BIO – Public Health and the Environment

Title

Number of Sources

2

Number of Pages

1

Paper Format

APA

Paper Details

Before you begin crafting your discussion response for this week, be sure to read required materials and watch Episode Two (https://csuglobal.kanopy.com/video/designing-healthy-communities-rebuilding-places-heart) and Episode Three (https://csuglobal.kanopy.com/video/designing-healthy-communities-social-policy-concrete) of the Designing Healthy Communities PBS miniseries. These episodes are designed to help provide you with a broad understanding of the topics that are discussed in class. This week our focus is on understanding public health basics: prevention of disease, clean air, clean water, food supplies, and how a sampling of different cities approaches and manages their public health issues for maximum well-being of residents.

This week, evaluate Washington Metropolitan in terms of integrated approaches to public health. Select either a focus on disease prevention and control, air, water or food.

• What community-based strategies do you see in place to protect health?
• What health services, local or national organizations exist to support wellness in the focus area you selected?
• Do pollution or contamination in your area impact the focus you selected?
• What does your community need to do to improve public health in the area you selected for this discussion?

Analysis Of The Case Study

Submit a 3-page analysis of the case study. In your analysis, do the following:

• Identify two of French and Raven’s bases of power in the case study, and explain how leaders can use these bases of power to exert influence. 
• Explain how you might use your knowledge of French and Raven’s theory to resolve one of the problems presented in the case study. Justify your response.

There have been many stories throughout history of leaders who have been corrupted by their power. The very definition of leadership as “a process by which an individual influences the group to achieve a common goal” (Northouse, 2016, p. 6) implies the power to exert influence. Leaders must exert power in order to lead, but they must also strive to understand the complexities of power. Research by French and Raven (1959) and by others (Burns, 1976; Neck & Manz, 1994) provides insight on the types, or bases, of power available to a leader, the process of choosing among those bases, and the motivations for leaders’ choices (Northouse, 2016, p. 379). Recent researchers (Barbuto & Warneke, 2014; Vevere, 2014) also explore the effectiveness of using individual bases of power in particular situations and the effects certain bases of powers have on leaders and those they lead. Armed with this information, leaders can avoid utilizing certain bases of power when the choice may lead to negative consequences. They can instead choose to wield power in ways that will foster organizational success. Understanding the bases also gives both leaders and followers insight into situations they observe and difficult interpersonal interactions they negotiate.

Case #2: Home Health

Case #2: Home HealthBACKGROUNDThe Patient Protection and Affordable Care Act (ACA) requires that physicians (or certain practitioners working with them) who certify beneficiaries as eligible for Medicare home health services document—as a condition of payment for home health services—that face-to-face encounters with those beneficiaries occurred. This study (1) determined the extent to which physicians who certified home health care documented the face-to-face encounters, (2) described the nature of face-to-face documentation, and (3) assessed the Centers for Medicare and Medicaid Services’ (CMS) oversight of the face-to-face requirement.

HOW WE DID THIS STUDYWe reviewed 644 face-to-face encounter documents to analyze the extent to which the documents confirmed encounters and contained the required elements. We interviewed the four Home Health and Hospice Medicare Administrative Contractors (HH MACs) to describe how they ensure that home health agencies met the face-to-face encounter requirements. We also reviewed guidance documents and policies from CMS or the HH MACs about monitoring the face-to-face requirement.

WHAT WE FOUNDFor 32 percent of home health claims that required face-to-face encounters, the documentation did not meet Medicare requirements, resulting in $2 billion in payments that should not have been made. Furthermore, physicians inconsistently completed the narrative portion of the face-to-face documentation. Some face-to-face documents provide information that, although not required by Medicare, could be useful, such as a printed name for the physician and a list of the home health services needed. CMS oversight of the face-to-face requirement is minimal.QUESTIONSWhat is home health care and the types of services they provide?How are home health agencies paid and what services are covered?What is the purpose of the Medicare Home Health Face-to-Face requirement?What are some solution’s CMS should implement to ensure that all patients that need a face-to-face encounter receive one?

