Broad Overall Problems in the hospital:

Unnecessary Costs:

Unnecessary costs is an issue within the hospital for a couple different reasons. First, since the MAR was not kept where it should have been when the patients got medication, this could cause issues of not knowing whether a patient received medication already. Which could result in another dose, meaning more costs for the hospital. The hospital needs to strive to keep the costs of care as low as possible as well as cut out medically unnecessary things such as sending placentas to the pathology lab for testing. By making changes to “the way they’ve always done things,” it will be easier to make the hospital more revenue and more efficient.

Communication Errors:

Often times, nurses wouldn’t have the time to chart in the MAR when the medication was administered. This is an issue because it can cause disconnect when there may be a shift change, that could result in an additional dose of medication, causing the quality of care for the patient to decrease. While the nurses are not the only people within the hospital to have charting errors, ancillary services also had issues with charting. They would lose reports or not get the charts on time, which caused issues for the hospital as well as the physicians. The physicians wouldn’t be able to discharge the patients in a timely manner, which would result in less revenue for the hospital itself.

OB Department Against Change:

There was a lot of competition within Pensacola for new families. After the hospital understood what these patients wanted, a family centered birth experience, the hospital worked to change the way that they delivered their care to these patients. There were many positions in support of these new changes, however, nursing staff and nursing management, especially the OB supervisor were set against this. Instead, they wanted to keep practicing how they’ve been doing it within the OB department. There were many nurses that no longer work in the OB department because of this change.

Specific problems in the hospital:

The shift from prescribing antibiotics:

The shift from prescribing antibiotics in the recommended ways to use the local prescribing patterns. The shift in prescribing antibiotics was caused to cut the costs which resulted in saving $200.000 annually. Management should have considered their cost-cutting plans without ignoring patients’ safety, and outcomes. This problem caused in delaying patients from receiving their prescribed antibiotics for days. It is concerning because of the lack of quality was shown from the hospital in delivering their services focusing on cutting the costs and not considering about the patients’ conditions.

Not involving fathers in the birth process:

This problem showed a weak part of the hospital’s system in not making their system to be designed as patient-center care. Instead, the system was built based on rules that they had to follow. The system should have been built to be based on the customers’ needs and should have targeted their satisfaction. It is concerning because the healthcare delivery system should be delivered as patient centered.

Labor Delivery Recovery Postpartum implementation:

The hospital’s management implemented the LDRP concept too fast. The nursing management did not like the idea of the implementation. However, the hospital kept the process going which resulted in retainment and resignation over the staff. The LDRP caused unclear charging structure, and duplicated and missing charges. It is concerning because the hospital’s management did not take the necessary steps by evaluating the structure before implementing the concept.

1. Based on the broad overall problems and specific problems in this hospital, discuss your recommendations for continued improvement and success.

hink about a hospitality or tourism company that you consider to have the very best customer service. It can be a large well known company or a smaller local company. Tell me about this company and why you have chosen it. What is it about the service that keeps you returning?

QUESTIONS:

Have you done any computer programming in the past. If YES which language did you like the most and why. If NO, which languages would you like to learn and why.

What are some objected oriented programming languages in the market.

What is the difference between JAVA, PYTHON and R programming language.

What is Angular JS and how is it different from object oriented programming.

What are loops, arrays, if conditions and method / function in the context of programming languages.

What are popular programming languages to do data science / data mining. Why?

What are come popular programming language for mobile development.

Give three reasons why business students should learn computer programming today.

1. How would you describe the current situation facing U. S. Stroller?
2. What are the pro's and con's of the options presented in the case?
3. What will be the impact of these options on the MRP system currently in use?
4. What option do you recommend and why?

• Recall a bad service experience you recently had. What led to the service failure? Consider such dimensions as tangibles, reliability, responsiveness, assurance, or empathy.

• What measures can be taken to provide more capacity at a bottleneck work center?

Evaluate the Ethical Organization and Performance of the Uber company/business. Please be detailed in your response. (This question is based on the unethical organization Uber). Make sure you are answering/addressing the following points in this answer regarding Ubers Ethical Decision Making and Ethical Influence

- Where did the ethical decision making break down?

- Where did ethical influence take place?

• What is the difference between a requirements philosophy and a replenishment philosophy of inventory management? Why is this difference important?

