Discussion 1)

State the benefits and problems of the Family and Medical Leave Act (FMLA).

Question

Discussion

1) State the benefits and problems of the Family and Medical Leave Act (FMLA).

What steps have been taken by the government of California to address these problems?

2) How does the National Labor Relations Board (NLRB) ensure that employees will not be coerced in their choice of a bargaining representative or in choosing not to be represented by a union?

Management

Imagine that you are working at the front desk of a professional medical office Part of your job is to greet each

Question

Imagine that you are working at the front desk of a professional medical office. Part of your job is to greet each

patient and help them feel welcome. A patient comes in and you smile and offer a greeting, but she does not respond. Instead, she sits down in the corner and starts talking loudly to herself. It seems like she is listing ingredients in her favorite recipe as she says sugar, flour, eggs, sugar, sugar, eggs… This is unusual behavior—in fact as you previously learned, it may even be considered deviant since it is not what most people do when they come into a medical office. You wonder whether she has a lot on her mind, or if she may just be weird or rude. A few minutes later, the patient’s mother comes in, approaches you at the front desk, and begins to fill out the paperwork for her daughter. She tells you that her daughter has a disability which is why her behaviors are different than the behaviors of other patients.

How attitudes toward mental illness have changed over time.

How your perception of the situation changed when you found out about the patient’s disability.

Discuss ways that employment, poverty, and disability may be related.

Sociology

Suppose you are the owner of an event planning business You hire independent contractors to do the setup—place

Question

Suppose you are the owner of an event planning business. You hire independent contractors to do the setup—place

decorations, ensure the food service is as ordered, etc.—at the different events that you organize. One of your independent contractors is stressed one day because you’ve asked him to make some last-minute changes to the seating setup at a corporate conference. On his way to the hotel hosting the event, the independent contractor rams into the back of someone’s car. The driver of the car your independent contractor hit is transported away by ambulance with neck pain. A few weeks later you receive a demand letter from an attorney asking you to pay medical expenses for the driver of the car your independent contractor hit. Do you think you will be liable for these medical expenses? Explain your reasoning

Management

3

1 . Which law imposes controls and procedures on federal agencies regarding how they
promulgate rules and conduct investigations regarding their rules and applicable law?
A.
The 1964 Civil Rights Act
BB.
The Clean Agency Act
C.
The Freedom of Information Act
D.
The Administrative Procedure Act
2 . When there are no essential facts in dispute in a case , a court may
A. grant summary judgment and not hold a trial .
B. order the parties to submit the case to the Legislature so it can address the case by
statute .
C. order the parties to obtain new legal counsel to write better pleadings and arguments .
D. grant alternate dispute resolution and defer to the arbitrator’s decision .
According to the U.S. Supreme Court decision in the case of Kuehn }. Pub Zone , which of
lowing best describes the reason why the Pub Zone was found liable after appeal and was
ed to pay damages to Kuehn ?*
A. Pub Zone violated state law by voluntarily serving too much alcohol to Kuehn , and the
owner knew that Kuehn was intoxicated when he provoked a fight with the motorcycle gang*
members .
B . The totality of circumstances gave rise to a duty for Pub Zone to take reasonable*
precautions for patrons against the danger posed by the motorcycle gang . These included that
Pub Zone’s owner had reason to know when gangs wore their insignia , they were prone to
attack customers without cause , and the owner allowed gang members wearing insignia in the
bar anyway .
C. Pub Zone had considerable business insurance that could pay for the injuries of Kuehn .
who had no medical insurance .
D. The Interstate Commerce Clause required that since Pub Zone was a for – profit business .
Pub Zone must pay for injuries of customers who visited from other states .
Management

Case This case follows a project team as they work to implement a safety

Question

Case

This case follows a project team as they work to implement a safety

database tracking system within a major

international pharmaceutical company. The company was formed through the merger of two organizations. Team

members are located in the United States and in France, and conduct much of their work virtually. In spite of their

technical skills and abilities, the team struggles to collaborate; after more than a year of work, key conflicts remain

unresolved—many of which are not apparent to all team members. The case concludes with senior management

appointing process advisers and implementing a conflict escalation process. Whether these interventions are effective

or even appropriate remains an open question for students to explore.

Review this case as if you are a consultant hired by the company to improve the team’s dynamics, or as if you are the

senior manager for the division in which the project is taking place. As you read, keep in mind that the case is written

primarily from the perspective of the Americans on the team. Look for the merits in their points of view, but consider

how the same facts might be interpreted differently.

Case Learning Objectives

1. Conflict.

This case challenges students to recognize emotional concerns underlying many aspects of team and

interpersonal conflict.

2. Distance.

This case encourages students to think of distance as something more than just physical separation.

Students will recognize that distance can also be understood in terms of stress-induced or stress-related,

psychological, social, cultural and identity-based separation.

3. Team Process Interventions.

This case provides students the opportunity to think about the challenges of

reversing counterproductive team processes in the midst of compelling deadlines. In doing so, students must

take into account the ways in which cultural differences and the effects of a merger interact with team dynamics.

Case Discussion Questions

As you read this case, try to develop answers to the following questions or other questions your instructor may assign:

• Why is this case about team conflict? What conflicts do you see developing?

• How is distance affecting team dynamics and performance?

• What do you think about the decision to appoint subteam sponsors? What problems can it solve? Which

problems might it not solve?

PharMed International

Headquartered in France, PharMed International is one of the world’s largest pharmaceutical companies. It was established

two years ago when two formidable pharmaceutical companies, ValMed and PharmCO, combined. Although officially

termed a merger, in practice, it might better have been described as an acquisition of ValMed, a Swiss-based company with

extensive U.S. operations, by PharmCO, a French-based company.

Like all pharmaceutical companies, PharMed is obligated to keep detailed records of how its drugs perform. To do so,

PharMed relies on sophisticated database systems that track and record adverse events associated with the use of its

products under development and already in the market. The Drug Safety Division of PharMed is charged with fulfilling

this obligation. The division is headed by Lance Paulson, M.D. Paulson is based in the United States, but the division

has managers and employees in numerous countries. Paulson’s deputy director, Francine D’Aubigne, M.D., is located in

France.

