...Decision model for revising ethical issues-7 step analysis-Yum burger Case 1) Determine the fact: Who-Yum burger the fast food chain looking to expand its menu so it can compete with international chains, CMO Jake Tanner looking to increase market by adding a kids menu, Emile Barnes the top marketing manager and Jane a resent MBA student, Chinese manufacturer and targeted kids. What-Sourcing Chinese manufacturers to make toys for kids meals on order to turn business around, ingredients possibly toxic to young kids, workers’ rights and potential safety hazards in the work place. When-ASAP, pressure to perform due to decreasing market share. Where-America (Yum Burger) China (Manufacturer) 2) Define the ethical issues in light of the facts-what is the exact issue. E.g. conflict, rights. 3) Stakeholder analysis: The adoption of stakeholder orientation is essential to the advancement and maintenance of ethical marketing decision making in any organization. A stakeholder is any group or individual who can affect or is affected by the achievement of the organizations objective. The definition covers both those that influence decisions like employees and marketing managers as well as those impacted by marketing practices such as customers and suppliers. Stakeholders can be classified in three ways. * Primary- they have a continuing and essential interest because the organization would cease to exist without them * Indirect-possess on abiding but more separated...
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...Now that my group mate just explained step 1 and step 2 of building an REA diagram which include the determination of events, agents and resources respectively. Lets move on to the step 3: determination of cardinalities. Cardinalities describe the nature of the relationship between the entities and are represented by the Row'`s foot notation. Circle means 0, stroke means 1 and crow`s foot means many. 1) Step by step. For this relationship we have this cardinalities. For each inventory type, the minimum inventory order and inventory receipt is zero, because if you dont purchase there will be no inflow of inventory and the maximum is many, because it can be more than one inventory item per order. 2) The inverse relationship shows that per each inventory order and inventory received there could be a minimum of one inventory associated and a maximum of many. for obvious reasons you can buy more than one 3) Next is a bit trick. We have to remember that order inventory is a commitment event, and when commitment events are linked to other events they reflect a cause and effect relationship . In this case the order will cause the receipt to happen, thats why the maximim will be one in both sides, however the inventory receipt will be the minimum for each other because in the case of ice cream you may not receive the inventory since delivery happnes in the next day. And for each received inventory the minimum order is also zero, because in the case of ordering toppings you dont have...
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...Medicare Exhaust Billing Procedure Manual Project Cynthia Gause Colorado Technical University Online ENGL205-1301 Technical Writing and Speaking Phase 4IP Contents Contents 1 Phase 1 IP 2 Procedure Manual Outline 2 Phase 2 IP 3 Procedure Manual Proposal (Revised) 3 Brochure 4 Brochure Continued 5 Phase 3 IP 6 Medicare Exhaust Billing Checklist 6 Procedure Manual 7 Preparing Bill 3 Step I – Census 3 Step II – Bill Upload 4 Exhaust Billing Claim Coding 5 Step III- Xclaim 5 DDE Step IV 7 Secondary Claim Submission 8 How to submit Secondary Exhaust Claim 8 UB04 Claim examples 8 Billing Reference Tools 10 Type of Bills 11 Patient Status Codes 12 DDE Access/ Menu 13 Phase 1 IP Procedure Manual Outline Outline for Medicare Exhaust Billing Procedure Manual I. Introduction This section will provide an overview of Medicare exhaust billing and the purpose of this manual. II. Bill Uploads Upload bill and billing data in the Ram system to allow bills to be created. III. Claim Coding, and required remarks Once bills have been uploaded and created, bills need to be coded correctly and remarks need to be added to the claim. IV. Submit Bill to Medicare thru Xclaim...
