FINAL BLOG – In my opinion, the most important public policy story developing in American politics today is

FINAL BLOG – In my opinion, the most important public policy story developing in American politics today is

Type of document           Essay

1 Page Double Spaced

Subject area       Political Science

Academic Level High School

Style      MLA

References         3

Order description:

Throughout the semester you will be expected to participate in course blogs. You will post your responses to prompts and reply to other students’ posts. This forum is meant to provide you a venue for reflecting on course concepts, sharing your own examples of the concepts, and engaging in discussion with your fellow students.

Your analytical posts should be at least 2 paragraphs long and substantially targeted to address the central topic/theme of the blog. In your posts, you should use examples and citations to support your arguments. I strongly encourage you to make the posts lively and engaging. We want this to be fun for everyone to read. However, be mindful that your posts should be clearly written and detailed.

In addition to your own posts on the subject, it is expected that you will be writing responses to the posts from your classmates. You should regularly read and respond to this blog.

Grades for the blog will be assigned using the rubric attached to the blog. I strongly encourage you to review this rubric before starting the assignment.

As we roll into the end of the blog project, I thought it might be a good idea to open up the thread for you to post the topic of your choice. Okay, it’s not quite that open!

Tackle the following topic:

“In my opinion, the most important public policy story developing in American politics today is…”

As you consider this question, consider the impact of this public policy on the future of the country and/or the world. Remember that we want to look at something meaningful and not just something interesting. In other words, millions of Americans might be discussing the newest movie release, but I don’t think you can make the argument that this story is really meaningful for most Americans.

Do you think your topic has gotten adequate attention from the media? Why or why not?

As you create your entry, be sure that you are connecting your analysis to the topics and themes that we’ve previously examined. Who is most affected by this topic? Who is involved in trying to shape the matter? Where do you stand on the topic?

Have fun with it!

HRM402 Development of Training

HRM402 Development of Training

Type of document           Case Study

4 Pages Double Spaced

Subject area       Management

Academic Level Undergraduate

Style      APA

References         1

Order description:

Module 3 – Case

TRAINING METHODS; IMPLEMENTATION OF TRAINING

Assignment Overview

Overview of the Case Project that spans four modules:

NOTE: In this assignment, you will prepare a 3-pages training program only on the Development of Training following the ADDIE model.

Case Assignment

DO NOT CHANGE TOPICS. Go through, step by step, the Implementation phase of the ADDIE model, covering everything in detail as it pertains to your training topic. Be as specific as possible. If there is unknown information, make logical assumptions for the information needed and include a section in your paper showing the assumptions you made. Bring in at least one source found outside of your course materials to help build your paper (be sure to cite sources).

Phase: Implementation

  1. Train the trainers (you are the instructional designer; someone in the field will be the trainer). Briefly discuss the objectives, activities, media and assessments needed. Discuss these aspects as your

 


Module 3 – Case

TRAINING METHODS; IMPLEMENTATION OF TRAINING

Assignment Overview

Overview of the Case Project that spans four modules:

NOTE: In this assignment you will prepare a  3-pages   training program on Development of Training following the ADDIE model.

Case Assignment

DO NOT CHANGE TOPICS. Go through, step by step, the Implementation phase of the ADDIE model, covering everything in detail as it pertains to your training topic. Be as specific as possible. If there is unknown information, make logical assumptions for the information needed and include a section in your paper showing the assumptions you made. Bring in at least one source found outside of your course materials to help build your paper (be sure to cite sources).

Phase: Implementation

  1. Train the trainers (you are the instructional designer; someone in the field will be the trainer). Briefly discuss the objectives, activities, media and assessments needed. Discuss these aspects as your Section

 


Module 3 – Background

TRAINING METHODS; IMPLEMENTATION OF TRAINING

Training Methods and Techniques

There are a number of different types of training we can use to engage an employee. These types may be useful in all steps in a training process (orientation, in-house, mentorship, and external training). The training utilized depends on the amount of resources available for training, the type of company, and the priority the company places on training. Companies such as The Cheesecake Factory, a family restaurant, make training a high priority. This includes everyone from the dishwasher and managers to the servers. Employees participate in up to a ten-week training program. For The Cheesecake Factory, this expenditure has paid off. They measure the effectiveness of its training by looking at turnover, which is 15 percent below the industry average. Servers make up 40 percent of the workforce and spend two weeks training to obtain certification. Thirty days later, they receive follow-up classes, and when the menu changes, they receive additional training.

As you will see from the types of training below, no one type would be enough for the jobs we do. Most training specialists, as well as managers and supervisors use various types of training to develop a holistic employee.

  1. Technical Training

Depending on the type of job, technical training will be required. In a retail environment, technical training might include teaching someone how to use the computer system to ring up customers. In a sales position, it might include showing someone how to use the customer relationship management (CRM) system to find new prospects. In a consulting business, technical training might be used so the consultant knows how to use the system to input the number of hours that should be charged to a client. In a restaurant, the server needs to be trained on how to use the system to process orders. Let’s assume your company has decided to switch to the newest version of Microsoft Office. This might require technical training of the entire company to ensure everyone uses the technology effectively. Technical training is often performed in-house, but it can also be administered externally.

  1. Quality Training

In a production-focused business, quality training is extremely important. Quality training refers to familiarizing employees with the means of preventing, detecting, and eliminating non-quality items, usually in an organization that produces a product. In a world where quality can set your business apart from competitors, this type of training provides employees with the knowledge to recognize products that are not up to quality standards and teaches them what to do in this scenario. Numerous organizations, such as the International Organization for Standardization (ISO), measure quality based on a number of metrics. This organization provides the stamp of quality approval for companies producing tangible products. ISO has developed quality standards for almost every field imaginable, not only considering product quality but also certifying companies in environmental management quality. ISO9000 is the set of standards for quality management, while ISO14000 is the set of standards for environmental management. ISO has developed 18,000 standards over the last 60 years. With the increase in globalization, these international quality standards are more important than ever for business development.

QAI, for example, is a leading source of publicly scheduled training for compliance with quality and environmental standards. They offer over one thousand technical training classes per year scheduled publicly; enabling over 10,000 professionals to gain valuable technical skills training and hands-on practical experience.

Training employees on quality standards, including ISO standards, can give employers a competitive advantage. It can result in cost savings in production as well as provide an edge in marketing of the quality-controlled products.

  1. Skills Training

Skills training, the third type of training, includes proficiencies needed to actually perform the job. For example, an administrative assistant might be trained in how to professionally respond to visitors, while a salesperson at Best Buy might be trained in assessment of customer needs and on how to offer the customer information to make a buying decision. Think of skills training as the things you actually need to know to perform your job. A cashier needs to know not only the technology but also what to do if something is incorrectly priced. Most of the time, skills training is given in-house and can include the use of a mentor.

