Medicare ReformThe government has tried to control healthcare .docx
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Medicare Reform The government has tried to control healthcare spending mainly through Medicare reform. In 1997, Congress expanded Medicare’s managed care program and renamed it Medicare+Choice. By encouraging seniors to join a private plan, they would save money and have a more complete package of health coverage. President Clinton’s plan bought Medicare some time. According to the below chart, in 1997, Medicare began to make some remarkable strides. You see a positive trend until the baby boomers begin to retire around 2013. (Bettelheim, 2003, p.14) The Medicare Prescription Drug, Improvement, and Modernization Act of 2003 is the latest attempt to salvage Medicare from becoming extinct in 2026. Preventive benefits are to begin in 2005. For those enrolled in Medicare Part B, there will be a one-time initial physical exam. The physical exam includes screening for diabetes, various cancers, and cardiovascular diseases, as well as immunizations against the flu and pneumonia. Bettelheim (2003) stated, Beginning in 2006, seniors will pay a monthly premium of $35, and an annual deducible of $250. In exchange, the government would pay 75% of drug cost from $250 to $2250, but seniors would pay drug costs from $2251 to $3600. Only after the senior paid $3600 will Medicare pay 95% of further drug costs (p. 6) To help control government costs, drug discount cards will be available until the Medicare prescription drug benefits begin in 2006. “Seniors will save 10-25% off the cost of medicines” (p 26). Private health plans will compete for seniors’ business by providing better coverage at affordable prices. This helps control the costs of Medicare by using market-place competition. Seniors can choose to stay in traditional Medicare, or those who like the lower cost sharing and extra benefits often available in MCOs would be able to make that choice as well. Medicare reform. The reform of Medicare and the addition of supplemental policies have lengthened the lifespan of the assistance programs, but at the expense of patients and society. Most seniors are on fixed incomes and the cost of supplemental programs impedes their ability to continue their quality of life. Additionally, baby boomers entering this realm will overburden the system, creating larger deficits, and destroying any remaining quality of care that is being provided. Medicare Summary Medicare is basically broken down into two main categories: the "Original Medicare Plan" and the "Medicare Advantage Plan." Each category is made up of four sub-categories: Part A, Part B, Part C and Part D. Part A Part A is hospital insurance provided by Medicare. Most people do not pay a premium for this coverage. Part A covers inpatient care in skilled nursing facilities, critical access hospitals, and hospitals. Hospice and home health ...
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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.
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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MGMT 511Location ProblemGeorge Heller was so successful in.docx
MGMT 511
Location Problem
George Heller was so successful in his previous assignment that he was promoted to the coveted position of Infrastructure Manager on the Mergers and Acquisitions Team.
Again Agame has recently acquired a competitive company with a plant and a warehouse in a nearby city. Management has decided to keep the additional warehouse. However, they are unsure if they need to keep the additional manufacturing plant. All products can be manufactured in either plant and shipped from either warehouse. Each plant and each warehouse has sufficient capacity to meet the total forecasted demand individually.
Prepare a report for management with your recommendation. Three possible choices exist. 1) Close the Competitor plant and satisfy all demand from the Again Agame plant; 2) Close the Again Agame plant and satisfy all demand from the Competitor plant; 3)Keep both plants open.
Your recommendation should include a solution for each of the five years in question. Include your calculations and spreadsheets in support of your recommendations.
Sales Forecast (cases)
2011
2012
2013
2014
2015
Competitor Warehouse (WH1)
15,000,000
20,000,000
26,000,000
34,000,000
44,000,000
Again Agame Warehouse (WH2)
6,000,000
7,000,000
10,000,000
15,000,000
21,000,000
Fixed Costs
2011
2012
2013
2014
2015
Competitor Plant (P1)
900,000
900,000
900,000
900,000
900,000
Again Agame Plant (P2)
800,000
800,000
800,000
800,000
800,000
Transportation Costs
$1.00 / 1,000 cases / mile
4
Costs -- Both Plant Scenario
20112012201320142015
Transport P1 - WH1
Transport P2 - WH2
Fixed Cost - P1
Fixed Cost - P2
Total
General Info.Infrastructure ExerciseDate: 28/10/97Situation:a) Package -RGBb) Nr. Plants -2c) Nr. WH -2d) Period -5 yearse) Sales Frcst. -DecreasingCapacity MM U/C per Year:Plant 1 -5avg. HK 70 (KS)Plant 2 -3avg. HK 42 (KS)Distance Matrix: (Km)WH1WH2P150600P2600100Diagram:
&A
Page &P
WH2
Franchise 2
Franchise 1
P2
P1
WH1
Sales Frcst.Infrastructure ExerciseDate: 28/10/97Sales Forecast (M U.C)RGB'98'99'00'01'02WH15000.04000.03400.02800.02400.0WH23000.02400.02000.01600.01400.0Obs. Volume is Decreasing 15% per year.
&A
Page &P
CostsInfrastructure ExerciseDate: 28/10/97Transport Costs:0.51,000 cases per KmFixed Costs:900,000P1 = $600,000/year800,000P2 = $500,000/year
&A
Page &P
AnalysisInfrastructure ExerciseDate: 28/10/97Fixed Costs'98'99'00'01'02P1800,000800,000800,000800,000800,000P2700,000700,000700,000700,000700,000Total1,500,0001,500,0001,500,0001,500,0001,500,000Transportation Costs'98'99'00'01'02P1 - WH1125,000100,00085,00070,00060,000P2 - WH2150,000120,000100,00080,00070,000P1 - WH2900,000720,000600,000480,000420,000P2 - WH11,500,0001,200,0001,020,000840,000720,000Total 1275,000220,000185,000150,000130,000(both plants)Total 21,025,000820,000685 ...
MGMT 464From Snowboarders to Lawnmowers Case Study Case An.docx
MGMT 464
From Snowboarders to Lawnmowers Case Study
Case Analysis Worksheet #1
Case Analysis Session 1 : Focus on Inspiring a Shared Vision (Principle #2)
Inspiring a shared vision has two main components [1] creating a vision through common purpose, and [2] enlisting or getting people ‘on board’ with the vision.
In your small groups, discuss and document your group’s response to the following questions. Upload your typed document into one of your group member’s D2L dropbox by the assigned due date on your course schedule. Be sure to include on your worksheet all group member names. If present in class, all group members will receive the same grade for this case analysis assignment (maximum 30 pts). Group peer evaluations will be used to determine overall individual group member participation points for both of these case study discussions (maximum 15 pts).
1. In what specific ways did Michael fail and/or succeed in ‘listening deeply’ to his employees?
2. In what specific ways did Michael show that he was not “open to influence?” How would Michael being open to influence have made him more effective, ( i.e., who were the “local experts” and how could he have benefited from them)?
3. When you consider the employees of Bedford Mower as they were before Michael arrived, how would you characterize them in terms of what was personally meaningful to them?
4. When creating his vision for the company, in what specific ways did Michael fail and/or succeed in ‘determining what was meaningful’ to his employees, and what was the impact?
5. What specific mechanisms, or opportunities did Michael have available to him for enlisting others?
6. To what extent did Michael take advantage of these? To what extent were they effective in terms of getting everyone on board with the new vision?
7. In thinking about his attempts to enlist others, in what ways did or didn’t Michael incorporate common ideals into his communication with his employees as it related to the new vision?
8. How successful was Michael in “animating the vision”? How would you characterize him in terms of his use of symbolic language, providing imagery of the future, practicing positive communication, expressing emotion, and speaking from the heart, in his communications to his employees?
9. What would you have done differently with this group of employees in terms of inspiring a shared vision?
Team Leadership Case
From Snowboards to Lawnmowers
Michael Francis, a man in his late 30s, born and raised in Oregon, was an avid snowboarder. He was known among his many friends and associates as a risk-taker, highly intelligent, innovative, a bit of a rebel, but an extremely smart businessman. When he was in his early 20s, he started his own snowboarding company designing and manufacturing what became known as some of the most cutting edge boards available. Having recently married a woman who was raised on the East coast, he decided to sell his company and move to Vermont where h ...
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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.
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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Medicare Part A Vs. Part B Billing_ Key Differences For Hospitals.pptx
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MGMT 511Location ProblemGeorge Heller was so successful in.docx
MGMT 511
Location Problem
George Heller was so successful in his previous assignment that he was promoted to the coveted position of Infrastructure Manager on the Mergers and Acquisitions Team.
