For the following case study address the questions in details (paragraphs, No bullets)

What values did Mattel exhibit during the recall? How did they affect Mattel? How did it affect the global supply chain?

Mattel's Product Recalls (B): Managing the Crisis

'Mattel lnc.'s public apology to China for damage to the country's reputation stemming from a spate of toy recalls is an extraordinary attempt to placate theworid's largest toy maker's most important supplier."'

The "111Street Journal

'The recent outcry over poisonous pet food and the recall of lead-tainted toys sourced by Mattelin China proves one thing:We have a China problem. It is not,however, a China problem in the way most people think. Itis not a problemwith safety standards that threaten ourchildren and ourpets.It is a problemwith the very fact of China as an emerging force on the- global economic stage,and it underscores a profound and worrying trend in American politicaland economic IWe. For half a century we fought for the creation of a globalcapitalist system.Now that we haveone, we seemto haveforgottenone littlething:Capitalism means competition,and we are acting like we can't handle it."'

The "111Street Journal

With a flashback of product llablllty accusations,Mattelfinally decided to recall all Its defective toys. Thereby,Ina perlcd of 4 months from August-November 2007,Mattelrecalled several toys from Its different brands like Fisher Price,Barbie,PONer Wheels,Polly Pocket,etc. InaddlUon,Its chairmanand CEO,Robert Eckert (Eckert)and executive vice president for worldwide operations,Thomas A. Debrowskl,publicly apologised saying that Mattel takes full responslblllty for the crisis.

Mattel's Spate of Recalls in 2007

A23-year veteran of Kraft Foods Inc.',Eckert became Mattel's chairman and CEO InMay 2000 and successfully led the company throughtheyearsto winback customer confidence,amid a slew of product recalls. With the same commitment, In response to the scores of complaints/reports received from customers and public opinion cops, Mattel - Incooperationwith Consumer Product Safety Commission (CPSC) - announced three voluntary recallsof Its China-made toys between August-September 2007.

Firstly,onAugust 1• 2007,Mattelwithdrew 1.5 million Fisher Price unit toys that Included various products like SesameStreet's Big Birdand Elmoand Nlckelcdeon'sDora,the Explorer,etc.,due toexcess lead Inthe surface paint of thetoys. TherecallIncluded those prcducts thatwere manufactured betweenAprll 19"2007 and July 6"2007,and were sold at different retailstores between May-August 2007.

The second recall was onAugust 14"' 2007,when Mattel pulled back more than 18 million toys,which Included Do;igle Daycare,Polly Pocket,Batman Magna,Barbieand Tanner sets and One Piece toys. This was because of the presence of small magnets In dolls and accessories that may come loose and If swallowed may cause Intestinal perforation or blockage. And also Its 'Sarge' dlecast Plxar fllm cars were recalled due to lead contamination In its surface paint.While 436,000 toy carswere recalled due toleadcontamination,18.2 milIIontoyswerewithdrawnowing to loose magnets.' Earlier In November 2006,Mattelcollected neany 170 repats of loose magnetsonItsPolly Pocket toys and recalled over 2 millionunits (Exhibit Ill of theCase Study (A)).The samewas expanded InAugust 2007 after collecting additional400 reports. It Included those that are manufactured betweenJanuary 2002 and January 2007, and sold at retail stores between January 2003 and August 2007.

Again,on September 4'2007, Mattel recalled 848,000 toys due to lead contamination In the surface paint. It Included (I) 675,000 Barbie accessory toys manufactured between September 30" 2006 and August 20" 2007 and sdd from October 2006 throughAugust 2007 (II) 8,900 units of Big Big Wond 6 n-1Bongo Bandtoys of Fisher Price sddbetweenJuly-August 2007and (Ill) 90,000 Geo Trax Locomotive toys manufactured betweenJuly 31" 2006 and August 20•2007,and sold betweenSeptember 2006 throughAugust 2007.

Publicopinioncops raised Issueswith continuous recalls andonSeptember 12'2007,Mattelwas asked totestify before a Senate subcommittee seeking explanation for a senes of high-profile product recalls. Eckert apologised, "Like many of you,Iam a parent. I,like you, care deeply about the safety of children.And I,like you,am deeply disturbed and disappointed by recent events. As to lead paint on ourproducts,our systems were circumvented,and our standards were violated. We were let down,and so we let you down. On behalf of Matteland Its nearly 30,000 employees, Iapologise slncerely....We are doing everything we canto prevent this from happening again."'

The Fingerpointing - Mattel vs Chinese Manufacturers

WhileMattelblamedChinese manufacturers,the Chinesegovernmentaccused Mattel.Already China-madeprcducts were underIncreasing fire,with recalls onevery thing from toys and tyres to seafood and pet food; It was brandedas a country of shoddy production.Though China Is emerglng as a powerful economic force,by serving as the wond's factory,safety concerns over Chinese products tarnished Its Image. Actually,Mattel's main supplierof car prcducts, Early Light lndustnalsubcontracted painting toanothercompanycalled Hong LIDa. Insteadof using the paint supplied by Eany Light,Hong LI Da used lead-contaminated paint and thiswas the nubof the problem.

This made many headlines In American newspapers and other media about unsafe products from China, and caused considerable damage to the 'Made in China' label. Mattel blamed Its Chinese manufacturers for breaking safety rules andstandards. As a resul some Chinese factories Involved Inthe recallswere shut down. Cheung Shu-hung,ownerof Hong Kong-based Lee Der IndustrialCo. -one of Mattel's suppliers who produced faulty toys - committed suicide. The Chineseofficials enraged atAmencancntlcism,defended domestic manufacturers,saying that most recalled products had designflaws (Exhibit I).Americanscapegoating of China hurt It so muchthat It Insisted Mattelapologise for unfalny blaming Its manufacturers for Mattel's design flaws.

OnSeptember 21''2007,ThomasA.Debrowskl,Mattel'sexecutivevicepresident forworldwideoperations,delivered a public apology,saying that Mattelhas a deep commitment In continuing Its business relationship with the Chinese government. In his words,'Mattel takes full responslblllty for these recalls and apolcglses personally to you, the Chinesepeople,and all of ourcustomerswhoreceivedthetoys. It's Important foreveryoneto understand that thevast majority of thoseproductsthatwe recalledwere theresultof adesignflaw InMattel's design,not throughamanufacturing flaw In Chinese manufacturers."' Eckerttoo pied,'We apolcglse again toeveryoneaffected and promise thatwewill continue to focus on ensuring the safety and quality of our toys.'" Many analysts andexperts lauded Mattel's apology as aneffective strategic action Inhandling the cnsls. Andrew Krulwich,a former generalcounselfor the US Consumer Product Safety Commission(CPSC), says,·1 can't think of any other Instancewhere"a major toy company' has actually come outwith sucha public announcementof defect."'While Eric Johnson,professor at Dartmouth'sTuck Schoolof Business called Mattel's public apology asa'novelpolicy

move' toavoid 'potentialfriction'.'After all,companies,and notcountries, areliable for what they sellunderthe label.

Mattel's Way of Handling the Toy Crisis

After a series of recalls Involving over 21 million toys In just 2 months,Mattelwas In trouble.There were recall costs,new monitoring systemsandquality controls,potentiallawsuits anddamage to Its Imageduring holiday shopping season.This shook up MattelIndealing public relations Issues across the world. Thereby,Mattel focused on advertising and PR campaigns for the holiday season. Michele Sturdivant,a spokeswomanat Mattel,says,·weare a marketing drivencompany,soItwould be safeto assume that weabsolutely need to address this during the holiday season."'0 It published print ads Innationalnewspapers like The New Yori<nmes to reassure parents about the safety of Mattel toys and Its revival efforts after the crisis. A new webpage (www.mattel.c011/safety) was created and featured a video about Eckert's explanation.In his words,"As a parent of four children myself Iknow that nothing Is more Important than the safety of our children. Iwantto ensure that every parent hears about these Issues and returns these products to us. Ican't change what's happened In the past, but I canchange how we work Inthe future.'"' He told reporters thathe was not Insisting for any federalsafety standards -"Idon'trely onanyoneelse to ensure the safety of ourproducts. This Is ourconcern.'' With a hope that hisads and website will ease parentalconcerns,he stressed,"Ithink It's Important to establish a dialog with parents. Iwant to make sure they hear from me.'"' Affected consumers were asked to fill out anonllne form or provide Informationonphone,to receive refund or replacement. He Initiated and Implemented a three-stage safety checksystemfor preventing lead contaminationintoy paints: (I) To use paint only fromcertified suppliers andto test every single batchof paint at fNery singlevendor;abandoning it, Ifa batchdoes notpass the test (ii) To increase testing andunannounced Inspections atevery stage of the production process and(Ill) To test finished toys fromevery productlonrun for lead content,before delivering tothestore shelves.

MattelIs keenonconducting anIn-depth Investigationof allIts products,to Identify anydefects andrecallthem,no matter how minor the defect may be. Eckert Is upbeat,'We have hundreds of people 01the ground [now] In China,doing safety checks. We'vebeenprcduclng toys InChina formany years. What'sImportant here isnot that something happened...but how we respond.'" In October 2007, Eckert flew to China and met vendors and safety experts there -to ensure Implementationof the revised safety monitoring system.Regarding costs associated with safety monitoring system,he assures that It would be below 1% of Its totalcost of sales."

As part of these Initiatives,Mattelannounced additionalrecalls of some of its toys due to lead contamination In paint (Exhibit 11).

The Impact and the Future Outlook

Though Mattelswiftly responded to the toy crisis,Its performance was stillaffected. Its net Income for the third quarterended September30"2007was $237 million,as against $239 millionfor the same period In 2006. Netsales of$1.84 billionrecorded a 3% rise,butmissed analysts' estimatesof$1.91billion." It faced charges of$40 milliondue to product recalls,as sales declined by $30-$50 millioncaused bydisruptions to Its supply chainand revoked Import licenses." Eckert announced that Mattel's overall growth was primarily driven by Its Internationalsales with Its core brands - Fisher Price and Dlsney/Plxar Cars -stillgoing strong. However,sales In the US were a bit sluggish.In an August 13"report, Gerrlck Johnson,analyst at BMO CapitalMarkets estimated that Mattel's revenues would come downby $25 million In 2007 and by $40 mllllai In 2008."

The 'Cars'line toys,to;iether with thenew Radlca gamesandpuzzles,oonstltuted 29% Increase Insales for Mattel's entertainment toys unit,while a 9% surge In global sales of Wheels unit were driven by demand for Hct Wheels and Matchbox brands. However,during the samequarter,FisherPrice sales fellby 34% In the US as against 21% globally. Similarly,domestic sales for Barbie fell by 19% asagainst lntematlaialsales by 4%."Froma year-to-date high,Mattel's stock price fell by 25% and under performed thanrivals like Hasbroand JAKKS Pacific .

"While product recallsclouded this quarter's results,thecompany's domestic business continuesto underperform, a factor that we belleve will continue to weigh on the stock,"'9 says Felicia Hendrix, analyst at Lehman Brothers. Further,Increased prcduct testing resulted In delayed shlpments and banon Mattel's Imports Incountries like Brazil had a significant Impact on Its performance.Thereby, analysts opine that Mattel's sales In the fourth quarter - that account fornearly half of year-on profits,during the holiday shopping seain - may significantly get affected. But Eckert was satisfied with the company's third quarter performance - 'Despite the challenges the company faced during the third quarter,the business has performed falny well,even with some supply chain disruptions that Impactedsales.'"" Outof the million toys that Mattel produceseach year,Eckert feels that the recalled units In 2007 are small. Christopher Byrne,an Independent toy lndustiy consultan asserts that the Impact of recalls on Mattel- both financially as well as In public opinion - is negligible. He says,"Mattel's systems are so strong that they were able to containtwo-thirds of the product from evergetting Into the maiketplace. That's good news and should make peoplevery confident about Mattel.""

Eckert was also optimistic about company's future performance. In his words,'There will be a Christmas and Mattel,Flsher-Pnce,Radlca andAmerican Girltoyswill beunder the tree. I'mconfident that this year's toyswillbe the safest ever."' Such positive outlook came from 2006's top-selling Matteltoys like the T.M.X. Elmo doll. Additionally,to recoopfromdecliningdcrnesHcsales for Barbiebrand for thethirdconsecutiveyear,MattelIntroduced new multimedia products. Its site (www.barbleglrls.com) allowsgirls to play and Interact oollne,and 'Barbie of the Island' Is a direct-to-home DVD. Both these supposedly boost Mattel's sales In the holiday season. In Fisher Price uni Mattel Introduced new Smart Cycle,a 'physical learning arcade system'.Through this,It expects that video game-related toys would beccrne morepopular and even parents would like It for its educationalfeatures.

Sean McGowan,analyst at Wedbush Morgan Securities,who rated Mattel's Investments as 'buy',expected It to show strong sales and earnings growth In2008,with recall-related disruptions limited to 2007. In a research note he wrote,"Exdudlng the effect of these costs and disruptions,results would have met or exceeded our estimate.'"' Analyst estimateson earnings of major toycompaniesshow that Matteloutperforms Its rivals like Hasbro and JAKKS Pacific (Exhibit IV).

Mattel Is not alone Inthis keen locus onquality controland safety monltonng systems.Severaltoy llcensors and tradeassociations raised safety measures and Initiated third party testing. Major toy companies likeWalt Disney Co., Toys"R"Us Inc., Viacom Inc., KB Toys Inc.,Nlckelodaon and Sesame Workshop Increased their product Inspection plans. Evena US trade group,Toy Industry Associationwas insisting Congress to make toy testingmandatory.

Onthe other end,absence of comprehensiverulesgoverning recalls and Inability to track reportsonlnjunes from defective products made Chinese manufacturersandsuppliers resellthe recalled productsthroughthebackdoor.This was partlculany the case with those recalled for manufactunng flaws,with foreign companies not ready to pay the domestic manufacturers for the defective toys. So,goods banned In the West are still sold spuriously to Chinese consumers. Soonhong Min,professor of marketing and supply chain management at Price College of Business, Oklahoma University,says,"After a recall,the (factory that made the toy for the foreign company will) try Its best to recover money by distributing the defective products Inthe localmarket. That Is nothing new."'

Many analysts were scepticalabout howwell toy companies like Mattelwithdrew all their recalled products from markets across theglobe. The Wall Street Journal notes,'It raises questions about the responsibility of multinational companies tokeep dangerous toys off the shelves Inpartsof thewondwhereconsumer-protectionlaws areweakand the threat of legalllablllty Is relatively low - butalso about theirability to do so.""

In October,The wanStreet Journal bought Mattel's four recalled toys Including Barbie kitchensetwith lead pain Polly Pocket play setcontaining potentially loose magnets,anda Fisher Price Infant swing (that wasrecalledworldwide because infants suffered Injuries, cuts and bruises for getting trapped between the swing seat and Its frame) from sellers on Taobao.com,China's leading onllne consumer auction site. In the same month, this site listed many toys from Mattel's recalled products andthe sellers also claimed that theyhad as many as 100of eachtoy forsale.'" Mattel was allegedly unaware of this,a monthafter the newspaper reported It.

However,Mattelwas not the only suchtoy company.Montreal-based Mega brands lnc.'s Magnetlx buildingsets wererecalled InApril 2007 due to hazards from loose magnets. AnAmerican child even died after swallowing a tiny magnet that fellout loose from thebuilding set. Butthe samecolourfulsets are frund InChinese retail outletslike New China Children's Store,one of the Beijing's popular toy stores. Similarly,RC2 Corp.'s Thomas and Friends wocden trains were recalled In June 2007 for Impermissible levels of lead In surface paint but were still found in Tian Hao Mcdels toy store. Both got these recalled toys from authorised distributors,sub-distributors and even Individual wholesalers whogot the supplies from the toy factories In southern China.

Thereby,Matteland Mega Brands Inc. hired third-party companies to destroy all the recalled toys either at the factory or after they are collected from distributors and retailers. But,Frederick Felman,chief marketing officer for a US-based brand protection company,Markmonltor,says,"Unless you're very diligent about destroying the toys, the toys could re-enter the market.''27Thereby,Matteland Mega Brands strictly monitored destruction of all recalled toys - whether they are sent abroad or sold In the Chinese market. While Mattel enforced video documentation for all cases of toy destruction in the absence of Mattel's staff,Mega Brands made the company destroying Its toys certify the same.

In spite of efforts to communicate recall information to consumers - either by sending a statement,publishing onllne or translating the documents Into Chinese - Mattel extensively relied on Its Chinese dlstnbutors to transmit recall Informationacross thesupplychaln. Moreover,few sellers of Matteltoys ccrnplalnedthat they received lnccrnplete lnformatlai about the recalls. Gao Yunyun,a Taobao toy seller from Shenzhen,asserts,'We still get peoplewhowant to buy recalled products. Ifind It very strange that nobody kno.vs about these things.•,.

Addressing these Issues,Lisa Marie Bongiovanni,a Mattel'sspokeswoman,says,"Mattel's primaryresponslblllty Is to go through proper channels to notify the retailer butthat the company Isn't responsible for dangerous toys after theyhave reachedthe retailer.Once we sellthe product to the Wal-Marts of theworld or a smalltoyshop InChina,we don't have control over It.""To counter scandals on sub-standard Chinese exports,China Initiated measures - like organising cabinet-level safety conference, setting up product safety working group and a nation-wide 'rectification campaign'.A four-month product-safety Initiative,Included new regulations particularly with food and toy recalls,was launched InAugust 2007. It Is also planning toestablish a comprehensiveproduct safety legislation thatwould Include settingup a database for recalled products and, a system for tracing products and their components through the supply chain. However, Implementation remains complicated due to the Involvement of multiple government bureaucracies. Liu Zhaobln,an officialatAQSIQ",says that the agency functions are restricted only to Issuing recallnotices and stopping manufacture andsaleof recalled prcducts;actually theAdministration of Industry and Commerce monitors retail sales channels.As a result,>Mth worldwide outcry about their safety,China-made productswere cast out.

Fall of 'Made in China and Renaissance of 'Made in USA'

Recall of China made prcducts Including those of Mattel reduced their demand. For Instance,a YouGov survey commissioned by a trade publication Marketing Week, stated that nearly 40% of British consumers are less likely to buy China-made toys because of Mattel's recall crisis. Further,some retailers are thinking about sourcing their toys from Europe rather thanChina."As a resul toymakersand retailers Inthe USwere cashingon people's aversion towards China-made products- by mounting ad campaigns highlighting 'Made In USA' tags. It Included things like appearance of American flags on corporate websites,toy package with patriotic colours,usage of 'Made In USA' labels,etc. It Includes many major domestictoymakers - likeK'Nex Industries Inc. (a family-ownedcompany that produces construction sets In Hatfield,Pennsylvania),Step2 Co. (that makes outdoor playsets and plastic kiddie furniture,based In Streetsboro, Ohio),Michigan-based Walled Lake company,etc. Even retailers like FAO Schwarz are giving prominent shelf space for 'Made in USA' products. John Gessert,president of American Plastic Toys Inc., says,"Suddenly,It's becoming a realselling factor as they look at the package.'"'

As cited In Case Study (A),with 80% of the world's toys made In China,analysts opine that the smart move of homemade markeHng during holiday shoppingseason,may not work out In the long run. It Is more so for Mattelthat makes 65% of Itstoys InChina. The Wall Street Joumal notes,"But since thedawnof the Americanrepublic,we have never faced the kindof economic challenge that China presents. It Is playing the game of globalcapitalism almost as adepHyasweare,and our response for nowseems to be a mixture of fear and disbelief. Ratherthan seeing China as addingto anexpandingglobaleconomic pie,we treat Its ascendance as a zero-sum proposlHon for our workers,our companies, our currency and nowevenour health.While the evdutlon of China and the US Is anything but certain, and while each face Internal Issues that could derail the steady move forward,one thing should be fairly clear: Our China problem Is goingto harnl us more than Itwill derail China.'"' Moreover,notaily for Mattel,trading with China Is appealing to any other global player - due to Its low-coot manufacturing base,reliable Infrastructure and ability to produce at lower costs.

Question 5 The Vision Council of Great Britain is a trade group representing the optical industry (specifically spectacle retailers). The group decides to launch a consumer education programme after research reveals a reluctance to take children for eye tests because parents rely on free school screening. Additional research suggests that 80 per cent of learning before age 12 is accomplished through vision, yet traditionally in school screenings they miss between 70-80 percent of children’s vision problems.

TASK: Your PR firm is retained to conduct a national consumer education programme emphasising the importance of annual eye exams for children. What would you suggest? Programme elements that you should consider include key publics, message themes, time of year, strategies and innovative communication tactics particularly new media and technology.

How the Amazon manage teams?