Many of the fast food employers have training videos for their new employees. Here is a classic — Wendy’s Training video on grilling burgers:

Perdue, M. [Matthrew Perdue]. (2013, January 28). Wendy’s grill skills [Video file]. Retrieved from https://www.youtube.com/watch?v=MbVDQKcxg00.

  1. Soft Skills Training

Our fourth type of training is called soft skills training. Soft skills refer to personality traits, social graces, communication, and personal habits that are used to characterize relationships with other people. Soft skills might include how to answer the phone or how to be friendly and welcoming to customers. It could include sexual harassment training and ethics training. In some jobs, necessary soft skills might include how to motivate others, maintain small talk, and establish rapport.

In a retail or restaurant environment, soft skills are used in every interaction with customers and are a key component of the customer experience.

This is a short video Starbucks uses to train new employees on customer service:

Colonna, D. [dave colona]. (2006, December 29). Starbucks [Video file]. Retrieved from http://www.youtube.com/watch?v=OAmftgYEWqU.

According to CIO, executives say there is an increasing need for people who have not only the skills and technical skills to do a job but also the necessary soft skills, such as strong listening and communication abilities. Many problems in organizations are due to a lack of soft skills, or interpersonal skills, not by problems with the business itself. As a result, HR and managers should work together to strengthen these employee skills. Soft skills training can be administered either in-house or externally.

  1. Professional Training and Legal Training

In some jobs, professional training must be done on an ongoing basis. Professional training is a type of training required to be up to date in one’s own professional field. For example, tax laws change often, and as a result, an accountant for H&R Block must receive yearly professional training on new tax codes. Lawyers need professional training as laws change. A personal fitness trainer will undergo yearly certifications to stay up to date in new fitness and nutrition information.

Some organizations have paid a high cost for not properly training their employees on the laws relating to their industry. In 2011, Massachusetts General Hospital paid over $1 million in fines related to privacy policies that were not followed. As a result, the organization has agreed to develop training for workers on medical privacy. The fines could have been prevented if the organization had provided the proper training to begin with. Other types of legal training might include sexual harassment law training and discrimination law training.

Professional training is normally given externally and is usually required for specific professions in which updates occur often, as in the accounting industry.

  1. Team Training

Do you know the exercise in which a person is asked to close his or her eyes and fall back, and then supposedly the team members will catch that person? As a team-building exercise (and a scary one at that), this is an example of team training. The goal of team training is to develop cohesiveness among team members, allowing them to get to know each other and facilitate relationship building. We can define team training as a process that empowers teams to improve decision making, problem solving, and team-development skills to achieve business results. Often this type of training can occur after an organization has been restructured and new people are working together or perhaps after a merger or acquisition. Some reasons for team training include the following:

  • Improving communication
  • Making the workplace more enjoyable
  • Motivating a team
  • Getting to know each other
  • Getting everyone “onto the same page,” including goal setting
  • Teaching the team self-regulation strategies
  • Helping participants to learn more about themselves (strengths and weaknesses)
  • Identifying and utilizing the strengths of team members
  • Improving team productivity
  • Practicing effective collaboration with team members

Team training can be administered either in-house or externally. Ironically, through the use of technology, team training no longer requires people to even be in the same room.

  1. Managerial Training

After someone has spent time with an organization, they might be identified as a candidate for promotion. When this occurs, managerial training would occur. Topics might include those from our soft skills section, such as how to motivate and delegate, while others may be technical in nature. For example, if management uses a particular computer system for scheduling, the manager candidate might be technically trained. Some managerial training might be performed in-house while other training, such as leadership skills, might be performed externally.

  1. Safety Training

Safety training is a type of training that occurs to ensure employees are protected from injuries caused by work-related accidents. Safety training is especially important for organizations that use chemicals or other types of hazardous materials in their production. Safety training can also include evacuation plans, fire drills, and workplace violence procedures. Safety training can also include the following:

  • Eye safety
  • First aid
  • Food service safety
  • Hearing protection
  • Asbestos
  • Construction safety
  • Hazmat safety

The Occupational Safety and Health Administration, or OSHA, is the main federal agency charged with enforcement of safety and health regulation in the United States. OSHA provides external training to companies on OSHA standards. Sometimes in-house training will also cover safety training.

Training Delivery Methods

Depending on the type of training occurring, you may choose one delivery method over another. This section discusses the types of delivery methods we can use to execute the types of training. Keep in mind, however, that most good training programs will use a variety of delivery methods.

On-the-Job Coaching Training Delivery

On-the-job coaching is one way to facilitate employee skills training. On-the-job coaching refers to an approved person training an employee on the skills necessary to complete tasks. A manager or someone with experience shows the employee how to perform the actual job. The selection of an on-the-job coach can be done in a variety of ways, but usually the coach is selected based on personality, skills, and knowledge. This type of skills training is normally facilitated in-house. The disadvantage of this training revolves around the person delivering the training. If he or she is not a good communicator, the training may not work. Likewise, if this person has “other things to do,” he or she may not spend as much time required to train the person and provide guidance. In this situation, training can frustrate the new employee and may result in turnover.

On-the-job coaching is similar to mentoring. Think of on-the-job coaching as more skills-based training, while mentoring is usually a training delivery method that is more long term and goes beyond just showing the employee skills to do the job.

Mentoring and Coaching Training Delivery

Mentoring is also a type of training delivery. A mentor is a trusted, experienced advisor who has direct investment in the development of an employee. Mentoring is a process by which an employee can be trained and developed by an experienced person. Normally, mentoring is used as a continuing method to train and develop an employee. One disadvantage of this type of training is possible communication style and personality conflict. It can also create overdependence in the mentee or micromanagement by the mentor. This is more different than on-the-job coaching, which tends to be short term and focuses on the skills needed to perform a particular job.

Brown Bag Lunch Training Delivery

Brown bag lunches are a training delivery method meant to create an informal atmosphere. As the name suggests, brown bag lunch training is one in which the training occurs during lunchtime, employees bring their food, and someone presents training information to them. The trainer could be HR or management or even another employee showing a new technical skill. Brown bag lunches can also be an effective way to perform team training, as it brings people together in a more relaxed atmosphere. Some companies offer brown bag lunch training for personal development as well. For example, HR might want to bring in a specialist on 401(k) plans, or perhaps an employee provides a slide presentation on a trip he or she has taken, discussing the things learned on the trip. One disadvantage to this type of training can be low attendance and garnering enough interest from employees who may not want to “work” during lunch breaks. There can also be inconsistency in messages if training is delivered and not everyone is present to hear the message.

Web-Based Training Delivery

Training has become highly interactive, technical, and interesting owing to the amount of multimedia we can use. Training videos, including breakout sessions, can save companies money by not requiring travel to a session. These can even be accessed using application technology on cell phones. Employees can obtain the training they need in the comfort of their own city, office, or home. Someone is sick the day the training is delivered? No problem; they can review the recorded training sessions.

Web-based training delivery could be called e-learning or Internet-based, computer-based, or technology-based learning. No matter what it is called, any web-based training involves the use of technology to facilitate training. There are two types of web-based learning. First, synchronouslearning uses instructor-led facilitation. Asynchronous learning is self-directed, and there is no instructor facilitating the course. There are several advantages to web-based training. First, it is available on demand, does not require travel, and can be cost efficient. However, disadvantages might include an impersonal aspect to the training and limited bandwidth or technology capabilities.

See the attached article for ideas on Creative Facilitation Techniques for Training.

Web-based training delivery lends itself well to certain training topics. For example, this might be an appropriate delivery method for safety training, technical training, quality training, and professional training. However, for some training, such as soft-skills training, job skills training, managerial training, and team training, another more personalized method may be better for delivery. However, there are many different platforms that lend themselves to an interactive approach to training, such as Sun Microsystems’ Social Learning eXchange (SLX) training system, which has real-time video and recording capabilities. Hundreds of platforms are available to facilitate Web-based training. The following are examples:

In any of the platforms available, media such as video and podcasts can be included within the training.

Considerations for selecting a Web-based platform include the following:

  • Is there a one-time fee or a per-user fee?
  • Do the majority of your employees use a Mac, a PC, or a mobile device, and how does the platform work with the systems?
  • Is there enough bandwidth in your organization to support this type of platform?
  • Is the platform flexible enough to meet your training needs?
  • Does the software allow for collaboration and multimedia?
  • Is there training for the trainer in adoption of this system? Is technical support offered?

Job Shadowing Training Delivery

Job shadowing is a training delivery method that places an employee who already has the skills with another employee who wants to develop those skills. Apprenticeships use job shadowing as one type of training method. For example, an apprentice electrician would shadow and watch the journeyman electrician perform the skills and tasks and learn by watching. Eventually, the apprentice would be able to learn the skills to do the job alone. The downside to this type of training is the possibility that the person job shadowing may learn “bad habits” or shortcuts to performing tasks that may not be beneficial to the organization.

Job Swapping Training Delivery

Job swapping is a method for training in which two employees agree to change jobs for a period of time. Of course, with this training delivery method, other training would be necessary to ensure the employee learns the skills needed to perform the skills of the new job. Job swap options can be motivational to employees by providing a change of scenery. It can be great for the organization as well to cross-train employees in different types of jobs. However, the time spent learning can result in unproductive time and lost revenue.

 

Vestibule training is also known as “near site” training and can work great for many types of training needs, such as team training and technical training.

© Thinkstock

Vestibule Training Delivery

In vestibule training, training is performed near the worksite in conference rooms, lecture rooms, and classrooms. This might be an appropriate method to deliver orientations and some skills-based training. For example, to become a journeyman electrician, an apprentice performs job shadowing, on-the-job training, and vestibule training to learn the law and codes related to electricity installation. During the busy holiday season, Macy’s uses vestibule training to teach new hires how to use the cash register system and provides skills training on how to provide great customer service.

Many organizations use vestibule training for technical training, safety training, professional training, and quality training. It can also be appropriate for managerial training, soft skills training, and team training. As you can tell, this delivery method, like web-based training delivery, is quite versatile. For some jobs or training topics, this may take too much time away from performing the actual “job,” which can result in lost productivity.

Delivery Style

Taking into consideration the delivery method, what is the best style to deliver this training? It’s also important to keep in mind that most people don’t learn through “death by PowerPoint”; they learn in a variety of ways, such as auditory, kinesthetic, or visual. Considering this, what kinds of ice breakers, breakout discussions, and activities can you incorporate to make the training as interactive as possible? Role plays and other games can make the training fun for employees. Many trainers implement online videos, podcasts, and other interactive media in their training sessions. This ensures different learning styles are met and also makes the training more interesting. See the attached article for ideas on Creative Facilitation Techniques for Training.

Phase 4 of the ADDIE Model: Implementation

Click on the video below to learn about the Implementation phase of the ADDIE model.

Gardner, J. [jclarkgardner]. (2011, October 8). The ADDIE implementation phase [Video file]. Retrieved from https://www.youtube.com/watch?v=q8yky6-P1Uw. Standard YouTube license.

View this video for a summary of this module: Training and Development Summary.

Module 3 Wrap-Up

In Module 3 we looked at many examples of training methods available to trainers. We learned that the Implementation phase of the ADDIE model focuses on training the trainer, preparing the learners and arranging the learning space—all important considerations in proper training course planning.

Now that you have completed the Background portion of Module 3, be sure that you also complete all the graded assignments in Module 3; don’t miss completing and submitting your Case 3, preparing for and successfully passing the SLP Quiz, and contributing to the discussion forum each week with the rest of your peers.

You are about to start the last Module in this HRM402 course! Have you completed all the assignments in Modules 1-3? Need a boost to finish Module 4? Want to see the impact a training video could have? Watch the following video for unending encouragement as you develop your own strategy for giving your all.

Mateusz, M. (2013, July 2). Dream—Motivational video [Video file]. Retrieved from https://www.youtube.com/watch?v=g-jwWYX7Jlo. Standard YouTube license.

_____________________________________________

Sources used to develop this section:

Advantages and disadvantages. (2017). Web Based Training Information Center. Retrieved from http://www.webbasedtraining.com/primer_advdis.aspx.

Chapter 8: Training and development. In Beginning of Human Resources (v.1.0). Retrieved from https://www.saylor.org/site/textbooks/Human%20Resource%20Management.pdf CC BY license.

Donnelly, J. (2011). Mass. General to pay $1M to settle privacy claims. Boston Business Journal. Retrieved from http://www.bizjournals.com/boston/news/2011/02/24/mass-general-to-pay-1m-to-settle.html.

Great Places to Work. Retrieved from http://reviews.greatplacetowork.com/the-cheesecake-factory-incorporated

ISO International Organization for Standardization (2017). A vision of standards used everywhere. Retrieved from https://www.iso.org/what-we-do.html

Macy’s website. (2017). Retrieved from http://www.macysjobs.com/about/.

QAI website (2017). Retrieved from http://www.trainingforquality.com/Content.aspx?id=26.

Silkey, J. (2010). Tax preparer certifications. Retrieved from Suite101.com.

The Cheesecake Factory. Retrieved from http://jobs.thecheesecakefactory.com/

White, S. (2016). Why soft skills outweigh hard skills for IT-business collaboration. Retrieved from http://www.cio.com/article/3150007/it-skills-training/why-soft-skills-outweigh-hard-skills-for-it-business-collaboration.html.