Again Agame has recently acquired a competitive company with a plant and a warehouse in a nearby city. Management has decided to keep the additional warehouse. However, they are unsure if they need to keep the additional manufacturing plant. All products can be manufactured in either plant and shipped from either warehouse. Each plant and each warehouse has sufficient capacity to meet the total forecasted demand individually.
Prepare a report for management with your recommendation. Three possible choices exist. 1) Close the Competitor plant and satisfy all demand from the Again Agame plant; 2) Close the Again Agame plant and satisfy all demand from the Competitor plant; 3)Keep both plants open.
Your recommendation should include a solution for each of the five years in question. Include your calculations and spreadsheets in support of your recommendations.
Sales Forecast (cases)
2011
2012
2013
2014
2015
Competitor Warehouse (WH1)
15,000,000
20,000,000
26,000,000
34,000,000
44,000,000
Again Agame Warehouse (WH2)
6,000,000
7,000,000
10,000,000
15,000,000
21,000,000
Fixed Costs
2011
2012
2013
2014
2015
Competitor Plant (P1)
900,000
900,000
900,000
900,000
900,000
Again Agame Plant (P2)
800,000
800,000
800,000
800,000
800,000
Transportation Costs
$1.00 / 1,000 cases / mile
4
Costs -- Both Plant Scenario
20112012201320142015
Transport P1 - WH1
Transport P2 - WH2
Fixed Cost - P1
Fixed Cost - P2
Total
General Info.Infrastructure ExerciseDate: 28/10/97Situation:a) Package -RGBb) Nr. Plants -2c) Nr. WH -2d) Period -5 yearse) Sales Frcst. -DecreasingCapacity MM U/C per Year:Plant 1 -5avg. HK 70 (KS)Plant 2 -3avg. HK 42 (KS)Distance Matrix: (Km)WH1WH2P150600P2600100Diagram:
&A
Page &P
WH2
Franchise 2
Franchise 1
P2
P1
WH1
Sales Frcst.Infrastructure ExerciseDate: 28/10/97Sales Forecast (M U.C)RGB'98'99'00'01'02WH15000.04000.03400.02800.02400.0WH23000.02400.02000.01600.01400.0Obs. Volume is Decreasing 15% per year.
&A
Page &P
CostsInfrastructure ExerciseDate: 28/10/97Transport Costs:0.51,000 cases per KmFixed Costs:900,000P1 = $600,000/year800,000P2 = $500,000/year
&A
Page &P
AnalysisInfrastructure ExerciseDate: 28/10/97Fixed Costs'98'99'00'01'02P1800,000800,000800,000800,000800,000P2700,000700,000700,000700,000700,000Total1,500,0001,500,0001,500,0001,500,0001,500,000Transportation Costs'98'99'00'01'02P1 - WH1125,000100,00085,00070,00060,000P2 - WH2150,000120,000100,00080,00070,000P1 - WH2900,000720,000600,000480,000420,000P2 - WH11,500,0001,200,0001,020,000840,000720,000Total 1275,000220,000185,000150,000130,000(both plants)Total 21,025,000820,000685 ...
MGMT 464From Snowboarders to Lawnmowers Case Study Case An.docx
MGMT 464
From Snowboarders to Lawnmowers Case Study
Case Analysis Worksheet #1
Case Analysis Session 1 : Focus on Inspiring a Shared Vision (Principle #2)
Inspiring a shared vision has two main components [1] creating a vision through common purpose, and [2] enlisting or getting people ‘on board’ with the vision.
In your small groups, discuss and document your group’s response to the following questions. Upload your typed document into one of your group member’s D2L dropbox by the assigned due date on your course schedule. Be sure to include on your worksheet all group member names. If present in class, all group members will receive the same grade for this case analysis assignment (maximum 30 pts). Group peer evaluations will be used to determine overall individual group member participation points for both of these case study discussions (maximum 15 pts).
1. In what specific ways did Michael fail and/or succeed in ‘listening deeply’ to his employees?
2. In what specific ways did Michael show that he was not “open to influence?” How would Michael being open to influence have made him more effective, ( i.e., who were the “local experts” and how could he have benefited from them)?
3. When you consider the employees of Bedford Mower as they were before Michael arrived, how would you characterize them in terms of what was personally meaningful to them?
4. When creating his vision for the company, in what specific ways did Michael fail and/or succeed in ‘determining what was meaningful’ to his employees, and what was the impact?
5. What specific mechanisms, or opportunities did Michael have available to him for enlisting others?
6. To what extent did Michael take advantage of these? To what extent were they effective in terms of getting everyone on board with the new vision?
7. In thinking about his attempts to enlist others, in what ways did or didn’t Michael incorporate common ideals into his communication with his employees as it related to the new vision?
8. How successful was Michael in “animating the vision”? How would you characterize him in terms of his use of symbolic language, providing imagery of the future, practicing positive communication, expressing emotion, and speaking from the heart, in his communications to his employees?
9. What would you have done differently with this group of employees in terms of inspiring a shared vision?
Team Leadership Case
From Snowboards to Lawnmowers
Michael Francis, a man in his late 30s, born and raised in Oregon, was an avid snowboarder. He was known among his many friends and associates as a risk-taker, highly intelligent, innovative, a bit of a rebel, but an extremely smart businessman. When he was in his early 20s, he started his own snowboarding company designing and manufacturing what became known as some of the most cutting edge boards available. Having recently married a woman who was raised on the East coast, he decided to sell his company and move to Vermont where h ...
MG345_Lead from Middle.pptLeading from the Middle Exe.docx
MG345_Lead from Middle.ppt
Leading from the Middle: Exerting Influence Sideways & Upward
MG345 Organizations & Environment
Tony Buono
Fall 2104
Unfreezing
Changing
Refreezing
Planned
Change
Guided
Changing
Freezing
Rebalancing/
Translating
Unfreezing/
Improvising
Directed
Change
Present
State
Desired
State
Conceptualizing Change Processes
Low
Low
High
High
Business Complexity
Socio-Technical
Uncertainty
Authority
Acceptance
Persuasive Communication
A Question of Rhythm?
Leadership Styles
TASK FOCUS
PEOPLE FOCUS
LEARNING FOCUS
ORGANIZATIONAL EMPHASIS
INDIVIDUAL EMPHASIS
Commanding (Coercive)
Pacesetter
Visionary
(Authoritative)
Affiliative
Democratic
Coaching
EQ Adaptive Ability
Across Styles
Managers as Linking Pins
Middle Management …
“… story of gradual disempowerment in which reasonably healthy, confident and competent people become transformed into anxious, tense, ineffective and self-doubting wrecks.”
Barry Oshry, “Converting Middle Powerlessness to Middle Power,” National Productivity Review
Intervening in the MiddleConceptualizing and Understanding One’s Sphere of InfluenceControllables v. UncontrollablesControlled (Contained) EmpowermentLooking for Opportunities in AmbiguityPursuing “Small Wins”
Source: A.F. Buono & A.J. Nurick, “Intervening in the Middle: Coping Strategies in Mergers and
Acquisitions,” Human Resource Planning, 1992, vol. 15, no. 2.
Lewin’s Force-Field Analysis
Status Quo
Change Drivers
Change Resisters
2-
C
H
A
N
G
I
N
G
1-UNFREEZING
3-REFREEZING
KEY:
Own versus
Induced Forces
Dealing with ResistanceApproachUseAdvantagesDisadvantagesEducation +
CommunicationLack of or inaccurate infoHelps to inform and persuadeTime consuming, especially if many people are involvedParticipation + InvolvementInitiators do not have all info; others have considerable power to resistParticipation leads to commitment; recipient info integrated into change planTime consuming; participators can design inappropriate changeFacilitation + SupportResistance due to adjustment problemsBest way to cope with adjustment issuesCan be time consuming; can still failNegotiationSomeone/group loses out and has power to resistRelatively easy was to avoid problemsCan be expensiveManipulationOther tactics don’t’ workQuick, inexpensiveShort-term utility, can lead to future problemsExplicit + Implicit CoercionSpeed; you have powerSimple, straightforwardShort-term benefits, can be risky; retribution
“Managing” Your Boss
Understand your boss
Goals & Needs Working Style
Strengths & Weaknesses
Understand yourself
Goals & Needs Working Style
Strengths & Weaknesses How you react to your boss?
What do you do to help/hurt your relat ...
