HCS 499 Benchmark Assignment—Goals For Stevens District Hospital, Part 1

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HCS 499 Capstone

Strategic Planning Scenario

Background

Stevens District Hospital is a 162-bed acute care hospital that is qualified as a not for profit facility. The hospital was originally a county-owned facility and its status was transferred to an independent facility three years ago. The hospital receives no external funding from government agencies for operations. The hospital is accredited by The Joint Commission and received reaccreditation during their triannual survey last year. The hospital has an aggressive quality management program and a low volume of medical malpractice claims. The hospital is located in Jefferson City, which is a city of 50,000 with 80,000 in the regional market. The hospital provides a general range of acute care services, including medical/surgical, rehab, and emergency care.

Current Performance Analysis

Mission and Vision

Our mission: To improve health by providing high-quality care, a comprehensive range of services, and exceptional service.

Our vision: Stevens District Hospital and its affiliates will be the health care provider of choice for physicians and patients. Our five year vision is to create a large, multispecialty physician practice system that would include at least six family practice physicians and specialists in cardiology, oncology, and women’s services. Currently, the hospital employs three family practice physicians, one obstetrician, one medical oncologist, and one non-invasive cardiologist.

Previous Strategic Plan Review

Goal Accomplishments
Increase market share by recruiting three family practice physicians. The hospital was able to recruit only one family practice physician to increase primary care market this past year. The limited number of state medical school graduates makes local recruitment difficult.

 
Improve quality HCAPS scores in all six criteria to a baseline of the 85th percentile.

 

 The hospital improved HCAPS scores in four of six criteria. Lagging elements in HCAPS scores are inpatient patient satisfaction and primary care patient satisfaction.

Market Forces Affecting the Hospital

Volumes

 

image1.emf44582093040563655147262924727284050001000015000200002500030000AdmissionER visitsDeliveriesSurgeriesVolume changes last year versus this yearLast yearThis year

 

Patients

The continued growth of chronic disease will require changes to the care management model.

Percent of Population by Age

  Five Years Ago Five Years From Now
Under 18 24 18
18 to 44 46 32
45 to 65 26 30
Over 65 4 20

More than 53 percent of residents have at least some college education, with just over 29 percent having an associate, bachelor’s, or graduate degree. More than 90 percent of residents have at least a high school diploma.

The average unemployment rate in the county is 9.9 percent:

Market share distribution percentage with a major competitor.

  Five Years Ago Last Year
Stevens District Hospital 48 35
Competitor 30 43
Out of County Hospitals 22 22

Patient Origin by Zip Code

 

image2.png 

Increases in the percent of population with chronic disease and contributing factors will change significantly over the coming five years.

 

image3.png 

Payment

There will be continued focus on pay for performance and increased wellness programs. The Affordable Care Act is creating more covered lives; however, there are often high deductibles.

The median household income for county residents is $59,548. On average, households in the county earn more than the state median household income of $44,446 and more than the national average of $53,650. The addition of a new automotive manufacturing plant to the local market this coming year is projected to add 1,500 production line jobs and 300 administrative jobs by year end. Median income for the production positions is estimated at $45,000 and will provide health, vision, and dental insurance benefits.

 

 

image4.emfMedicaid, 35%Medicare, 30%Commercial, 24%Uninsured, 9%Other, 2%

image5.png 

As part of your review of this data, consider that a portion of the population will become Medicare eligible, the addition of manufacturing positions that include benefits will increase commercial insurance coverage, and changes from the Affordable Care Act will increase the number of patients in the market with insurance coverage.

Employers

There is expected growth in large employers with the addition of the automotive factory in the northwest sector of the county.

Physicians

The continued shortage of medical staff, especially in orthopedics, oncology, and primary care, will require increased recruitment efforts.

Competitors

Hanover County Hospital, which is the other hospital in the county, has an updated facility that has drawn more market share to its facility.

Competitor Key Areas of Competition New Programs and Facilities Risk to Market Share
Primary Competitors
Hanover County Hospital Facility upgrade

Quality scores

 Significant renovation of core hospital to update aesthetics

Added new wide-bore MRI machine last year

Reaches the 95th percentile in five of six HCAPS categories

 Drawing patients to newer facility

Accommodates heavier patients

Patient perception of higher quality and patient satisfaction
Medical Center in County South of Stevens Physician clinics

Financial stability

 E-visits with specialists

Low debt and high cash on hand

 Drawing patients out of primary and specialty care at Stevens

Ability to cash flow projects
Secondary Competitors    
Retail Pharmacy Instant Clinic Low acuity office visits Pharmacy added instant clinic in north end of county 6 months ago Loss of patients from primary care physicians’ practices

Technology

A competing hospital has added e-visits for physician practices, which is causing a shift of patients to the competitor hospital’s physician practices.

Regulatory Changes

Health care reform through the Affordable Care Act has increased the number of patients with some form of insurance payment. These patients are now seeking care in greater numbers from a primary care physician. Stevens District Hospital struggles with accommodating patient scheduling requests to establish care with a primary care physician.

Plan

Planning Components Explanation
  Goal Objective Actions
Definition Organization goals that cover broad strategic issues, such as quality, finances, growth Broad action items that address organizational goals, such as increasing market share, increased use of technology, increased physician satisfaction Action item that meets an objective, such as implementing EMR, renovating physician lounge, increasing marketing for specific products
Examples – Improve HCAPS scores by 5%

– Improve operating margin by 3%

– Increase market share in 96103 zip code by 5%

 

 – Improve emergency department patient satisfaction survey by 5%

– Grow urgent care visits by 10%

 – Implement urgent care center in north zip code

– Purchase tablets for physicians for EMR rounding
Measurement – % increase in operating margin

– % change in market share

 

 – % change in ED satisfaction survey

– % change in urgent care visits

 – Number of patient visits at new urgent care center

– % increased use of EMR

Financial Summary

 

 This year Last year
Operating Revenues  

  
Net revenues from services to patients 343,737,280 344,726,245
Other operating revenues 16,846,309 20,311,534
Total operating revenues 360,583,589 365,037,779
     
Operating Expenses  

  
Salaries and benefits 192,053,379 182,853,245
Supplies and other expenses 130,173,477 135,560,131
Depreciation 18,969,799 20,644,157
Interest 2,695,623 2,226,437
Foundation 628,184 1,182,308
Total operating expenses 344,520,462 342,466,278
     
Income from operations 16,063,127 22,571,501

96101 is Stevens District Hospital zip code

94963 is major competitor hospital zip code

 

Projected Payer Mix 5-years

 

Current Payer Mix

 

Percentage of Population by Insurance

 

 

Copyright © 2017 by University of Phoenix. All rights reserved.