The Drug Safety Division is in the process of implementing a new adverse event database system called Vigilance, which

will be used by division employees around the globe. The data entered into the system will be used to generate reports the

company is obligated to provide to various regulatory agencies around the world (in the United States, for example, that

agency is the Food and Drug Administration). The two-year project began about one year after the merger.

Project Team Structure

The core team responsible for designing and implementing Vigilance has three members in the United States and four members based in France. They include employees from the Drug Safety Division, as well as employees from the

company’s Information Systems (IS) Division who are dedicated resources for the Drug Safety Division.

From the United States:

• The communication lead for the project, Frank Lanigan, is from the Drug Safety Division. Lanigan is charged with

keeping all managers in the Drug Safety Division updated on the status of the project.

• The validation lead, Carol Reynolds, is also from the Drug Safety Division. Her role is to ensure that the system is

fully tested and that all test results are documented before releasing the system for use.

• The training lead, Mike Powell, is from the Drug Safety Division. He is charged with making sure users are trained on

how to use the system.

From France:

• The project manager, Didier Amrani, is from the IS Division and works at corporate headquarters.

• The global user lead, Karine Bareaut, is part of the Drug Safety Division. Her role is to ensure that the system meets

the tracking and reporting needs of the Drug Safety Division.

• The global information systems (IS) lead, Merline Bucquet, is from the IS Division. Her role on the team is to ensure

that the system (including software and hardware) is appropriately integrated and compatible with other company

systems and applications.

• The quality and compliance lead, Fabrice Lemaire, is part of the IS Division. His job is to ensure that the system

meets all the regulatory requirements of government agencies worldwide.

In addition to the core team, five sub-teams were formed. These sub-teams each have a user lead from the Drug Safety

Division and an IS lead, and report directly to the user lead (Karine Bareaut) and IS lead (Merline Bucquet) respectively.

Each team also has two to four additional members, most of whom are involved with the project on an intermittent basis.

Overall, half of the sub-teams’ members are located in the United States and half are based in France. The organization

chart on page 8 provides an overview of the Vigilance project team structure.

An administration sub-team, located in the U.S., is responsible for ensuring that Vigilance maintains separate databases

for each product in all it strengths. For example, if a particular medicine was sold as a 10 milligram pill and also as a 20

milligram pill, Vigilance must separately track any adverse events for both size pill dosages.

A U.S.-based data entry sub-team is charged with identifying all of the fields that would appear on the system’s screens. A

workflow sub-team, with members evenly divided between the U.S. and France, is responsible for determining the ways in

which the system automatically passes work from one user to the next. For example, a case entered into the system would

typically first be handled by a data-entry clerk before being transferred to a medical evaluation expert and finally to a

reporting officer who would submit the case to regulatory authorities.

A French-based migration sub-team is responsible for mapping all the data from the legacy (existing) systems to Vigilance.

Finally, a French-based report sub-team is charged with designing the reports that will be generated from Vigilance. While

each of these sub-teams has a different focus, they are interdependent. For instance, if the data entry sub-team failed to

include a particular data field, the migration sub-team would not be able to move related legacy data into the new system.

Most of the U.S. core and sub-team members were previously employees of ValMed. At the project’s start, they were

looking forward to working on this initiative. Before the merger, several of them, including all of those on the core team,

played key roles in efforts to develop a similar system called Perspective. The work had been intense and time-consuming,

but the team members were stimulated by that project. They put in long but collaborative hours and were nearly finished

when the merger occurred and implementation of Perspective was put on hold.

Several months later, the newly merged organization decided to scrap Perspective in favor of Vigilance. There were two

main reasons. First, having been designed before the merger, Perspective’s capacity was too small to accommodate the

needs of the larger organization created through the merger. In addition, it was not clear that Perspective’s design could

support the new business processes (e.g., workflow procedures) that were implemented post-merger. The Perspective team

members were disappointed, but understood the rationale for the change in direction. As work on Vigilance began, those

who had been a part of the previous project looked forward to sharing the benefit of their experiences. Not long after work

on Vigilance began, however, their enthusiasm waned.

Core Team Dynamics

The Vigilance core team, some of whom had worked together before, started the project by holding a one-day, face-to-face

kick-off meeting in Paris at the corporate headquarters. Meeting as one large group, all project team members attended,

including those on the sub-teams. There were formal introductions to ensure everyone knew each other. The roles of the

various sub-teams were articulated and the project timeline established. At the time, recalls Frank Lanigan, the proposed

schedule seemed reasonable and the sub-team structure made sense to us all. Looking back, however, there was no

opportunity to really get past formalities. It would have been good for the core team to have also met separately for more

in-depth discussions about how we would work together. None of that ever happened. After the initial meeting, most of

the core team’s subsequent interactions were conducted via weekly teleconferences. These teleconferences were frequently

cancelled by Didier Amrani, the project manager, without notice and without him having sought input from the rest of the

team as to whether there were issues they wanted to discuss.

Didier strongly controlled the way meetings were run by restricting the kinds of information that was exchanged and the

ways in which it was exchanged. In and of itself, this would not have been a problem for many of the team members. As

Carol Reynolds, the core team validation lead, explained when she was interviewed for this case, It’s a project manager’s

job to monitor what occurs during team meetings. The problem with Didier’s approach, though, was that he was too

autocratic to be practical. For instance, he frequently put together an agenda for meetings without input from other team

members. Further, he would allot only 10 minutes for other issues not on the agenda and only if time permitted.

Early in the project’s life cycle, Frank Lanigan, the communication lead, presented a communication plan to the core

team during one of their conference calls. Didier remained quiet during the presentation and offered little in the way of

comments on the plan presented; however, following the meeting he called Frank, stating that nothing was to be presented

at core team meetings without his prior knowledge. Frustrated and angry, Frank became more withdrawn; he felt that as a

part of the core team, his discretion and expertise were being undermined.