MGMT 345Phase 2 IPBusiness MemoToWarehouse ManagerFrom[You.docx
MGMT 345
Phase 2 IPBusiness MemoTo:
Warehouse ManagerFrom:[Your Name]Date:February 25, 2015Re:
Effective Supply Chain Design
Enhancing Profitability and Stakeholder Value with Effective Supply Chain Design
Supply Chain Networks
Supply Chain Drivers
Supply Chains and Distribution of Assets and Resources
Supply Chain Visual
Figure 1: The Food Production Chain.(n.d.). Retrieved from http://www.cdc.gov/foodsafety/images/food_production_chain_400px.jpg
References
Do not forget to put your references in alphabetical order (vertically, NOT horizontally) by author’s last name, and use only first initials, not first name. If one of your references begins with the word "The," put the rest of the name first and insert a comma, followed by the word The (example – Associated Press, The.).
Author's Last Name, First Initial. (year). Title of article/Internet page. Retrieved from http://complete URL here Do Not end with a period (EXAMPLE OF AN INTERNET SOURCE – IF NO DATE IS GIVEN ON THE INTERNET PAGE USE: (n.d.). IN PLACE OF THE YEAR.)
Author's Last Name, First Initial. (year). Title of book. City, ST: Publisher. (EXAMPLE OF A BOOK)
Author's Last Name, First Initial. (year, Season). Title of article. Magazine Name, 12(8), 27. (EXAMPLE OF A MAGAZINE ARTICLE - Note – only capitalize the proper nouns in the title of the article; capitalize all the words in the magazine name; the 12 is where the volume number goes, the 8 is where the issue number goes, the 27 is where the page number goes.)
Berube, M. S., ed. (1989). The American heritage dictionary. New York: Dell. (EXAMPLE OF A DICTIONARY)
Bird, I. (1973). A lady's life in the Rocky Mountains (Reprint ed.). New York: Ballantine Books. (EXAMPLE OF A BOOK)
Food Production Chain, The. (n.d.). Retrieved from http://www.cdc.gov/foodsafety/images/food_production_chain_400px.jpg
Grant, A. M. & Berry, J. W. (2011). The necessity of others is the mother of invention: Intrinsic and prosocial motivations, perspective taking, and creativity. Academy of Management Journal.54 (1), 73-96. DOI: 10.5465/AMJ.2011.59215085 (EXAMPLE FROM OUR BONUS LIVE CHAT, PLEASE VIEW THE BONUS LIVE CHAT TO SEE HOW TO FORMAT A REFERENCE WHEN RESEARCHING FROM THE CTU LIBRARY, WHICH IS REQUIRED FOR THIS TASK)
Leonard, S. J., & Noel, T. J. (1990). Denver: Mining camp to metropolis. Niwot, CO: University Press of Colorado. (EXAMPLE OF A BOOK)
Morson, B., & Frazier, D. (2000, December 7). For years, brown cloud fouls Denver image [Electronic version]. Denver (Colorado) Rocky Mountain News. Retrieved October 3, 2002, from http://insidedenver.com/millennium/1207stone.shtml (EXAMPLE OF A NEWSPAPER ARTICLE FROM AN ONLINE VERSION OF THE NEWSPAPER)
National Jewish Medical & Research Center. (2001a, January 5). The 'Brown Cloud,' cold-induced asthma, winter allergies and seasonal affective disorder around the corner as winter approaches. Retrieved October 4, 2002, from http://www.njc.org/news/ winter1.html (EXAMPLE OF AN ORGANIZATION ...
MGMT 3720 – Organizational BehaviorEXAM 3(CH. 9, 10, 11, & 12).docx
MGMT 3720 – Organizational Behavior EXAM 3
(CH. 9, 10, 11, & 12)
Question 1
1.
While discussing their marketing campaign for a new product, the members of the cross-functional team responsible for Carver Inc. realized that a couple of changes relating to their prior plan would be beneficial. The offer of a franchising that had earlier been brushed off by the company head was discussed thoroughly and it was decided that it would be implemented on a trial basis initially, and on full scale if found to work well. From the information provided, it can be concluded that this cross-functional team has a high degree of ________.
Answer
reflexivity
uncertainty
diversity
conformity
demography
Question 2
1.
Max Hiller was recently hired by Sync, a consumer goods company. During his first meeting with the sales team, Max impressed upon his team that work performance is the only criterion he would use to evaluate them. To help them perform well and meet their targets, he pushed his team to work extra hours. He also gave very clear instructions to each member regarding their job responsibilities and continually verified if they were meeting their targets. Which of the following, if true, would weaken Max's approach?
Answer
Sales figures for the region that Max's team is responsible for have improved in the last quarter.
Max is leading many new employees who have joined his team directly after training.
Max's sales team is comprised of independent and experienced employees who are committed to their jobs.
Max's team functions in a sluggish manner and picks up pace only a week or so before the monthly operations cycle meetings.
Max's team does not display high levels of cohesiveness and members fail to coordinate with each other.
Question 3
1.
Which of the following statements is true regarding the effect of group cohesiveness and performance norms on group productivity?
Answer
When both cohesiveness and performance norms are high, productivity will be high.
The productivity of the group is affected by the performance norms but not by the cohesiveness of the group.
If cohesiveness is high and performance norms are low, productivity will be high.
When cohesiveness is low and performance norms are also low, productivity will be high.
If cohesiveness is low and performance norms are high, productivity will be low.
Question 4
1.
Neutralizers make it impossible for leader behavior to make any difference to follower outcomes.
Answer
True
False
Question 5
1.
Communication includes both the transfer and the understanding of meaning.
Answer
True
False
Question 6
1.
According to the path-goal theory, directive leadership is likely to be welcomed and accepted by employees with high ability or considerable experience.
Answer
True
False
Question 7
1.
Before buying her new phone, Gina listed the various requirements her new phone must meet. As a wedding planner, much of her work revolved around usin ...
Mexico, Page 1 Running Head MEXICO’S CULTURAL, ECONOMI.docx
Mexico, Page 1
Running Head: MEXICO’S CULTURAL, ECONOMICAL, AND POLITICAL STATE
Mexico’s Cultural, Economical, and Political State
For
Firms Pursuing Business In or With Mexico
By
Kashmala Khan
For
Athena Miklos, Professor
ECN 2025-102947
Tuesdays and Thursdays, 10:00-11:20 AM
College of Southern Maryland
La Plata, Maryland
November 15, 2012
Mexico, Page 2
Summary
Before a firm does business in Mexico it is imperative to understand the achievements
and pitfalls of its cultural, economic, and political forces. Although Mexico has improved
substantially with its technological development, investment policies, foreign exchange policies,
and tariffs, it still has significant pitfalls when it comes to honoring contracts, legal framework,
and enforcing laws.
The cultural forces of Mexico are largely dependent on social structure. Mexicans respect
authority and look to those above them for guidance and decision-making. This makes it
important to know which person is in charge, and leads to an authoritarian approach to decision-
making and problem solving. Since 92.7% of the total population in Mexico speaks Spanish
only, it will be beneficial to learn Spanish or have a translator at hand at all times. Shared culture
makes it easier to market and sell goods and services.
The economic forces in Mexico offer both favorable and unfavorable qualities. Mexico is
currently the second largest export market for U.S. goods. Some of the greatest achievements of
economic forces include physical infrastructures, telecommunication systems, production
capabilities, and technology. The unfavorable qualities of the economic forces include high
employment rate and unskilled labor.
The political forces in Mexico also play a great role in opportunities and pitfalls. The
opportunities include efficient settlements to disputes and reasonable trade regulations and
standards. The pitfalls include wars and terrorism caused by the drug wars and cartels.
There are numerous opportunities for firms in the Textiles and Clothing industry of
Mexico. A firm should be knowledgeable about the cultural differences in Mexican people in
Mexico, Page 3
order to undergo business successfully. A firm should also be aware of the potential profit
Mexico has to offer, as well as the potential problems. To conclude from this research, U.S.
firms should enter the Textiles and Clothing industry in Mexico because there are a lot of
opportunities and the Mexican economy will further expand in the near future.
Mexico, Page 4
Introduction
This paper will review and relay the most recent information regarding Mexico’s cultural,
economic, and political forces. The objective of this paper is to assist firms who are interested in
entering the Textiles and Clothing industry in Mexico by portraying the opportunities, issues,
and pros and cons of doing business in Mexico. Th ...