 

 

LAST

LAST

Type of document           Essay

1 Page Double Spaced

Subject area       Philosophy

Academic Level High School

Style      MLA

\References       1

Order description:

Briefly explain the core views of each theory of justice: libertarian, utilitarian, and egalitarian. Make sure, specifically, to explain how each theory applies to the issue of dividing up health care.

Which theory do you think works best in relation to health care? Defend your answer.

Is there a “right” to health care? Defend your answer. More particularly, in the course of defending your answer, make sure to clarify the nature of rights, how rights relate to duties and how rights/duties relate to the theories of justice you examined.

Finally, explain which ethical view of rationing you think is correct. In the course of your explanation, make sure to discuss what QALY means and which type of moral theory it reflects.

 

 

The Impact of Interior Checkpoints on the Borderland Population of South Texas

The Impact of Interior Checkpoints on the Borderland Population of South Texas

Discipline: – Anthropology

Type of service: Research Paper

Spacing: Double spacing

Paper format: MLA

Number of pages: 15 pages

Number of sources: 0 source

Paper details:

Currently there are an estimated 130,000 undocumented immigrants constrained to living in the sliver of the United States known as The Rio Grande Valley, an area between the Mexican border and the Border Patrol Interior Immigration checkpoints about 100 miles north.  It is those checkpoints that have created an anomalous living for those in this part of the country. This paper examines to what extent Border Patrol checkpoints hinder and harm human experience in the borderland region. Through ethnographic accounts, relevant political and economic context, as well as quantitative data about migration and migrants deaths due to the militarization of the border, this paper explores key issues that affect this population, including fractured family dynamics, impact on education and healthcare, living with perpetual sense of fear and entrapment, and even the risk of death.  Good focus This paper will walk through the changes created by the increase of border militarization- outlining the ways in which these interior checkpoints have altered communities up until the present day. This paper will also provide political and economic context surrounding the establishment of border patrol checkpoints- specifically targeting current checkpoints in Texas such as the Falfurrias, Brownsville, and Sarita checkpoints. By learning and knowing of the struggles many communities face as a consequence of the current interior checkpoints, leaders can better understand the borderlands and be better equipped to extend humanitarian efforts to create lasting change for the people of the border.

So you’re looking at the region at the southern tip of Texas, correct? Does that mean these are communities on the U.S. side, or will you also be incorporating those on the Mexican side?

Also you mention that there are 130,000 undocumented immigrants living in this area, and what about U.S. citizens (particularly Tejanos and other Latinxs)?

 

 

SOURCES

The Migration Policy Institute: https://www.migrationpolicy.org.

 

De León, Jason. (2015). The Land of Open Graves: Living and Dying on the Migrant Trail. Oakland, CA: University of California Press Yes, but consider that his work focuses on the Sonoran-Arizona region. Can you look for books that look at South Texas?

 

Fernandez, Manny. “Checkpoints Isolate Many Immigrants (and I’m guessing also U.S.-born Latinos) in Texas’ Rio Grande Valley.” The New York Times. Nov 2015, https://www.nytimes.com/2015/11/23/us/checkpoints-isolate-many-immigrants-in-texas-rio-grande-valley.html, Accessed March 15, 2018.

 

Ainpour, Shaheen. “Death At The Southern Border An Increasing Risk For Migrants.” National Public Radio. July 25, 2017, https://www.npr.org/2017/07/25/539263390/death-at-the-southern-border-an-increasing-risk-for-migrants Accessed March 15, 2018.

 

“How Americans, Mexicans see each other differs for those closer to border” Pew Research Center. Oct 25, 2017,  http://www.pewresearch.org/fact-tank/2017/10/25/how-americans-mexicans-see-each-other-differs-for-those-closer-to-border/ Accessed March 20, 2018. Ok, good sorce

 

“At Border Patrol Checkpoints, An Impossible choice between Healthcare and Deportation.” The Texas Observer. Febuary 18, 2018, https://www.texasobserver.org/border-patrol-checkpoints-impossible-choice-health-care-deportation/ Accessed March 20, 2018.  Good

 

Werman, Marco and Margolis, Jason.“Texas Border Residents Argue Against More Security.” Public Radio International. March 18, 2013, https://www.pri.org/stories/2013-03-18/texas-border-residents-argue-against-more-security Accessed March 20, 2018. Very good

 

Check out some of the chapters in The U.S.-Mexico Transborder Region: Cultural Dynamics and Historical Interactions. Part 4

-e.g. Ch.15. Neoliberal Regimes, Research Methods, Local Activism: Border Steel, Environmental Justice, and Health in a Texas-Mexico Border Colonia, etc.

-Also, look at some professors who do research in the Rio Grande Valley, like Margaret A. Graham, https://webapps.utrgv.edu/aa/dm/index.cfm?action=profile&user=margaret.graham.

-Attached is an article I found through a simple google scholar search. I’m sure you can find some useful articles through the Brown library system as well.

Julissa Mendoza

March 20, 2018

Final Paper Topic Proposal

ABSTRACT

Currently there are an estimated 130,000 undocumented immigrants constrained to living in the sliver of the United States known as The Rio Grande Valley, an area between the Mexican Border and the Border Patrol Interior Immigration checkpoints about 100 miles north.  It is those checkpoints that have created an anomalous living for those in this part of the country. This paper examines to what extent Border Patrol checkpoints hinder and harm human experience in the borderland region. Through ethnographic accounts, relevant political and economic context, as well as quantitative data about migration and migrants deaths due to the militarization of the border, this paper explores key issues that affect this population, including fractured family dynamics, impact on education and healthcare, living with perpetual sense of fear and entrapment, and even the risk of death. This paper will walk through the changes created by the increase of border militarization- outlining the ways in which these interior checkpoints have altered communities up until the present day. This paper will also provide political and economic context surrounding the establishment of border patrol checkpoints- specifically targeting current checkpoints in Texas such as the Falfurrias, Brownsville, and Sarita checkpoints. By learning and knowing of the struggles many communities face as a consequence of the current interior checkpoints, leaders can better understand the borderlands and be better equipped to extend humanitarian efforts to create lasting change for the people of the border.

 

 

 

SOURCES

The Migration Policy Institute: https://www.migrationpolicy.org.

 

De León, Jason. (2015). The Land of Open Graves: Living and Dying on the Migrant Trail. Oakland, CA: University of California Press

 

Fernandez, Manny. “Checkpoints Isolate Many Immigrants in Texas’ Rio Grande Valley.” The New York Times. Nov 2015, https://www.nytimes.com/2015/11/23/us/checkpoints-isolate-many-immigrants-in-texas-rio-grande-valley.html, Accessed March 15, 2018.

