Questions
Please discuss the following question in 300 word count in your own thoughts and words if...

Please discuss the following question in 300 word count in your own thoughts and words if using any website information please provide and list the references.

Why would a health care clinic or hospital need a health information manager? How might having a designated manager help ensure privacy of patient records?

In: Nursing

Please discuss the following question in 350 word count in your own thoughts and words if...

Please discuss the following question in 350 word count in your own thoughts and words if using any website information please provide and list the references.

Identify an effective health care organization that utilizes information technology. Assess the risks and affected stakeholders in the event of a system breach or failure, and recommend approaches that can be used to safeguard confidential information.

In: Nursing

HCOs are strongly oriented toward healing the sick, one person at a time. The first word...

HCOs are strongly oriented toward healing the sick, one person at a time. The first word of the body of this chapter—“patient”—is consistent with that tradition. Consider the following reasons for seeking care:

‱ Your grandmother, well into her eighties, wants a checkup. She has many of the limitations of age—her hearing, eyesight, and mobility are not what they were, and she has diabetes.

‱ Your father, 55, has acute chest pain that started a half hour ago and seems to be getting worse.

‱ You (or your partner) might be pregnant.

What constitutes an excellent result for each of these events? What care teams and clinical support teams are likely to be involved? How do the strategic teams help the clinical teams achieve excellence? If the HCO delivers that excellence, what other factors would be important to continued good health?

In: Nursing

Include a cover page and a minimum 500 word document discussion in APA format. Sandra is...

Include a cover page and a minimum 500 word document discussion in APA format. Sandra is a nurse in the physician's office and she has just assisted the physician with a suturing procedure. As she is cleaning up afterwards, she is cut by the suture needle and it penetrates her glove. 1. What procedures should be followed? 2. Is the employer responsible even though Sandra made the mistake? 3. How does this incident affect the patient whose blood is on the suture needle? 4. Can the patient be forced to have HIV testing?

In: Nursing

Prepare your word file to answer the following questions-- on your "practice" venture a. What is...

Prepare your word file to answer the following questions-- on your "practice" venture

a. What is meant by the term "a blue ocean (business) venture"?

b. How would you modify "your" venture to come close to a "blue ocean"? This may require tweaking the product/services.

c. Examine the website "Bplans.com". It contains quite a few sample business plans. Identify the business plan that may be "close" to

"your" business venture. Paste the weblink. (you may not find an exact match in the sample plans listed. Select a "similar" one)

In: Economics

word typing, please. no photo or handwriting 1. Name TWO (2) inadequacies in the dataset that...

word typing, please. no photo or handwriting

1. Name TWO (2) inadequacies in the dataset that might cause you to prefer a nonparametric test over parametric test to analyze the data.

2. Write a relevant study objective in the field of finance or economics which Wilcoxon Signed-Rank test will be the most appropriate test to solve the problem. Brief the characteristics of the data which make the test is the most appropriate for the analysis.

In: Statistics and Probability

The word “Investment” carries with it many definitions. In this course, it represents ‘Business Spending’----businesses spending...

