...LECTURER: STUDENT NAME: STUDENT ID: LEVEL: DATE OF SUBMISSION: Question two; Part A. Internal communication refers to all communications that take place between members of an organization and which occurs at all levels as well as all organizational units of the organization. Internal communication has a keen focus on the announcement of the management conclusions and packaging of all management thinking into messages for distribution on a wider scale to the “troops”, Quirke (2008). Internal communication can as well be simply defined as the sharing or exchange of information within an organization to enhance the success of the business and effective communications among all participants within the organization. Internal communications have also been called internal relations (Cutlip, Center & Broom, 2006) as well as internal public relations (Kennan & Hazleton, 2006; Kreps, 1989). Internal communication within an organization may occur through speech and other internal communication tools such as Instant Messaging, Forums, Blogs, Twitter, Social Networking, mail, telephone, fax, radio, paging, closed circuit television, computer networks and internet connections as well as via electronic mail. My analysis of the later will center on Oman Oil Company S.A.O.C. (OOC), a high profile company in the energy sector located in Sultan of Oman and which is wholly owned and managed by the Government. Key to my subject is the identification of the various types of internal...
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...The Case for Open Heart Surgery at Cabarrus Memorial Hospital HSA 599 Capstone Andrea Jackson Professor Lisa Jones February 16, 2013 Abstract Scenario: It was a clear, crisp October morning in Concord, North Carolina. The board of trustees of Cabarrus Memorial Hospital gathered in the windowless, walnut paneled boardroom for its monthly meeting. Board chairman George Batte opened the meeting saying. “Because we do not have open heart surgery program, patients needing open heart surgery or coronary angioplasty have to be transferred to another hospital, causing inconvenience to the patient’s families and risk from delayed treatment. There are several questions we have to answer in addressing this issue. Should we add open heart surgery to the mix of cardiac services we offer? Does the hospital’s existing service area provide adequate patient volumes to support the program? What role should the Duke University Medical Center play in the proposed program? Will we be able to obtain the required certificate of need (CON) from the State of North Carolina’s Department of Health and Human Services? Will there be opposition to the CON from surrounding hospitals? What costs are likely to be incurred in the required renovation, construction, medical equipment, and staffing?” He continued, “As you all know, one of the factors pressing a quick decision is the desire of Dr. R.S."Chris” Christy to return to the staff of the hospitals after completing...
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...19 CASE The Case for Open Heart Surgery at Cabarrus Memorial Hospital Situation It was a clear, crisp October morning in Concord, North Carolina. The board of trustees of Cabarrus Memorial Hospital gathered in the windowless, walnut paneled boardroom for its monthly meet- ing (see Exhibit 19/1 for board members). Board chairman George Batte opened the meeting saying, “Because we do not have an open heart surgery program, patients needing open heart surgery or coronary angioplasty have to be transferred to another hospi- tal, causing inconvenience to the patient’s families and risks from delayed treatment. There are several questions we have to answer in addressing this issue. Should we add open heart surgery to the mix of cardiac services we offer? Does the hospital’s existing service area provide adequate patient volumes to support the program? What This case was written by Fred H. Campbell, The University of North Carolina at Charlotte, and Darise D. Caldwell, Executive Vice President and Chief Operating Officer, Northeast Medical Center. It is intended as a basis for classroom discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Used with permission from Fred Campbell. 804 Exhibit 19/1: CMH Board of Trustees Mr. George A. Batte, Jr., Chairman (Retired Manufacturing Executive) Mr. L. D. Coltrane, III, Vice Chairman (Telephone Company President) Mr. Robert L. Wall (President, Cabarrus...