 

Ainpour, Shaheen. “Death At The Southern Border An Increasing Risk For Migrants.” National Public Radio. July 25, 2017, https://www.npr.org/2017/07/25/539263390/death-at-the-southern-border-an-increasing-risk-for-migrants Accessed March 15, 2018.

 

“How Americans, Mexicans see each other differs for those closer to border” Pew Research Center. Oct 25, 2017,  http://www.pewresearch.org/fact-tank/2017/10/25/how-americans-mexicans-see-each-other-differs-for-those-closer-to-border/ Accessed March 20, 2018.

 

“At Border Patrol Checkpoints, An Impossible choice between Healthcare and Deportation.” The Texas Observer. Febuary 18, 2018, https://www.texasobserver.org/border-patrol-checkpoints-impossible-choice-health-care-deportation/ Accessed March 20, 2018.

 

Werman, Marco and Margolis, Jason.“Texas Border Residents Argue Against More Security.” Public Radio International. March 18, 2013, https://www.pri.org/stories/2013-03-18/texas-border-residents-argue-against-more-security Accessed March 20, 2018.

 

Organization and Management of a Health Care Facility

Organization and Management of a Health Care Facility

Discipline: Law

Type of service: Essay

Spacing: Double spacing

Paper format: APA

Number of pages: 6 pages

Number of sources: 5 sources

Paper details:

Week 7 Assignment 2 Submission

Click the link above to submit your assignment.

Students, please view the “Submit a Clickable Rubric Assignment” in the Student Center. Instructors, training on how to grade is within the Instructor Center.

Assignment 2: Organization and Management of a Health Care Facility Due Week 7 and worth 200 points

Your duties at 21st Century Solutions Health Care Hospital require you to interface with many different professionals, including physicians, nurses, and allied professionals in various areas of health care. The facility also has a new information technology management center, which handles all professional staffing solutions within the hospital. As part of the management protocols, the hospital has tasked you with tracking professional certifications, tracking legal issues within the hospital, and providing detailed monthly reports on the general functionality of the health administration department.

Note: You may create and / or make all necessary assumptions needed for the completion of this assignment.

Write a six to eight (6-8) page paper in which you:

Provide a detailed summary of your hospital’s organizational structure. Include a tabulated description of the levels of professionals within the organization. Describe the duties of each major head within the organization.

Provide a detailed hypothetical mission and value statement for the hospital. Provide a rationale for the development of your particular mission and value statement.

Outline a detailed feasibility plan for the hiring of nurses, physicians, and allied professionals. Provide a rationale for the chosen plan, and explain the main reasons why the plan in question would be suitable for use with different health care professionals.

Justify the use of information technology to increase patient services. Provide a summative table of some pros and cons of using information technology in an era of networking and security breaches.

Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not quality as academic resources.

Your assignment must follow these formatting requirements:

Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.

Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

Identify managerial issues related to the health care industry.

Identify a plan that addresses legal and ethical issues in a health care policy.

Use technology and information resources to research issues in health care policy, law, and ethics.

Write clearly and concisely about health care policy, law, and ethics using proper writing mechanics.

Click here to view the grading rubric for this assignment.

 

Going International – What are the advantages of a small business going international through incremental stages rather than as a global start-up?

Going International – What are the advantages of a small business going international through incremental stages rather than as a global start-up?

Type of document           Essay

1 Page Double Spaced

Subject area       Business

Academic Level Undergraduate

Style      APA

References         3

Order description:

What are the advantages of a small business going international through incremental stages rather than as a global start-up?

Trying to Sell Your Audio System

Trying to Sell Your Audio System

Type of document           Essay

3 Pages Double Spaced

Subject area       Business

Academic Level Undergraduate

Style      APA

References         4

Order description:

Trying to Sell Your Audio System

You are trying to sell your audio system (an amplifier and speakers) to raise money for an upcoming trip overseas. The system works great, and an audiophile friend tells you that if he were in the market for this kind of equipment (which he isn’t), he’d give you $500 for it. A few days later the first potential buyer comes to see the system. The buyer looks it over and asks a few questions about it. You assure the buyer that the system works well. When asked how much, you tell the buyer that you have already had an offer for $500. The buyer purchases the system for $550.

Justify and explain your decision to lie about having the second offer, and what were the consequences of your decision to lie to the buyer.

Buying a New Pair of Shoes

Buying a New Pair of Shoes

Type of document           Essay

1 Page Double Spaced

Subject area       Business

Academic Level Undergraduate

Style      APA

References         2

Order description:

Buying a New Pair of Shoes

You buy a new pair of shoes on sale. The printed receipt states very clearly that the shoes are not returnable. After you get them home, you wear the shoes around the house for a day and decide that they just don’t fit you correctly. So you take the shoes back to the store. You start to yell angrily about the store’s poor quality service so that people in the store start to stare. The clerk calls the store manager; after some discussion, the managers agrees to give your money back.

Is this ethical?

Provide an explanation and justification for your decision to return the shoes, and why your tactic was necessary.

The Fleet Sheet

The Fleet Sheet

Type of document           Essay

3 Pages Double Spaced

Subject area       Business

Academic Level Undergraduate

Style      APA

References         4

Order description:

Read the following case study in your textbook pages 292-301, and submit answers to all the questions that follow the case study.

Case Study: The Fleet Sheet.

N T E G R A T I N G C A S E 2 The Fleet Sheet Marlene M. Reed Professor, School of Business, Samford University, Birmingham, Alabama Rochelle R. Brunson Department Chair, Management Development Alvin Community College, Alvin, Texas At precisely 8:00 A.M. on Monday, April 3, 2000, faxes began printing out simultaneously in the offices of English-speaking companies all over the Czech Republic.

