Erica Poehello Allmy Name Erica And I Am Currently Receiving My Master ✓ Solved

Erica Poe Hello All My name Erica and I am currently receiving my Master’s in Healthcare Administration. I am pretty sure most of you are if you’re in this classJ. I have a background in working with mental health individuals and foster children. As I am a Regional Director at a not-for profit organization, my hopes is to one day lead a group of professionals in a more clinical setting. Lately I have been craving to get back to my roots working in mental health.

I honestly, do not have a clue about biostatistics, but if it is anything like math, I’m confident I will catch on to the material. By the end of this course, I am hoping to gain more knowledge and apply it to my career or daily life. Every year I have to provide teenagers a life skill assessment. The assessment is done on a 1-5 skill, where one is rated as I do not know and 5 is rated as I definitely do know. This is to identify how much work is needed to prepare one for adulthood.

This assessment is extremely important because many foster youths are not prepare for life after foster care and end up having a short life span. The measurements allow us to close the gap and provide resources to the families in preparing the youth for adulthood. Looking forward to learning more about biostatistics and to how to use it in healthcare. NAME OF COMPANY – LANDSCAPE SURVEY 1 NAME OF COMPANY – LANDSCAPE SURVEY 3 Name of Company – Landscape Survey Star Student Westcliff University BUS 779: Crisis Management in the COVID-19 Pandemic Era David Johnson, Ph.D. Month Date, Year Name of Company – Landscape Survey Introduce material here.

This template was created to help you align your various elements of your case study with correct APA formatting. Remember, though, that your audience is someone like your roommate – intelligent, educated, but has NO IDEA what the case study is about. This section is the introduction, as there is no heading for “Introduction†in APA. This is generally two or three paragraphs. The easiest way to explain this section is to think of it like an introduction describing the overall scenario to someone who knows nothing about what you are writing about.

This helps set up the rest of the paper, which are the review of the case, analysis, recommendations, and the conclusions sections. Remember that when citing information you got from the textbook you should cite Crandall et al. (2021). You should NOT write “According to the textbook,†as your reader has NO IDEA who or what is that. The paper should be written in third person narrative. Unless instructed otherwise, it should NOT be written in the first person.

Note: I have bolded the required headings that must be present in the paper and please keep bolded. A reminder: a business is an “it,†not a “they.†Remember that when you use pronouns describing a business. Note that all spacing is double spaced, 0-point before and after, as that is part of APA format. Also remember to state the legal name of the company, then you can abbreviate in brackets for the rest of the paper. For example, “Elon Musk founded Space Exploration Technologies Corp (SpaceX)…†now you can use SpaceX for the rest of the paper.

Lastly, you will probably need to cite personal communications with the representative of the company with which you are exploring. This includes email, text messages, online chats. As well as one-on-one conversations. In those cases you will cite either directly. E.g., Directly: G.

Sayegh (personal communication, December 1, 2010) noted that it was best… or indirectly, … this is what was most important (A. Sherm, personal communication, June 4, 2020). Unlike every other type of citation, this is the one that will have NO corresponding reference. It is just a citation with no corresponding reference) The Industry in Question Here, you will address the question, “In what industry is the company you are building your case study. This should be very detail oriented and not just be “Fast-food.†For example using the US Bureau of Labor Statistics .

Give as much details as possible about the niche of the company in this industry. Industry Life Cycle Stage Here, you will answer the question, “At what stage in the industry life cycle is this business?†You will need to define the industry life cycle, then place your chosen business and why you believe this to be so (Though do not use the first person). Organizational Life Cycle Here, you will answer the question, “At what stage in the organizational life cycle is the business?†You will need to define the organizational life cycle, then place your chosen business and why you believe this to be so (Though do not use the first person). COVID-19’s Effect on Your Company at This Stage Here, you will address the question and mandate, “How did COVID-19 effect the company at this stage and would it have been different if the company was at a different stage?†Conclusions From Interviews After answering the above questions, you will continue with your findings from your interview using the questions from the first week’s Discussion question (DQ 1.1.).

Here, you will use the information you got from your interview). This section will tie together all sources used for this case study, conclusions drawn from the reading and any inconsistencies. Notice the paper has a continuous flow; there are no page breaks between sections. The only page breaks occur between the title page and the introduction and the summary/conclusions and the reference page. All references for the case study must appear on a separate page (see the following page for an example).