MGM316-1401B-01Quesadra D. GoodrumClass Discussion Phase2.docx
MGM316-1401B-01
Quesadra D. Goodrum
Class Discussion Phase2
Colorado Technical University
Professor: Edmund Winters
4/07/2014
In an ever-changing world, intercultural business communication is one of the most vital aspects of carrying out business in foreign countries. We are set up to fail if we enter into foreign business agreements blindly. In the absence of proper communication skills, cultural awareness comes into play knowing the culture in which we are dealing. All of your concepts you may have grown up with and ideas that you have formed beforehand need to be thrown away and cast to the side. Your concepts and ideas in these business meetings will only be as effective as your communication skills. If your communications skills are weak so will be your presentation of your projected business plan. If I was going to develop a training program on the same, my lesson plan would look as illustrated below:
I. Class Objectives: The goals or objectives for class include understanding how language affects intercultural business communications and learning about different cultures and how they communicate when conducting business activities.
II. Connection to Course Goals: The class’s daily objectives will connect to the overall course goals by dealing with one topic at a time.
III. Anticipatory Set: What is usually involved in intercultural business communication and how should one behave if relocated to foreign countries such as United Arab Emirates, Mexico, China and Israel?
IV. Cultural Awareness
V. High vs. Low Context Cultures
VI. Language: Verbal vs. Non-Verbal
VII. Conversational Taboos
VIII. Interaction: Ethical/Unethical awareness
IX. Conclusion: connecting the objectives
My developed training program will help my students target and grasp the importance of the concepts listed and how they connect to one another. You will need to know a number of things regarding Cultural Awareness, High vs. Low Context Cultures, and Verbal vs. Non-Verbal, Conversational Taboos, and Interaction Ethical/Unethical awareness, and connecting the objectives. “Low context language is where things are fully spelled out or made explicit where there is also considerable dependence on what is actually being said or written (Gibson, 2002).” Western cultures tend to be inclined more toward low context language while Eastern and
Southern cultures are more inclined to use high context language (LeBaron, 2003).“High context language is whereby communicators assume a great deal of commonality of opinions and knowledge so that not much is made explicit (Novinger, 2001).” In other words, communication is in indirect ways. It is of crucial importance for business individuals venturing overseas to learn more about the business culture and etiquette present in countries such as Mexico, China, United Arab Emirates and Israel as they are not the same as the American business culture.
International Business Communication
Understanding other cultures tend to greatly enh ...
METROPOLITAN PLANNING ANDENVIRONMENTAL ISSUESn May 2008, the N.docx
METROPOLITAN PLANNING AND
ENVIRONMENTAL ISSUES
n May 2008, the Nobel Prize–winning economist Paul Krugman was in Berlin, and
he wrote an Op-Ed piece for the New York Times that began, “I have seen the future,
and it works.” He went on to extol “this marvelous urban environment” with its pitchperfect
public transportation servicing medium height high-rise buildings embedded
in a larger urban-scape of commercial service establishments and green areas. He then
commented: “It’s the kind of neighborhood in which people don’t have to drive a lot,
but it’s also a kind of neighborhood that barely exists in America, even in big metropolitan
areas. Greater Atlanta has roughly the same population as greater Berlin—but
Berlin is a city of trains, buses and bikes, while Atlanta is a city of cars, cars and cars.”
The Nobel Prize winner is speaking here not as an objective scientist, but as another
tourist from America, and one who subscribes to the subjective bias against suburban
sprawl. As any other observant visitor to Berlin can attest, he leaves out other aspects of
the experience: the mixed groups of drug addicts loitering around select public places
including open-air heroin users and speed freaks; Nazi skinheads roaming the very
community transportation corridors Krugman lauds; sectors of the city that could be
called slums in the American style, except that the housing is better maintained and
the streets are cleaner; and, despite the popularity of Berlin, an increasing and denser
development of the region outside the city for the kind of single-family homes that are
most characteristic of the United States and that he seems to dislike despite the fact
that he probably lives in one back in Princeton, N.J., where he is a professor.
To be sure, Krugman has an excellent point and his comparison between Berlin
and Atlanta is well taken. However, any tourist comparing American and European
urban development patterns for public consumption, such as this Op-Ed columnist,
must be held responsible for pointing out the single most important reason for the
contrast. Simply put, European cities have fought sprawl and have a more “rational”
public mode of living that includes clustered high-rises and efficient public transportation
precisely because in Europe planners have political power and leverage over
land use built by profit seekers. America has nothing comparable because Americans
321
I
dislike public housing and government planning and are generally opposed to government
regulation and intervention. The fundamental ideological divide between these
societies could not be more different. Witness the frustrating and irrational response
average U.S. citizens have made in opposition to government-sponsored health insurance
during the summer of 2009. European countries adopted universal health care,
in contrast, scores of years ago. At about the same time, in the post–World War II era,
they also sanctioned local and national planning schemes for housing and ...
Methods of Moral Decision Making REL 330 Christian Moralit.docx
Methods of Moral Decision Making
REL 330 Christian Morality
Acquisition of Christian Based Ethical Truth comes from:
1. Written Revelation – the Bible
2. Natural Law
· Human reason is capable of divine ethical truth.
· Human kind made in the image of God is therefore capable of understanding ethical standards revealed in nature.
· Natural tendency for self-preservation, avoidance of pain, defense of children.
3. The Church - A. Narrative component : Stories and images,
B. Normative component: Rules/guidelines
C. Church functions to assist with character development by teaching,
through community, and imagination (raises to new acute awareness &
understanding)
How we decide is a matter of style:
Rule-Based or Deontological Theories of Ethics (Rule or duty based)
A. Divine Command/Absolutism –
Our behavior, actions and moral decisions are based on God’s will.
How do we determine the will of God?
Based on our experience of God and our understanding of the nature of
God.
God is good. We need an understanding of what the Good is.
Do we follow God’s command out of fear or out of love?
Which is more important the rule or the intention?
The problem with moral decision making arises when in a particular situation one needs to choose between protecting one’s own life and the life of another. Complex situations in our nuclear age make it difficult to determine the greater good or the lesser of two evils in many cases.
B. Immanuel Kant’s “Categorical Imperative” - another of the deontological or rule based theories of ethics that may help in ethical reasoning-
His theory states “Act only according to that maxim by which you can at the same time will that it should become a universal law.” Also persons are not to be a means to an end. (Immanuel Kant, Groundwork of the Metaphysics of Morals, 1785; cited in Rachels, 115)
C. Social Contract Theories- a belief that moral judgments are simply conventions determined by a particular society. How this works is evident in the “Peace Child.”
D. Critical Realism- is a method thatasserts that our knowledge of the world refers to the-way-things-really-are, but in a partial fashion which will necessarily be revised as that knowledge develops. Critical Realism attempts to find the real good through dialogue and reason between the ideal rule or norm and the reality of the present world.
Teleological or goal-based theories of Ethical Reasoning- (Also known as consequentialism)
A. Ethical Egoism- a moral act is what benefits me.
B. Utilitarianism- a moral act is what causes the greatest amount of happiness for the most people concerned, i.e.,
· Right actions are those with best consequences.
· In assessing “best consequences” the amount of happiness or unhappiness caused is the only relevant consideration.