_1521445885.xls

Chart1

0.42 0.42
0.12 0.12
0.16 0.16
0.2 0.2
Column2
Column2
[], 52%

Sheet1

Column1 Column2
96101 42%
93921 12%
92106 16%
94963 20%

_1521446193.xls

Chart1

4458 5147
20930 26292
405 472
6365 7284
Last year
This year
Volume changes last year versus this year

Sheet1

Last year This year
Admission 4458 5147
ER visits 20930 26292
Deliveries 405 472
Surgeries 6365 7284

_1521447893.xls

Chart1

0.35
0.3
0.24
0.09
0.02
US Age Distribution 2010

Sheet1

US Age Distribution 2010
Medicaid 35%
Medicare 30%
Commercial 24%
Uninsured 9%
Other 2%
To resize chart data range, drag lower right corner of range.

_1521445882.xls

Chart1

0.15 0.26
0.05 0.12
0.12 0.22
5 yrs ago
5 yrs ahead
Chronic Disease Predictions

Sheet1

5 yrs ago 5 yrs ahead
Obesity 15% 26%
Diabetes 5% 12%
Heart Disease 12% 22%
 
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2 Discussion Question

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Discussion 1

 

HRIS Systems

In at least 200 words, define HRIS and explain how it differs from e-HRM. Describe a relational database and its importance to HRIS.

Discussion 2

 

 
Planning for Implementation

Read “Case Study: Vignette Revisited,” and the section titled, “New Information for the Case: Part 1,” from Chapter 3, Summary and Resources.

· Describe the concerns you would discuss with the SVP of HR.

· You realize the project is going to impact a lot of departments and people. Identify the different customers who would be logical members of the implementation team and explain why.

· Think through an HR process; describe the data you would want to collect.

· Describe the pros and cons of investing in computer hardware and housing the network internally or using a cloud based architecture. Why?

 

CASE STUDY: VIGNETTE REVISITED ________________________________

This case is revisited with some additional information that involves the understanding of the material in this chapter. The additional information will be added to the situation described in the vignette at the beginning of this chapter.

A billion-dollar retailer with more than 4,000 stores finds that it cannot move fast enough to beat the competition. The organization’s senior management arrives at the conclusion that it would be easier to achieve the strategic goals enumerated by the board of directors if the various organizational functions would share information. Shared information would enable them to develop and deploy new actions and tactics more quickly. The CEO and the president have therefore ordered the major functions to immediately update their information systems so that data sharing is possible. The senior vice presidents (SVPs) of accounting and human resources immediately decide that the only solution is to decide jointly on an ERP product. ERP software applications are a set of integrated database applications, or modules, that carry out the most common business functions, including human resources, general ledger, accounts payable, accounts receivable, order management, inventory control, and customer relationship management. To speed the installation along, they will install it using a rapid implementation methodology that a company down the street used. The goal is to have the new systems operational in nine months.

Shortly after this decision is made, the SVP of HR calls you into his office and tells you that you will be management sponsor for this project. You have to decide on everything. You sit back in your nice office and think:

What’s the problem with this scenario? It shouldn’t be difficult to select a vendor and then borrow the methodology from down the street. It worked for them; it should work for us! We’ll call a few vendors in the morning and find out about cost, time frame, and implementation methods. In the meantime, I should find out a little more about how to do this and who will be using it. I remember from my information systems class in college that this is a reasonable first step when it comes to buying software.

What do you think your response would be to this inquiry? Has your response changed now that you have read this chapter? If so, how?

New Information for the Case: Part 1

After some discussions with department heads from all the departments in the organization, you realize that there are a large number of people (stakeholders) who will be affected by the new systems. Furthermore, you come to realize how important HR data really are to these stakeholders. Based on this information, you think, “Wow, there are far more people who could be potentially using this information system than I expected!” The old textbook and the vendor information should provide a lot to think about.

Using the information from the section of this chapter titled “HRIS Customers/Users: Data Importance,” please answer the following questions:

1.   Identify some of the customers who would be logical members of the implementation team and explain why.

2.   Think through an HR process and sketch out what data are necessary to complete your sample process well. How much history does the organization need to convert to continue functioning?

3.   Pick one area of the HR function (e.g., recruiting), and make a list of processes that will need to be mapped and possibly reengineered during this implementation.

 

  Weekly Lecture

Week One Lecture

Welcome to HRM400, Human Resource Technology Management. Do not let the name of the course scare you. This is not a highly technical course. You will be learning broad technological concepts and vocabulary, learning enough about different terms so you can have an intelligent conversation with a seasoned pro. No, you will not be an expert, but you will have enough understanding of the different terms to attend a meeting and understand the fundamentals of the discussion. During this lecture, I will define Human Resource Information Systems (HRIS), discuss current HRIS trends, provide tips for success, and provide a short list of search terms.

What is HRIS?

First thing I need to clarify is throughout this course I will be discussing Human Resource Information Systems (HRIS). Human resource information systems are “used to acquire, store, manipulate, analyze, retrieve, and distribute information regarding an organization’s human resources” (Kavanagh, Thite, & Johnson, 2015, p. 591). Please notice that there is nothing in the definition that indicates computers or technology. A human resource information system can be, for example, a paper based record keeping system that uses file cabinets. Human resources information systems do not have to be computerized. Some small businesses may still use paper-based systems for their record keeping. Hey, whatever works for you and your organization. However, for this course, assume we are talking about the use of technological tools and software systems.

HRIS is also known as Human Resource Management System (HRMS). You need to learn these different terms to assist you in researching literature to complete your discussion question responses and assignments. I will provide a list of search terms at the end of this lecture. There is also a very nice glossary at the back of Kavanagh’s (2015) textbook for your reference. If you truly want to be successful in your career, take time to learn the vocabulary.

Current HRIS Trends

Performance management systems are trending away from pure hierarchal structures and including ways to evaluate teams. Presently, holacracy, or self-managed teams are a popular fad management practices within some organizations. So, software designers are creating applications designed to incorporate multiple organizational designs in their performance management packages (Bersin, 2017). If you do not know what holacracy is, I recommend you visit www.holacracy.org

 (Links to an external site.)

or read Holacracy: The New Management System for a Rapidly Changing World, by Brian Robertson (2015).

The article 9 HR Tech Trends for 2017

 (Links to an external site.)