Among the news of the Czech Republic translated into English that day was an interesting political insight gleaned from two newspapers: “The Washington Post wrote that Madeleine Albright is the weakest U.S. Secretary of State since the early 1970s and is now only popular in Prague. Euro quips that that’s not so bad: the only place Vaclav Havel is now taken seriously is in Washington.”1 It was this kind of honest, straightforward evaluation of the Czech economy and government that had made the Fleet Sheet so popular to foreign companies and their managers. For Erik Best, founder of the Fleet Sheet, there were many decisions to be made concerning the future of the company as well as his own future. He had begun the business on February 22, 1992, because of a perceived shortterm need by Western companies rushing into Czechoslovakia after the Velvet Revolution for economic and political information that they could understand. He had envisioned that in a few years these companies would train Czech nationals to take over their operations in the country, and the English-speaking Westerners would withdraw. That had not happened, and he now wondered if he had a “going concern” that lacked a sound organizational and legal structure to survive into the future. He also wondered how long an operation such as his would continue to be a viable venture because of rapidly-changing technology and greater access to news through the Internet. Erik was now 37 years old, and he knew he needed to make some decisions for the future. Erik’s Education and Early Work Experience Erik was born in North Carolina, and when he was 11 years old, his family moved to Montana. He went to high school there and wrote for the high school newspaper. He also became a part-time staff sports writer for the Missoulian—the local newspaper. Near the end of his senior year in high school, Erik was offered a journalism scholarship to Vanderbilt University; however, he turned it down because at that time he was not sure he wanted to be a journalist. In the back of his mind, he had thought for some time that he wanted to be involved in business or politics or perhaps both. He decided to attend Georgetown University, and he received a degree in Foreign Service from Georgetown in 1985. In the summers while working on his undergraduate degree at Georgetown, he also studied the Russian language at Middlebury College in Vermont, a school well known for its concentration on international affairs. He subsequently received a Master’s Degree in Russian from Middlebury in the Summer of 1985. Perhaps the educational experience that had the greatest impact upon Erik’s life was a required four months’ stint in Moscow. When he had completed his degree at Middlebury, he entered the M.B.A. program at the University of North Carolina at Chapel Hill and received his M.B.A. degree in 1987. The Move to Prague Erik Best, a fluent speaker of the Russian language and one conversant in other Slavic languages, became enamored with the historic changes taking place in Eastern Europe. Never in the twentieth century had the opportunity existed to be a part of such a great transformation. Never before in history had countries formerly living under a Socialist government with centrally planned economies tried to make the transition to a free market economy where Adam Smith’s “Invisible Hand” would be responsible for moving resources into their most advantageous usage. Therefore, when the offer was made to Erik by the M.B.A. Enterprise Corps to join them in their work in Czechoslovakia, he quickly accepted. In February of 1991, Erik packed his bags and moved to Prague. He immediately fell in love with the country and found the Czech language very similar to Russian. In explaining his love of Prague to others, Erik would state, “I have always loved music, and there is no city in the world so rich with music as Prague. There are classical concerts daily in concert halls, churches, town squares, on the breathtaking Charles Bridge, private chambers, large public halls and under street arches. There are violinists and accordianists playing on street corners and in Metro stations. I have heard that there are more musicians per capita in the Czech Republic than anywhere else in the world. After all, it was in Prague that Mozart wrote the opera Don Giovanni and found greater acclaim than in his own Austria. It was also the home of composers Dvorak and Smetana. This is one of the reasons I feel at home in this city.” The Situation in Eastern Europe In the early 1990s, the breakup of centralized Socialist economies was occurring all over Eastern Europe. Simultaneously, there was a rapid growth of the private sector in Russia and the surrounding countries of Poland, Czechoslovakia, and Hungary. One of the challenges in the burgeoning market economies was creating small businesses out of large enterprises and also launching entirely new ventures where none had been before. In fact, the development of the small business sector had been the most successful manifestation of the movement to a market economy. Small businesses had also been the greatest success story in the privatization process. Auctions of small businesses and the restitution of property in these countries had led to the restoration of some family businesses. However, numerous problems beset these newly-created companies. In some cases, the venture was merely additional work added to one or two other jobs to keep the entrepreneur afloat with increasingly higher inflation rates and increasingly stagnant wage rates. Many small businesses were forced into operating illegitimately to deal with unfair and cumbersome legal procedures in the regulatory environment, or to avoid the attention of the Mafia or corrupt officials. It became very difficult to work out a secure contract for lease of property, and the banking system was not equipped to deal with the needs of small business.2 that existed in Eastern Europe. Most hopeful entrepreneurs had lived all of their lives in a Socialist economy and had no training or knowledge related to the way in which one becomes an entrepreneur. It was into this environment that many organizations from the West sent consultants to assist with the revitalization of the economy as a free market. The M.B.A. Enterprise Corps was one such operation. Origination of Idea for the Fleet Sheet After working in Prague for a year, it became clear to Erik that international companies that had established offices and operations in the Czech Republic had difficulty in obtaining accurate and timely information on political and economic trends in the country upon which to make business decisions. From his work as a management consultant, he knew that decision makers in companies are very busy, and those operating in the Czech Republic would need information that was very concise and written in English. At the time, no such product was available in the country. It occurred to him that a 1-page faxed bulletin would be the best format for such a paper. The fax was also an inexpensive medium to use. He knew that in the beginning there would not be much news to report, and a 1-page sheet of paper would probably hold all he needed to print. By early 1992, he had worked out all of the details to begin the business, and on February 22nd he published the first issue. Erik believed that if he had 4 or 5 subscribers in the first month, the product would be successful. In fact, approximately 15 to 20 subscribers signed up in the first month of operations. By early Spring of 2000, there were somewhere in the neighborhood of 1,000 subscribers receiving the Fleet Sheet on a regular basis. Believing that the life cycle of his product would be relatively short, Erik took little thought to establishing a permanent structure for his business. He set it up as a sole proprietorship, and did not bother with a business plan since the operations of the company were uncomplicated and easy to establish. By 2000, he had 8 staff members in the company. Some of the staff came in the very early morning to review newspapers and begin translating the news from Czech to English. Other members of the staff came in around 7:30 A.M. and were involved in distribution and client support. Erik assumed the major responsibility for picking out the most important news to be translated and distributed in the Fleet Sheet. He believed a key competitive advantage of the Fleet Sheet was its emphasis on a quality product that reported useful Czech economic and political news. Occasionally, the Sheet had made a person unhappy by interpreting something incorrectly. However, if Erik agreed with the person’s argument, he would admit it and print a retraction. He had found it important to listen to customer complaints and recognize the needs of the customer. He attempted to treat his readers as equal partners. The name for his paper came from the fact that it was issued in a timely manner, and also in reference to Fleet Street in London where all of the major newspapers once resided before moving to the Docklands. The Pricing Strategy Erik realized immediately that the major publication constraint would be the number of people he could physically fax copies of the Fleet Sheet to in a short period of time. This was primarily due to the fact that he