When there was discussion, many of the U.S. core team members felt their ideas were given little or no consideration. As

Mike Powell, the core team’s lead for training, once quipped to his American colleagues, the norm here is don’t provide

your opinion until asked at which point they’ll tell you what your opinion is. At various points throughout the project,

the U.S. team members tried to raise issues and suggestions based on their experiences with Perspective. However, their

France-based core team colleagues (all of whom had been part of PharmCO prior to the merger), especially Didier,

consistently responded negatively to any input based upon the previous project. In fact, it had gotten to the point where it

seemed that any mention of Perspective was considered taboo.

Communication across sub-teams was a key point the American members of the core team wanted to stress to their French

colleagues. From their work on Perspective they had learned how important it was to keep people informed of what other

sub-teams were doing. System development is dynamic, explained Carol Reynolds. We had learned how quickly any two

sub-teams could head down different paths if the communication and coordination was not as dynamic as the work itself.

She went on to stress that too frequently, the result would be one or both teams having to rework their design—creating

time delays that rippled throughout the project schedule and leading to bad feelings within the team.

It’s not that our colleagues in France wanted poor communication, Mike Powell added, but they were committed

to dealing with this challenge through a chain of command. Karine, the global user lead, and Merline the global IS lead,

wanted to be the focal points for passing information across sub-teams. That may work fine in theory, but not in practice.

Instructing the sub-teams to communicate through the user and IS leads slowed things down. Anyone who has ever played

the grapevine game knows how much gets lost when layers are added between the start and end of a communication

chain. Referring to the physical distance that separated some of the sub-teams, he stressed, It’s not like we could even

rely on informal communication in the halls to fill in the gaps.

The Core-Core Team

In many instances, decisions which could have been made collaboratively by the core team were not made that way.

Instead, Didier, acting unilaterally or at best in consultation with French team members, made decisions that were then

communicated back to U.S. team members as being finalized. Increasingly, U.S. team members felt as though their input

was not valued and that their perspectives were not being given due consideration.

In one telling example, during a core team teleconference, the team was discussing important data entry fields that would

need to be included in the system. Among other things, these unanticipated additions were going to affect system report

generation as well as eventual training. As the team was exploring the implications of the changes, Didier stopped their

discussion by declaring that the team as a whole need not be concerned. Referring to himself and his French colleagues,

he said it was an issue that could be taken up by the core-core team. To the Americans on the team, the remark only

reinforced their sense of alienation.

In May, roughly 10 months after the project had begun, the core team as a whole had agreed to include a brief crosscultural

awareness workshop as part of an upcoming face-to-face status-update meeting that again would include members

of both the core team and the subteams. The Americans had hoped to use the workshop as an opportunity to discuss and

improve team processes. Only later did the U.S. team members learn that this portion of the program had been cancelled.

When Didier was asked about the change of plans, he said that top management made the decision. In subsequent

discussions with some of those senior managers, however, it was discovered that they were not involved in the decision and

that it had been made by Didier.

The U.S. team members were disappointed that the workshop had been cancelled, but their biggest concerns had to do

with the unilateral way the decision was made. Moreover, the less-than-truthful reason given for cancelling the workshop

severely undermined what little trust and rapport remained. As the project moved past the midpoint in its life cycle, the

Americans on the core team were increasingly reluctant to raise issues and participate fully in conversations. Enthusiasm for

the project had all but ceased to exist, and U.S. team members even began thinking twice about providing their European

colleagues with information.

Tensions Spread to the Sub-teams

The sub-teams continued to fall behind schedule, but the delivery date remained firm. The timeline slippages were obvious,

but almost no one was willing to discuss them openly—least of all the Americans on the core team. It was easy for us to

see how the slippages were related to sub-team communication breakdowns, but we’d been down that road so many times

we didn’t know how to raise it anymore, explained Frank Lanigan.

By late August, Carol Reynolds added, we could see how frustrated our colleagues on the sub-teams were…some

informal communication was possible among U.S.-based sub-teams—we could only assume the same kinds of things might

be occurring in France—but even that was less than ideal. According to Mike Powell, there was nothing subtle about the

mounting stress and confusion: Tensions had gotten to the point where people were actually storming out of meetings

because they were frustrated by what they were being asked to do on short notice or without sufficient information.

In September, the U.S. core team members felt they needed to escalate their concerns. After consulting with Carol and

Mike, Frank approached Lance Paulson, the head of the Drug Safety Division. According to Frank, Lance, who was also

based in the U.S., took his concerns seriously and promised to act. I assumed, said Frank, that meant Lance would

work through Didier, perhaps coaching and counseling him on how to open up dialogue and communication within the

core team and throughout the project overall.

Instead, Lance chose another approach. He sent an e-mail to the entire division, not just those working on the

Vigilance project. The message was sent under his name and that of his deputy director, Francine D’Aubigne, who was

located in France.

Management

A consumer and business b physical and virtual c internal and external d personal and

Question

a.consumer and business.

b.physical and virtual.

c.internal and external.

d.personal and

professional.

e.discretionary and disposable.

2…………………………Club Med Inc. talks to its present and potential customers to assess their needs for its products. Then it develops products to satisfy those needs. The firm is thus applying the ____ concept.

a.marketing

b.facilitating

c.physical distribution

d.production orientation

e.sales orientation

3…………..Marketers are most interested in discretionary income because consumers have the most choice in spending it.

True

False

4………..Markets are classified as either

a.governmental or institutional.

b.reseller or consumer.

c.producer or consumer.

d.institutional or reseller.

e.consumer or business-to-business.

5…………The forces that make up the external marketing environment of a firm

a.can be controlled to the firm’s advantage

b.include price, promotion, distribution, and product.

c.have little effect on internal operations.

d.are generally beyond the firm’s control.

e.result from the operations of the firm.

6……….What are some of the benefits and challenges of cultural diversity in an organization?

7…….Explain the difference between marketing research and marketing information systems.

8​ …………Men and women must be paid the same wage when they are doing equal jobs is required under the

a.​Labor Management Relations Act.

b.​Equal Pay Act.

c.​National Labor Relations Act.

d.​Fair Labor Standards Act.