, by Josh Bersin (2017), discusses nine (9) different HR technological trends. Figure 1, below shows the different trends. These trends include:

1. The Performance Management Revolution,

2. An Explosion in Real-Time Engagement Evaluation,

3. The Rise of People Analytics,

4. Maturation of the Learning Market,

5. A New Landscape for Talent Acquisition,

6. The Growth of Contingent Workforce Management,

7. The Adoption of Team Management Tools,

8. A Wealth of Wellness Apps, and

9. Accelerated Automated HR.

 

Figure 1. Transformative Technology (Bersin, 2017)

1. The Performance Management Revolution

· Currently, there are more than a dozen companies that offer cloud-based (Links to an external site.) , performance management applications that focus on team performance. These systems are designed to integrate with other enterprise software systems.

1. An Explosion in Real-Time Engagement Evaluation

· Performance software now offers organizations near real-time individual performance feedback called pulse-based feedback systems. These systems are always on, allowing for rapid feedback.

1. The Rise of People Analytics

· These systems offer advanced analytical solutions involving reporting dashboards (Links to an external site.) , predicative analytics (Links to an external site.) , and the ability to identify possible retention issues and promotions that would fit specific individuals, as well as who not to promote to those positions.

1. Maturation of the Learning Market

· Existing legacy software (Links to an external site.) systems (i.e., older HR programs) are being redesigned and updated with revolutionary new releases. New learning management systems (Links to an external site.) are being designed to allow organizational users to enter the system and look for classes that interest them and not just register for assigned courses. The course offerings are data driven per the individual’s needs to encourage participation and enhance individual career development.

1. A New Landscape for Talent Acquisition

· Recruiting software has truly matured over the years. At one point in the early years of recruiting software, they performed as a repository of job applications that were word searchable. Now systems allow users to interact with social media, conduct pre-hire skills assessment, perform background checks, and even psychological testing. Interviewing candidates can also be conducted through the latest software.

1. The Growth of Contingent Workforce Management

· According to Bersin (2017), approximately 40% of today’s workers are employed as contingent workers (Links to an external site.) . Most universities have a large contingent instructor base. Many writers for magazines and websites are freelance (contingent). We live in a gig-based society. Uber uses a contingent workforce. The drivers are paid on a per job basis. Software is available to help manage the large numbers of contingent workers. The new software can assign jobs and monitor performance. Again, think of Uber, you can rate your driver, and your driver can rate the customer.

1. The Adoption of Team Management Tools

· Team management tools help groups collaborate and track their work. These tools have real-time messaging and allow for document sharing and editing. These tools are not strictly HR related. But do help HR professionals do their daily job.

· You have powerful team tools available to you right now. For instance, your student email portal is an advanced online Microsoft cloud-based system. Using your account, you can share and edit files in emails, or directly from OneDrive (Links to an external site.) , a cloud-based storage system. You can create a shared folder in One Drive. Your Microsoft Office 2016 (Links to an external site.) team based tools can also perform other extremely advanced functions. I do hope you are storing all your documents in OneDrive. If your computer crashes, or you lose your phone, all your files are safely stored online. You can retrieve your work at any time, with any internet capable device.

1. A Wealth of Wellness Apps

· Health and wellness apps are expected to become highly integrated into the HR process. Through different inputs and analytical packages, HR will be able to monitor activity, how happy employees are, and even how well they take care of themselves. The outputs will allow HR to make improvements on working conditions, improve productivity, and provide nudges to employees to take better care of themselves, all while helping advance their careers.

1. Accelerated Automated HR

· HR is expected to integrate Artificial Intelligence (Links to an external site.) (AI) into more and more systems as time passes. AI systems such as Amazon’s Echo (Alexa) (Links to an external site.) , Apple’s Siri (Links to an external site.) , and Google’s Google Now (Links to an external site.) voice recognition services could serve as the foundation for HR customer service systems. The Artificial Intelligence systems will streamline HR customer self-service features (Bersin, 2017).

For more information on trends in HRIS, I recommend you read Josh Bersin’s article titled, Transformative Tech, A Disruptive Year Ahead

 (Links to an external site.)

(2017). The article can be found in the school’s library. The full reference is in the reference section at the bottom of this page. Use the advanced setting for the library’s search engine. Author: Bersin, Title: Transformative Tech, A Disruptive Year Ahead.

Tips for Course Success

During the course, you will not be learning how to use different kinds of available software or even learning their trade names. Rather, you will explore concepts in rather broad terms. Because of the rapidly changing technological environment, you may need to use contemporary sources, such as trade magazines (e.g., Forbes or HR Today), instead of pure scholarly sources or textbooks. Yes, you can even use Google to find the latest trends in HR related technology. I encourage you to let the class know what cool things you learn during your research.

By the time you read this, any technology I recommend may be out of date when you take the course. Such is the rapid nature of change in the HRIS field. Currently, technology is trending away from HR customers having to login to the HR account on their corporate computer, to using a mobile device, such as a smartphone or tablet (Bersin, 2017). By the time this course will come up for rewrite, there will be other new technologies available that are presently unknown.

Search Terms

Below is a list of terms you may find useful in locating research articles for the different discussions and assignments. The HRIS field is in constant flux. There are many different terms that may lead you to concepts you want to further explore for this course. Do not let the wide array of vocabulary discourage you; just embrace and celebrate our constant changing English language as it tries desperately to catch up with emerging technological trends. You are learning about a relatively new field of study, so the terms have not completely settled yet. I highly recommend you create a personal glossary.

 

· HCM: Human Capital Management, also known as, Talent Management, or Human Resource Management

· HRIS: Human Resource Information Systems, also known as HRMS

· HRM: Human Resource Management

· HRMS: Human Resource Management System, also known as HRIS

· Talent Management, also known as Human Capital Management

Conclusion

During this lecture, I defined HRIS, discussed current trends, provided tips for success, and provided a short list of search terms. As you can see, HRIS is a rapidly evolving discipline. The industry changes too quickly for any single class to keep up. So, I focused on providing you a broad set of concepts and terms. Your job during this course is to read the textbook carefully, then conduct research into contemporary trends, and educate yourself on the topic using the most current information possible. I truly hope you enjoy the course.

End Note

The provided Wikipedia links are for general information overview and not for use as a scholarly reference.

References

Bersin, J. (2017). Transformative tech: A disruptive year ahead. HR Magazine, 62(1), 29-36.

Kavanagh, M. J., Thite, M., & Johnson, R. D. (Eds.). (2015). Human resource information systems: Basics, applications, and future directions (3rd ed.). Thousand Oaks, CA: SAGE.

Robertson, B. J. (2015). Holacracy: The new management system for a rapidly changing world. New York: Henry Holt and Company.