knew there would be a limitation on the number of telephone lines that he could get. He also knew that another constraint was the budget of the companies and when they needed to have the news. The larger multinational companies, he speculated, would be willing to pay a higher price to get the information very early in the morning. On the other hand, smaller companies beset with fewer complicated decisions would probably be willing to pay a lower price to have the information later in the day. Some businesses might need the information only once a week. On the basis of this assessment, Erik constructed a pricing structure that averaged $3 to $4 per day for the customer who wanted the Fleet Sheet faxed to him or her early in the morning, and for the smaller companies who needed the Fleet Sheet faxed to them only once a week, the price would drop $.50 to $.75 an issue. There would be intermediate pricing between the two end points. Therefore, the large companies and lawyers for whom “time is money,” could have access to all of the Czech political and economic news early in the morning so that they could make astute and timely decisions based upon realistic information. The companies that did not need information in a timely manner could enjoy the benefit of a discounted price for the information. The graduated pricing strategy would also make the distribution of the paper manageable. It seemed to be an effective pricing strategy: pricing based upon when the subscriber receives the news. The attractiveness of the pricing strategy was that anyone could afford the Fleet Sheet. In order to insure the timeliness of the paper, Erik initially guaranteed the larger companies that if they did not receive their fax of the Fleet Sheet before 9:00 A.M. each day, it would be free. However, the fax was never late, and Erik simply dropped this guarantee since no one worried about getting a fax late. Marketing of the Fleet Sheet The marketing of the Fleet Sheet was multi-pronged. The first thing that Erik did was to advertise in English-language publications such as the Prague Post, Business Central Europe (published by The Economist), The American Chamber of Commerce Newsletter and in the Czech press in very select publications read by the elite. He was surprised that his subscribers had been not only people from English-speaking countries, but also the Dutch, French, German, and even some Czech companies that realized having the news abbreviated for them saved valuable time. The company also engaged in direct marketing. They found out about new companies moving to town from the American Chamber of Commerce, people Erik met, personal contacts, and by word of mouth. With all new contacts, the company immediately apprised them of the product they were offering. Erik found that his satisfied subscribers let other people know about the service, and many new customers came from referrals. One reason his subscribers had been well satisfied was because Erik made an effort to dig into the important issues facing businesses in the Czech Republic. He also attempted to give people analysis rather than a simple reporting of the news. He found that clients read the Fleet Sheet because of the selection of articles that were covered. A more recent addition to his marketing activities had been using e-mail to whet the appetite of potential subscribers. (See Exhibit 1, “e-mail Synopsis of Fleet Sheet.”) Whenever anyone e-mailed him, Erik immediately added their name to a list of people who receive a summary of the day’s Fleet Sheet articles twice a week. The purpose of this was to acquaint them with the value of subscribing to the Fleet Sheet for daily faxes. Understanding the animosity some people have to receiving “junk e-mails,” Erik added a notice at the bottom of the e-mail that explained: If you do not wish to receive such messages in the future, please simply let us know and we will remove your name from our list. Few people ever asked to have their names removed, and many signed up as regular subscribers. This was probably because the e-mail was only sent to individuals whom Erik believed would have an interest in Czech news. In the late 1990s, Erik developed a website for his company. The web address was http://www.fleet.cz. (See Exhibit 2, “Fleet Sheet” Home Page and Final Word.) EXHIBIT 1 E-Mail Synopsis of Fleet Sheet Sub: In today’s Fleet Sheet Date: 11/20/00 12:43:19 AM Central Standard Time From: info@fleet.cz (Fleet Sheet/E. S. Best) To: info@fleet.cz From today’s Fleet Sheet: (MFD/1) The four-party coalition won a big victory in the Senate elections yesterday, gaining seats in 16 of the 19 races in which it had candidates. ODS and CSSD lost their Senate majority and will not be able to elect the chairman of the Senate or push through constitutional changes on their own. The top position in the Senate is now held by Libuse Benesova of ODS, but she lost to Helena Rognerova of the 4C. ODS won just eight of the 27 Senate seats at stake, and CSSD managed only one victory. An independent candidate won the final seat. The communists (KSCM) failed to win any seats. One seat had been decided in the first round in favor of the 4C. Of the 81 total Senate seats, the 4C now has 39, 22 for ODS, 15 for CSSD, three for KSCM and two for independents. Voter turnout was less than 20 percent. Vaclav Klaus responded to this by saying the Senate should be reformed so that its elections become part of the regional elections. (MFD/8) Jiri Leschtina of MFD says it will be interesting to see whether the Senate results lead anyone from within ODS and CSSD to break the loyalty pact and take a firm stance against Klaus and Zeman. * (HN/2) The results of the Senate elections reduce the chance that Vaclav Klaus will succeed Vaclav Havel as President. The results suggest that a candidate close to the 4C and Havel has a better chance. The results also make it unlikely that the constitutional amendment to reduce the powers of the President will win approval. If passed, the President’s power to pick Bank Board members would be limited. * (HN/3) CEO Jaroslav Mil of CEZ said that if price were the top priority, the sale of the state’s stakes and the regional electricity distributors could bring Kc 200–300bn in privatization. If synergies were sought with the natural-gas distributors, he said, the amount could be higher. However, if things such as maintaining employment and coal output play a role, this amount cannot be expected, he said. In this respect, he said he could imagine a requirement that a certain amount of output be guaranteed by the buyer. He also said he sees no reason why one Czech company should not be able to offer gas, water, and electricity. He also indicated that he expects more use of nuclear power in the future. (HN/P9) CEZ’s stock hit a low for the year of Kc 85 and might fall more. * (MFD/2) Klaus got a bit touchy at ODS campaign headquarters yesterday after the first results of the Senate elections were announced. When an MFD photographer made a call during Klaus’ live interview on Czech TV, Klaus grabbed the man’s cellphone out of his hand and tossed it into the corner.”How can he dare (talk on the phone) while I’m being interviewed?” Klaus asked. (MFD/3) Milos Zeman, for his part, refused to face defeat and didn’t even show up at CSSD campaign headquarters. EXHIBIT 2 Fleet Sheet Home Page and Final Word He believed that the website had enormous market potential for his company. It would now be possible for the company to place a page on the website that was a sampling of the Fleet Sheet for interested individuals and companies. Erik believed this had the potential to generate an even greater number of subscribers than did the e-mail synopses. In the past, Erik had offered the entire archives on disk. A company would pay about $500 a year to subscribe to the service. However, he decided to put all of his archives from the past 8 years on the website. The service was free, but one had to register to have access to it. This registry began to generate a good source of names for the e-mail synopses which were intended to develop enough interest from the reader to cause him or her to subscribe to the fax service. Erik hoped that his Web site would be of sufficiently high quality for people to continue to read it. He was gambling on the belief that a company could make more money in the long run by using its archives as a marketing tool to generate more subscriptions than by selling the archives as some companies such as the Wall Street Journal had done. People occasionally asked Erik why he didn’t go to e-mail entirely as the medium for publishing and distributing the Fleet Sheet. His response was, “There is the problem of protecting intellectual property. Unless you can encrypt it, you may have a copyright infringement of your material. In fact, Stephen King’s most recent story which was published originally on the Internet was encrypted, but someone broke the code. Another problem with encryption is that the message can only be sent to a specific person—not a company. Therefore, there are some real problems with encrypting the information on the Internet.” Hurdles for the Business Unlike most start-up businesses, the Fleet Sheet was profitable from the very beginning. Erik made an early decision to rent office