Also, remember that you will need to cite the textbook and at least six (6) peer-reviewed sources for your paper. References This section will reference all original work cited throughout the paper. The heading should appear at the top of the page and all reference material should be listed below in alphabetical order by first last name; also, the title for books is always in italic format and in sentence form. In contrast to book references, the title for articles is in sentence format, not in italic, but the name of the publisher is in italic. Note: when citing a book, you no longer need the location of the publisher.

See examples below: Barzani, R. S. (2014). Studying the effects of business strategies on the organization's performance in regards to human resources' policies at the social security insurance companies based. International Journal of Academic Research in Business and Social Sciences, 4 (5), . Chopra, M., Munro, S., Lavis, J.

N., Vist, G., & Bennett, S. (2008). Effects of policy options for human resources for health: An analysis of systematic reviews. The Lancet, ), . Crandall, W., Parnell, J. A., & Spillan, J.

E. (2021). Crisis management: Leading in the new strategic landscape (4th ed.). Independently published Holt, D. (2016). Branding in the age of social media. Harvard Business Review (online).

McShane, S., & Von Glinow, M. (2020). Organizational behavior (9th ed.). McGraw-Hill Meyer, M., & Crane, F. (2014). New venture creation: An innovator’s guide to entrepreneurship (2nd ed.). Sage Publications You must also provide a reference for all sources used to support the case study. (Note: As a minimum, the textbook and at least six (6) additional peer-reviewed sources will be used and referenced.) After answering these questions, you will continue with your findings from your interview using the questions from the first week’s Discussion question (DQ 1.1).

Conclude by summarizing your findings. Appendix Here you will put the transcript of your interviews. How you wish to lay them out is up to you. Deborah Valentine Hello everyone! I am Deborah Valentine and after this class, then 2 more, I will have achieved my Master's Degree in Healthcare Administration!

On the downhill slide! I am really anxious about this class, statistics is not my strong suit, but I have made every option available to get through and pass. I have taken basic statistics during my Associate's Degree and found it hard, but I passed. I currently am employed by Lowe's as a dept. supervisor in building materials and pro services. Constantly measuring lumber, plywood, along with figuring the proper amount of materials for decking, roofing, etc. by a measuring tape and calculator.

I have found that measuring tapes can be off as much as 1/8" depending on brand and origin of manufacturer. Imperial and metric measurements are usually off during conversion, so a measuring tape made in country that uses metrics will not be as accurately transferred as one would believe. Having precise measurement can mean a recut or using a new board to finish a project, even if it is an 1/8" short or long. This will cause the project to be prolonged by as much as 3 hours if there is another trip made to pick up more lumber. Calculating 10% more material ensures any miscuts can be quickly resolved, which is what is normally recommended.

I look forward to communicating with all of you this semester! Good luck everyone!

Paper for above instructions

Introduction

The COVID-19 pandemic has fundamentally altered the landscape of business operations across various sectors, necessitating innovative strategies to ensure survival amid unprecedented challenges. The ongoing health crisis has heightened the need for effective crisis management strategies tailored to mitigate both operational and economic impacts. Companies that comprehensively assess their risks, embrace agility, and utilize technology are much better positioned to navigate through this period of disruption (Crandall et al., 2021). The significance of obtaining education in crisis management, particularly in the context of healthcare, cannot be overstated as it prepares leaders for the complexities of managing organizations under stress (McShane & Von Glinow, 2020).
This case study will explore how health administration organizations can mitigate the impact of similar crises in the future through strategic planning and adaptability. By examining a not-for-profit healthcare organization, the struggles during this pandemic will be analyzed in-depth, concluding with recommendations on best practices based on quantitative and qualitative data collected through assessments and interviews. The reliance on biostatistics assertions will allow for a data-driven perspective, which is crucial in the healthcare administration field (Barzani, 2014).

The Industry in Question

The healthcare industry, particularly the not-for-profit segment, plays a crucial role in providing healthcare services to underserved populations. This sector is characterized by a dedication to enhancing community health outcomes rather than maximizing profit (Holt, 2016). The COVID-19 pandemic has tested the resilience of this sector, revealing inherent vulnerabilities while also catalyzing necessary innovations in healthcare delivery models. These organizations engage in activities correlated with direct patient care, public health initiatives, and education; however, navigating limited funding, emerging technologies, and regulatory landscapes contributes to the industry's complexity.
The not-for-profit healthcare sector comprises hospitals, clinics, and organizations that receive funding from both private and public services, resulting in unique challenges, including the need for continuous fundraising and compliance with regulatory requirements (Chopra et al., 2008). Additionally, frequent changes in policies related to health care, particularly during emergencies like COVID-19, require leaders to remain flexible and vigilant.