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...ERM 7-Step Process ERM 7-Step Process According to Harb, Enterprise Risk Management is people, systems and processes working together across the organizations to systematically think about and manage a wide range of risks that could impede achieving organizational objectives/opportunities. In this paper we will discuss the potential tort risk that arose as a result of Non-Linear Pro leasing unsatisfactory equipment to Quick Takes, and how to effectively apply the 7-Step Enterprise Risk Management process in evaluating the violation that was imposed upon Quick Takes by Non-Linear Pro, when they failed to supply equipment that performed as advertised it to perform. In the Product Liability Video, Non-Linear Pro leased hardware to Quick Takes. The equipment was leased to Quick Takes with the understanding that it would speed up editing time. Quick Takes soon discovered that the equipment did not have enough memory to get the job done, which caused their competent editors to work tirelessly for two weeks with little results. From the video we gather that Non Linear Pro has committed several tort violations in the dealings with Quick Takes such as: 1. Misrepresenting the quality of the product. 2. Express Warranties – Non Linear Pro made the express warranty as to the way a product would perform, guaranteeing the product would in fact perform that way. 3. Breach of Contract – Product did not perform the way it is intended to. 4. Damages: Benefit of the Bargain- Employees...
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...more on accessories in store, it increases associate’s commission Trading in back-up devices increases demand for insurance sales and reduces device returns. 3. Good for the environment Instead of contributing to electronic scrap waste, Phobio reuses and recycles broken devices. Store Visit Priorities Training and Advocacy Relationship Building Direct Selling Merchandising Compliance Key Focus Express the value of Phobio Train associates on the Safetrade process Inform on Phobio support options Advocate for Phobio Objective Two: Train sales associates on Safetrade and go over the key steps. Please utilize the supplemental documents in the project materials. 1. Step One: IMEI Check a. Enter IMEI and device model is confirmed automatically. 2. Step Two: Grade Device a. Choose device condition, it a working device or a damaged device? 3. Step Three: Data Wipe a. Confirm password lock removed and data erased. Objective Four: Discuss the Phobio support options with store reps and increase IOS lock...
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...7 Steps in Decision Making Cedric Allen HSC 335 Jeannette Orr May 23, 2016 Introduction Mickey Mantle, better known as “The Commerce Comet” was a well-known baseball players during the 50’s and 60’s. He was known for his on-field superstardom, and his off-field conduct. In 1995, he received a liver transplant. This transplant caused uproar in the ethics community because Mantle, was moved ahead of others on the list. In this paper we will explore the seven steps in decision making that caused Mantel to receive the liver transplant and determine whether the decision was based on ethics. Identify a problem or opportunity When identifying a problem the first step is to recognize the problem and/or opportunities and determine if they are worth going through the process. Once this is determined we must see what impact the decision will make on the customers, and how this problem will be solved or the opportunity taken advantage of. In the case of Mickey Mantle the problem we face is that Mickey liver is failing him and if he does not get a transplant immediately he will die. This problem is no different than the rest of the liver transplant candidates, but not only is Mickey’s liver failing him but he has a plethora of other medical problems. “The current organ distribution method in the United States relies on each transplant center to determine which criteria they will use to fairly allocate organs.42 UNOS encourages transplant centers to consider...
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...fghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwwertyuiopasdfghjklzxcvbnmqwertyuiopasdfgh...
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...himself. The supervisor also found him work to do and did not just keep him doing odd jobs. Some of the weaknesses include that Jacob did not receive sufficient training even though the task was easy just watching him do it a couple of times does not suffice. The supervisor did not acknowledge the fact that sometimes some people take longer to learn something even if it’s an easy task. The supervisor should have had a senior employee training Jacob if he did not have enough time to do it. Also the supervisor did not check back later in the day to see if everything was going okay and if he had any questions or if he needed support. The supervisor was consistent with Step 2: Instruction, of the job instruction training, he gave Jacob the instructions of how to do the job. However the supervisor failed to do the other 3 steps including preparation, performance and follow up. The supervisor did not fully prepare Jacob to do the job even though the job was simple he did not complete a vital part of preparation and that is communication. He did not see how much Jacob already knew about the task and develop a communication strategy that fits him. The supervisor also did not provide and feedback or reinforcement while Jacob was doing the job even though he watched him do the job a couple of times instead he just left him once he thought he got the hang of it. Lastly, the supervisor failed to follow up with Jacob, he did not monitor Jacob’ performance and at the end of the shift see how it...