Creating a Logistics Plan for International Transport and Warehousing of Goods

 Strategic Logistics Management, Inc. (SLM) is a U.S.-based third party company whose primary business is to deliver logistics services. Currently, SLM manages several warehouses in Los Angeles and the New York/New Jersey area. SLM provides expertise in air and ocean shipping, customs clearance, forwarding, warehousing, and ground transportation. Over the past five years, SLM has built a successful logistics information system (LIS) that includes personnel, equipment, and technology. The decision-support systems included in the LIS are a transportation management system (TMS) and a warehouse management system (WMS).

SLM employs experienced personnel in the United States to handle a wide range of logistics activities and provide customized logistics solutions and services. The company is considering expanding their global operations to provide the same range of services in Australia, including:

Imports: A network of offices and trade connections to support import consolidation, provide warehousing of goods prior to customs clearance, and manage import documentation for customs formalities.

Door-to-door services: Cargo pickup from supplier locations and transportation of goods directly to the customer, as well as freight bookings with airlines and ocean lines to handle cargo exports from both the United States and Australia.

Exports: Handling of various types of cargo exports by ocean and by air, ensuring the timely movement of goods at the most competitive rates. Complete export documentation is provided.

SLM is working to secure two contracts in Australia that will go into effect next year. The first contract is with Greer Wire Company in Melbourne, Australia, to transport two million pounds of stainless steel brushfire mesh used in protecting homes in brushfire prone areas. This cargo will be shipped to Los Angeles, California. The stainless steel wire mesh is supplied in five-meter rolls with an outside diameter of 500 mm, and each roll weighs 50 kg.

The second contract is with Brooks Brothers, a clothing company located in New York City, for warehousing and transportation of clothing in various sizes of cardboard boxes that easily assemble in one unit load on a 48-inch by 40-inch pallet. The goods will be shipped from New York, New York, to Sydney, Australia. For the purpose of this assignment you can make reasonable assumptions about the weight of the boxes.

SLM will manage a rapid flow of goods to and from Australia. The proposed warehouses in Australia will be located in proximity to two large metropolitan areas, Sydney and Melbourne. In the first year of its operations in Australia, SLM plans to handle an average of 200 20-foot equivalent units (TEUs) of imports and exports between the United States and Australia every month.

You are a Logistics Manager at SLM. As part of the company’s goal to strengthen its competitiveness in the global marketplace, the CEO has asked you to design a logistics plan for the proposed warehouse operations in Australia and transportation of goods between Australia and the United States.

In your report (allowing for reasonable assumptions when necessary),

Select one of the two SLM contracts described above.

Analyze the product’s physical properties, volume, and quantities to determine if the product’s shipment size is small (150 to 500 pounds) or a larger (consolidated) shipment (at least one TEU).

Evaluate at least two modes of transportation that best support the organization’s supply chain for shipping the product from one country to another, door-to-door, in a multimodal shipment. Explain your reasoning.

Identify the type of warehouses that SLM should employ in Australia to ensure a rapid movement of goods. Recommend either public, private, or contract warehousing and explain how your recommendation supports SLM’s supply chain management.

List and describe the necessary commercial, banking, and shipping documents that comply with export and import procedures in the United States. These may include a commercial invoice, certificate of origin, shipper’s export declaration, shipper’s letter of instruction, bill of lading, freight bill, and letter of credit.

Determine the appropriate Incoterms® 2010 rule, depending on the shipment mode and buyers’ and sellers’ responsibilities.

Select a process (Lean, Six Sigma, Just-in-Time, or Kanban) and explain how the process can be implemented to ensure effective and efficient warehouse operations techniques are in place that support the company’s supply chain design.