· Each person’s welfare is equally important
C. Emotivism- moral judgments ar ...
MEPS_Inpatient Stay database.csduidpiddupersidevntidxeventrnerhevi.docx
MEPS_Inpatient Stay database.csduidpiddupersidevntidxeventrnerhevidxffeeidxpanelmpcdataipbegyripbegmmipbegddipendyripendmmipendddnumnighxnumnightemerroomspeccondrsninhosdlvrtypeepiduralanyoperipicd1xipicd2xipicd3xipicd4xippro1xippro2xipccc1xipccc2xipccc3xipccc4xdschpmedffiptypeipxp12xiptc12xipfsf12xipfmr12xipfmd12xipfpv12xipfva12xipftr12xipfof12xipfsl12xipfwc12xipfor12xipfou12xipfot12xipfxp12xipftc12xipdsf12xipdmr12xipdmd12xipdpv12xipdva12xipdtr12xipdof12xipdsl12xipdwc12xipdor12xipdou12xipdot12xipdxp12xipdtc12ximpflagperwt12fvarstrvarpsu20011101200111012.00E+11ROUND 32.00E+11-1PANEL 171 HAS MPC DATA2012117201212730-1 INAPPLICABLE1 YES1 YES2 TREATMENT/THERAPY-1 INAPPLICABLE-1 INAPPLICABLE2 NO486-1-1-1-1-1122-1-1-12 NO-1 INAPPLICABLE77762.16221868.750072462.9300000000072462.93212018.75005299.230000000005299.2398504 PARTIALLY IMPUTED13725.4081061120017102200171022.00E+11ROUND 2-1-1PANEL 171 HAS MPC DATA20122282012312-1 INAPPLICABLE2 NO1 YES4 GIVE BIRTH TO A BABY (MOTHER)2 CAESAREAN SECTION1 YES1 YESV22-1-1-1-1-1196-1-1-12 NO-1 INAPPLICABLE5997.94261390004775.44000000004775.44208390001222.5000000001222.553002 COMPLETE MPC DATA8902.89661056220017105200171052.00E+11ROUND 2-1-1PANEL 171 HAS MPC DATA201222820123910-1 INAPPLICABLE2 NO1 YES5 TO BE BORN (BABY)-1 INAPPLICABLE-1 INAPPLICABLE2 NOV30-1-1-1-1-1218-1-1-12 NO-1 INAPPLICABLE16592.653480300155850000000001558532644001007.650000000001007.6521592 COMPLETE MPC DATA7332.15721056220017106200171062.00E+11ROUND 2-1-1PANEL 171 HAS MPC DATA201222820123910-1 INAPPLICABLE2 NO1 YES5 TO BE BORN (BABY)-1 INAPPLICABLE-1 INAPPLICABLE2 NOV30-1-1-1-1-1218-1-1-12 NO-1 INAPPLICABLE12050.584916700105850000000001058546048001465.580000000001465.5831192 COMPLETE MPC DATA7332.15721056220020101200201012.00E+11ROUND 2-1-1PANEL 171 HAS MPC DATA201271220127131-1 INAPPLICABLE2 NO1 YES1 OPERATION OR SURGICAL PROCEDURE-1 INAPPLICABLE-1 INAPPLICABLE1 YES214-1-1-1-1-147-1-1-11 YES-1 INAPPLICABLE8842.6114807.96200008171.47000000008371.4714099.0677.9800393.1600000000471.14708.92 COMPLETE MPC DATA16522.111066220027102200271022.00E+11ROUND 2-1-1PANEL 171 HAS MPC DATA20125232012619-1 INAPPLICABLE2 NO1 YES1 OPERATION OR SURGICAL PROCEDURE-1 INAPPLICABLE-1 INAPPLICABLE1 YES723-1-1-1-1-1205-1-1-11 YES-1 INAPPLICABLE21956.54105233.78118.4212394.7101443.410000000021956.54105233.7000000000000002 COMPLETE MPC DATA24711.931007120031101200311012.00E+11ROUND 2-1-1PANEL 171 HAS MPC DATA201262020126211-1 INAPPLICABLE2 NO1 YES1 OPERATION OR SURGICAL PROCEDURE-1 INAPPLICABLE-1 INAPPLICABLE1 YES-1-1-1-163-1-1-1-1-1-8 DK-1 INAPPLICABLE5264.1928723.423.44448.900000000004472.327605.560791.890000000000791.891117.842 COMPLETE MPC DATA23921.1651136220044102200441022.00E+11ROUND 2-1-1PANEL 171 HAS MPC DATA201271420127162-1 INAPPLICABLE1 YES2 NO4 GIVE BIRTH TO A BABY (MOTHER)1 VAGINAL DELIVERY1 YES2 NO-1-1-1-1-1-1-1-1-1-11 YES-1 INAPPLICABLE6057.3834118.18004672.630000000004672.6330193.18001384.750000000001384.7539252 COMPLETE MPC DATA3600.93931027120045103 ...
METHODS TO STOP DIFFERENT CYBER CRIMES .docx
METHODS TO STOP DIFFERENT CYBER CRIMES 1
Methods to Stop Different Cyber Crimes
People must be well-informed regarding internet scams and certain vulnerabilities, which permit them to occur sooner or later. With education, they will be in a situation to help in prevention of such scams successfully (Hynson, 2012). It is imperative for people to be familiar with attempts of cybercrimes and to comprehend correct solutions in internet practices and solutions. People will learn with education how to put into practice proper security protocols. When they develop into social media savvy people and when they learn how to safe guard their computer devices, cybercriminals will encounter multiple layers of security, which will limit their illegal activities substantially.
Firewalls have the capability to protect users and their network devices against cyber criminals in the first instance of a attempted breach (Lehto,2013). A firewall monitors the interchange between a local network or the internet and a user’s computer. The firewall should be enabled through the security software or a router. Cybercriminals will be unable to use the interchange traffic to install malware, which is intended to compromise the user’s network and computer. If more people would use firewalls, hackers would be at a chief disadvantage due to being unable to navigate deeper into a system to obtain sensitive information and eventually, cybercrime would be lessened for a time.
Users need to analyze their operating and online systems continually so they can resolve vulnerabilities (Hynson, 2012). Internal accounting information or protocols, which lead to financial information or bank statements, should be checked on a regular basis in order to recognize the risks and mitigate them accordingly. It is very difficult for people to curb the flow of cybercrimes if they are ignorant of the risks in which they face or the weaknesses, which exist within their systems.
One successful way of slowing the actions of cyber criminals is by acting like them. This requires law enforcement agencies such as the Federal Bureau of Investigation (FBI) to assign special undercover agents to gain access to clubs or groups of cyber criminals so they can investigate their steps (Hynson, 2012). The investigation method will become more effective by identifying the source of the problem and in developing a stronger strategy to cripple the efforts of the criminals.
Cyber criminals can hack into systems without difficulty when they encounter uncomplicated passwords. Users should use passwords with at least 10 or more characters so they can amplify the complexity of logging into the computer system (Lehto, 2013). It also helps top add in capital letters and special characters to increase the complexity of a password. In addition, different accounts should have dissimilar ID’s or password combinations to avoid giving hackers ac ...
Mexico The Third War Security Weekly Wednesday, February 18.docx
Mexico: The Third War
Security Weekly Wednesday, February 18, 2009 - 13:23 Print Text Size
By Fred Burton and Scott Stewart
Mexico has pretty much always been a rough-and
-tumble place. In recent years, however, the
security environment has deteriorated rapidly, and
parts of the country have become incredibly
violent. It is now common to see military
weaponry such as fragmentation grenades and
assault rifles used almost daily in attacks.
In fact, just last week we noted two separate
strings of grenade attacks directed against police
in Durango and Michoacan states. In the
Michoacan incident, police in Uruapan and Lazaro Cardenas were targeted by three grenade attacks during a 12-hour period.
Then on Feb. 17, a major firefight occurred just across the border from the United States in Reynosa, when Mexican
authorities attempted to apprehend several armed men seen riding in a vehicle. The men fled to a nearby residence and
engaged the pursuing police with gunfire, hand grenades and rocket-propelled grenades (RPGs). After the incident, in which
five cartel gunmen were killed and several gunmen, cops, soldiers and civilians were wounded, authorities recovered a 60 mm
mortar, five RPG rounds and two fragmentation grenades.
Make no mistake, considering the military weapons now being used in Mexico and the number of deaths involved, the country
is in the middle of a war. In fact, there are actually three concurrent wars being waged in Mexico involving the Mexican drug
cartels. The first is the battle being waged among the various Mexican drug cartels seeking control over lucrative smuggling
corridors, called plazas. One such battleground is Ciudad Juarez, which provides access to the Interstate 10, Interstate 20 and
Interstate 25 corridors inside the United States. The second battle is being fought between the various cartels and the Mexican
government forces who are seeking to interrupt smuggling operations, curb violence and bring the cartel members to justice.
Then there is a third war being waged in Mexico, though because of its nature it is a bit more subdued. It does not get the
same degree of international media attention generated by the running gun battles and grenade and RPG attacks. However, it
is no less real, and in many ways it is more dangerous to innocent civilians (as well as foreign tourists and business travelers)
than the pitched battles between the cartels and the Mexican government. This third war is the war being waged on the
Mexican population by criminals who may or may not be involved with the cartels. Unlike the other battles, where cartel
members or government forces are the primary targets and civilians are only killed as collateral damage, on this battlefront,
civilians are squarely in the crosshairs.
The Criminal Front
There are many different shapes and sizes of criminal gangs in Mexico. While many of them are in some way related to the
drug cartels, others have various types of c ...