• Compare and contrast the management of finished goods inventory in a manufacturing firm with that in a retail or wholesale firm.

List five sources for finding prospective employers; give one advantage and one disadvantage of each source.

13. All of the following are true about NAEYC Accreditation except:
    1. It sets a national standard for quality.
    2. It evaluates all aspects of the program including administration.
    3. It is too difficult for most schools to become accredited.

d.All military programs are required to seek accreditation

13. All of the following are true about supervision except:
    1. Supervisors and staff work within a context.
    2. Supervisors must select the best approach for each staff.
    3. Supervising adults is much easier than children.
    4. Supervisors and staff live with remnants of early authority figures,

Read the case study and answer three questions below:

Patti Smith looked up at the bright blue Carolina sky before she entered the offices of Horizon Consulting. Today was Friday, which meant she needed to prepare for the weekly status report meeting. Horizon Consulting is a custom software development company that offers fully integrated mobile application services for iPhoneTM, AndroidTM, Windows Mobile® and BlackBerry® platforms. Horizon was founded by James Thrasher, a former marketing executive, who quickly saw the potential for digital marketing via smartphones. Horizon enjoyed initial success in sports marketing, but quickly expanded to other industries. A key to their success was the decline in cost for developing smartphone applications, which expanded the client base. The decline in cost was primarily due to learning curve and ability to build customized solutions on established platforms. Patti Smith was a late bloomer who went back to college after working in the restaurant business for nine years. She and her former husband had tried unsuccessfully to operate a vegetarian restaurant in Golden, Colorado. After her divorce, she returned to University of Colorado where she majored in Management Information Systems with a minor in Marketing. While she enjoyed her marketing classes much more than her MIS classes, she felt the IT know-how acquired would give her an advantage in the job market. This turned out to be true as Horizon hired her to be an Account Manager soon after graduation. Patti Smith was hired to replace Stephen Stills who had started the restaurant side of the business at Horizon. Stephen was “let go” according to one Account Manager for being a prima donna and hoarding resources. Patti’s clients ranged from high-end restaurants to hole-in-wall mom and pop shops. She helped develop smartphone apps that let users make reservations, browse menus, receive alerts on daily specials, provide customer feedback, order take-out, and in some cases order delivery. As an Account Manager she worked with clients to assess their needs, develop a plan, and create customized smartphone apps. Horizon appeared to be a good fit for Patti. She had enough technical training to be able to work with software engineers and help guide them to produce client-ready products. At the same time she could relate to the restaurateurs and enjoyed working with them on web design and digital marketing. Horizon was organized into three departments: Sales, Software Development, and Graphics, with Account Managers acting as project managers. Account Managers generally came from Sales, and would divide their time between projects and making sales pitches to potential new clients. Horizon employed a core group of software engineers and designers, supplemented by contracted programmers when needed. The first step in developing a smartphone application involved the Account Manager meeting with the client to define the requirements and vision for the application. The Account Manager would then work with a Graphic User Interface (GUI) designer to come up with a preliminary story board of how the application would function and look. Once the initial concept and requirements were approved the Account Manager was assigned two pairs of software engineers. The first pair (app engineers) would work on the smartphone side of the application while the second pair would work on the client side of the application. Horizon preferred to have software engineers work in tandem so they could check each other’s work. The two app engineers would typically work full time on the application until it was completed while the other engineers would work on multiple projects as needed. Likewise, GUI designers would work on the project at certain key stages in the product development cycle when their expertise was needed. The head of Graphics managed the GUI designers’ schedule while the head of Software managed the software engineer assignments. At the end of each project Account Managers submitted performance reviews of their team. The Director of Sales was responsible for the Account Managers’ performance reviews based on customer satisfaction, generation of sales, and project performance. Horizon believed in iterative development, and every two to three weeks Account Managers were expected to demonstrate the latest version of applications to clients. This led to useful feedback and in many cases redefining the scope of the project. Often clients wanted to add more functionality to their application once they realized what the software could do. Depending upon the complexity of the application and changes introduced once the project was under way, it typically took Horizon two to four months to deliver a finished product to a client. Patti was currently working on three projects. One was for Shanghai Wok, a busy Chinese mom and pop restaurant located in downtown Charlotte, North Carolina. The owners of Shanghai Wok wanted Horizon to create a smartphone app that would allow customers to order and pay in advance for meals they would simply pick up at a walk-up window. The second project was for Taste of India that operated in Kannapolis, North Carolina. They wanted Horizon to create a phone app that would allow staff at the nearby bio-tech firms to order food that would be delivered on-site during lunch and dinner hours. The last project was for Nearly Normal, a vegetarian restaurant which wanted to send out e-mail alerts to subscribers that would describe in detail their daily fresh specials. James Thrasher was an admirer of Google and encouraged a playful but focused environment at work. Employees were allowed to decorate their work spaces, bring pets to work, and play ping-pong or pool when they needed a break. Horizon paid its employees well but the big payoff was the annual Christmas bonus. This bonus was based on overall company profits, which were distributed proportionately based on pay grade and performance reviews. It was not uncommon for employees to receive a 10–15 percent boost in pay at the end of the year.