​ 9…………………….One of the common errors made by managers appraising employees is

a.​being unfair.

b.​only saying nice things.

c.​overusing one portion of an evaluation instrument.

d.​failing to tell the employee where to improve.

10……………………Evaluation techniques that use some measurable quantity as the basis for assessing performance are referred to as

a.​performance appraisals.

b.​objective methods.

c.​judgmental methods.

d.​subjective methods.

11…………………………………………A large manufacturing company has found that younger employees tend to have fewer medical problems than workers over 40. Therefore, management decided to hire only workers under 40 to reduce company health insurance costs. This is illegal under the

a.Older Workers Equal Employment Opportunity Act.

b.Age Discrimination in Employment Act.

c.Occupational Safety and Health Act.

d.Equal Pay Act

.e.Civil Rights Act of 1964.

12…………..All employers are required by law to provide certain benefits to their employees. An example of such a benefit would be

a.health insurance.

b.pension programs.

c.reduced-price cafeterias.

d.unemployment insurance.

e.life insurance.

13………………………A key technique for increasing employee motivation is

a.Theory X

.b.behavior modification.

c.scientific management.

d.EEM.

e.modification of expectations.

14………….A motivation tool that attempts to provide workers with more tasks and more control over these tasks is

a.job rotation.

b.employee participation.

c.job enrichment.

d.compressed work schedules.

e.modified work weeks.

15………………According to Theory X by McGregor, managers assume that employees

a.seek out and accept responsibility.

b.dislike work and need to be controlled.

c.have the potential to accomplish organizational goals.

d.will work toward goals they are committed to.

e.do not naturally dislike work.

16………….According to Theory Y by McGregor, managers think people

a.must be led because they have little ambition.

b.are concerned mainly with security

.c.must be coerced, controlled, and threatened.

d.have the ability to help accomplish an organization’s goals.

e.dislike work and try to avoid it.

17………………..All of the following are accurate statements about the expectancy theory except that

a.it is a very complex model of motivation.

b.it is necessary to show employees how to attain the outcomes they desire.

c.there are various reasons why employees work.

d.it is easy to apply.

e.the reasons people work may change.

18……………..All of the following are examples of Herzberg’s hygiene factors except

a.job security

.b.pay.

c.supervision.

d.working conditions.

e.responsibility.

19…………………….An employee’s attitude toward his or her job, supervisors, and the firm itself is termed

a.behavior.

b.mindset.

c.judgment.

d.motivation.

e.morale.

20………………………..Securing the acceptance of top management is the first step in an MBO program. Which of the following is not one of the four remaining steps?

a.Having the manager and subordinate work together to determine how the subordinate can work toward accomplishing company objectives

b.Conducting an evaluation

c.Reassigning the employee

d.Conducting a periodic review

e.Establishing preliminary goals

21……………..A plan that will enable an organization to make the best use of its resources to meet its objectives is called a

a.marketing program.

b.marketing strategy.

c.marketing orientation.

d.promotional plan.

e.production plan.

.

22……………………..All of the following are examples of employee benefits except

a.workers’ compensation insurance.

b.health insurance packages.

c.pay for time not worked.

d.unemployment insurance.

e.an end-of-year bonus.

23……………………..Assessing employees’ performance levels to make objective personnel decisions is accomplished by

a.performance appraisals.

b.training and development.

c.skills inventories.

d.job analyses.

e.job evaluations.

24………………………..A contemporary manager who wants employees to have more control over their work might implement either

a.job enrichment or the Theory X system.

b.the Theory X or Theory Y system.

c.Theory X and Theory Y.

d.MBO or a reward system that emphasizes Theory X.

e.MBO or job enrichment.

All of the following are ways to collect useful marketing research information except

a.conducting telephone polls.

b.buying from commercial or governmental data sources.

c.conducting personal interviews.

d.impulsively stopping persons on the street to inquire about their buying habits.

e.sending questionnaires by mail.

Business

I need help sloving this applied statistics problemsScreen

@ 8..214-T mQuestion Help a In a study of 784 randomly selected medical malpractice lawsuits, it was found that 471 of them were dropped or dismissed. Use a 0.05 significance level to test the claim that most medical
malpractice lawsuits are dropped or dismissed. Which of the following is the hypothesis test to be conducted? A. H0:p=0.5 4’3. H0:p=0.5
H1:p¢0.5 H1:pgt;0.5
C. H0:p¢0.5 D. H0:p=0.5
H1:p=0.5 H1:plt;0.5
E. Ho:pgt;0.5 F. H0:plt;0.5
H1:p=0.5 H1:p=0.5 What is the test statistic? z :
(Round to two decimal places as needed.)
Statistics and Probability

Orlando’s Arnold Palmer Hospital founded in 1989 specializes in treatment of women and children and is

Question

Orlando’s Arnold Palmer Hospital, founded in 1989, specializes in treatment of women and children and is

renowned for its high-quality rankings (top 10% of 2000 benchmarked hospitals), its labor and delivery volume (more than 16,000 births per year), and its neonatal intensive care unit (one of the highest survival rates in the nation). But quality medical practices and high patient satisfaction require costly inventory—some $30 million per year and thousands of SKUs (SKU means ‘stock keeping unit’). With pressure on medical care to manage and reduce costs, Arnold Palmer Hospital has turned toward controlling its inventory with just-in-time (JIT) techniques.

Within the hospital, for example, drugs are now distributed at nursing workstations via dispensing machines (almost like vending machines) that electronically track patient usage and post the related charge to each patient. The dispensing stations are refilled each night, based on patient demand and prescriptions written by doctors.

To address JIT issues externally, Arnold Palmer Hospital turned to a major distribution partner, McKesson General Medical, which as a first-tier supplier provides the hospital with about one-quarter of all its medical/surgical inventory. McKesson supplies sponges, basins, towels, mayo stand covers, syringes, and hundreds of other medical/surgical items. To ensure coordinated daily delivery of inventory purchased from McKesson, an account executive has been assigned to the hospital on a full-time basis, as well as two other individuals who address customer service and product issues. The result has been a drop in Central Supply average daily inventory from $400,000 to $114,000 since JIT.