 
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HSA 520 Midterm Exam

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HSA 520 Midterm Exam Latest

Question 1
Risks of information science technologies include:
The use of mental communications
Cutting-edge performances
Glitches and loss of information
Processing human-to-systems networking
Question 2
Output information can be seen in the form of:
Software programs
Telecommunications
Hardware
Alerts/outcomes
Question 3
Information from the system that is used to make modifications in the input, processing actions, or outputs is referred to as:
Reporting
Processing
Acquisitions
Feedback
Question 4
The main components of a computer based information system are:
Hardware and software
Hardware, software, and telecommunications tools
Data input tools and output video components
The keyboard, monitor, mouse, and power source
Question 5
Integration of cognitive, communication, computer, library, and social sciences are features of:
Information science
Data science
Information system
Processing science
Question 6
Data are dirty when there are errors such as:
Duplicate entries
Incomplete or outdated records
Both duplicate entries and incomplete or outdated records
None of these are correct.
Question 7
When processing data into information, it is important that the data:
Have integrity and quality
Reflect human inconsistencies
Contain raw facts
Contain duplicate facts
Question 8
Data integrity can be compromised through:
Cleaning dirty data
Human error or hackers
Transmission errors
Human error or hackers and transmission errors
Question 9
Information science focuses on:
Individual and universal systems
Effectively linking people, information, and technology
Networking between systems
Organization and efficiency
Question 10
Secure, timely, relevant, and objective are some characteristics that define:
Infrastructure
Quality of information
Feedback
Analysis
Question 11
Although theoretical definitions of ethics vary, what identifies a common characteristic of ethics?
Goal oriented
Illogical
One acceptable option
Unfair
Question 12
Ethics is best described as:
A revolution in health care brought on by technologic change
Ever-changing principles that guide decision making
A goal-oriented approach to answering questions that potentially have multiple acceptable answers
Paradigmatic changes that involve rhythmic processes central to the healthcare system
Question 13
Which of the following is not true about social media?
Social media represents an instantaneous form of communication.
Social media promotes professional collegiality.
Social media posts may influence perceptions of professional image.
Social media posts are easily deleted by the person who initiated the post.
Question 14
The intent of HIPAA was to:
Curtail healthcare fraud and abuse, and enforce standards for health information
Guarantee the security and privacy of health information
Assure health insurance portability for employed persons
All of these are correct.
Question 15
Fair, equitable, and appropriate treatment in light of what is due or owed to a person is known as:
Beneficence
Nonmaleficence
Justice
Autonomy
Question 16
When healthcare agencies provide access to health information on websites they:
Are essentially practicing medicine
Expect people to follow the advice
Are responsible for actions that people take as a result
Must adhere to responsible information standards
Question 17
Two ethics approaches that emphasize considering human needs and the responsibility to meet needs are:
Virtue and care ethics
Bioethics and casuistry
Beneficence and care ethics
Principlism and antiprinciplism
Question 18
Practice-based ethics as described by Husted and Husted (1995), focuses on:
Bringing about human benefit
Normative approaches to ethics
Examining moral life
Understanding right or good action
Question 19
The presence of a moral dilemma creates:
A peaceful temperament
A specific action
An anticipated behavior
Uncertainty
Question 20
In which step in the model for ethical decision making would conflicting values be considered?
Examining the dilemma
Comprehending alternatives
Hypothesizing an argument
Evaluating outcomes
Question 21
Heuristic evaluation:
Observes the steps users are likely to take to use the interface to accomplish typical tasks
Detects problems early in the design process
Is the least expensive method
All of these are correct.
Question 22
Task analysis examines:
The number of tasks involved
How the user approaches the task in order to accomplish it
What the needed output is
All of these are correct
Question 23
Formal usability tests:
Involve observing the steps users take when using the interface to accomplish real-world tasks
Involve detecting problems early in the design process
Are required for credentialing
None of these are correct
Question 24
The users see the effects of their actions on the technology when you bridge the:
Gulf of execution
Gulf of understanding
Gulf of evaluation
Gulf of assessment
Question 25
The FITT model:
Observes the steps users are likely to take to use the interface to accomplish typical tasks
Encourages the evaluator to examine the fit between each two of the components: user and technology, task and technology, and user and task
Is the least expensive method
All of these are correct.
Question 26
What is an example of human-technology interfaces?
EMR
PCA pump
Telephones
All of these are correct
Question 27
Videoconferencing technology:
Is easy to use
Allows professionals to communicate more effectively and frequently with in-home patients
Must be used for telehealth
None of these are correct.
Question 28
Telehealth interfaces allow patients to:
Interact with a virtual clinician (actually a computer program)
Have tailored educational programming developed
Interact when they want
All of these are correct
Question 29
The first step in implementing an EHR into an organization is the vendor selection process. The other factor included in the first step is:
Validating that the system includes a complex treatment planning
Improving patient care outcomes
Accounting for long term optimization
Documenting the desired functions of the EHR
Question 30
The universal denominator in the development of EHRs is:
User friendliness
Patient safety
User friendliness and patient safety
None of these are correct.
Question 31
The universal denominator of the eight essential components of an EHR as defined by the Institute of Medicine (IOM) is:
Speed
Efficiency
Saving storage
Patient safety
Question 32
The EHR function that allows a clinician to enter medication and other care orders directly into a computer including laboratory, microbiology, pathology, radiology, nursing, supply orders, ancillary services, and consults is known as the:
Core care function
Physician interface
Order entry management
None of these are correct.
Question 33
Which statement is false?
EBP takes away from the critical-thinking skills used by healthcare professionals.
EBP enhances a professional’s informed decision making.
EBP should be embedded in computerized documentation of a CIS.
Prompts in CIS can reinforce the habit of looking for supporting evidence for interventions rather than relying on recall of past practices
Question 34
A change management plan developed for implementing an EHR includes all of the following, except:
Disciplinary measures for addressing resistance by professionals
Involving subject matter experts to validate workflow
Hosting end user usability testing sessions
Formal training activities
Question 35
Positive impacts noted with using an informatics system to manage patients with chronic illness include:
Guidelines adherence
A decrease in emergency department visits
Improved provider documentation
All of these are correct.
Question 36
The benefits of EHR use recognized in early studies include all of these, except:
Increased delivery of guidelines-based care
Enhanced capacity to perform surveillance and monitoring for disease conditions
Reduction in medication errors
Improved workflow
Question 37
To become a successful owner of an EHR in the healthcare organization, it must be:
Used by the patient and family
Implemented in the materials management day-to-day operation
Implemented in the administration’s day-to-day use
Part of the facility’s long term vision
Question 38
The future of the electronic health record and interoperability has the potential to improve patient satisfaction because:
The patient will be treated by the same physician
There is no medical guessing of prior treatments
There is less reliance on a significant other
There is a timely comparison with the paper medical record
Question 39
What represents a copyright infringement?
A back-up copy of software that came with the computer
A purchased painting displayed in the owner’s home
A copied document used without owner’s consent
A download of purchased sheet music
Question 40
_______________________ combines reviews from multiple primary investigations in order to obtain consensus on a specific area of research.
Systematic review
Data review
Research validity
Research utilization