List a minimum of four additional budget line items in the table below with a rationale to ensure smooth warehouse operations in Australia. Support your rationale by including various logistics activity measures, cost drivers, profit models, and the role of inventory and how they influence SLM’s financial outcomes.

M3 Assignment 2: LASA 1 Assignment—The Leader As A Strategist Report

For this assignment, you will choose an organization to analyze. This organization can be one you are personally familiar with, or one you have observed to be an effective organization, You now become a newly appointed senior leader in that organization.

As a new leader, you must prepare a report for the CEO that assesses the organization’s overall alignment between its vision, mission, values, and strategy. This report should consist of the following sections:

An analysis of the strategic cascade of the organization

1. This includes assessing the organization’s strategy and market position. Use the framework implied in Michael Porter’s (1997) article “What is Strategy.” When describing the business strategy of your organization, consider the following questions:
   • What is the target market (target customer)?
   • What is your organization’s value proposition (How does it deliver value that satisfies the target’s wants and needs?)?
   • How is your product or service positioned in the market (What specific features and attributes define the product/service and how is its value reflected in its pricing, distribution, marketing communications, etc.?)?
   • How is your organization sustainably different from your competitors (What is the source of uniqueness and how sustainable is it from being diminished by competitors?)?
2. A strengths, weaknesses, opportunities, and threats (SWOT) analysis
   A SWOT analysis is a strategy planning tool that examines both internal and external environments for factors and trends that should shape planning and operations over the next five years. Environmental factors internal to the company are classified as strengths (to be leveraged) or weaknesses (to be mitigated), while external factors are classified as either opportunities (to be pursued) or threats (to be monitored and responded to).

   Some primer questions for the SWOT analysis include the following:
   Strengths

   • What advantages does your organization have?
   • What do you do better than anyone else?
   • What unique or lowest-cost resources can you draw upon that others cannot?
   • What do people in your market see as your strengths?
   • What factors mean that you “get the sale”?
   • What is your organization’s unique selling proposition (USP)?
   • Weaknesses
   • What aspects of your product or service could you improve?
   • What market segments or competitive areas should you avoid?
   • What are people in your market likely to see as weaknesses?
   • What factors can make you lose sales?
   • Opportunities
   • What good opportunities can you spot?
   • What interesting trends are you aware of?Useful opportunities can come from such things as the following:
     • Changes in technology and markets on both a broad and narrow scale
     • Changes in government policy related to your field
     • Changes in social patterns, population profiles, lifestyle changes, and so on
     • Local events
   • Threats
   • What obstacles do you face?
   • What are your competitors doing?
   • Are quality standards or specifications for your job, products, or services changing?
   • Is changing technology threatening your position?
   • Do you have bad debt or cash-flow problems?
   • Could any of your weaknesses seriously threaten your business?
3. A summary of the internal environment, including the organization’s values and the key elements of the organization architecture that influence worker behavior.

   Include the following characteristics when analyzing the internal environment:

   • Structure: This includes the ways the organization assigns formal roles and responsibilities, decision-making authority, expertise and skills, and work tasks. Think of the organization chart and how its implied structure directs the decision making, resource allocation, and workflow of the organization. Is it consistent with the strategy?
   • Systems: This comprises the information flows that coordinate activities between groups and across the organization structure while helping direct worker behavior, including performance management, financial management, operating, forecasting and planning, and other regulating mechanisms. How do these systems help align workers and their actions with the strategy?
   • Culture: This consists of the unwritten rules and norms that govern worker behavior and help coordinate the activities across structural boundaries. Is the organization culture an enabler or impediment to the corporate strategy? What specific behaviors embedded in the culture support the strategy? What specific behaviors block the strategy?
4. A synthesis of the information evaluating the ability of the organization to implement the strategy using Kouzes and Posner’s Five Practices (for example, modeling the way) as a framework.
   Include answers to the following:
   • Company Culture
     • Describe the values and culture of your organization.
     • What are the values of your organization?
     • How are they reflected in the behaviors you see at work?
   • Employee Behaviors
     • Describe the behaviors in your organization.
     • Are these behaviors consistent with the business strategy?
     • Where do they conflict with the strategy?
     • What new behaviors are required to align with the strategy?
   • Leadership
     • How might you and other leaders create new behaviors to support the strategy?
     • What specific actions would you implement to communicate, motivate, model the way, coach, inspire the vision, challenge the process, and encourage the hea

Your response to each part of the assignment should be approximately three pages.