JIT success has also been achieved in the area of custom surgical packs. Custom surgical packs are the sterile coverings, disposable plastic trays, gauze, and the like, specialized to each type of surgical procedure. Arnold Palmer Hospital uses 10 different custom packs for various surgical procedures. Over 50,000 packs are used each year, for a total cost of about $1.5 million, says George DeLong, head of Supply-Chain Management.

The packs are not only delivered in a JIT manner but packed that way as well. That is, they are packed in the reverse order they are used so each item comes out of the pack in the sequence it is needed. The packs are bulky, expensive, and must remain sterile. Reducing the inventory and handling while maintaining an assured sterile supply for scheduled surgeries presents a challenge to hospitals.

Here is how the supply chain works: Custom packs are assembled by a packing company with components supplied primarily from manufacturers selected by the hospital, and delivered by McKesson from its local warehouse. Arnold Palmer Hospital works with its own surgical staff (through the Medical Economics Outcome Committee) to identify and standardize the custom packs to reduce the number of custom pack SKUs. With this integrated system, pack safety stock inventory has been cut to one day.

The procedure to drive the custom surgical pack JIT system begins with a pull from the doctors’ daily surgical schedule. Then, Arnold Palmer Hospital initiates an electronic order to McKesson between 1:00 and 2:00 P.M. daily. At 4:00 A.M. the next day, McKesson delivers the packs. Hospital personnel arrive at 7:00 A.M. and stock the shelves for scheduled surgeries. McKesson then reorders from the packing company, which in turn pulls necessary inventory for the quantity of packs needed from the manufacturers.

Arnold Palmer Hospital’s JIT system reduces inventory investment, expensive traditional ordering, and bulky storage, and supports quality with a sterile delivery.

There are inherent benefits of using a pull strategy to manage inventory. By focusing on the customer’s orders to generate production, you make only what is demanded, eliminating wasted time in producing what isn’t needed, wasted materials that might not be needed, and, the need for less working capital to be tied up in inventory and the associated costs of acquiring that working capital.

Running Head: PUSH STRATEGY Push Strategy
Student’s Name
Institution PUSH STRATEGY 2 A push strategy consolidates the assets of retailers, wholesalers and manufacturers to make
consumer interest…
Business

Summarize Even the medical model of mental health problems is itself an unwitting

Question

Summarize

Even the medical model of mental health problems is itself an unwitting

source of stigmatizing beliefs. First, the medical model implies that mental health problems are on a par with physical illnesses and may result from medical or physical dysfunction in some way (when many may not be simply reducible to biological or medical causes). This itself implies that people with mental health problems are in some way ‘different’ from ‘normally’ functioning individuals. That label may well be associated with undesirable attributes (e.g. ‘mad’ people cannot function properly in society, or can sometimes be violent), and this again will perpetuate the view that people with mental health problems are different and should be treated with caution…[I]t must also be acknowledged here that the media regularly play[s] a role in perpetuating stigmatizing stereotypes of people with mental health problems. The popular press is a branch of the media that is frequently criticized for perpetuating these stereotypes.

English Literature

Details This is a benchmark assignment As a health care professional it is

Question

  • Outreach: What efforts have been made to increase medical access to the population?
  • Based on the chart’s information, write a 800-1,000 word paper that discusses the following: APA format

    Running Head: BENCHMARK ASSIGNMENT Benchmark Assignment
    Student Name
    Course Name
    7 July 2016 1 BENCHMARK ASSIGNMENT
    2 Benchmark assignment
    African Americans and Latinos population needs to contain…
    Science

    Please help with this paper

    There are many forces that impact health delivery systems. Choose one aspect

    Question

    please help with this paper.

    There are many forces that impact health delivery systems. Choose one aspect

    that influenceshow health delivery systems are challenged, and describe the issue. Examples include, but are not limited to, access to care, quality health care improvement, lack of coordinated care,continuity of care (medical home), etc.

    paper must be 975 words

    1)Fish species A has a gestation time of three months and lays 300 eggs per clutch Fish species B has a gestation

    Question

    1)Fish species A has a gestation time of three months and lays 300 eggs per clutch. Fish species B has a gestation

    time of 5 months and lays 200 eggs per clutch. Which fish species would make a better model organism, and why?

    Fish A because it will have longer generation times and more offspring

    Fish A because it will have shorter generation times and more offspring

    Fish B because it will have longer generation times and fewer offspring

    Fish B because it will have shorter generation times and fewer offspring

    2) Considering the impacts and benefits of bioprospecting, which of the following describes the most likely impact?

    It could be harmful to the ecosystem.

    It may make additional types of medical treatments available.

    It is more expensive than creating synthetic compounds.

    It provides additional variety of known chemical compounds.

    3) )Which of the following are effective strategies that are used in biotechnology to solve a problem?

    1. Genetic engineering
    2. Biomimicry
    3. Biopiracy

    I only

    II only

    I and II only

    I, II, and III

    4)The field of genetic engineering in biotechnology has exciting potential for disease treatment but also raises some serious concerns. Which of the following is a valid ethical concern that a biotechnology researcher should consider?

    What, if any, research in genetic engineering should be banned?

    Will this research be published in a scientific journal?

    Will the hypothesis of this experiment be correct?

    Are there other scientists who will disagree with my work?

    5))Your class is learning about genetic engineering and the use of model organisms. You are divided into groups to debate this topic. Construct a statement defending the use of model organisms, such as the zebrafish, in this research.

    6)Describe the difference between bioprospecting and biopiracy, and include a description of the impact of each on the environment.

    Science

    8)A transect is an archaeological study area that is 1/5 mile wide and 1 mile

    Question

    1. A new kind of typhoid shot is being developed by a medical research team. The old typhoid shot was known to protect the population for a mean time of 36 months, with a standard deviation of 3 months. To test the time variability of the new shot, a random sample of 23 people were given the new shot. Regular blood tests showed that the sample standard deviation of protection times was 1.9 months. Using a 0.05 level of significance, test the claim that the new typhoid shot has a smaller variance of protection times.

    Q. Find the value of the chi-square statistic for the sample. (Round your answer to two decimal places.)

    ?