The word “Investment” carries with it many definitions. In this course, it represents ‘Business Spending’----businesses spending money hiring workers to BUILD! The three areas of Business Spending can be broken down into: 1. new plant and equipment construction volume (new factory construction) 2. New residential construction volume and sales volume and 3. “new”----net additions to (or subtraction from) inventories. Inventories are often broken down into three areas: raw materials inventories, ‘work in process’ and finished product inventories (visualize new cars sitting in the dealership on Capitol Expressway). New plant and equipment inventories make up about two thirds of the total. Visualize a company owning and operating four factories that mass produce shoes: the yearly maintenance of the four factories can be called ‘replacement’ Investment. The construction of a new, 5th factory can be called ‘net’ Investment. One of the most, if not THE most high profile example of a new factory is the Tesla battery factory outside Sparks, Nevada. Let’s say a shoe company is mass producing shoes out of each of its four factories, each capable of producing 1 million pairs. Let’s say that the price per pair the firm sees (wholesale) is $30, and the cost per pair is $27. The price per pair is set by market conditions—the Demand Curve for the shoes. The firm earns a profit of $3 per pair for every pair produced, distributed and sold (the retailer will mark up the price to the customer). The driving force behind the firm’s decision to build “Factory #5”---the “green light”---is the idea that the firm enjoys a sales volume that is high, and rising, and expected to rise further in the future. The new factory will most likely result in a dramatic drop in the cost per pair owing to gains from new technology, yet the new extra shoes MUST BE SOLD to customers. The concept that the firm’s sales volume must be high and rising and expected to rise in the future can be restated as the firm’s ‘excess capacity’ must be low and dropping and expected to drop further in the future---in short, the firm’s sales volume, in theory, should be expected to ‘bust through’ or exceed the firm’s current capacity. This firm’s decision to build ‘Factory #5’ is perhaps the most important decision the firm will make in the next year or two. In theory, it is an “all or nothing” decision---let’s say the firm will spend $100 million to build the factory, or spend zero on this project. A ‘healthy’ firm that wants to expand may have two projects but may only obtain funding for one, or four projects and may only be able to obtain funding for two—owing to the fact that the supply of loanable funds, and equity funding, is finite and this firm will be competing with other firms for essentially the “same” funding. Once we make the decision to proceed---the ‘green light’---then we must line up FINANCING---where and how will we obtain $100million for our project, which will start on Jan 2 of next year and run until Dec 31 of that year? Profits, also known as retained earnings, are often the most important factor. Let’s say that we have earned $30 million in retained earnings, and we wish to borrow the other $70 million (let’s make it 75 million owing to possible cost overruns). We will apply for a loan from some financial institution, where the decision making body (we can call it a ‘loan committee’) is considering 10 loan applications, and will accept 5 and deny 5. We may have to ‘beat out’ a rival firm, who has their own great idea and their own grand plans for their own factory #5, but have $20 million saved in retained earnings and wish and need to borrow $80 million. The concept of a ‘shortage’ of funds suggests that we must appear a ‘stronger’ candidate for the financing than our rival. Sad but true. Let’s say we are in a position to “beat out” our rival for the loan money. We base our entire business model that the shoes mass produced by our new factory will cost, say, $27 per pair (we can revise this later) on certain assumptions about the cost of the land, labor, raw materials, plant and equipment needed to build the factory along with the projected cost of compliance involving government regulations (a big cost when it comes to building a house) and INTEREST PAYMENTS ON BORROWED MONEY! Let’s say that we are planning to borrow $70 million at an interest rate of 10% for yearly interest-only payments of $7 million per year. Let’s say that the interest rates on a loan like this in March of 1979 hovered in the range of 10%. From March 1979 to March 1980 the Federal Reserve pursued a ‘contractionary’ monetary policy that resulted in interest rates rising to roughly 20% ( about 18% for a home loan). The same loan committee that approved 5 and denied 5 of every ten loan applications will now approve 4 and deny 6. We saw one of the largest drops in new plant and equipment construction since the Great Depression. We could in theory raise money by issuing new equity securities (the ‘IPO’ is a prominent example) but this is less likely in an environment where liquidity is drying up, and interest rates are high or rising or both. It is not surprising that a drop in stock market values precedes a recession by a few months (the 2008-2009 recession is an example). Let’s assume that we have our own internal ‘green light’ and we have somehow obtained the needed financing---two hurdles overcome. Now, the great decision is: WHERE DO WE BUILD? Here, in the U.S.? Or in some other country? If we build on U.S. soil then the bulk of the construction costs will be counted as part of our Investment spending and part of the equation Total Spending=C+I+G+(X-M)