Question 41
The act of removing the outer package of a software CD obligates the user to abide by licensing restrictions, which is known as:
Shrink wrap license
Digital license
Copyright infringement
Both shrink wrap license and digital license
Question 42
To gain skill at using a database, a healthcare professional could:
Consult a reference librarian
Complete an online tutorial
Both consult a reference librarian and complete an online tutorial
None of these are correct.
Question 43
The most reliable source of research evidence for informing practice is:
Expert opinion
Qualitative research
Quasi-experimental research
Randomized controlled trials
Question 44
The method by which data collected during the course of a study is processed to identify trends and patterns of relationships is called:
Data analysis
Information literacy
Data processing
Clinical analysis
Question 45
According to Stetler et al (1998), the best quality evidence is:
Expert opinions
Meta-analysis
Individual experience
Program evaluation
Question 46
What is a digital movement with the aim of making a library of knowledge available to anyone with Internet access?
National Guideline Clearinghouse
Open Access Initiative
IOWA Model
Context of Care
Question 47
Sources of evidence for practice include:
Synthesis of knowledge from research
Retrospective or concurrent chart reviews
Clinical expertise
All of these are correct.
Question 48
Due to the wealth of information available and the multiple avenues to access it, healthcare professionals must question the ____________ of information.
Authenticity
Validity
Reliability
All of these are correct

 
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Milestone One

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OL 211 Final Project Milestone One Guidelines and Rubric Overview: This milestone is designed to begin a critical analysis applying knowledge gained within the course. This short paper assignment is the first step in the analysis of the company that will become your final project. For the final project, you will review the human resource management (HRM) in an organization through a real scenario. This case study will give you the opportunity to explore various roles and processes within the human resources profession. A key skill for any professional working in human resources is the ability to develop and implement processes that align with a company’s strategic plan and mission. Begin by reading the first 13 pages of the case study A.P. Moller-Maersk Group: Evaluating Strategic Talent Management Initiatives (up to HR-Customer Initiative at Maersk) located in your Harvard Business Review Coursepack. Start your short paper by briefly answering the following questions:

1. Explain why the human resource function should be aligned with an organization’s strategic plan (use ideas from the Module One discussion on this topic).

2. Explain how current global conditions in Maersk’s industry impact human resource management practices within this organization (use ideas from the Module One discussion on this topic).

Then, using the material on recruitment strategies provided in this week’s lesson and the case study, address the following:

1. Compare and contrast recruitment and selection of internal versus external candidates in general. 2. Describe how Maersk has recruited and selected new employees who were aligned with the organization’s vision and goals over the years. 3. Assess the effectiveness of its recruitment process and determine what changes if any you would recommend to improve employee success and

retention. Guidelines for Submission: Your submission should be 2–3 pages in length and double-spaced using 12-point Times New Roman font. Be sure to list your references at the end of your paper. Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions.

 

 

 

Rubric Critical Elements Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value

HRM Functions and Practices:

Function

Meets “Proficient” criteria and explanation is supported with evidence

Explains why the human resource function should be aligned with an organization’s strategic plan

Explains why the human resource function should be aligned with an organization’s strategic plan, but explanation is cursory or inaccurate

Does not explain why the human resource function should be aligned with an organization’s strategic plan

23

HRM Functions and Practices:

Global Conditions

Meets “Proficient” criteria and explanation is clear and detailed

Explains how current global conditions in the industry impact human resource management practices within organizations

Explains how current global conditions in the industry impact human resource management practices within organizations, but explanation is cursory or has gaps in accuracy

Does not explain how current global conditions impact human resource management practices within organizations

23

Staffing: Recruit

Meets “Proficient” criteria and description demonstrates a nuanced understanding of the relationship between recruiting and the organization’s vision and goals

Describes a process to recruit and select new employees who are aligned with the organization’s vision and goals

Describes a process to recruit and select new employees who are aligned with the organization’s vision and goals, but description is cursory or inaccurate

Does not describe a process to recruit and select new employees who are aligned with the organization’s vision and goals

23

Staffing: Candidates

 

Meets “Proficient” criteria and establishes which method would be more beneficial for an organization based on the research

Compares and contrasts recruitment and selection of internal versus external candidates using the Society for Human Resource Management website as a resource

Compares and contrasts recruitment and selection of internal versus external candidates but does not utilize the Society for Human Resource Management website as a resource

Does not compare and contrast recruitment and selection of internal versus external candidates using the Society for Human Resource Management website as a resource

23

Articulation of Response

Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to-read format

Submission has no major errors related to citations, grammar, spelling, syntax, or organization

Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas

Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas

8

Earned Total 100%

 
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Training & Development Discussion

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Create a PPT with speaker notes for the below :

2-3 slides – must have scholarly references NO ET AL!!

If you are using text from chapters 7 and 8 the Reference is Noe, R. (2017)

Refer to Chapters 7 and 8 for training methods (Attached word documents)

(Chapter 7 and 8 are attached on separate word documents MUST READ!!)

Answer the below question:

Reflect on the methods of training you have received—both traditional and technology-based. Which method(s) worked well for you, and which method(s) did not work well for you? Explain your choices.

 

Traditional Training Methods

“The communication of learned capabilities is primarily one way, from the trainer to the audience (Noe, 2017).”

Technology-based Training Methods

“…content is provided stand-alone, using software or DVDs with no connection to the Internet (Noe, 2017).”

References

Noe, R. (2017). Employee Training & Development, 7th

Edition. Retrieved from https://devry.vitalsource.com/#/

books/1260428028 /cfi/6/38!/4/2/16/8/8/2/

4/2@0:54.3

 
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Case Study

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Read the Arthur Anderson: Questionable Accounting Practices case. You are to write a four to six (4-6) page paper that answers the following questions:

 

  1. Review the mandated requirements for legal compliance (from Chapter 4) and determine which requirements apply to the Arthur Anderson case. Explain your rationale.
  2. Discuss how the issues with the Arthur Anderson case may have played out differently if the Sarbanes-Oxley Act had been enacted in 1999.
  3. Determine and discuss which elements of the framework for ethical decision making in business (from Chapter 5) played the biggest role in the Anderson case. Explain your reasoning.
  4. Discuss how the situations at Arthur Anderson may have played out differently if their senior management had displayed the habits of strong ethical leaders.  Provide specific examples to support your response.
  5. Include at least three (3) references, no more than three (3) years old, from material outside the course.