    Q. What are the degrees of freedom?

    Q. Find a 90% confidence interval for the population standard deviation.

    lower limit ?

    upper limit ?

    Statistics and Probability

    1

    Karen provides Helen financial help to undertake a medical checkup. Helen is a poor lady and

    Question

    1. Karen provides Helen financial help to undertake a medical checkup. Helen is a poor lady and

    Karen helps her without expecting Helen to pay back. Karen’s act exemplifies _____.

    1. reciprocal altruism
    2. altruism
    3. normative reciprocity
    4. symbiosis

    2. Do onto other as you would have them do onto you. This golden rule of philosophy is based on the _____ norm.

    1. interactivity
    2. altruistic responsibility
    3. reciprocity
    4. social responsibility

    3. Which of the following types of aggression occurs with only a small amount of forethought or intent and is determined primarily by impulsive feelings?

    1. Emotional aggression
    2. Instrumental aggression
    3. Thoughtful aggression
    4. Cognitive aggression

    4. Which of the following is an example of relational aggression?

    1. Gossiping about a person
    2. Hitting a person to cause injury
    3. Yelling at a person
    4. Calling a person names

    5. Which of the following is a neurotransmitter that influences mood, appetite, and sleep and reduces aggression?

    1. Cortex
    2. Amygdala
    3. Serotonin
    4. Testosterone

    6. When groups work better than we would expect, given the individuals who form them, we call the outcome a(n) _____.

    1. person gain
    2. conjunctive gain
    3. cognitive gain
    4. process gain

    7. Hawkins is a hardworking individual. He works efficiently when asked to work on projects with independent deliverables. However, his performance drops when he is asked to work as part of a team. This situation exemplifies _____.

    1. group bias
    2. social loafing
    3. groupthink
    4. cognitive dissonance

    8. Calvin hates the members of a certain religious community. The negative attitude that Calvin displays toward the community is an example of _____.

    1. cognition
    2. prejudice
    3. dissonance
    4. social identification

    9. Europeans view Americans as people similar in ideas and culture. However, Americans tend to disagree with the European viewpoint. This situation exemplifies _____.

    1. common ingroup identification
    2. outgroup homogeneity
    3. self identification
    4. Social Dominance Orientation

    10. Which of the following is the best description of social dilemma?

    Human Pathophysiology

    – I need to write a comprehensive medical report on a disease of the Renal System. This

    Question

    Human Pathophysiology – I need to write a comprehensive medical report on a disease of the Renal System. This

    would include relevant medical history, testing/diagnostics, treatment options and recommended plan of action. A template is needed to do this medical report for Human Pathophysiology BIO2015 S01 WK 5 A2 South University.

    Running Head: MEDICAL REPORT ON RENAL SYSTEM DISEASE Medical report on Renal System Disease
    Name:
    Course:
    Tutor:
    Date: 1 MEDICAL REPORT ON RENAL SYSTEM DISEASE
    2
    Medical report on Renal System…
    Science

    1 When does an increase in price produce a substitution effect?only if there is a realincome

    Question

    1.When does an increase in price produce a substitution effect?

    only if there is a real-income

    effect

    always

    only if purchasing power is impacted significantly

    only if marginal utility per dollar increases relative to another good

    only if marginal utility per dollar decreases relative to another good

    2.The ________ line, and the area underneath, contain all of the possible combinations that a consumer can afford.

    redaction

    optimization

    indifference

    budget constraint

    Maginot

    3.On an annual basis, heahcare expenditures in the United States are approximately

    $3 trillion.

    $1 trillion.

    $100 billion.

    $500 billion.

    $750 billion.

    4.What is one cited reason why heahcare expenditures are so high in the United States?

    Medicare and Medicaid reduce the supply of medical care.

    Insurance companies attempt to control medical care costs by capping expenditures.

    Doctors know patients are likely covered by insurance, which reduces the demand for medical care.

    Doctors know patients are likely covered by insurance and provide unnecessary services and treatments.

    Patients covered by insurance consume too little heah care.

    Economics

    43 Which team members should play a role in a quality improvement program of decreasing central lineassociated

    Question

    43. Which team members should play a role in a quality improvement program of decreasing central line-associated

    blood stream infection (CLA-BSI) rates in a hospital?

    A) Financial services employees who determine the cost impact of CLA-BSI rates and the nurse managers who have a majority of the patients with infections

    B) Providers, administrators, nurse educators, and nurses who participate in care provided to adu patients who have central lines

    C) Patients with central lines and their families who are responsible for self-care who have been admitted with CLA-BSI

    D) Nurse managers responsible for intensive care unit policies and procedures dictating central line care

    44. Which group can be categorized as an interprofessional team?

    A) Staff nurse, nurse manager, director of nursing

    B) Pharmacist, pharmacy technician, pharmacy director

    C) Staff nurse, primary care physician, medical assistant

    D) Primary care physician, hospitalist, cardiologist

    45. When developing a quality improvement team to identify ways to improve the satisfaction of patients served by an outpatient clinic. who would be an essential member of the team?

    A) A parking attendant

    B) A phlebotomist

    Propose and justify marketing communication channels to reach potential St Anthony Medical Center’s Labor and

    Question

    Propose and justify marketing communication channels to reach potential St. Anthony Medical Center’s Labor and

    Delivery consumers: For example: Web site, social media, radio, TV, signage, heah fairs and events, collaborative partnership JV ads, targeted mail out, free educational offerings, and so forth.