Mercy College .docx
Mercy College Principles of Management
Professor Tormey
Shadow-A-Company Term Project
The EXACT POWERPOINT sequence or order for your report should be as follows:
1. The Company’s Name
2. The Company’s Logo
3. The Company’s Mission Statement
4. Is the company living up to its stated objectives
5. What additional businesses should this company possibly explore entering?
6. The Company’s three (3) main competitors
7. A picture of, and the name of, the following: the Chairman, the President, the CEO and the CFO
8. The Stock Symbol and Exchange that it is traded on
9. The company’s recent stock price
10. The number of company employees worldwide
11. The location of the company’s corporate headquarters (city/state only)
12. The company’s yearly sales for 2012 in billions of dollars
13. The company’s yearly profit for 2012 in millions/billions of dollars
14. The company’s…STRENGTHS
15. The company’s…WEAKNESSES
16. The company’s…OPPORTUNITIES
17. The company’s…THREATS
18. Several of the company’s STAR product’s and or division’s
19. Several of the company’s CASH COW product’s and or division’s
20. The company’s QUESTION MARK’S product’s and or division’s
21. The company’s DOG product’s and or division’s
22. IMPORTANTLY… a statement from EACH student of exactly what each of you have learned while completing this research project
Shadow-A-Company Analysis
A process by which a student evaluates the products and businesses making up their assigned company.
Portfolio AnalysisPurpose of portfolio analysis:
Resources are directed toward more profitable businesses while weaker ones are phased out or dropped.Standard portfolio analysis evaluates SBUs on two important dimensions:
Attractiveness of SBU’s market or industry.
Strength of SBU’s position within that market or industry.
Figure 2.2:
The BCG Growth-Share Matrix
BCG Growth-Share MatrixStars: High-share of high-growth market.
Strategy: Build into cash cow via investment.Cash cows: High-share of low-growth market.
Strategies: Maintain or harvest for cash to build STARS.Question marks: Low-share of high-growth market.
Strategies: Build into STAR via investment OR reallocate funding and let slip into DOG status.Dogs: Low-share of low-growth market.
Strategies: Maintain or divest.
Figure 2.7:
SWOT Analysis
Mercy College Principles of Management
Professor Tormey
Shadow-A-Company Term Project
Each student will be assigned a specific company to closely monitor and study throughout the duration of the semester.
On our final class meeting date, you will be required to s ...
Merger AnalysisMerger Analysis Case Study© 2007 South UniversityFr.docx
Merger AnalysisMerger Analysis Case Study© 2007 South UniversityFranklin Teaching HospitalEnter appropriate input values in the cells colored red.INPUT DATA:KEY OUTPUT:(millions of $)(millions of $)Cash flow data:Pro forma net cash flows:Growth in gross revenues (2007-2011):2007$162.242Inpatient0.0%2008$162.242Outpatient0.0%2009$162.242Allowances and discount %0.0%2010$162.242Other op rev growth rate0.0%2011$0.000Patient services exp as a% of net patient rev0.0%2007 EBITDA$162.242Percent of net op CFAverage 5-yr EBITDA$0.000retained for growth0.0%Annual inputs:*Interest on**Cost SavingsAcquisition value:YearRequired Loansat Franklin2007$0.000$0.000DCF method$0.0002008$0.000$0.000Market multiple method:2009$0.000$0.000Applied to 2000 EBITDA$0.0002010$0.000$0.000Applied to avg EBITDA$0.0002011$0.000$0.000Applied to discharges$0.000Long-term (2008 and beyond)constant growth rate0.0%*Interest on required loans represents theMarket data:estimated interest payments on any borrowingsDiscount rate (cost of equity)0.0%required to fund the acquisition.EBITDA multiple0.0Market value to discharges ratio$0**Cost savings at Franklin represents anysynergistic benefits that will accrue atOperating data:the acquirer as opposed to at the target.Expected number of discharges0HISTORICAL DATA:Palmetto General HospitalIncome Statements:(Millions of Dollars)20022003200420052006Inpatient revenue$81.624$88.249$99.010$105.332$110.384Outpatient revenue22.86127.06734.62843.61650.810Gross patient revenue$104.485$115.316$133.638$148.948$161.194Allowances and discounts33.69938.62644.62251.19862.006Net patient revenue$70.786$76.690$89.016$97.750$99.188Other operating revenue1.9221.5151.3671.7251.048Total operating revenue$72.708$78.205$90.383$99.475$100.236Patient services expenses$60.245$73.858$81.525$90.645$89.505Interest expense3.0453.1473.0933.0022.980Depreciation3.4663.6894.3954.2586.031Total operating expense$66.756$80.694$89.013$97.905$98.516Net income$5.952($2.489)$1.370$1.570$1.720MODEL-GENERATED DATA:Palmetto General HospitalPro Forma Income Statements:(Millions of Dollars)20072008200920102011Inpatient revenue$110.384$110.384$110.384$110.384$110.384Outpatient revenue50.81050.81050.81050.81050.810Gross patient revenue$161.194$161.194$161.194$161.194$161.194Allowances and discounts0.0000.0000.0000.0000.000Net patient revenue$161.194$161.194$161.194$161.194$161.194Other operating revenue1.0481.0481.0481.0481.048Total operating revenue$162.242$162.242$162.242$162.242$162.242Patient services expenses$0.000$0.000$0.000$0.000$0.000Interest expense0.0000.0000.0000.0000.000Total operating expense$0.000$0.000$0.000$0.000$0.000Net operating cash flow$162.242$162.242$162.242$162.242$162.242Cost savings at University0.0000.0000.0000.0000.000Growth retentions0.0000.0000.0000.0000.000Terminal value0.000Net cash flow to equityholders$162.242$162.242$162.242$162.242$0.000EBITDA$162.242$162.242$162.242$162.242$0.000Valuation Results:Average 5-year EBITDA$0.000Value according to DCF ...
MGMT 301 EOY Group” Case Study and Power Point Presentation G.docx
MGMT 301 EOY “Group” Case Study and Power Point Presentation Grade Sheet-
Group Name: _____________________________ Time of class__________________
Total Paper should be 8-10 pages in length- this includes preliminary or prefatory section
No indentations for paragraphs- single spacing with double spacing in-between paragraphs
APA citations need to be used as your guide for citing reference material!
Preliminary or prefatory section- (this section has different page numbering, ii,iii,etc)
Title Page
Page ii-Table of Contents/ and List of Illustrations/Figures/Tables (10 points) ________
Page iii- Executive Summary- use bullets/ and bold headings (10 points) ________
Body of Paper and Analysis of Case Study and Questions and Answers – (starts w/page 1)
Page 1- Introduction- Starts on Page 1 and is at least ¼ to ½ page (5 points) ________
Page Numbering- After Introduction start your research paper…
Body of paper should be 5-8 pages in length
Research used in your paper
You will need to use at least “Five” different research cites! (50 points)________
You need to include “Five” different areas of analysis
Example: Motivation, Communication, Leadership, etc. (Chapters from your book)
Two Charts or Graphs in body of paper (5 points each) (10 points)________
They both need to be properly cited! (Heading)( Figure 1 or 2)(Source: citation)
Recommendation/Conclusion – (10 points)________
Reference Page- cite all you references on a separate sheet (5 points)________
100 POINTS TOTAL_________________
Points to be deducted in each category:
Poor: Headings, Sub-Heading or lack of Bold Headings (5 points)_________
Poor: Grammar- Sentence Structure - Formatting of Paragraphs (5 points)_________
Poor: Citation of your research material (10 points)_________
WRITTEN PAPERWORTH 100 POINTS TOTAL _______________
Power point Presentation - NOT MORE THAN 10 MINUTES!- Please do voice-over or camera
(Call eCampus or Tech-help or blackboard for assistance with your power point presentation)
Appropriate Business Attire for Presentation--points will be taken off for poor attire
Was there an opening statement? (10 points) ________
Clear - Easy to read - Eye appealing (10 points) ________
Not more than 7 lines per slide and 7 words in a line on a slide
Did you engage your audience?
Voice, clarity, clarity, volume, speed, poise and confidence (10 points) ________
Two graphs in your presentation- must be cited correctly (10 points)________
Was there a conclusion slide and statement? (10 points__________
Points will be taken off if:
Speed of presentation, (too fast or too slow) (up to 5 points) ________
“UHMS” and “H’S” – (1 point for every 10)________
POWER POINTWORTH 50 POINTS TOTAL________
ENTIRE PAPERWORTH 150 POINTS TOTAL__________
CASE
3 Building a Coali ...
MGMT 464New Manager’s Case Study Case Analysis Worksheet #.docx
MGMT 464
New Manager’s Case Study
Case Analysis Worksheet #2
Team Case Analysis Session 2: Enable Others To Act (Principle # 4)
Enabling others to act has two main components [1] fostering collaboration, and [2] strengthening others.