 

The format of the paper is to be as follows:

 

  • Typed, double-spaced, Times New Roman font (size 12), one-inch margins on all sides (APA format).
  • Type the question followed by your answer to the question.
  • In addition to the four to six (4-6) pages required, a title page is to be included. The title page is to contain the title of the assignment, your name, the instructor’s name, the course title, and the date.

 

Note: You will be graded on the quality of your answers, the logic/organization of the report, your language skills, and your writing skills.

 
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Article Summaries

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j u l y / a u g u s t 2 o o 2

Volume 81 • Number 4

The Corporate Key

Using Big Business to Fight Global Poverty

George C. Lodge

 

 

In recent months, world leaders—including President George W. Bush and un Secretary-General Kofi Annan—have proclaimed their determination to reduce global poverty. Such promises, however, have been made before, and past eªorts to follow through on them have been dis- appointing. Success this time will require a new institution that can harness the capa- bilities of global corporations and, helped by loans from development agencies, di- rectly attack the root causes of poverty.

The need for corporate involvement in the fight against poverty stems from several factors. To begin with, many of the world’s poor live in countries where governments lack either the will or the ability to raise living standards on their own. Financial assistance to such governments, therefore, has often not helped their neediest citizens. In fact, in spite of the roughly $1 trillion that has been spent on grants and loans to fight poverty around the globe since the end of World War II, nearly half the world’s six billion people still live on less than $2 a day; a fifth get by on less than $1. At times,

foreign aid has even worsened the plight of the poor, by sustaining the corrupt or otherwise ine⁄cient governments that caused their misery in the first place. In such mismanaged countries—which number close to 70—a way must be found to change the basic system.

Globalization—seen by many today as a sort of cure-all—will certainly not eradicate poverty on its own. True, international trade and investment have increased vastly over the last decade, making many people richer. But the problem is that the process has not really been global enough. In fact, some two billion people today live in countries that are actually becoming less globalized: trade is diminishing in relation to national income, economic growth has stagnated, and poverty is on the rise. Most people in Latin America, the Middle East, and Central Asia are poorer today than they were ten years ago, and most Africans were better oª forty years ago. The average per capita income of Muslim countries, from Morocco to Bangladesh and Indonesia to

[ 1 3 ]

The Corporate Key

Using Big Business to Fight Global Poverty

George C. Lodge

George C. Lodge is the Jaime and Josefina Chua Tiampo Professor of Business Administration, Emeritus, at Harvard Business School. His most recent book is Managing Globalization in the Age of Interdependence.

 

 

the Philippines, is now just half the world average.

Poverty is not, of course, a new phenom- enon. But during the Cold War, economic misery abroad did not matter to Washing- ton; the United States and its allies were concerned with sustaining anti-Soviet regimes, not raising living standards. Today, however, a new determination has emerged to deal with what one un panel has called the “pre-eminent moral and humanitarian challenge of our age.” This new resolve may be motivated partly by compassion. But it also reflects a growing recognition that terrorism flourishes among those who think they have nothing to lose. Western governments have also come to appreciate that the world’s financial system, which came close to meltdown on several occasions in the 1990s, depends on political stability to sustain itself. And stability in turn requires governments to maintain a certain legitimacy, which means broadening the base of political involve- ment to include the poor. Poverty, after all, is not only a matter of income; it also reflects and takes form in powerlessness, alienation, isolation, illiteracy, and disease.

The World Bank has argued that the best way to combat these scourges is for rich countries to double their foreign aid budgets, and Gordon Brown, the United Kingdom’s chancellor of the exchequer, has called for a new Marshall Plan to fight poverty. Both initiatives are misguided, however. Unless a new means is found to ensure that foreign aid does what it is intended to—that is, reduce poverty by attacking its causes—such eªorts would only make matters worse. The success of the Marshall Plan, after all, was due in part to the fact that postwar Europe had retained a social, political, and institu-

tional infrastructure—albeit one battered by conflict—that could be revived with an influx of financial resources, and that would ensure fair distribution of the fruits of the resulting growth. Today the poorest regions of the world benefit from no such infrastructure. And what systems do exist actually cause destitution. Without basic change, no amount of talk about free markets or balanced budgets will make a diªerence.

The solution is an entirely new engine of change: a World Development Corporation (wdc). This entity could be chartered by the United Nations and established as a joint venture by a select group of global corporations based in Asia, Europe, and North America. Assisted by rich governments and by loans from development banks, the wdc would bring to impoverished areas tech- nology, credit, access to world markets, and management know-how. Its projects would need to be subsidized at first but should become profitable in the long run. This last element is critical, for there is not enough charity or taxpayer money to make a sustainable diªerence; only the profit motive can do that.

E A R N I N G A N D L E A R N I N G

Rather than merely applying superficial aid, the wdc, with its varied and inte- grated capabilities, would work to change the very system that has caused poverty in poor countries in the first place. Here again the profit motive would come into play. The wdc would not only provide jobs and raise incomes, it would also improve education by giving individuals a new motivation to pursue it. Education, after all, means more than just school buildings, teachers, and textbooks. In much

[ 1 4 ] f or e ign af fa i r s . Volume 81 No. 4

George C. Lodge

 

 

of the developing world, the poor lack faith that changing their lives is possible; few believe in the existence of a social or economic ladder that, with the proper education, they could use to climb out of their poverty. As a result of such de- spondency, children are not encouraged to go to school; many fail to attend at all or drop out early. Yet many multinational corporations, while undertaking their regular profit-making activities, have managed to change this attitude by pro- viding jobs and opportunities that inspire the hope of change; examples include Coca-Cola in Venezuela, Intel in Costa Rica, and Land O’Lakes International, Cisco, bp, and ibm in many countries. These are the kinds of initiatives that the wdc would undertake and encourage.

The success of a DaimlerChrysler pro- ject in Brazil’s poverty-stricken northeast provides a particularly good example of one such venture—and of what corporate initiative can accomplish when harnessed to development work. In 1992, having come under pressure from the Green Party in Germany, DaimlerBenz (as it was then known) started looking for ways to use more renewable natural fibers in its automobiles. At the same time, the Brazilian government was demanding that companies with manufacturing facilities in the country increase their local content. To address both problems at once, Joachim Zahn, the head of DaimlerBenz in Brazil, arranged with poema, a local antipoverty program in Belém, to construct a modern, high-tech factory that would make headrests and seats out of coconut fibers from locally grown trees. As of today, some 5,200 people are employed by this project. For these formerly impoverished Brazilians,

life has dramatically changed for the better. Their children are now in school and doing their homework, not dropping out. People have hope for a better life and have become active politically. Health facilities have also improved.