Describe three specific differences in nonverbal behaviors and explain how they might cause problems in international business negotiations.

minimum 450 words

Information Systems at McDonald’s McDonald’s Corporation (McDonald’s), a US-based global hamburger and fast food restaurant chain, had installed several Information Systems to for the operational convenience of its employees and to help them in their decision making. It had implemented these information systems to store and leverage customer information, provide quick service to the customers, impart training to its employees, etc. These systems were used to make it more convenient for customers to buy food through electronic payments. Also, an effective customer relationship management strategy was implemented to retain customers. In 1948 the brothers became disaffected by this style of restaurant, the pressures of a full menu, and the hassle of managing staff, and so decided to scale down the operation. They developed the idea of an 'assembly line' whereby a reduced menu (consisting only of hamburgers, cheeseburgers, French fries and drinks) could be cooked cheaper and quicker, which would hopefully lead to a higher turnover of customers. And so, it was, on 12 December, 1948, that the new revamped McDonald's Restaurant opened, and Richard McDonald cooked the first McDonald's hamburger. As of 2017, McDonald’s was one of the world’s largest restaurant chains. The company had its roots in a small fast food joint started by two brothers named Richard James McDonald and Maurice James McDonald in San Bernardino, California in 1940. A businessman Ray Croc was associated with the rapid growth of the fast food retail chain in the US and globally in the subsequent years. It took 33 years for McDonald’s to open its first 10,000 restaurants. While it touched the 20,000-restaurant mark in mid-1996, the total surpassed 23,000 by the end of 1997. McDonald’s celebrated its 50th anniversary on April 15, 2005... McDonald’s controlled many of its self-operated and franchised restaurants globally, managing the marketing, restaurant operations, HR, real estate development training, as well as quality control. As a consequence, the network was huge and the amount of information was massive. The company encountered many challenges in developing and preserving the information needed for effective decision making. To solve this problem, McDonald’s developed Information Systems to maintain and leverage the customers’ information across the globe. Decision support system is used to model data and make quality decision based on the data, making the right decision is usually based on the quality of the data and one's ability to analyze the data, Decision Support Systems are usually computer applications with a human component. They can sift through large amounts of data and pick between the many choices and supports the non – routine decision" McDonalds implemented the use of wireless internet in their restaurant in order to gather information about certain categories such as customer practice, length of stay and sales’ levels that are then later studied and analyzed with the help of the Decision Support System to come up with a decision that could help in the betterment of the restaurant. Analysts felt that erratic electric power supply would pose a challenge to the functioning of the McDonald’s restaurants as the total information systems relied on power supply. Another challenge was the staff lacking technical knowledge in case of information system failure. McDonald’s used Information Systems to increase efficiency and deliver quality food to its customers with advanced technology so that the food would be fresher, tastier, and hotter each time they delivered it. The Information System was also leveraged to decrease the effort, cost, and time involved in the procedures. Answer the Following Question. 1. Draw a SWOT analysis matrix including 2 points for each factor. Identify what strategic role IS will play for McDonald. 2. Discuss and debate the importance of information systems for an organization like McDonald’s and what strategies did they apply to have solutions. 3. Besides putting a new system, what else McDonald do to improve its decision-making process and their staff lacking technical knowledge. 4. Which factor/s in the IT acceptance would be the most important for employees to accept and use the new system?

In formulating a value strategy for its new brand of toothpaste, Colgate is considering listing all the benefits of the product—cavity protection, gum disease prevention, fresh breath, white teeth, variety of flavors, and so on. Management reasoned that citing all the product’s benefits would strengthen its positioning and win over its competitors. Critique this all-benefits approach.

For each one of the risk factors for work-related stress: • Poorly managed change, • Organisational justice/procedural fairness.

1. Think about some possible solutions or ways to mitigate each of the risk factors that could be implemented in the workplace,

2. For each one, make a list of three to four suggestions that could be used to mitigate or reduce the risk of work-related stress.

For each one of the risk factors for work-related stress: • Poorly managed relationships, • Low levels of recognition and reward,

1. Think about some possible solutions or ways to mitigate each of the risk factors that could be implemented in the workplace,

2. For each one, make a list of three to four suggestions that could be used to mitigate or reduce the risk of work-related stress.