In your small groups, discuss and document your group’s response to the following questions. Upload your typed document into one of your group member’s D2L dropbox by the assigned due date on your course schedule. Be sure to include on your worksheet all group member names. If present in class, all group members will receive the same grade for this case analysis assignment (maximum 30 pts). Group peer evaluations will be used to determine overall individual group member participation points for both these case discussions (maximum 15 pts).
1. In what specific ways did Mark create a climate of distrust?
2. In what ways did Mark fail to “set the example” in his work role? What was the impact of his failure to be a good role model for his employees?
3. What type of relevant information and resources did he not share with his employees? What was the impact?
4. In what ways had the former supervisor built his employees’ sense of competence? How did Mark later undermine the employees’ sense of competence?
5. In what ways did the employees demonstrate accountability before Mark took over?
6. What kind of expectations of his employees did Mark communicate, and how did this become a self-fulfilling prophecy (The Pygmalion Effect)?
7. What employee obstacles were apparent in the case that Mark ignored? What actions could he have taken to remove these obstacles?
8. In what sense did the employees have a sense of job meaning and impact before Mark arrived? How did Mark’s actions lead to a decreased sense of job meaning and impact for the employees?
9. What would you have done differently with this group of employees in terms of empowerment and fostering collaboration?
Problems: Answer each question
1. A quality control expert is called in to determine whether a newly installed machine is meeting quality standards in producing a particular cotton cloth according to the specifications set by the manufacturer. The mean warp-breaking strength of this particular cotton cloth has been established to be 66 pounds. A random sample of 36 pieces of cotton cloth is obtained from a production run on this machine. The results of the sample reveal a mean warp-breaking strength of 64.5 pounds and a standard deviation of 5 pounds. Can the quality control expert make the decision that the cotton produced on the new machine meets the warp-breaking specification of the manufacturer at the .05 level of significance?
2. The personnel director of a large insurance company is interested in reducing the turnover rate of data processing clerks in the first year of employment. Past records indicate that 25% of all new hires in this area are no longer employed at the end of one year. Extensive new training approaches are im ...
META-INFMANIFEST.MFManifest-Version 1.0.classpath.docx
META-INF/MANIFEST.MF
Manifest-Version: 1.0
.classpath
PriorityQueue.classpublicsynchronizedclass PriorityQueue {
Heap q;
public void PriorityQueue(int, java.util.Comparator);
public Object peek();
public Object remove();
void add(Object);
boolean isEmpty();
public int size();
}
PriorityQueue.javaPriorityQueue.javaimport java.util.Comparator;
publicclassPriorityQueue<E>{
Heap q;
/**
*PriorityQueue initializes the queue.
*
* @param initialCapacity an int that is the heaps initial size.
* @param comparator the priority of various imputs.
*/
publicPriorityQueue(int initialCapacity,Comparator<?super E> comparator){
q=newHeap(initialCapacity,comparator);
}
/**
* Peek, returns the next item in the queue without removing it.
*
* If it is empty then null is returned.
* @return the next item in the queue.
*/
public E peek(){
if(q.size()==0){
returnnull;
}
return(E) q.findMax();
}
/**
* This removes the first item from the queue.
*
* It returns null if the queue is empty.
* @return the first item in the queue.
*/
public E remove(){
if(q.size()==0){
returnnull;
}
return(E) q.removeMax();
}
/**
* This adds item to the queue
* @param item that is added to the queue.
*/
void add(E item){
q.insert(item);
}
/**
* isEmpty returns if the queue is empty or not.
*
* @return boolean if the queue is empty or not.
*/
boolean isEmpty(){
if(q.size()!=0){
returnfalse;
}
returntrue;
}
/**
* size returns the size of the queue.
*
* @return int the size of the queue.
*/
publicint size(){
return q.size();
}
}
ArithmeticExpression.classpublicsynchronizedclass ArithmeticExpression {
BinaryTree t;
java.util.ArrayList list;
String equation;
void ArithmeticExpression(String) throws java.text.ParseException;
public String toString(BinaryTree);
public String toPostfixString(BinaryTree);
void setVariable(String, int) throws java.rmi.NotBoundException;
public int evaluate(BinaryTree);
}
ArithmeticExpression.javaArithmeticExpression.javaimport java.rmi.NotBoundException;
import java.text.ParseException;
import java.util.ArrayList;
import java.util.Stack;
/**
* ArithmeticExpression takes equations in the form of strings creates a binary
* tree, and can return either the regular or postfix equation. It also allows
* them to be calculated.
*
*
* Extra Credit:
* ** it can handle spaces or no spaces in the string inputted. ** it can return
* regular or postfix notation
*
* @author tai-lanhirabayashi
*
*/
publicclassArithmeticExpression{
BinaryTree t;
ArrayList list;
String equation;
/**
* ArithmeticExpression is the construction which takes in a space
* delimitated equation containing "*,/,+,-" symbols and converts it into a
* binary tree.
*
* If the expression is not valid it will throw a ParseException. This is ...
Menu Management Options· · APRN504 - 5886 - HEALTH POLICY .docx
Menu Management Options
·
·
APRN504 - 5886 - HEALTH POLICY AND LEADERSHIP - Spring2016
· Home Page
· Announcements
· Syllabus
· Discussions
· Weekly news update
· Assignments
· Sign up Wiki
· Writing Information
· Groups
· Week One
· PowerPoint Week #1
· PowerPoints Week #1
· Week Two: Information
· Week Three
· PowerPoint:Week #3 Policy
· PowerPoint-Communication
· PowerPoint: SS
· Week Four
· PowerPoint: Finances
· PowerPoint-Ethics
· Week Five
· Week Six
· Week Seven
· Week Eight
· PowerPoint: Lobbying
· Week Nine
· PowerPoint:Workplace
· Week Ten
· Week Eleven
· PowerPoint:Centers
· PP: Putting it Together
· Week Twelve
· Week Thirteen
· Week Fourteen
· Week Fifteen
· APA Links
· Help
· Tools
PowerPoint Week #1
Top of Form
Bottom of Form
Content
·
Social Determinants of Health
·
One view of the ACA
·
Another view of ACA
Remember South Carolina did NOT take the Medicaid expansion.
·
South Carolina and Medicaid
·
The IOM and Nursing
· Nursing and Politics
·
Mentoring
·
The Difference in Political Philosophy
·
Policy Process
GRADING RUBRICS:
Journals: The Journals should be a synopsis of ALL your required readings and PowerPoints. These papers are three to six pages long and include a reference page. Tell me what you learned. Failure to cover any aspect of the information will result is loss of points. APA format is required so remember your title page. The required APA textbook has examples from pages 41-59. Spelling and grammar issues will result in loss of points. Late Submissions: Minus 10 points/day.
Forum: Discussion Board
Organize Forum Threads on this page and apply settings to several or all threads. Threads are listed in a tabular format. The Threads can be sorted by clicking the column title or the caret at the top of each column. More Help
Content
Top of Form
This is a 'post-first' discussion forum.
There are currently 18 threads in this forum. Join the conversation by creating a thread!
Create Thread
Forum Description
Introduce yourself. Tell us your background and what track you are currently in. Have you had any experience with politics, leadership or political events? What do you hope to gain from this course? What are your concerns about taking a hybid course? What do you wish other people knew about you? Where do you hope to be five years from now? What has been your experience in a Political Group (ANA, SCNA, ANCC, ACNP, SCMA, Republican Party, Democratic Party, etc) and the role they play in politics? Inform us of what district you live in, who is your current represenative and senator for your district. A meaningful response to two classmates and facilitation of a dialog is an expectation for the discussion board. You can not post "I agree" or "I disagree". A discussion is like a ball being tossed back and forth. If you ask questions of your classmates you facilitate dialog. The discussion Boards are open for two weeks and close on Sundays at 11:59 pm. Do not wait until the last minute to post becaus ...
MGMT 673 Problem Set 51. For each of the following economic cond.docx
MGMT 673 Problem Set 5
1. For each of the following economic conditions, place an X in the table to indicate the appropriate range in the Aggregate Supply Curve
Condition
Keynesian
Intermediate
Classical
Unemployment is above the historical average
The nation’s factories are running at capacity
Any increase in GDP will be accompanied by high inflation
The nation is suffering through a severe recession
A mid-point in the business cycle expansion phase
GDP can increase without an increase in the Price Index
2. Many exogenous factors can cause a shift in the Aggregate Supply Curve. For each of the following factors, place an X in the table to indicate how the AS curve would shift.