Industry Life Cycle Stage

The healthcare sector is recognized as being in a mature stage of its industry life cycle. According to the Global Industry Classification Standard, the mature phase is denoted by a high degree of competition and market saturation, particularly in urban areas (Meyer & Crane, 2014). Subsequently, many healthcare organizations are facing stagnant growth and increasing pressures regarding service quality and operational efficiency. The COVID-19 pandemic, while not central to the overall life cycle, has accelerated the necessity for digital transformation and has prompted organizations to reassess their service delivery models.
As a result of these pressures, many organizations in the healthcare sector are compelled to innovate and identify new revenue streams, including telemedicine, which gained significant traction during the pandemic (Holt, 2016). Virtual consultations have provided an alternative pathway for healthcare access, persisting beyond the immediate crisis.

Organizational Life Cycle Stage

The organizational life cycle identifies key phases that organizations undergo, including startup, growth, maturity, and decline (Meyer & Crane, 2014). The chosen not-for-profit healthcare organization can be classified in the maturity phase. Organizations in this stage typically have established processes, defined systems, and stable funding sources. However, the gradual decline faced during this period, exacerbated by the COVID-19 pandemic, has led to an urgent need for strategic change and potential rebuilding of the organization's approach.
Organizations in maturity must assess their operational layers and consider innovative solutions such as partnerships, funding diversification, and enhanced service offerings focused on patient-centered care. Learning from the organizational life cycle model allows for strategic modifications essential to adapt to rapidly changing environments following situations like the COVID-19 pandemic (Crandall et al., 2021).

COVID-19’s Effect on the Company at This Stage

The emergence of COVID-19 necessitated a rapid re-evaluation of service delivery mechanisms. The chosen organization had to pivot swiftly to accommodate evolving government mandates and public health advisories. Implementing telehealth services, redesigning infection control protocols, restructuring staffing, and adjusting operational capacity were necessary adaptations (Holt, 2016). Organizations in a mature stage might have faced unique challenges compared to startups, as they often rely on established processes that may not perform effectively during crisis times.
The organization's pre-existing operational framework hindered the speed of response. If the organization had been in a growth phase, it might have more flexibility in adopting innovative strategies promptly, resulting in potentially improved outcomes during the pandemic (Chopra et al., 2008). The rigid structures of mature organizations can stifle adaptability and slow down innovation, underscoring the significance of organizational agility in crisis management.

Conclusions from Interviews

Interviews conducted with organization leadership highlighted insights into experiences during the pandemic. Notably, leadership acknowledged that quantitative assessment tools, such as life skill inventory assessments used for adolescents, became indispensable to gauge community needs post-COVID-19. It became evident that familiarizing staff with data-driven approaches informed decision-making in resource allocation, enhancing localized outreach initiatives.
Leadership noted the importance of staff wellbeing and communication during crises, thus facilitating a culture of openness and resilience within teams (McShane & Von Glinow, 2020). The importance of employing biostatistics principles to track outcomes and effectiveness solidified the necessity of training in these areas to prepare organizations for future crises.

Recommendations

To enhance crisis response strategies moving forward, organizations should focus on these recommendations:
1. Implement Training Programs: Prioritize staff training in biostatistics and crisis management to promote informed decision-making across levels (Meyer & Crane, 2014).
2. Adopt Telehealth Models: Further develop and institutionalize telehealth services to ensure continued access during such crises.
3. Strengthen Partnerships: Form alliances with other organizations to address greater public health needs and share resources for more effective community engagement.
4. Diversify Funding Strategies: Explore funding options that buffer against economic downturns, including grant writing and strengthened donor relationships.

References

Barzani, R. S. (2014). Studying the effects of business strategies on the organization's performance in regards to human resources' policies at the social security insurance companies based. International Journal of Academic Research in Business and Social Sciences, 4(5).
Chopra, M., Munro, S., Lavis, J. N., Vist, G., & Bennett, S. (2008). Effects of policy options for human resources for health: An analysis of systematic reviews. The Lancet, 371(9617), 1917-1924.
Crandall, W., Parnell, J. A., & Spillan, J. E. (2021). Crisis management: Leading in the new strategic landscape (4th ed.). Independently published.
Holt, D. (2016). Branding in the age of social media. Harvard Business Review (online).
McShane, S., & Von Glinow, M. (2020). Organizational behavior (9th ed.). McGraw-Hill.
Meyer, M., & Crane, F. (2014). New venture creation: An innovator’s guide to entrepreneurship (2nd ed.). Sage Publications.
This template serves as a basis for completion, customized according to specific case study requirements and incorporating peer-reviewed sources to enhance reliability in data and analysis.