STATUS REPORT MEETING

As was her habit Patti entered the status report meeting room early. David Briggs was in the midst of describing the game-winning catch John Lorsch had made in last night’s softball game. Horizon sponsored a co-ed city league softball team which most of the Account Managers played on. Patti had been coaxed to play to ensure that the requisite number of “females” were on the field. She balked at the idea at first; softball wasn’t really her sport, but she was glad she did. Not only was it fun, but it gave her a chance to get to know the other managers. James Thrasher entered the room and everyone settled down to business. He started off as he always did by asking if anybody had important news to bring to everyone’s attention. Jackson Browne slowly raised his hand and said, “I am afraid I do. I just received notification from Apple IOS that they have rejected our TAT app.” TAT was a phone app that Jackson was the project lead on that allowed subscribers to reserve and see in real time what swimming lanes were available at a prestigious athletic club. This announcement was followed by a collective groan. Before an Apple app could go operational it had to be submitted and approved by Apple. Usually this was not a problem, but lately Apple had been rejecting apps for a variety of reasons. Jackson went on to circulate the list of changes that had to be made before Apple would approve the app. The group studied the list, and in some cases ridiculed the new requirements. Ultimately, James Thrasher asked Jackson how long it would take to make the necessary changes and resubmit the app for approval. Jackson felt it would probably take two to three weeks at most. Thrasher asked who the engineers that worked on this project were. Patti’s heart fell. One of the app engineers who had developed the TAT app was working on her Shanghai Wok project. She knew what was going to happen next. Thrasher announced, “OK everyone, it only makes sense that these engineers are the best ones to finish what they had started so they are all going to have to be reassigned back to the TAT project. Those affected are going to have to get together after this meeting and figure how you are going to replace them.” The meeting then proceeded as planned with all the account managers reporting the status of their projects, and sharing relevant issues with the group.

POST-MEETING

As everyone filed out, Patti looked around to see who else was in her same boat. There were three other Account Managers as well as Jackson Browne. Resource assignments were a reoccurring issue at Horizon given the nature of their work. Horizon had developed a policy where decisions were made based on project priority. Each project was assigned a Green, Blue or Purple designation based on the company priority. Priority status was based on the extent the project contributed to the mission of the firm. The Shanghai Wok project given its limited size and scope was a Purple project, which was the lowest ranking. The list of available software engineers was displayed on the big screen. Patti was only familiar with a few of the names. Leigh Taylor who had the only Green project immediately selected Jason Wheeler from the list. She had used him before and was confident in his work. Tom Watson and Samantha Stewart both had Blue Projects and both needed to replace a mobile app engineer. They both immediately jumped on the name of Prem Mathew, claiming he was the best person for their project. After some friendly jousting, Tom said, “OK, Sam, you can have him; I remember when you helped me out on the Argos project; besides my project is just beginning. I’ll take Shin Chen.” Everyone looked at Patti; she started by saying, “You know, I am only familiar with a few of these names; I guess I’ll go with Mike Thu.” Jackson interjected, “Hey everyone, I am really sorry this happened, and I am sure Mike is a good programmer, but I recommend you work with Axel Gerthoff. I have used him before, and he is a very quick study and a joy to work with.” This was a relief to Patti and she quickly took his advice. They left to submit a report to Thrasher detailing the decisions they each had made and the impact on their projects.