space and computers initially. Whenever it became clear that the Fleet Sheet was a viable business, he did invest in some assets for the company such as necessary equipment. Concerning the success of the company, Erik mused, “The revenues of the company have grown every year because the Czech Republic was seen early as the darling of the West, and they also received a great deal of media attention. Under more realistic conditions, many of the companies would not have come here.” However, in the last couple of years of the 1990s, there had been a decline in subscribers. Erik often contemplated how recent world economic events might be affecting the circulation of the Fleet Sheet. As to the last hurdle, Erik commented, “We have had to fend off 6 or 7 competitors who began to offer the same service that we were offering—a faxed bulletin with important political and economic news. It was a blatant rip-off of our product. The success of the Fleet Sheet drew other companies into the market.” Erik speculated: The drastic price reduction the competition offered in the beginning served to lower the overall revenue size of the market. I have often wondered if there is a big enough market to support ONE such publication over the long run, much less numerous competitors in a smaller revenue pool. However, he also observed: The reason we survived was due to the overall quality of the paper. Business people know quality when they see it, and they immediately know that the Fleet Sheet is professionally done. Government regulations which had been devastating to many businesses in the Czech Republic had been minimal for the Fleet Sheet. The company did not require a large number of licenses or drug approvals as did the large pharmaceutical companies operating in the country. However, it had been faced with government bureaucracy—especially in the distribution of their product. The government informed them that they had to send the Fleet Sheet to hundreds of libraries at the company’s own expense. This, of course, would have made the company nonprofitable and no one would have read the paper anyway. They decided to take a risk and send the paper to only selected libraries where they believed there was a greater chance of someone actually reading the Fleet Sheet. Fortunately, the regulation was changed in the early part of 2000 so that the company would no longer be required to distribute the paper in this manner. In the late 1990s, Erik decided to add an advertisement to the Fleet Sheet. The ad was priced at $400 a day and was rotated among 4 or 5 different companies’ ads. (See Exhibit 3, “Fleet Sheet with Ad.”) If he should decide to add another advertisement, Erik would probably have to add another page to the fax. Faxing charges are minimal; the primary cost would be additional staff to prepare another page. However, he wondered if the primary focus of the paper—relevant information in a concise format—would be maintained. People don’t mind taking the time to read 1 page of the most concise political and economic news of the day, but would they read 2 pages? In the Spring of 2000, there were around 800 subscribers to the Fleet Sheet paying an average of $2.50 each per day to receive the publication. In addition, each additional subscriber brought in 90% in profits and only 10% in variable costs. Erik speculated about whether a new format with two pages would actually reduce—rather than increase—subscribers. Erik had always used Adobe Acrobat to format the paper, and the faxed paper was very easy to read. If he went to an e-mail publication of the paper altogether, there could be a text format that would not be limited to one or two pages. But he wondered if that would affect the integrity of the product. They had done so well in the past with the concise format of a 1-page fax. Would people actually sit at their computers and read through a lengthy e-mail the way they read through a newspaper or fax that they can hold in their hands? Erik speculated, “If you could produce the same experience of reading a newspaper on the Internet, it would be good. However, our present computer monitors prevent this from occurring.” Erik also wondered how a company could build a brand name and attract a loyal readership over the Internet. On the Internet, one must click through so many pages to get to the desired material that the opportunity cost of one’s time becomes very expensive. When Erik began his venture in 1992, he firmly believed it would be a shortterm operation bridging the gap until a new economy was established and other sources of information became available. With that in mind, he had spent little time pondering an appropriate legal structure for the business. He had initially set the business up as a sole proprietorship, but now he wondered if he should have established it as an LLC. He would also have developed a long-term strategy for the company. He wondered if it was too late to develop a business plan for the Fleet Sheet and alter its legal structure. He knew he would have to fill out some forms and notify the United States government of his actions, but perhaps he should do that. Erik wondered if a change in the legal structure of the organization would have capital gains tax implications if he decided to sell the business. He never assumed the business would last this long or he might have spent more time in planning rather than starting the business up in two weeks. Exhibit 3 Erik’s Dilemma Erik wondered if this business could survive indefinitely into the future. He also wondered what factors would have an impact on its remaining as a “going concern.” Some foreign companies had already begun to close their offices in the Czech Republic because of the difficulties of doing business there, and the German banks were beginning to focus on Germany and not other countries. Even if the multinationals decided to stay in the country and there continued to be a market for the Fleet Sheet, he wondered what format it might take in the future. And then there was the question of the Internet. Would people have such quick access to data on the Internet that a service such as his would become obsolete? Erik also thought about future competition. Would other companies try to offer the service he was offering at a lower price? Would subscribers be enticed by lower prices even though the quality of the product might be inferior? When Erik had first begun his business, he was not making what he considered an adequate salary; and he often speculated that it would be very easy to close the business and go to work somewhere else. However, by the Spring of 2000, the business was doing so well that he was making a very good salary that might be difficult to duplicate somewhere else. Erik thought it humorous to contemplate all of the problems that one encounters when a business becomes successful. C A S E D I S C U S S I O N Q U E S T I O N S 1. What are the potential difficulties of starting a business in a transition economy? 2. Prepare a SWOT analysis for the Fleet Sheet. 3. What are the key success factors of the Fleet Sheet? 4. What is the relationship among education, experience, personal skill, and entrepreneurship for Erik Best? 5. What did you learn about entrepreneurship from this case? 6. Erik Best did not prepare a business plan for starting the Fleet Sheet. What type of operation would benefit most from a business plan? C A S E C R E D I T Used with permission of the authors, Professor Marlene M. Reed, Samford University, and Rochelle R. Brunson, Alvin Community College. Exhibits used courtesy of Erik Best and the Fleet Sheet. C A S E N O T E S 1 Vaclav Havel was the gifted writer who was elected the first President of Czechoslovakia after the dissolution of Communism and was serving his last term in office. 2 Lyapura, Stanislav, and Allan A. Gibb. 1996. “Creating small businesses out of large enterprises.” Small Business in Transition Economies. London: Intermediate Technology Publications, Ltd., 34–50.

Write a 2- to 3-page paper that addresses the following: Describe the disorder you selected from the Women’s Health Initiative study. Explain the current best practices for assessing and managing this disorder as suggested in the research article you selected

Write a 2- to 3-page paper that addresses the following: Describe the disorder you selected from the Women’s Health Initiative study. Explain the current best practices for assessing and managing this disorder as suggested in the research article you selected

Type of document           Research Paper

4 Pages Double Spaced

Subject area         Nursing

Academic Level Master

Style      APA

References         3

Order description:

Write a 2- to 3-page paper that addresses the following:

Describe the disorder you selected from the Women’s Health Initiative study.

Explain the current best practices for assessing and managing this disorder as suggested in the research article you selected.

Compare the best practices presented in the WHI study to the current best practices presented in the article. Explain how the differences in best practices might impact women’s health.

Explain whether you think the current best practices in the article you selected should be used in clinical practice. Support your position with evidence-based research.