Factor
AS shift right
(increase in AS)
AS shift left
(decrease in AS)
World oil prices increase substantially
Environmental Protection Agency enacts broad pollution restrictions
Business taxes are reduced
Internal combustion engine fuel efficiencies are greatly increased
Adverse winter weather persists for months more the normal
New restrictions slow immigration
Federal minimum wage is increased by 30%
3. Earlier we learned that Demand, which we now call Aggregate Demand, is comprised of 4 components: Consumption (C), Investment (I), Government spending (G), and Net Exports (NE). Any exogenous factor that increases any of the component(s) will also increase Aggregate Demand. For each of the following, place an X to indicate the component affected and an R (increase) or and L (decrease) to show whether the AD curve shifts Right or Left. Consider only the primary effect.
Factor
C
I
G
NE
R or L
Real interest rate decreases
Consumers and executives become more confident in the economic future
The stock market rises
China’s economic growth slows
Congress increases spending for in the current fiscal year
Tariffs are imposed by many countries to protect domestic employment
The US Import/Export bank eliminates guarantees for loans to foreign airlines to purchase Boeing aircraft
Congress enacts tax incentives for firms purchasing new equipment and facilities
4. For each of the following government economic actions, place an X in the table to indicate whether the action is fiscal or monetary policy.
Action
Monetary
Fiscal
Taxes are increased on the wealthiest 1% of households
The Fed purchases Mortgage-backed securities (MBS)
The US Treasury borrows money to finance increased government spending
The federal government provides a rebate to first time home buyers
The President signs and enacts the Affordable Care Act
The Fed promises to keep interest rates near zero for an extended time
5. For each of the following government actions, insert the original and shifted AD curve. Insert an arrow to show the shift in the AD curve. Here’s an example:
GDP
Price
Index
Real GDP
AS
a. While in a steep recession, the federal government enacts a stimulus program of increased spending and r ...
Mental Illness Stigma and the Fundamental Components ofSuppo.docx
Mental Illness Stigma and the Fundamental Components of
Supported Employment
Patrick W. Corrigan, Jonathon E. Larson, and Sachiko A. Kuwabara
Illinois Institute of Psychology
Purpose/Objective: The success of supported employment programs will partly depend on the endorse-
ment of stigma in communities in which the programs operate. In this article, the authors examine 2
models of stigma—responsibility attribution and dangerousness—and their relationships to components
of supported employment—help getting a job and help keeping a job. Research Method/Design: A
stratified and randomly recruited sample (N � 815) completed responses to a vignette about “Chris,” a
person alternately described with mental illness, with drug addiction, or in a wheelchair. Research
participants completed items that represented responsibility and dangerousness models. They also
completed items representing 2 fundamental aspects of supported employment: help getting a job or help
keeping a job. Results: When participants viewed Chris as responsible for his condition (e.g., mental
illness), they reacted to him in an angry manner, which in turn led to lesser endorsement of the 2 aspects
of supported employment. In addition, people who viewed Chris as dangerous feared him and wanted to
stay away from him, even in settings where people with mental illness might work. Conclusions/
Implications: Implications for understanding supported employment are discussed.
Keywords: stigma, supported employment, discrimination
The disabilities of serious mental illness can block people from
obtaining important life goals, including a good job. Several kinds
of vocational rehabilitation programs have emerged to address
work-related disabilities. Some of these approaches are known as
train-place strategies (Corrigan & McCracken, 2005). Through an
education-based strategy, in train-place programs, participants
must learn prevocational and work readiness skills before they are
placed in work settings. These work settings are often sheltered;
that is, the job is “owned” by a rehabilitation agency, which can
protect participants from stressors (Corrigan, 2001). Alternatively,
supported employment is place-train in orientation. People are
placed in real-world work and subsequently provided training and
support to address problems as they emerge, thereby helping a
person to maintain a regular job. The latter group has dominated
recent supported employment models for people with psychiatric
disabilities (Bond et al., 2001; Bond, Becker, Drake, & Vogler, 1997).
Some forms of supported employment recommend rapid placement
of people in work settings of interest to them (Becker & Drake, 2003).
Unlike train-place programs, supported employment does not
try to protect people with disabilities from the work world (Cor-
rigan, 2001; Corrigan & McCracken, 2005). Instead, providers
offer direct support in vivo. This kind of approach is more suc-
cessful in communities where the intent of supported ...
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- 1. Medicare Reform The government has tried to control healthcare spending mainly through Medicare reform. In 1997, Congress expanded Medicare’s managed care program and renamed it Medicare+Choice. By encouraging seniors to join a private plan, they would save money and have a more complete package of health coverage. President Clinton’s plan bought Medicare some time. According to the below chart, in 1997, Medicare began to make some remarkable strides. You see a positive trend until the baby boomers begin to retire around 2013. (Bettelheim, 2003, p.14) The Medicare Prescription Drug, Improvement, and Modernization Act of 2003 is the latest attempt to salvage Medicare from becoming extinct in 2026. Preventive benefits are to begin in 2005. For those enrolled in Medicare Part B, there will be a one-time initial physical exam. The physical exam includes screening for diabetes, various cancers, and cardiovascular diseases, as well as immunizations against the flu and pneumonia. Bettelheim (2003) stated, Beginning in 2006, seniors will pay a monthly premium of $35, and an annual deducible of $250. In exchange, the government would pay 75% of drug cost from $250 to $2250, but seniors would pay drug costs from $2251 to $3600. Only after the senior paid $3600 will Medicare pay 95% of further drug costs (p. 6) To help control government costs, drug discount cards will be
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- 4. (Bettelheim, 2003, p.14) The Medicare Prescription Drug, Improvement, and Modernization Act of 2003 is the latest attempt to salvage Medicare from becoming extinct in 2026. Preventive benefits are to begin in 2005. For those enrolled in Medicare Part B, there will be a one-time initial physical exam. The physical exam includes screening for diabetes, various cancers, and cardiovascular diseases, as well as immunizations against the flu and pneumonia. Bettelheim (2003) stated, Beginning in 2006, seniors will pay a monthly premium of $35, and an annual deducible of $250. In exchange, the government would pay 75% of drug cost from $250 to $2250, but seniors would pay drug costs from $2251 to $3600. Only after the senior paid $3600 will Medicare pay 95% of further drug costs (p. 6) To help control government costs, drug discount cards will be available until the Medicare prescription drug benefits begin in 2006. “Seniors will save 10-25% off the cost of medicines” (p 26). Private health plans will compete for seniors’ business by providing better coverage at affordable prices. This helps control the costs of Medicare by using market-place competition. Seniors can choose to stay in traditional Medicare, or those who like the lower cost sharing and extra benefits often available in MCOs would be able to make that choice as well. Medicare reform. The reform of Medicare and the addition of supplemental policies have lengthened the lifespan of the assistance programs, but at the expense of patients and society. Most seniors are on fixed incomes and the cost of supplemental
- 5. programs impedes their ability to continue their quality of life. Additionally, baby boomers entering this realm will overburden the system, creating larger deficits, and destroying any remaining quality of care that is being provided. Medicare Summary Medicare is basically broken down into two main categories: the "Original Medicare Plan" and the "Medicare Advantage Plan." Each category is made up of four sub-categories: Part A, Part B, Part C and Part D. Part A Part A is hospital insurance provided by Medicare. Most people do not pay a premium for this coverage. Part A covers inpatient care in skilled nursing facilities, critical access hospitals, and hospitals. Hospice and home health care are also covered by Part A. Part B Part B is medical insurance to pay for medically necessary services and supplies provided by Medicare. Most people will have to pay a premium to receive this coverage. Part B covers outpatient care, doctor's services, physical or occupational therapists, and additional home health care. Part C (Medicare Advantage Plan) Part C is the combination of Part A and Part B. The main difference in Part C is that it is provided through private insurance companies approved by Medicare. With this program, you may have lower costs and receive extra benefits. Part D Part D is stand-alone prescription drug coverage insurance. Most people do have to pay a premium for this coverage. Plans vary and cover different drugs, but all medically necessary drugs are covered. You can choose what drug plan will be best
- 6. suited to your needs. References Bettelheim, A. (2003). Will policy makers agree on prescription-drug benefits? Medicare Reform, 13(28), 1-31. Medicare Parts A-D. (2008). Retrieved from http://www.medicareconsumerguide.com/.