1. How successful was the post-meeting?

2. What factors contributed to the success or failure of this meeting?

3. What kind of project management structure does Horizon use? Is it the right structure? Explain.

One for the Money…

Does money buy happiness? Several of the 120 employees at Gravity Payments, a credit card processing company based in Seattle, are about to find out.75 The company’s founder, 29-year-old Dan Price, made the news in the spring of 2015 when he decided to bump up the salary of 70 employees to a new “minimum wage” of $70,000. Now, everyone in the company will be making at least $70,000. Some employees at the company, where the average salary was $48,000, doubled their pay, and others got a nice salary increase—probably enough, you’d think, for employees to be pretty happy about! Money = Happiness, or Does It?

Why did Price do it? He said that he had been thinking about employee pay for a while, especially after reading several news reports about the glaring pay disparities between corporate CEOs and employees, which he says struck him as “ridiculous” and “absurd.” Also, Price had read an article on happiness by two Princeton researchers (one a Nobel Prize-winning psychologist) who had surveyed 450,000 U.S. residents on whether money could buy happiness—both as it affected overall happiness but also how it affected day-to-day life. The researchers concluded that people claimed to be happier with each doubling of income but only to a point. But even more interesting was the dollar amount that respondents said would make their daily life more pleasant: about $75,000 a year. Price decided to offer his employees a minimum salary of $70,000. He felt that giving his employees this amount could enable many of them to buy homes and pay for their kids’ educations.

To pay for the salary increase, Price is taking a pay cut from his annual $1 million salary down to $70,000. Also, the company will have to use 75 to 80 percent of its profits to help cover the cost. Some management consultants are questioning the move, wondering if it will affect employee productivity and pay off in the long run. Concerns about what happens to employee motivation include: Will employees be less motivated to work to be promoted to higher levels of responsibility, and would those employees who put in additional effort above and beyond their current tasks lose the incentive to do so (“why should I work harder if we all get the same pay”). And what happens to the CEO’s motivation—would Price himself lose the incentive to want to grow the company? Then, there’s also the question of what happens if the company’s profitability starts to fall. Only time will tell if such issues are even relevant.

Discussion Questions

11-14 Look back at the chapter-opening Management Myth and how it was “debunked.” Evaluate this wage decision in light of that.

11-15 Explain each of the employee productivity/motivation concerns. Which of these do you think is most critical? Why?

11-16 Choose one of the contemporary motivation theories discussed in the chapter and write a description of it for Mr. Price, explaining how and why it would be a good alternative for employee motivation.

11-17 What problem(s) might managers face under this new pay approach and how could they use knowledge about employee motivation to help them deal with those problem(s)?

Famous Albert prides himself on being the Cookie King of the West. Small, freshly baked cookies are the specialty of his shop. Famous Albert has asked for help to determine the number of cookies he should make each day. From an analysis of past demand, he estimates demand for cookies as

Each dozen sells for $0.69 and costs $0.46, which includes handling and transportation. Cookies that are not sold at the end of the day are reduced to $0.29 and sold the following day as day-old merchandise.

a. Compute the expected profit or loss for each cookie making decision quantity. (Round your answer to the nearest whole number. Enter expected losses with a negative sign.)

b. Based on your answers to part a., what is the optimal number of cookies to make?

c. By using marginal analysis, what is the optimal number of cookies to make?

Explain the (Spartan Race Event) and what is it? also, provide this information about Spartan Race Event (Name of event, when, place, Target people, Profit, Strategy, or any information …..etc)?

Research the consumer decision making process. Describe the process and how it is used.

Letter that request donation for annual auction:

A common business to-business writing situation is the donation letter. Not-for-profits organizations, for example, often hold high-profile fundraising events for which they need yo solicit prizes, donations, and other gifts-in-kind.

Your Task: Casey House, a health services provider for people living with HIV/AIDS, has been holding a successful fundraiser for over 20 years, lately in conjunction with TD Canada Trust. The fundraiser, called Art with Heart, supports the activities of Casey House and is structured as an art auction. In order for the event to be successful each year, staff at Casey House and TD Canada Trust must secure roughly 100 art donations from commercial galleries and artist around Canada. As a staff member at one of these organizations, write a letter to dc3 Art Projects, a commercial gallery in Edmonton, asking for a donation of a work by Travis McEwen, one of the gallery's artists.