The review followed four key stages: initiation, research and review, preparation of a draft Strategy, and consultation on the draft Strategy. A wide-ranging five-year Strategy and one-year Action Plan were adopted in June 2011. In terms of both process and content, the Strategy review followed closely the model described in this article and the strengths and weaknesses shown in this case study should be helpful for other destinations undertaking similar work. The experience of Cambridge shows the importance of a long-term relationship with the industry, integration between a wide range of activities, and linkages between a strategic approach and the business planning of tourism services. Background and model We live in an age of strategies and plans, of policies and proposals.
Trinity Hospitals five year plan includes development of an orthopedic center, cardiovascular center and a cancer center. Task four asks for an assessment of the viability of one of these service lines. By assuming the role of the hospital CEO, I will evaluate the orthopedic center service line and present the findings to the board of directors for their approval. Demand for Orthopedic Service Line As identified in the Trinity Community Hospital’s Community Needs Assessment, the demand for orthopedic services in the area is expected to increase by 46% in the next five years. Inpatient joint and spine procedure are projected to increase by 30% and outpatient joint and spine procedures are expected to increase by 350%.
In this case study, we are going to analyze the PETS and SWOT, and assess the five medium-term strategic objectives Jiang has articulated and identify possible synergies that may arise in the implementation of these objectives. PEST Analysis There is no doubt that the political, economic, social and technological factors had great impacts on the development of Chongqing Peace Medical Corporation. The factors are listed in detail as follows. Political First of all, the government released a new set of codes, “The Regulation for Managing the Circulation of Prescription and Non-prescription Drugs” in 1999 (BBC, 2007). Under
Case Study: Novartis Accelerated leadership development When Novartis wanted to increase its leadership bench strength, it turned to Hay Group. In response, Hay Group consultants performed in-depth assessments of high-potential employees and created metrics-driven accelerated leadership development plans for them. And the results were dramatic: successful home-grown executives, a strong; steady presence of up-and-coming talent on the bench; the ability to fill most of the organization’s top 350 positions internally; and the ability to identify, develop, and retain tomorrow’s leaders. A five-year career-development plan Novartis AG is a world leader in offering medicines to protect health, cure disease, and improve well-being. Its goal is to discover, develop, and successfully market innovative products to treat patients, ease suffering, and enhance the quality of life.
Peter Rush COMM 410 Video Response Paper Akeelah and the Bee: An Exemplified Cultural Evolution Cultural awareness and the expansion of new ideas throughout the world are rapidly expanding mainly due to the advances in technology, but also to the evolution of the individual’s cultural identity. The film, ‘Akeelah and the Bee (Atchison 2006)’ is one that echoes these thoughts, and perhaps provides a parallel to seeing how one’s cultural identity adapts and evolves. Through dissecting examples shown throughout the film and by comparing those to key principles taught in the book, ‘Intercultural Communication: A Reader (Samovar, Porter, McDaniel 2012)’, one can gain an understanding of how an individual’s culture is developed, and how we will evolve our cultural identity to adapt and survive in the future. First, we must look at the film, ‘Akeelah and the Bee’ and draw from it a short summary. Akeelah is a young black girl from south Los Angeles living with her widowed mother, her sister, and her niece.
In fact, UnitedHealth Group made significant investments in research and development, technology and business process improvements – nearly $3 billion in the past five years. These investments led to changes that are improving the way care is delivered and administered across the entire industry (United Healthcare, 2013). United Healthcare continues to meet the demands of future generations with such creations such as Health4me app, MyHealthcare cost estimator, and UHC TV (UnitedHealth Group, 2012). Health4Me, that brings important health information to people on the go. Features include easy access to registered nurses, personal health benefits information, and the ability to locate nearby physicians and hospitals (United Healthcare,
Tesco Strategy Overview Tesco has a well-established and consistent strategy for growth, which has allowed them to strengthen their core UK business and drive expansion into new markets. The rationale for the strategy is to broaden the scope of the business to enable it to deliver strong sustainable long-term growth by following the customer into large expanding markets at home – such as financial services, non-food and telecoms – and new markets abroad, initially in Central Europe and Asia, and more recently in the United States. The strategy to diversify the business was laid down in 1997 and has been the foundation of Tesco's success in recent years. The new businesses which have been created and developed over the last 12 years as part of this strategy now have scale, they are competitive and profitable - in fact they are now market leader in many of the markets outside the UK. The Group has continued to make good progress with this strategy, which has five elements, reflecting the four established areas of focus, and also Tesco's long-term commitments on community and environment.
I have always strived hard to be a leader and try to be perfect in whatever I do. My academic years in school and engineering college well prove this point where I always ranked consistently in the top five percent. My professional career subsequently started with a big bang as I took a job in a renowned multinational company and started taking assignments of gradually increasing responsibility. I think I progressed at a rapid pace. Getting to the USA and landing a job here started the next crucial phase of my career.
1. Introduction: Forward osmosis (FO) has acquired increased concern as an emerging membrane technology in the last decade. Accordingly, many contributions were made to enhance the overall FO process efficiency from both academic researchers and industries [1, 2, 3]. The theory of FO process depend on using the natural osmotic process to draw the water molecules across a semipermeable membrane from a diluted feed solution to a higher concentrated solution that named the draw solution (DS). Hence, the driving force is generated naturally by the difference in osmotic pressure between the DS and the feed solution (FS).
Thus, it is typical to be continuously identifying new areas of growth in a life-long learning process. Worthington (1987) reviewed developmental supervision models and noted patterns. Studies revealed the behavior of supervisors changed as supervisees gained experience, and the supervisory relationship also changed. There appeared to be a scientific basis for developmental trends and patterns in supervision. Stoltenberg and Delworth (1987) described a developmental model with three levels of supervisees: beginning, intermediate, and advanced.