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...Creating a motion tween Step 1: Prepare the object to animate Important: Each object must be interpolated in a different layer and that object must be a symbol. If you do not have symbols in your library, this is a procedure: Step 2: Create the interpolation animation (motion tween) Then do one of the following: • Menu Insert> Motion Tween • Right-click (Windows) or Ctrl-click (Macintosh) on the object or the current "frame" and choose Create Motion Tween. [pic] In the following screenshot we used motion tween How to create fireworks; Step one prepare your brush tool and the draw a little dot in the center or anywhere in the picture [pic] Creating a classic tween [pic] Click anywhere on the stage and drag your mouse until you obtain an oval. You may use any color you like. [pic] Now, select Modify > Convert to Symbol (shortcut key: F8). This dialog box will appear: • In the Name field, enter green oval or any name you like. Choose names that will tell you what your movie clip is about and try to avoid using default names (Symbol 1, Symbol 2). Any name can seem good now, when you have just one movie clip. But once you have your library full of different symbols, intuitive symbol names can help you a lot. You will know instantly what any given symbol is about, and you’ll find them more quickly. Click OK. Creating a classic tween animation Write know my timeline looks like this: [pic] So go anywhere further...
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...the last person you had didn’t mesh well with your team that isn’t very ethical. There are several legal considerations that you must consider. First you need to decide if the test you are giving is valid for the position you are giving it for. For example, it is valid to give a basic math test to someone that is applying for a bank position, or a typing test to a person applying for a data entry position. However, it wouldn’t be valid to give a switch them up by giving the basic math test to the data entry person because math skills do not apply to data entry so to do this would be against the law. Another thing one must do is if you decide to test for something valid you must give the test to every applicant that has made it to this step in the application process. If you do not you open yourself to a lawsuit for discrimination. For example, if you are giving swim tests for a lifeguard position you cannot just test someone because you think that they looks like they are less able to swim. Not only must you administer the test to every applicant you must do so in the same setting and time frame. This means that all applicants must have equal prep time, and the test should be given in the same location, under the same circumstances. In order to pick a valid test you should follow this process found on page 123 of our textbook: 1. Analyze the job, 2. Choose...
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...DECISION TREE Nurse Delegation to Nursing Assistive Personnel (NAP) Step One – Assessment and Planning Are there laws and rules/regulations in place that support the delegation? [NMAC 16.12.2] Yes Is the task within the scope of practice of the delegating nurse? [NMAC 16.12.2] Yes Has there been assessment of the client’s needs? Yes No Do not delegate. No If not in the licensed nurse’s scope of practice, he/she should not delegate to NAP. Authority to delegate varies from state-to-state; licensed nurses should check the local jurisdiction’s statutes and administrative rules/regulations. No Assess client’s needs; then proceed to a consideration of delegation. Does the delegating nurse have competencies to make the delegation decisions required? Yes No Do not delegate until evidence of competency is obtained and is documented; then reconsider delegation. Does the procedure/task meet all the following recommended criteria for delegating to NAP? • • • • • • • Task/procedure is within the range of approved functions for the NAP. Task/procedure frequently recurs in daily care of client or group of clients. Task/procedure is performed according to an established sequence of steps. Task/procedure involves little or no modification from one client-care situation to another. Task/procedure may be performed with a predictable outcome. Task/procedure does not inherently involve ongoing assessment, interpretation, or decision-making which cannot be logically separated from...