- Let’s say that we have a hypothetical firm operating four factories, each with the capacity to produce 1 million pairs of shoes. We have established that in order to build ‘Factory #5” it must 1. give itself the “green light”---sales volume must be high and rising and expected to rise further in the future---a necessary but not sufficient condition and 2. Raise the funding! Let’s say $100 million BEFORE WE BREAK GROUND ---our factory would be quite small --- Tesla is reported to be spending up to $5 billion for its battery plant outside Sparks. Factors involving raising the $100 million include: Profits, the higher the better, of course, but many firms will be required to spend money they do not have, in order to build factory #5, thus they must access financing through financial and capital markets, either through debt financing (borrowing the money) or equity financing (issuing new shares of equity securities). The fact that the supply of money in the financial and capital markets is FINITE is CENTRAL to the entire field of Macroeconomics! OKAY! We have the green light, and we have the financing! WHERE DO WE BUILD OUR FACTORY? In the U.S.? Or in another country? If we build in the U.S., then the ‘lion’s share’ of the $100 million will be part of the ‘Total Spending = C+I+G+X-M equation. If we build in another country, then very little of the $100 million will be spent on U.S. products and services, at least in theory. REASONS TO BUILD IN ANOTHER COUNTRY: 1. LABOR COSTS! A factory worker in the U.S. may earn over $20 and hour in wages, and cost over $28 in hourly costs to her employer—on average---compared to perhaps a wage as low as $2 an hour in another country. The disparity in wages in the U.S. is simply incredible: let’s say a worker may earn $7.25 an hour (the federal minimum wage in the U.S.----it has not risen in several years) in a chicken processing plant in Arkansas (most likely this worker came here from another country, either legally or ‘extralegally’---our economy RUNS on these workers!!) while a skilled worker may earn over $100,000 a year (no wonder the students in the Automotive classes get here earlier than I do---7:20am). The difference in a hypothetical U.S. worker’s hourly wage and her hourly cost to her employer ----that $8 (in theory) would consist of the employer’s share of FICA---remember FICA???—along with unemployment insurance, disablility &worker’s compensation benefits, possible medical benefits, 401k matching and pension benefits (not in most gig economy jobs) and other costs the employer bears but the employee does not see in her take home pay. The huge disparity (in theory) between labor costs in the U.S. compared to labor costs in another country are greatly diminished by the VERY likely fact that Factory #5 uses MUCH less labor---employs fewer workers than Factory #4. It is possible that Factory #5 uses fewer than half the workers in factory #4. If we did a walk-through of Factory #1, we would not believe that is was owned and operated by the same company. Toyota shut down its NUMMI plant in Fremont, while opening a new plant in Texas. We can estimate that the labor costs were much lower in the Texas facility. 2. TAX POLICY here in the U.S. compared to another country: our government entities---federal, state and local----may offer tax incentives for our firm to build Factory #5 in the U.S. (or the state of Nevada, where it is reported that Tesla may be receiving a ‘tax credit’ of perhaps 10% from the state). These possible tax incentives may be called an “Investment Tax Credit”--- I would call them a “Factory #5 construction tax credit”. Let’s not forget: the underlying reason to build the factory must be in place ---we must sell this steady stream of new extra shoes or cars or MRI machines—but if our price per pair is $30 and our cost per pair (without the tax incentives) is $27 and our projected profit is $3 per pair (in theory) then a 10% tax credit could raise our profits greatly. The issue: SOME OTHER COUNTRY also has a government, and it is offering its own tax incentives for us to build on THEIR soil. It can become a ‘bidding war’. Why does every country want our factory? JOBS! More on that later
..3. GOVERNMENT REGULATIONS (G REGS) HERE vs. THERE: every government of every country has established a framework of laws and regulations (regs) to protect its people. Sometimes a firm – like us—may take actions that are immoral and illegal. G REGS are put in place to address these actions, and in a perfect world, prevent them from happening in the first place. What can a firm ‘do wrong’ --- and what GOVERNMENT REGULATORY AGENCIES in the U.S. (as well as the legal system) exist to address and prevent these ‘wrongs’? 1. ‘TOO MUCH’ POLLUTION: if a firm pollutes the environment beyond a certain level, the legal system as well as the EPA (both federal and state---our state has the CARB and many other agencies) may step in to fine or enjoin the firm in the U.S.---thus raising our cost of doing business. What if this other country competing for our factory has a more relaxed set of pollution control laws and regs? 2. UNSAFE WORKING CONDITIONS: We have a pretty robust legal system and worker’s comp and worker’s disability system in the U.S.---for some workers, not all—compared to many other countries. We have the OSHA---both on the federal and state level—which can raise the cost of doing business---building the factory, then operating the factory once it is up and running---compared to another country 3. UNSAFE PRODUCTS: in the U.S. we have dozens of regulatory agencies, including the FDA, NHTSA, FAA, CPSC, the Dept. of Agriculture and DOZENS of other agencies to address, and hopefully prevent, unsafe products from being produced, distributed and sold in the U.S. 4. DISCRIMINATION: The EEOC (the Dept. of Labor) ---both federal and state---and our legal system act to address and try to prevent discrimination by employers against women, older workers, and other groups. The discrimination lawsuit that female employees filed against Walmart in the U.S. NEVER WOULD HAVE OCCURRED in many other countries 5. ABUSES OF MARKET POWER: The U.S. has a series of ‘Antitrust’ laws, created about 110 years ago and built on since, that try to address and prevent ‘abuses of market power’ by firms doing business in the U.S.---the relevant agencies include the Antitrust Division of the Justice Dept. and the Attorneys General of all 50 states (many are going after Google right now) as well as the FTC. 6. INACCURATE REPORTING OF PROFITS AND LOSSES---Enron being the classic example---when a firm doing business in the U.S. violates these laws, it may be prosecuted by the Dept. of Justice, the SEC, the IRS, and many other agencies. There are many other misdeeds a firm –maybe our firm---could perform, and other U.S. and state and local regulatory agencies that may prosecute us and raise our costs of doing business. What if this other country’s government – competing for our business - simply has a more
’relaxed’
.. set of regulations? Wow! Some other country may offer cheaper labor, a more attractive tax package, a more ‘friendly’ set of regulations
 why would our firm build factory #5 on U.S. soil? I believe that recent events help explain this set of concepts