    Reading materials:

    Intranet
    About US
    Recognized both nationally and locally for its expertise and dedication to patientsquot; heah , It. Anthony Medical Center is a key Element in Vila Heah’s
    mission to be the premiere system of heah in the Twin Cities metro area .quot;WE work with over 150 , 000 individuals each year as they face illness and
    other challenges to their heah and wellbeing .
    WE offer not only the traditional Speciaies you would Expect from a State – of – the- art heahcare facility but also complementary or aernative*
    SERVICES you can’t get anywhere ELSE . We are consistently ranked as one of U. S . NEWS amp; World Report’s Best Hospitals in the United States .
    Our Mission , Vision , and Values
    * Mission – Vila Heah is a comprehensive System of heah dedicated to preventing and treating illness and improving the heah of the people*
    it Serves through innovative and compassionate Care .
    * Visions – Vila Heah aspires to transform lives through science , Education and Exceptional care , locally and globally .
    . Values – Vila Heah is dedicated to providing quality heah care by creating a System of care that promotes compassion , integrity , and
    accountability in all its dealings with patients , Staff , and other partners .
    Our Services
    AIDS/HIV’ CarE*
    Cardiac vascular care
    Endovascular care
    * Integrative heah
    . Joint replacement
    * Kidney Care
    Labor and Delivery
    * Mental Heah
    * Neurological Care*
    \Oncology*
    `Orthopedics
    * Reproductive medicine
    Project Management

    Write a short response to Electonic Medical Records (EMR) Research the implications of the new electronic

    Question

    Write a short response to – Electonic Medical Records (EMR): Research the implications of the new electronic

    medical records systems that are a requirement under the Affordable Care Act. Explain meaningful use and its impact to physician practices. What financial incentives are created for physicians and what efficiencies will be created?

    EMR
    Client fulfilment with an electronic medical record (EMR) assumes an unequivocal part in its
    execution and ensuing utilization. We bui up a review instrument to recognize components
    of an EMR…
    Other Subjects

    Write a memo to your coworkers announcing the opening of an onsite fitness center You can make up the name of

    Question

    Write a memo to your co-workers announcing the opening of an on-site fitness center. You can make up the name of

    the company and your title. This is an informative memo and you can decide what information should be included in the memo. (See Resources: Formatting Memo) Your heading should include the word MEMO, DATE, TO, FROM, SUBJECT.Announcing an Employee Fitness Center: Your company is ready to open an employee fitness center with on-site aerobics and yoga classes, a swimming pool and weight machines. The center will be open 6AM to 10 PM daily; at least one qualified instructor will be on duty at all times. Employees get first preference; if there is extra room, clients, spouses, and children may also use the facilities. Locker rooms and showers will also be available. Your company hopes that the fitness center will help out-of-shape employees get the exercise they need to be more productive. Other companies have saved between $2.30 and $10.10 for every $1.00 spent on wellness programs. The savings come from lower claims on medical insurance, less absenteeism, and greater productivity. Write a memo announcing the center.The format for a memo is under Resources Formatting Hard Copies or there is an example in the textbook.

    Communications

    A worker at your facility is experiencing stomach discomfort The company’s emergency medical technicians checked

    Question

    A worker at your facility is experiencing stomach discomfort. The company’s emergency medical technicians checked

    out the worker and recommended that he be transported to their contracted occupational medical facility to be examined by a doctor. The worker was transported by his company safety representative. After examining the patient, the doctor determined that the illness was non-work related, and the doctor prescribed milk of magnesia, also known as magnesium hydroxide (Mg(OH)2), which is available over the counter at local pharmacies. Mg(OH)2, which produces a mild alkaline solution when mixed with water (only slightly soluble), is used to neutralize excess stomach (hydrochloric) acid that causes indigestion.

    a. What is the balanced equation for the chemical reaction of magnesium hydroxide and hydrochloric acid?

    b. What is the molar mass of milk of magnesia? If 30 grams of hydrochloric acid (molar mass of 36.5 g/mol) needs to be neutralized, how many grams of Mg(OH)2 are required to be ingested (disregard the solubility and dilution of the Mg(OH)2 in aqueous solution)?

    c. What is the molarity of the solution (assuming Mg(OH)2 is soluble in aqueous solution), if 10 grams of Mg(OH)2 is dissolved in 150 ml of water?

    d. Why is the proper management of potential work related injury and illness cases important?

    Science

    1 What is double dividend effect?2 Consider two possible tax schemes on natural resources One levies fixed

    Question

    1.What is double dividend effect?

    2.Consider two possible tax schemes on natural resources. One levies fixed

    fee per production amount (for example, per barrel for oil and per tones for iron ore) while the other levies fixed percentage on total revenue. Which one is better in terms of flexibility and why?

    3. Does income taxation satisfy horizontal equity? If it is, why? Or if it isn’t, why?

    4.If we want to maximize the tax revenue while minimizing the reduction of quantity traded in a competitive market, should we use unit tax or ad valorem tax?

    5.In an editorial titled Truth and Lies About Medicare, the New York Times discussed the financing of the Affordable Care Act of 2010, and stated: And a further chunk [of revenue] will come from fees or taxes imposed on drug makers, device makers and insurers-fees that they can surely afford since expanded coverage for the uninsured will increase their markets and their revenues.

    a.Consider a firm that has a monopoly on the production of a particular medical device. A tax of 10 percent is levied on the sales of the firm. What is the editorial implicitly assuming about the incidence of this tax?

    b. Assume that the firm has standard linear average revenue and marginal revenue curves, and produces with constant and positive marginal cost. I want to prove that the firms profits and the price paid by consumers of medical devices before and after the tax is imposed. How?

    c. By part b, the editorial writer did not understand how to think about the incidence of a tax. I want to know about the error.

    Ad valorem tax Unit tax b Q1
    Qt Q1Quantity Qt Quantity Price Price
    Economics

    Help me summarize thisInnovation in practice A multidisciplinary medication safety initiativeEid Khaled Al

    Question

    Help me summarize thisInnovation in practice: A muidisciplinary medication safety initiativeEid, Khaled Al

    MSN, RN

    Author Information

    At the University of California Irvine Medical Center, in Orange, Calif., Khaled Al Eid is a clinical nurse specialist.

    The author has disclosed that he has no financial relationships related to this article.

    AS REPORTED BY the Institute of Medicine in a landmark study, medication errors are responsible for an alarming number of deaths in hospitals.1 Reporting and analyzing medication errors at the institution level is recommended to help understand and prevent medication errors.2 Numerous models, processes, and practices have been utilized to improve medication safety within hospitals.3 This article discusses the successful implementation of a medication safety committee to review and analyze all medication errors and improve processes for medication administration.