Although this operation will eventually turn a profit for DaimlerChrysler, it could not have happened without the help of the German and Brazilian governments. This highlights another role the wdc could play—marshaling often essential government support for new development projects. With backing and financial contributions from governments, multi- national corporations have it in their power to become the world’s most eªective means for reducing poverty.

This unmatched power is based on sev- eral key assets that corporations can bring to bear on development projects. First, corporations possess the competence for the job—in the form of skills, technology, and access to global markets and credit. The market by itself does not necessarily help the poor; special eªorts are required to ensure success. Nor is it su⁄cient, say, to simply connect rural villages to the Internet; villagers must also be taught how to use it and have a reason to do so. That takes training, education, and motivation; corporations can provide all three.

Corporations also enjoy remarkable access to power. Big companies are able to reach and pull the levers of government in order to get a road built, to have a power line strung, or to obtain police protection for a project. Corporations can also empower citizens more directly. By moti- vating, organizing, and educating people, multinational companies can help them participate in political processes from which they were once excluded.

f or e ign af fa i r s . July /August 2002 [ 1 5 ]

The Corporate Key

 

 

Another asset big corporations enjoy is the power to protect programs once they are put in place, and the strength to thwart the status quo. With this power comes impressive reach as well, access to even the most remote locations. Finally, corporations tend to stick with projects once they have been initiated.

All of these attributes are important to poverty alleviation, because development is far more than just an economic process. Development has political, social, cultural, and psychological components; it often entails permanent change, which can be radical in nature. Eªective development often disturbs the status quo, which, in most instances, local governments—especially corrupt or ineªective ones—are inclined to preserve and protect.

D O I N G I T R I G H T

The dislocating eªects well-intentioned development can sometimes wreak were made painfully clear to me a number of years ago in Veraguas province, Panama, where I was working with students to help a radical bishop, Marcos McGrath, establish credit and marketing cooperatives. Local government experts who did not understand the system in place at the time did not help us; in fact, they were a menace. One government seed specialist, for example, told a subsistence farmer to plant tomatoes. The farmer did—and they flourished so well that the landowner on the hill above decided to extend his fences to include the farmer’s land, which the landowner had previously thought worthless. The farmer, who had no clear title, was unable to fight back.

This experience, which demonstrated the importance of understanding the system that leads to poverty in the first

place, was reinforced several years ago, when the World Bank sent me to Kazakhstan to help the minister of planning draft a strategy for the economic development of the country. Kazakhstan is rich in oil and minerals. These resources were being exploited by foreign companies, in partner- ship with a government that displayed many signs of corruption, and in a way that contributed little to the local popula- tion. World Bank loans and foreign aid to the government did not then and would not in the future reduce poverty, especially among the 80 percent of the population that lived in the countryside. Millions of rural Kazakhs had been left destitute when, with the end of commu- nism, the huge wheat-growing collectives of Soviet times were abandoned—and with them the schools, hospitals, and infra- structure that had been built and sustained by large Soviet subsidies.

Western economists urged the Kakazh government to break up the collectives into privately owned farms of 200 hectares apiece (the average size of a wheat farm in Saskatchewan) and let the free market do the rest. But this was impractical advice. Farmers conditioned by three generations of cradle-to-grave security were not about to become good homesteaders. Further- more, there was no local market for their goods, and the farmers did not even under- stand the idea of a market in the first place. Nor was credit available to pay for farm supplies or equipment. Roads and electric power lines, such as they were, served the old collectives, not the new farms.

What was needed then to really improve matters—as most Western economists failed to recognize—was basic, systemic change, not a rapid introduction of a market economy. There is only one good

[ 1 6 ] f or e ign af fa i r s . Volume 81 No. 4

George C. Lodge

 

 

way to establish a new economic system to replace the old: bit by bit and locality by locality. And this process requires the kind of skills, knowledge, and access that only global corporations, such as Cargill, Nestlé, Unilever, Bechtel, or Mitsubishi, can provide. This is the thinking behind the wdc, which could combine such assets with loans from the World Bank to the local government, targeted to pay for roads, power, and other necessities.

P A R T N E R S I N P R O F I T

Clearly, many details need to be worked out if the wdc is to become a reality. It would require a few companies to step forward and take the lead. These compa- nies might come from the 300 or so firms that have already joined the un’s Global Compact to promote social programs around the world.

To put the wdc in place, a number of actions would be needed. First, the un would draft a corporate charter to define the purpose of the new body and assure its legitimacy. Given the prevailing mis- trust of global corporations and the threat they pose to sovereignty, having such a un imprimatur would be crucial.

Once the charter was adopted, a select group of global corporations, called wdc Partners, would establish the wdc itself, which they would then own. The partners would assign a small team of managers to set up and serve as a board of directors. The corporate partners would also recruit a larger group of corporations, called wdc A⁄liates, to the eªort. Partners and a⁄liates, as appropriate, would then undertake the wdc’s actual projects.

Staª requirements would be small at first—about 30 people—and their salaries could be paid by the rich member states of

 

 

the Organization for Economic Cooper- ation and Development. These employees would look for promising sites for the initial projects, seek out local partners (such as Brazil’s poema), secure the support of local governments, and define the parameters of each individual project. Eventually the local partners would be ex- pected to take over a controlling interest in the venture.

Once an a⁄liate corporation had been linked to local partners and the project got underway, it would be assisted as necessary by loans from development banks and grants of foreign aid. Wdc projects would not run on charity, however; indeed, they would not survive if they did. Instead, the projects should eventually return profits to participating a⁄liates, their shareholders, and their local partners.

To ensure that projects start and remain within the guidelines of the wdc charter, the un secretary-general would name a review group to monitor each venture. The wdc itself, however, would remain a small organization managed by people from many countries—and not dominated by the nationals of any one state.

By linking global corporations to local projects, the wdc would create profitable endeavors in order to reduce poverty permanently and irreversibly. As Harvard Business School Professor Ray Goldberg has pointed out, such ventures have already proven possible: a smaller version of the wdc has prospered for more than 20 years now in Latin America. Known as the Latin American Agribusiness Development Corporation (laad), its shareholders include 16 major finance and agribusiness companies, including Cargill, Monsanto, Borden, Gerber Products, and Goodyear Tire and Rubber. Assisted by loans from

the U.S. Agency for International Development, laad has helped establish and promote hundreds of agribusiness enterprises throughout Latin America— fighting poverty regionally in the way the wdc would do on a global scale.