As a Health Care IT consultant, you will work with various team members at the corporate level to gather information and analyze which of the following? (Select all that apply)

The efficacy of each electronic health records system

The possibility of getting a kick-back for recommending a particular electronic health records system

The cost-benefit factors of each electronic health records system

The cost effectiveness of each electronic health records system

The personal relationships corporate team members have with outside system owners

IncorrectQuestion 2

0 / 1 pts

2. Your recommendation should contain a high-level implementation plan that includes which of the following

All details for the entire implementation plan

A recommendation for the electronic health records system firm the CIO wants to use

A description of electronic health records system cutover and change management.

A recommendation for the electronic health records system firm at which your best friend works

IncorrectQuestion 3

0 / 1 pts

3. Your collection of preliminary information from Bright Road Health Care should include:

The Board of Directors’ personal relationships with each other

The Board of Directors’ electronic health records system preference

The system with the most supporters

Needs and expectations for the electronic health records system

IncorrectQuestion 4

0 / 1 pts

4. As you meet with and gather information from each corporate member, it is important you do which of the following:

Tell each member your preference of an electronic health records system

Tell each member what you think they are doing incorrectly

Ask about each member’s role in choosing and implementing a new HER

Take notes about key issues you hear

IncorrectQuestion 5

0 / 1 pts

5. When asking questions of corporate members, which of the following would be the most appropriate type of question to ask?

How do you currently document patient information?

What’s your current process?

What is your current documentation process?

What’s wrong with your current process?

IncorrectQuestion 6

0 / 1 pts

6. When meeting with the Chief of Medical Staff and CNO, which of the following questions is most effective?

What happens after the physician takes notes?

What happens to the information?

What happens after the nurse takes notes?

Where is the charted information kept or stored?

IncorrectQuestion 7

0 / 1 pts

7. Which question below would provide the most useful information?

What would you say if there are no issues with a new system?

What’s the good side of the discussion?

How do you think this type of system would improve your work?

What’s your opinion?

IncorrectQuestion 8

0 / 1 pts

8. The recommendation will include each aspect of the analysis, as gathered from the staff. Which of the following is important for each recommendation? (Select all that apply)

To include the name of each person who gave you the information for each recommendation

To back up the recommendation with the analysis of the information gained from the team members

To briefly outline the key points of a change management plan corresponding to your recommendation

Case Study
Cold Stone Creamery is a relatively new ice cream company that faces stiff competition in the marketplace from such established brands as Ben & Jerry’s and Haagen-Dazs. The first store was established in Saffron Walden, Essex in 2001. Since then the company has expanded to more than 20 stores (franchises) nationwide. Its market niche is that customers can personalise their serving by choosing a base flavour and then mixing it with a number of toppings. Employees do the mixing by hand on a frozen granite stone (hence the company name).
The challenge of course is to generate more store revenue and to increase market share. Research shows that the typical Cold Stone Creamery customer is a woman between the ages of 25 and 35, but that she also brings her friends and other family members with her.
The company has decided to do an integrated communications programme for the next year that would involve Public Relations, advertising and in-store marketing promotions for new products.
Question 1
What activities would you suggest in drawing up a creative PR campaign? Suggest a timetable and schedule for these activities whilst also including a programme for measuring the effectiveness of the campaign.

does health consciousness of consumer make food label more influential in affecting their purchase intention for food and beverage?
1. statement of research problem

2. research question and hypothesis

3.proposed sampling method

4.proposed methodology

5. significance of the research

For each one of the risk factors for work-related stress: • Work demands, • Low levels of control,

1. Think about some possible solutions or ways to mitigate each of the risk factors that could be implemented in the workplace

2. For each one, make a list of three to four suggestions that could be used to mitigate or reduce the risk of work-related stress.

For each one of the risk factors for work-related stress:• Poor support from supervisors and/or co-workers, • Lack of role clarity,

1. Think about some possible solutions or ways to mitigate each of the risk factors that could be implemented in the workplace,

2. For each one, make a list of three to four suggestions that could be used to mitigate or reduce the risk of work-related stress.

Choose an industry that interests you.

Compose an status report using the Internet, LexisNexis or other industry source, current periodicals, and interviews with people in the industry.

In your estimation, does this industry have potential for new business opportunities? If so, where do those opportunities lie?

After gathering finding deliver an analysis in at least three hundred words, indicating sources used to develop conclusions.

Summarize the new venture creation process and the life cycle of a new venture from idea development and launch through growth and various exit strategies.