    Back to Top

    Reforming an ineffective process

    Our institution’s efforts to identify medication errors were historically centralized and ineffective. A muidisciplinary group of physicians, pharmacists, nurse managers, nurse educators, and clinical nurse specialists had a monthly meeting to review error trends for the entire institution and discuss selected events. Using this approach, organizational issues that led to errors weren’t identified, and individual cases were reviewed without attendance by appropriate stakeholders. No representatives from the units involved were present to explain possible reasons why an error occurred in their area, which minimized the concept of ownership and accountability for errors in patient-care areas. Feedback to specific physicians, pharmacists, and nurses was solely dependent on their reading meeting minutes. Hence, similar errors continued to occur over time.

    Back to Top

    Creating a committee

    In 2010, the organization restructured the review of medication errors into a medication safety committee that oversaw six operational subcommittees: medical/surgical, critical care, women children’s services, perioperative services, ambulatory care, and behavioral heah. This approach was initiated because of best practices emanating from our neonatal ICU (NICU). The NICU clinical nurse specialist (CNS) leads the initiative and clinical nurses participate in the critical review of medication events specific to their unit.The nursing director of the medical/surgical division empowered our leadership to assume responsibility for errors and to change our processes related to the review of medication safety issues. Currently, the medical/surgical medication safety committee (a divisional committee that reports to the house-wide safety committee) is chaired by the medical/surgical CNS. Other committee members include medication safety unit champions (clinical nurses) from each medical/surgical unit, the hospital medication safety officer, pharmacists, a physician representative for medical house staff, the medical/surgical nurse educators, and the oncology CNS.An average of 60 to 70 events per month (such as medication errors, near-misses, adverse drug reactions, hypoglycemic events, and uncharted controlled substances) are presented at committee meetings and analyzed in depth. The incidents are identified by unit, date, time, description of the event as it happened, who discovered the event, who reported the event, the outcome of the event, and where in the medication preparation and distribution process the event happened. Incidents are also categorized as they relate to prescribing, order communication, labeling, packaging and nomenclature, compounding, dispensing, distribution, administration, and education. The events are analyzed by the CNS committee chair (divisional level and CNS-led) and a pharmacist to determine the cause. The clinical nurse medication unit champions review the incidents from their areas and come prepared to discuss their findings. During the meeting, the event is projected on a screen and unit representatives present the incident with their findings. The committee analyzes the event and discusses what factors contributed to it.Resus of the analysis are reported to the house-wide medication safety committee, where the CMO, CNO, nursing directors, pharmacy director, medication safety officer, risk manager, information technology personnel, and chairs of all divisional subcommittees analyze overall trends. Medication Error Reduction Plan and harm potential categories are used to classify events. The medical/surgical CNS is responsible for bringing the reports to the divisional practice council. The committee chair (medical/surgical CNS) also presents a report to the organizational medication safety committee, a subcommittee of the pharmacy and therapeutics committee. The medication safety unit champions identify critical incidents to report to their respective unit practice councils.

    Back to Top

    Medication management

    Since the inception of this initiative, over 3,000 medication events have been critiqued by nursing units. The major causative factors in medication errors include failing to follow the seven rights of medication administration (right patient, right medication, right dose, right route, right time, right indication, and right documentation), not checking orders, use of incorrect medication concentrations, failure to read the entire order, and not addressing special instructions.4 Our medication management policies have been modified to reflect current evidence-based practice. For example, a dose verification process was implemented for certain high-alert drugs using the following steps:* The administering practitioner withdraws the medication into a syringe.* A second qualified practitioner looks at the syringe containing the medication and the container from which the medication was withdrawn to verify that the intended medication and dose were prepared.5An independent double-check is performed for high-risk drugs such as chemotherapeutic agents, insulin and heparin infusions, heparin flushes in the NICU, epidural analgesics, and investigational drugs.6 Independent double-checks are conducted while a clinician programs a pump and at handoff. The process begins when the administering practitioner programs the pump. Before the infusion is started, a second qualified practitioner independently reviews the order, the patient’s identity, the label on the medication, and the pump setting. The correct medication, concentration, and pump setting are confirmed against the order. The literature suggests that 95% of errors can be detected by independent double checks.6Figure. Medication e…

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    In addition, the following interventions were implemented:* Mandatory electronic record checks every 4 hours. With new orders, nurses see a flag next to the patient name in the electronic medical record. They have to go in the list to see what’s been flagged and actively remove the flag to acknowledge that they’ve received the order.* Hourly bedside rounding by clinicians, including bedside handoff. Following this protocol, nurses include the patient in the report while they review what’s infusing and if it’s appropriate. Rounding also allows clinicians to check for the patient’s basic needs, such as toileting, pain relief, repositioning, and safety.* Quiet zones around the medication area to diminish distractions.* Computers added to the medication room next to the automated medication dispensing system to verify orders.* Implementation of bar code technology.A special subcommittee was formed to focus on hypoglycemia events, resuing in a new protocol for managing blood glucose levels. This included a guide for prescribers to support patients with diabetes who are N.P.O.

    Back to Top

    Successful implementation

    Our data have demonstrated a significant decline in the number of medication errors that reached patients, while near-misses continue to be reported. (See Medication events reported by medical/surgical units.) For example, this past March report had only one medication error and seven near-misses-we considered this a great accomplishment by the nurses. Plans for the future include evaluating data from the bar code scanning to determine if any near-misses weren’t reported. We’re also in the process of creating an automatic reminder for when a medication’s peak and trough levels must be checked.Nurses at our institution have become successful advocates in reducing medication errors at the prescribing, dispensing, and administering levels. This nurse-led exemplar testifies to the effectiveness of a muidisciplinary initiative to prevent medication errors and improve patient safety.

    English

    1

    Monopoly

    Part A: Use figure 1 below to answer the

    Question

    1. Monopoly

    Part A: Use figure 1 below to answer thePrice of
    Medical Care
    Marginal
    Revenue
    Marginal Cost
    Of Perfect Competition
    Demand
    Curve
    Marginal Cost
    Of Monopoly
    Quantity of
    Medical Care