John Browne, chief executive of bp— one of the world’s largest companies, which operates in some 100 countries— recently spoke of “the climate of distrust surrounding … big business,” and the fear that “such concentrated power is unconstrained.” To restore trust, he said, “companies have to demonstrate that our presence, particularly in the poorer countries … is a source of human progress.” As Browne made clear, it is indeed in the interest of the world’s major corporations and their shareholders to improve their reputations. And the wdc would be the best way to do just that. Poverty reduction should not be left to governments and their creations like the World Bank, which have too often reinforced, rather than replaced, the systems that have caused so much suªering in the first place. A new global solution is desperately needed, and everyone would profit if it were put in place.∂

[ 1 8 ] f or e ign af fa i r s . Volume 81 No. 4

 
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Goals For Stevens District Hospital, Part 2

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Assignment Content

  1.    For Part 2 of the Goals for Stevens District Hospital assignment, you will use the same format you used in Week 3. In this assignment, you will identify 3 additional goals that support the mission and vision of the hospital. For each goal, you will write a 260- to 350-word analysis based on your review of the data provided in the Stevens District Hospital Strategic Planning Scenario and your SWOT analysis.

    Financial or Economic Goal

    Identify a clear, actionable, and measurable financial or economic goal for the organization that clearly supports the mission and vision.

    Analyze how this goal supports the mission and vision of the hospital.

    Explain how you would measure progress toward the goal.

    • Discuss milestones necessary for progress.
    • Discuss the criteria you would use to measure that the goal was completed.
    • Legal or Regulatory Goal

      Identify a clear, actionable, and measurable legal or regulatory goal for the organization that clearly supports the mission and vision.

      Analyze how this goal supports the mission and vision of the hospital.

      Explain how you would measure progress toward the goal.

    • Discuss milestones necessary for progress.
    • Discuss the criteria you would use to measure that the goal was completed.
    • Risk or Quality Management Goal

      Identify a clear, actionable, and measurable risk or quality management goal for the organization that clearly supports the mission and vision.

      Analyze how this goal supports the mission and vision of the hospital.

      Explain how you would measure progress toward the goal.

    • Discuss milestones necessary for progress.
    • Discuss the criteria you would use to measure that the goal was completed.
    • Cite 4 peer-reviewed, scholarly, or similar references to support your assignment.

      Use correct APA in-text citation guidelines and include references above.

      Submit your assignment.

      Resources

    • Goals for Stevens District Hospital, Part 2 Worksheet
    • Center for Writing Excellence
    • Reference and Citation Generator
    • Grammar and Writing Guides
 
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2-2 Case Study: Increasing Age Diversity In The Workplace

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image1.jpg

OL 500 Case Study Analysis Guidelines and Rubric

Overview

These case studies will provide you with the opportunity to analyze five separate organizational scenarios that allow you to practice and demonstrate your understanding of human behavior. These case studies are designed to develop your skills in analyzing various organizational scenarios dealing with communication, conflict management, demographics and diversity, emotions, motivation, and so forth.

Guidelines

Case studies allow you to investigate organizational challenges within a real-life context. Scenarios focus on something real and particular that you can apply for continued learning.

Your case study analysis must be in APA format. Be sure to include a separate title and reference page, a brief abstract, an introduction, subheadings, and a conclusion. The requirements for this assignment are 4 to 6 pages in length (not including title and reference pages), double spaced, 12-point Times New Roman font, 1-inch margins, and discipline-appropriate citations. Failure to adhere to these requirements of submission will result in the paper not being graded.

Instructor feedback: Students can find their feedback in Turnitin.

Critical Elements Distinguished Proficient Emerging Not Evident Value
Summary of Scenario Accurately summarizes main elements with sufficient details in a concise fashion and is able to connect with own analysis

(23-25)

 Accurately summarizes main elements with sufficient details and is able to connect with own analysis

(20-22)

 Summarizes main elements with sufficient details but with insufficient detail to connect with own analysis

(18-19)

 Does not summarize the main elements and does not connect with one’s own analysis

(0-17)

 25
Analysis of the Organizational Issue

 

 Explores multiple issues through extensive collection and in-depth analysis of evidence to make informed conclusions

(23-25)

 Explores some issues through collection and in-depth analysis of evidence to make informed conclusions

(20-22)

 Explores minimal issues through collection and analysis of evidence to make informed conclusions

(18-19)

 Does not explore issues through collection and analysis of evidence and does not make informed conclusions

(0-17)

 25
Application Applies all of the course concepts correctly within the analysis

(18-20)

 Applies most of the course concepts correctly within the analysis

(16-17)

 Applies some of the course concepts correctly within the analysis

(14-15)

 Does not correctly apply any of the course concepts within the analysis

(0-13)

 20
Critical Thinking Demonstrates comprehensive exploration of issues and ideas before accepting or forming an opinion or conclusion

(18-20)

 Demonstrates moderate exploration of issues and ideas before accepting or forming an opinion or conclusion

(16-17)

 Demonstrates minimal exploration of issues and ideas before accepting or forming an opinion or conclusion

(14-15)

 Does not demonstrate exploration of issues and ideas before accepting or forming an opinion or conclusion

(0-13)

 20
Articulation of Response Submission is free of errors related to citations, grammar, syntax, and organization and is presented in a professional and easy-to-read format

(9-10)

 Submission has no major errors related to citations, grammar, syntax, or organization

(8)

 Submission has major errors related to citations, grammar, syntax, and organization that negatively impact readability and articulation of main ideas

(7)

 Submission has critical errors related to citations, grammar, syntax, or organization that prevent understanding of ideas

(0-6)

 10
Earned Total

Comments:

 100%

image1.jpg

 
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Unit VII Intercultural Mangement

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Write a two- to three-page analysis using the Case Study (Attached “Expatriate Management at AstraZeneca.”

Your analysis should address the following questions:

1. Critically analyze AstraZeneca’s expatriate management practices.

2. According to the 2007 Expatriate Work/Life Balance Survey, 65% of expats report feeling the strain of managing the demands of work and home, leading to more anxieties at home and at the workplace. What steps can an organization take to mitigate this?

3. What decisions related to expatriates could organizations take to maximize the benefits to the company despite ongoing economic recessions? Do you think a company that paid more careful attention to selection could further boost their chances of success?

Your case study analysis should follow APA guidelines for formatting of all resources, both in-text and as references. Your analysis should include a title page and should include a separate reference page.

 

USE ATTACHED CASE STUDY

 
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