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...A Comprehensive Discussion on the Similarities of Change as Discussed in The Heart of Change and Organizational Behavior and Management Webster University Introduction A famous Greek philosopher, Heraclitus, once said, “Change is the only constant.” That can be said of business too. “Business as usual” is no longer the world of the eight to five workday, Monday through Friday with the safety net of cornering the market place in the selected region. As Thomas Friedman’s bestselling book “The World is Flat” states due to globalization and advances in technology, “the world is on a level playing field, where all competitors around the globe have equal opportunity to compete,” in a global market that historically and geographical has been impossible several decades ago (The World Is Flat ). In light of this, the authors of “The Heart of Change”, John Kotter and David Cohen (2002) and “Organizational Behavior and Management” textbook by Ivancevich...
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...Step One: Establishing a Sense of Urgency Establishing a sense of urgency is essential to gain the cooperation needed to initiate a greater need for change. Some leaders misjudge the difficulty to get people out of their comfort zone, or give themselves too much credit for how well they think they have already done. They could also just lack the patience required to develop appropriate urgency. Leaders should understand the importance of having a sense off urgency. If they did, they would be able to differentiate between complacency, false urgency and true urgency. Many times change initiatives fail isn’t due to being poorly thought out, or insufficient facts, the problem is that the case is all head and no heart. Leaders should “Aim for the Heart.” This way they will connect to the values of their people and encourage them to become great. The business will then bloom with human experience, engage the senses, create messages that are simple and imaginative, and call people to aspire. Step Two: Creating the Guiding Coalition Forming the right coalition of people to lead a change initiative is detrimental to its success. The coalition must have the right composition, a substantial level of trust, and a mutual objective. Decision-making is an important component for teams. In a world that is constantly changing, organizations are forced to make decisions more quickly and with less certainty. Teams of leaders and managers acting together are the only effective way to make...
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...Running Head: Canter’s Behavior Management Cycle: A Case Study Canter’s Behavior Management Cycle: A Case Study It only takes one student, whose disruptive behavior impacts the entire learning environment of the whole class. Disruptive behavior can be any behavior that bothers, interferes with, disturbs, or prevents effective learning (Canter, 2006). Disruptive behavior can be broken down into three categories: verbal behavior, physical movement, and participation in an activity. The largest category of disruptions can be found in verbal behavior (Canter, 2006). The following case study deals with classroom disruptions of verbal behavior. Case Study Eric is 15 years old. He is a sophomore at Everyday High School. Eric was a very good student last year with little behavioral issues. However this year, Eric has been displaying disruptive behavior in the classroom. Over the summer, Eric’s parents got divorced. Eric’s dad, Dennis, was having an affair, and moved in with his girlfriend thirty miles away. Eric’s mom, Julie, caught Dennis cheating on her which tore her to pieces. Julie has not taken the split of very well. She has begun drowning her sorrows with the heavy use of alcohol. Julie is also meeting with a counselor to help her work through this tough issue in her life. She has been having so much trouble dealing with the situation, that she sent Eric to live with her parents...
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...business from your existing customers. There are four basic parts of a sales plan: 1. New business acquisition strategies 2. New business acquisition tactics 3. Existing business growth strategies 4. Existing business growth tactics Before you start, you need to get a handle on some definitions: • Sales quota: This critical element of your plan sets the tempo of your efforts throughout the year and provides quarterly, monthly, weekly and even daily sub-goals for you to achieve. • Sales territory: Refers to the geographic area, list of named accounts or specific market niche you have been assigned to in which you are to sell your products, services and solutions. • Strategies: The plan necessary to accomplish your goal. • Tactics: The steps necessary to carry out the plan. New Business Acquisition Strategies and Tactics Include the following four strategies in your sales plan. Remember, these strategies are all designed to capture new customers and new market share. Important note: The strategies are numbered and the tactics are italicized. 1. Exceed my quota. • Send no less than 50 letters of introduction to new prospects each week. • Make no less than 50 cold calls of introduction to new prospects each week. • Make no less than 20 face-to-face contacts with new prospects each week. • Create no less than 10 proposals each week. • Make no less than five presentations each week. Important note: Your numbers will, of course, vary. What's important here is that you...
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