Your final product will be in a word document and be approximately 6–8 pages in length and utilize 4–7 scholarly sources in your research. Your paper should be written in a clear, concise, and organized manner; demonstrate ethical scholarship in accurate representation and attribution of sources; and display accurate spelling, grammar, and punctuation.

Sustainability Initiative: Part 6- Final Sustainability Initative

This assignment has two task.

#1 Compile a paper of your sustainability initiative, including your annotated bibliography.

#2 Create a video to advocate for your initiative and to petition for your intitative to your health care setting’s leadership. 

Resource: Annotated Bibliography Template

Task #1:

Finalize your sustainability initiative by combining parts 1 through 5 of the sustainability initiative assignments:

• Sustainability initiative proposal
• Analysis of the costs and benefits associated with your initiative
• Evaluation of how your initiative will improve patient care and outcomes
• Evaluation of how your initiative will reduce waste
• Suggestions for community partnerships and education programs

Compile 6- to 8-page paper of your sustainability initiative. Include diagrams, flowcharts, and other visuals that support your initiative.

Create an annotated bibliography that contains each article you identified in the Weeks Two through Five Article Search assignments and include it in your paper.

Task #2

Create a 2-minute executive summary video to advocate for your initiative.  In this video you are to petition to the leadership for resources to enact the initiative.  Be sure to include the following:

• Summarize the initiative
• Discuss short- and long-term sustainable needs
• Stress to leadership the required resources needed for the initiative
• Identify obstacles
• Emphasize the benefits of the initiative

Cite 3 reputable references to support your assignment (e.g., trade or industry publications, government or agency websites, scholarly works, or other sources of similar quality).

Format your assignment according to APA guidelines.

EXPECTANCY THEORY

Probability Analysis Paper

A General Manger of Harley-Davidson has to decide on the size of a new facility. The GM has narrowed the choices to two: large facility or small facility. The company has collected information on the payoffs. It now has to decide which option is the best using probability analysis, the decision tree model, and expected monetary value.

Options:

FacilityDemand OptionsProbabilityActionsExpected PayoffsLargeLow Demand0.4Do Nothing($10)Low Demand0.4Reduce Prices$50High Demand0.6$70SmallLow Demand0.4$40High Demand0.6Do Nothing$40High Demand0.6Overtime$50High Demand0.6Expand$55

Decision Tree

Determination of chance probability and respective payoffs:

Build Small:Low Demand0.4($40)=$16High Demand0.6($55)=$33Build Large:Low Demand0.4($50)=$20High Demand0.6($70)=$42

Determination of Expected Value of each alternative

Build Small: $16+$33=$49

Build Large: $20+$42=$62

Assignment: Course Project—Need For Sustainability Manager

Module Readings and Assignment:

Complete the following readings early in the module:

Read the overview/online lectures for the Module 

From the textbook, Capitalism at the Crossroads: Next Generation Business Strategies for a Post-Crisis World, read the following chapters:     

Re-embedding innovation strategy

Building the sustainable global enterprise

From the Internet, read:     

GLOBE-net. (2008, January). CleanTech investing: The green gold rush. GreenBiz. Retrieved from

http://www.greenbiz.com/news/2008/01/05/cleantech-investing-green-gold-rush

CASE STUDY: U. S. Stroller: Lean (see attachement bellow) Discussion Questions: