Healthcare Delivery Systems Healthcare Providers Read Chapters 3 and 4. Answer the questions in your own words (typing sentences directly from your text is not accepted) and submit your document in the drop box. Substantive answers are required in order to receive full points for the assignment. 1. Discuss the different reasons listed in your text as to why national health insurance has not developed in the U.S. A reason why National Health Care has failed in the United States is because it failed to get an early start due to labor and political views.
Although the Socratic seminar and the novel left many questions unanswered for me, it made me understand more why things are they way they are in the healthcare and scientific research industries. It made me look more closely at the specific details health care professional do in their line of work. In society, money is the key to getting things to happen. It is inferred by the book that informed consent and bioethics are not as important as the appropriation of funds for research. I can tell that this idea is a huge controversy among different individuals.
As this manner of knowledge management is not efficient and outdated it is suspected to be the main cause for loss of sales. Objective Our objective is to provide recommendations to improve the current knowledge management system by providing available options and suggestions. Current system Basic system in place for accounting functions, but no available procedures available for the collection and tracking of essential customer information. Desired Outcome For Dooright Enterprises to have an up to date knowledge management system in place, including updated software for accounting and point of sales and software for tracking important customer information. Action Required * Install new and up to date software to keep accounting functions efficient * Install software for keep track of customer information * Implement new procedures to knowledge management Gap Analysis Identified Gaps in system performance | Potential Solutions | Priority for action | No system in place for tracking customer info | Install best suited software | Needs to be implemented immediately for best results | Update accounting system | Review and install up to date software |
* Both DFD’s in Petrie Electronics case in Figure 7-1 and Figure 7-2 are not balanced correctly. The figure 7-1 diagram misses the process of how the company maintains the promotions for the customer and the 7-2 diagram has way too many steps and is kind of confusing and hard to understand. Because the figure shows multiple inputs from multiple sources it makes it somewhat difficult to read. In order for the two diagram to be balanced, we will need to show the additional sources and their inputs into the system and when the 7-1 and 7-2 diagrams have the same sources-inputs-outputs, the diagrams will be balanced. 2.
Parents are often baffled and frustrated by the DSM and Psychiatrists are calling for an overhaul of the manual. Professionals are questioning the essential design of the DSM and accuracy of the way disorders are defined and are yielding to the need for new approaches to diagnosing disorders. There has been a shift in how the diagnostic system is developed. In times past symptoms and treatments were based on data collected from clinicians but the power has been taken away from practitioners and has transferred to academicians and researchers. Supposedly, the switch was to create operational diagnostic criteria’s, which is seen as more consistent than ones based on clinicians descriptions.
This is a complex issue because marketing in healthcare does not create needs. A need is a condition in which there is a deficiency of something. In this orthopedic group practice, they realized that there was a need/want for a pediatric sports medicine program. Health care professional’s responsibility demands treatment of that need. (berkowitz, 2011) 7- Explain the difference between existing customers, target markets, and stake-holders for an acute-care community hospital.
Cross Functional Alignment in Supply Chain Planning: A Case Study of Sales & Operations Planning Abstract In 2002, Leitax, a niche consumer electronics company, suffered serious supply chain planning mishaps due to poor cross-functional integration in the supply/demand planning activities. The poor integration resulted from organizational differentiation among the functions and an unsophisticated approach to integration. In response to the planning mishaps, the organization introduced significant changes, which we examine in this case study. After highlighting the constituent responsibilities, structures, and processes, we recognize a system, as opposed to a list of mechanisms, as responsible for cross-functional integration. Operationalizing integration as functional alignment with generated plans, we find collaborative engagement of the functions to be a consistent process feature and operational norm encouraged and maintained by integrators.
The roll of IP in the rise and fall of Kodak Kodak began as an imaging and photographic equipment, materials and services company at 1880, it pioneered the market with it products. Until the 1990s the industry was slowly developing, enable Kodak with it IP to control the market (90% of film and 85% of cameras). Kodak was so dominant due to several reasons: 1. Dominant design - Kodak’s innovations became the dominant design for the whole industry. 2.
Kodak both invented and successfully marketed professional and consumer digital cameras. It held the professional market alone in the 1990s and peaked at 29% of the US consumer market in 1999 (12). However its equipment failed to match products from more aggressive digital camera companies from Japan (5) and sales fell. Furthermore, camera phones have been rising rapidly in the picture taking market at the cost of point and shoot cameras. Kodak eventually exited the digital camera market in 2012 (7).
However, a successful company like Amazon.com also has its own actual problems. What is the actual problem? Since the 1990s the company has invested heavily to quickly develop the best-in-class retailing, fulfillment, and customer service capabilities required to support its rapidly growing and increasingly complex business. During 1998 and 1999, Amazon.com spent over $429 million to build a state-of-the-art digital business infrastructure and operations that linked nine distribution centers and six customer service centers located across the United States and in Europe and Asia. However in late 1999 this distribution infrastructure provided 70 percent to 80 percent overcapacity.