review the following request from a customerWe have a ne.docxketurahhazelhurst
1. Review the following request from a customer:
We have a need to replace the aging Signage Application. This application is housed in District 4 and serves the district as well as two other districts. We would like a new application that can be used statewide to track all information related to road signs.
The current system is old and doesn’t do most of what we need it to.
The current system has a whole bunch of reports, but no way for the user to update them by themselves without getting IT involved.
We also can’t create our own reports, on-demand, when we need to. Currently, data is entered into the application manually by Administrative Staff, but in the future, we would like to be able to take a picture of the road sign using a phone app, and have it automagically populate the database with geospatial location and other information. We thought about having a Smart Watch interface, but we don’t need that. Also, the current method does not have any way to manage the quality of the data that is entered, so there is a lot of garbage information there. There is no way to centrally manage security access, with the existing application. We want to get real time alerts when a sign gets knocked over in an accident and have a dashboard that shows where signs have been knocked over across the state. This is kind of important, but not super-critical. We need to store location information, types of signs, when a new sign is installed, who installed it, etc. We plan to provide the phone app to drivers in each district who will drive around, take pictures of the signs, and upload them to the database at the end of each day, or in realtime, if a data connection is available.
Back in Central Office, reviewers will review the sign information and validate it. A report will be printed every month with the results and a map. There are probably other things, but we can’t think of anything else right now.
2. List the main goal(s) of this request
3. Write all the user stories you see (include value statements and acceptance criteria, if possible)
4. Prioritize the user stories as
a. Critical
b. Important
c. Useful
d. Out of Scope
5. Are the user stories sufficiently detailed? If not, what steps would you take to split them/further define them?
6. What are the known Data Entities?
7. Is there an implied business process? Draw an activity diagram or a flow chart of it
8. Who are the actors/roles?
9. What questions would you ask of the stakeholders to get more information?
10. What technology should be used to implement the solution?
11. What would you do next as the assigned Business Analyst working on an Agile team?
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1. Research risk assessment approaches.2. Create an outline .docxketurahhazelhurst
1. Research risk assessment approaches.
2. Create an outline for a basic qualitative risk assessment plan.
3. Write an introduction to the plan explaining its purpose and importance.
4. Define the scope and boundaries for the risk assessment.
5. Identify data center assets and activities to be assessed.
6. Identify relevant threats and vulnerabilities. Include those listed in the scenario and add to the list if needed.
7. Identify relevant types of controls to be assessed.
8. Identify the key roles and responsibilities of individuals and departments within the organization as they pertain to risk assessments.
9. Develop a proposed schedule for the risk assessment process.
10. Complete the draft risk assessment plan detailing the information above. Risk assessment plans often include tables, but you choose the best format to present the material. Format the bulk of the plan similar to a professional business report and cite any sources you used.
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1. Research has narrowed the thousands of leadership behaviors into .docxketurahhazelhurst
1. Research has narrowed the thousands of leadership behaviors into two primary dimensions. Please list and discuss these two behaviors.
2. Distinguish between charismatic, transformational, and authentic leadership. Could an individual display all three types of leadership?
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1. Research Topic Super Computer Data MiningThe aim of this.docxketurahhazelhurst
1. Research Topic: Super Computer Data Mining
The aim of this project is to produce a super-computing data mining resource for use by the UK academic community which utilizes a number of advanced machine learning and statistical algorithms for large datasets. In particular, a number of evolutionary computing-based algorithms and the ensemble machine approach will be used to exploit the large-scale parallelism possible in super-computing. This purpose is embodied in the following objectives:
1. to develop a massively parallel approach for commonly used statistical and machine learning techniques for exploratory data analysis
1. to develop a massively parallel approach to the use of evolutionary computing techniques for feature creation and selection
1. to develop a massively parallel approach to the use of evolutionary computing techniques for data modelling
1. to develop a massively parallel approach to the use of ensemble machines for data modelling consisting of many well-known machine learning algorithms;
1. to develop an appropriate super-computing infra-structure to support the use of such advanced machine learning techniques with large datasets.
Research Needs:
Problem definition – In the first phase problem definition is listed i.e. business aims and objectives are determined taking into consideration certain factors like the current background and future prospective.
Data exploration – Required data is collected and explored using various statistical methods along with identification of underlying problems.
Data preparation – The data is prepared for modeling by cleansing and formatting the raw data in the desired way. The meaning of data is not changed while preparing.
Modeling – In this phase the data model is created by applying certain mathematical functions and modeling techniques. After the model is created it goes through validation and verification.
Evaluation – After the model is created, it is evaluated by a team of experts to check whether it satisfies business objectives or not.
Deployment – After evaluation, the model is deployed and further plans are made for its maintenance. A properly organized report is prepared with the summary of the work done.
Research paper Policy
· APA format
. https://apastyle.apa.org/
. https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/general_format.html
· Min number of pages are 15 pages
· Must have
. Contents with page numbers
. Abstract
. Introduction
. The problem
4. Are there any sub-problems?
4. Is there any issue need to be present concerning the problem?
. The solutions
5. Steps of the solutions
. Compare the solution to other solution
. Any suggestion to improve the solution
. Conclusion
. References
· Missing one of the above will result -5/30 of the research paper
· Paper does not stick to the APA will result in 0 in the research paper
· Submission
. you have multiple submission to check you safe assignments
. The percentage accepted is 1%.
1. Research and then describe about The Coca-Cola Company primary bu.docxketurahhazelhurst
1. Research and then describe about The Coca-Cola Company primary business activities. Include: Minimum 7 Pages. Excluding reference page
2.
A. A brief historical summary,
B. A list of competitors,
C. The company's position within the industry,
D. Recent developments within the company/industry,
E. Future direction, and
F. Other items of significance to your corporation.
3. Include information from a variety of resources. For example:
A. Consult the Form 10-K filed with the SEC.
B. Review the Annual Report and especially the Letter to Shareholders
C. Explore the corporate website.
D. Select at least two significant news items from recent business periodicals
The report should be well written with cover page, introduction, the body of the paper (with appropriate subheadings), conclusion, and reference page.
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1. Prepare a risk management plan for the project of finding a job a.docxketurahhazelhurst
1. Prepare a risk management plan for the project of finding a job after graduation.
and
2. Develop a reward system for motivating IPT members to do their jobs more conscientiously and to take on more responsibility.
[The assignment should be at least 400 words minimum and in APA format (including Times New Roman with font size 12 and double spaced), and attached as a WORD file.]
Plagiarism free
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1. Please define the term social class. How is it usually measured .docxketurahhazelhurst
1. Please define the term social class. How is it usually measured? What are some ways that social class is affecting health outcomes for people who become ill with COVID-19?
2. What is the CARES Act? Has it been enough? What has happened to people's ability to pay their bills since it expired?
3. As things stand now, data is showing higher COVID-19 related mortality rates for African Americans. Given what you know from the textbook and from the attached articles, what are some explanations for the disparity?
4. What is environmental racism (injustice)? How does environmental racism put some populations at higher risk for severe medical complications than others? (Vice article)
https://www.theatlantic.com/ideas/archive/2020/07/600-week-buys-freedom-fear/613972/
https://www.vox.com/2020/4/10/21207520/coronavirus-deaths-economy-layoffs-inequality-covid-pandemic
https://www.vice.com/en_us/article/pke94n/cancer-alley-has-some-of-the-highest-coronavirus-death-rates-in-the-country
https://www.theguardian.com/us-news/2020/apr/12/coronavirus-us-deep-south-poverty-race-perfect-storm
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Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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