- WHY BUILD FACTORY #5 on U.S. soil? I mean, labor is cheaper in another country, Government Regulations may be more relaxed and cheaper to comply with, and the tax incentives offered by another country may be more attractive
 so why build here? Many reasons, starting with: 1. the idea that the U.S. economy, with over $20 Trillion in annual Total Spending on all goods and services, is still the largest market in the world. US. HOUSEHOLDS, GOVERNMENTS and BUSINESSES buy every conceivable product and service. If our firm builds Factory #5 in another country, then we must incur 2.TRANSPORTATION COSTS and burdens that we may not be able to forsee. We have a pretty good example of this concept playing out RIGHT NOW. EVEN IF we build Factory #5 fifty feet south, or north, of our border, we must move our product across the border into the U.S. Our government (and every government I have ever read about) maintains the right to STOP AND INSPECT any and all cargo—this can take two minutes, two hours, two days, two weeks, two months. The same concept applies to people, as evidenced by the tragedy at our southern border. I have a friend who had a Y2K job up in Canada. She got off the plane in Toronto and she was ushered into a windowless room and ‘questioned’ for hours--- AND I THOUGHT CANADA WAS AN ALLY!!! If we must transport our products across the U.S. border by plane, truck, auto, ship, rail we are vulnerable to any FUTURE RISE in transportation costs—anticipated or not. Energy costs. Shipping costs. Fees at the Port of Oakland or Long Beach. Let’s say we plan to sell our product to buyers in the U.S. for the entire 20 year life of our factory. Do we ‘feel lucky’ for the next 20 years? Yes, yes, supply chains are very VERY interdependent----and, as we now know, fragile, at least in theory. What if a second terrorist attack similar in scale to 9\11 were to occur? Our government could, in theory, ENFORCE EXISTING LAWS AND PROTOCALS to “slow down” the stop and inspection process. The U.S. has thermal imaging technology whereby a container or truck is brought in to a bay and “Xray”d if you will
. If this technology were to be employed more vigorously, our product would not make it to the shelves, or to the Amazon “fulfillment center” in a timely basis, cutting in to those profit margins that we had anticipated. Do you feel lucky? MANY firms have built Factory #5 overseas
 and then built their next factory, Factory #6, on U.S. soil---and they weren’t being altruistic or patriotic in their decision. Profit maximization is the driving force behind every decision a firm makes, including where to build Factory #5. 3. TRADE BARRIERS: TARIFFS AND QUOTAS! Again, the present time is instructive. As many of you know, the President of the U.S. can unilaterally, without approval by Congress, impose new, extra tariffs on products coming in to the U.S. The only brake on a reckless President is impeachment---and CONVICTION, as we know too well. Do you feel lucky? For the next 20 years? (a tariff is a tax on products coming in to the U.S.) Raising tariffs is widely seen as bad policy: the price of the imports rises for the U.S. consumer, cutting into her purchasing power, and our trading partner RETAILIATES by raising THEIR tariffs on OUR EXPORTS, thus costing U.S. jobs. Higher inflation AND higher unemployment, hurting two of the five major goals of Macro policy 4. “NON-QUANTIFIABLE” forces: let’s say we build factory #5 7,000 miles away from our headquarters for all the reasons we discussed earlier. It is up and running on Jan2. In Feb, the rains come---roads are washed out. Raw materials cannot arrive. No profits. In fact, we still have to make the mortgage payments on the Factory---our newest, best hope of survival. In March there is a LONG dockworker’s strike. A strike by dockworkers can happen here, but very rarely, and they not last very long. Again, an interruption of that steady flow of new, extra products. In May, the electricity is out. In June, the natural gas distribution is shut down. Again, it can happen here, but when it does it is a BIG DEAL, and, in the U.S., over 98% of the time, the lights are on and you can heat your home or office. And run your factory. The political pressure on PG&E has been sufficient to ensure somewhat reliable power---compared to some rival nations. In July, there is political upheaval leading to a GENERAL strike---almost NO ONE is working. No profits for us. Extreme case: there is a revolution---it happens—and our factory is destroyed, or worse, taken over by ‘the people’ and it becomes a “people’s” factory---but we still owe Bank of America the monthly mortgage payments---yes, insurance is possible---but we have lost our capacity in the meantime-----we have orders that WE CANNOT FILL---a rival firm will fill them. We lose market share. We complain to our government, and they tell us ‘WHY DID YOU BUILD FACTORY #5 in THAT country?” The biggest mistake we can ever make. Factory #5 was our future. The U.S. may very well be the most profitable place to build factory #5.
following the lectures to answer all of the questions.

1. Please list and discuss at least four government regulations that may be stricter for a firm, and more costly to comply with, in the U.S. as compared to other countries.

2. What "hurdles" must a firm overcome in order to build a factory in the next 12 to 24 months?

3. What forces may influence a firm to build its next factory in another country? Which one force may be the most important, in your opinion? Why?

4. What forces may influence a firm to build its next factory on U.S. soil? Which one force may be the most important, in your opinion? Why?

In: Economics

The word "euthanasia" draws its roots from Greek meaning "good death." As it is used in...

The word "euthanasia" draws its roots from Greek meaning "good death." As it is used in this discussion, it means "the act of ending the life of a person suffering from either a terminal illness, or an incurable disease." The American Medical Association (AMA) is against physicians assisting in euthanasia. Only a small number of states allow for euthanasia. Euthanasia advocates stress that it should be allowed as an extension of a person's autonomy. Those who are against euthanasia often say that it can lead to the devaluation of human life and to a slippery slope, in which the old and disabled will be killed on the whims of healthy people.

Consider the following case:

A woman was diagnosed with a motor neuron disease (the same disease that Stephen Hawking had) five years ago. This is a condition that destroys motor nerves, making control of movement impossible, while the mind is virtually unaffected. People with motor neuron disease normally die within four years of diagnosis from suffocation due to the inability of the inspiratory muscles to contract. The woman's condition has steadily declined. She is not expected to live through the month and is worried about the pain that she will face in her final hours. She asks her doctor to give her morphine for pain if she begins to suffocate or choke. This will lessen her pain, but it will also hasten her death.

1. Is the short amount of time she has to live ethically relevant? What is ethical difference between a patient dying in 6 hours, dying in a week and dying in a year?

2. Is the right for a patient's self-determination powerful enough to create obligations on the part of others to aid her so that she can exercise her rights? She clearly cannot kill herself (she can't move), but should a medical professional be obligated to help her?

3. Should the money used to care for this woman be taken into account when she is being helped? Will people feel that they need to end their lives earlier to save money? Explain.

4. If you were the physician, what would you do? If you pass her off to another doctor knowing he or she would do it, does this free you from your ethical obligations? Why

In: Nursing

M5 Assignment Questions I through M Use this Word document to fill in the answers to...

M5 Assignment

Questions I through M

Use this Word document to fill in the answers to the questions. You must type out a clear answer to each question, even if the answer is also contained in the Excel file submitted to show work.

Q1) Independent-Samples t Test (15 points total)

In a cognitive psychology experiment, the researcher is interested in whether encoding condition has a significant effect on memory for a set of drawings. In encoding condition A, subjects are asked to name the object in each drawing; in encoding condition B, subjects are asked to name the color of each drawing. Then all subjects are tested on their memory of the drawings. Each recruited subject is randomly assigned to either encoding condition A or encoding condition B.

Based on memory theories, the researcher hypothesized that condition A (object naming) would lead to significantly better memory compared to condition B (color naming), and she sets the significance level at α = .05 for a one-tailed test.

Hint: You may remember a similar scenario in the previous assignment, but with a crucial difference. In the previous assignment, each subject is tested in BOTH condition A and condition B, while each subject here is tested in only ONE condition (either A or B).

Subject ID

Encoding A

Subject ID

Encoding B

1

87

13

85

2

80

14

80

3

78

15

76

4

76

16

77

5

86

17

86

6

77

18

68

7

83

19

85

8

82

20

79

9

91

21

89

10

90

22

85

11

95

23

82

12

83

24

80

a. What is the dependent (outcome) variable? What is the independent (grouping) variable? (1 point total: .5 for each variable)

b. Create the null and alternative hypotheses for this study, using both words and symbol notation.

Note that the hypotheses should be directional. (1 point total: .5 for each hypothesis, both written and symbol notation need to be correct to earn the credit for each hypothesis)

c. Calculate M1 andM2(1 point total: .5 point per sample mean, both process and result must be correct to earn the credit)

d. Calculate df1 , df2, and dftotal (1 point total: deduct .5 for each error)

e. Calculateestimated variance for population 1 (s12) and estimated variance for population 2 (s22) (2 points total: 1 point for each variance, .5 if the process is correct but the answer is wrong)

f. Calculate the pooled variance (Spooled2) from the two population variances (from question e above) (1 point total: .5 if the process is correct but the answer is wrong)

g. Use the pooled variance (from question f above) to calculate the variance for sampling distribution 1 (SM12) and the variance for sampling distribution 2 (SM22) (2 points total: 1 for each variance, .5 if the process is correct but the result is calculated incorrectly)

Hint: Sampling distribution is derived from the original population and it consists of means of all possible samples drawn from the original population.

h. Calculate standard deviation (Sdiffmean)of the comparison distribution (1 point total: .5 if the process is correct but the answer is wrong)

Hint: This comparison distribution consists of differences between all possible sample means drawn from the two sampling distributions. Its standard deviation is the denominator of the t statistic formula.

i. Calculate the t statistic (1 point total: .5 if the process is correct but the answer is wrong)

j. For the one-tailed test, find the critical t values for this hypothesis test based on the total degree of freedom (from question d above), and the preset alpha level. (1 point total)

k. Compare the calculated t statistic with the critical t value by stating which is more “extreme”, and then draw a conclusion about the hypothesis test by stating clearly “reject” or “fail to reject” the null hypothesis. (1 point total: .5 for comparison, .5 for decision)

l. Calculate the pooled standard deviation for the populations (use the pooled variance calculated in question f); and then calculate the standardized effect size of this test. (1 point total: .5 for pooled standard deviation, .5 for effect size. Both process and result must be correct to earn the credit for each item.)

m. Draw a conclusion based on the hypothesis test result and the effect size. In other words, did encoding condition have a significant effect on memory score? Was the effect small, medium, or large? (1 point total: .5 for each element).

In: Statistics and Probability

Please read Chapter 17 on "Proposals" in Strategies for Technical Communication. ( in your own word...

Please read Chapter 17 on "Proposals" in Strategies for Technical Communication.

( in your own word please )

1.Can you think of any examples of verbal or written proposals you have made (this can be as a student, in the workplace, or in other areas of your life)? What are some of the different types of proposals described in the textbook?

2.Give an example of a specific proposal you can imagine someone in a technical field needing to write, and say who/what the audience and purpose for that proposal would be. What are some of the important organizational elements of a proposal?

3.Look at our assignment sheet for the Research Proposal, and then look at the strategies for proposals given in the book. What are two or three strategies that you plan to use as you work on your Research Proposal?

4.After reading the Research Proposal handout and the handouts in the Formal Report Information module, do you have some ideas for potential paper topics that you could explore in your Research Proposal?

5.Make sure they are technical topics--if you're not sure if a topic idea fits. Brainstorm and list a few possible topics below (try and list at least five ideas).

In: Operations Management