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...Independent Case Analysis Paper: Open Heart at Cabarrus NAME College Abstract In this activity, I will analyze The Case for Open Heart Surgery at Cabarrus Memorial Hospital by using the tools and skills previously learned in my Health Science curriculum. I will provide a brief summary of the case, discuss the major problems, use two case analysis tools and provide a detailed report with a decision. Independent Case Analysis Case Summary The board of trustees at Cabarrus Memorial (CMH) gathered in October for its monthly meeting. The meeting opened by stating the fact that (CMH) did not have an open heart surgery program. The Chairman mentions the fact that a quick decision is needed since Dr. Christy needs to make a decision regarding where he will be working. Dr. Christy was previously a staff member that left CMH to complete a fellowship in cardiovascular surgery and wants to return to work at CMH after his fellowship is complete. Dr. Christy needs to make a decision by the first of January. Should CMH add the open heart surgery program? SWOT The SWOT tool has been utilized to help determine the strengths, weaknesses, opportunities and threats of opening a heart surgery program at CMH. The use of this tool has identified several strengths. One of the strengths includes the fact that CMH and Duke have an affiliation. CMH had several educational affiliation programs and extensive in-service and continuing education programs, including a...
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...The Case for Open Heart Surgery at Cabarrus Memorial Hospital Due Week 6 and worth 280 points Read “The Case for Open Heart Surgery at Cabarrus Memorial Hospital” case. Write a 4-6 page paper in which you: 1. Discuss ways the program does or does not comply with the hospital’s mission. 2. Analyze whether or not CMH has sufficient infrastructure and financial resources / leverage necessary to add the program. 3. Describe the competitive situation among other area hospitals that could impact the decision. 4. Describe the change in the service area required for the cardiovascular surgery service. 5. Discuss alternative strategies the Board should consider before making a “go / no-go” decision on the possible addition of the open heart program. Your assignment must: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length. The specific course learning outcomes associated with this assignment are: Apply analytic skills to define strategic problems, generate and evaluate strategic alternatives, and develop implementation tactics. Use technology and information resources to research issues in the strategic...
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...The Case for Open Heart Surgery at Cabarrus Memorial Hospital Due Week 6 and worth 280 points Read “The Case for Open Heart Surgery at Cabarrus Memorial Hospital” case. Write a 4-6 page paper in which you: 1. Discuss ways the program does or does not comply with the hospital’s mission. 2. Analyze whether or not CMH has sufficient infrastructure and financial resources / leverage necessary to add the program. 3. Describe the competitive situation among other area hospitals that could impact the decision. 4. Describe the change in the service area required for the cardiovascular surgery service. 5. Discuss alternative strategies the Board should consider before making a “go / no-go” decision on the possible addition of the open heart program. Your assignment must: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length. The specific course learning outcomes associated with this assignment are: Apply analytic skills to define strategic problems, generate and evaluate strategic alternatives, and develop implementation tactics. Use technology and information resources to research issues in the strategic...
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...Abstract This report discusses ways the open heart surgery program complies with the hospital’s mission. It will also analyze whether or not CMH, now known as Carolinas Medical Center Northeast (CMC), has sufficient infrastructure and financial resources / leverage necessary to add the program. The competitive situation among other area hospitals that could impact the decision will be described. The change in the service area required for the cardiovascular surgery service will also be explained. Alternative strategies the Board should consider before making a final decision on the possible addition of the open heart program will be examined. Key Words: Cardiovascular, open heart surgery, coronary care Cannon Hospital opened its doors to Concord, NC on July 26, 1937 with forty-six beds, ten bassinets, eight doctors and two patients (Swayne, Duncan & Ginter, 2009). They have come a long way since then. According to Cimino Wilson, they are now known as CMC-North-East, and have handled 12,045 surgical procedures, employed more than 4,700 employees and admitted 22,388 patients in 2011. Since its inception, thanks to the philanthropy of Cannon A. Mills, they have been a contemporary, well-equipped facility. Their mission then and now is “absolute commitment to service and clinical excellence.” Ways the program complies with the hospital’s mission. It was the goal of Cannon A. Mills to provide his employees with the best possible health care (Swayne, Duncan &...
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...fundamentals of cost accounting fourth edition William N. Lanen Shannon W. anderson Michael W. Maher ® accounting The integrated solutions for Lanen/Anderson/Maher’s Fundamentals of Cost Accounting, 4e have been proven to help you achieve your course goals of improving student readiness, enhancing student engagement, and increasing their comprehension of content. Known for its clear and engaging style, the Lanen solution employs the use of real-world scenarios, LearnSmart, and instant feedback on practice problems to help students engage with course materials, comprehend the content, and achieve higher outcomes in the course. Our new Intelligent Response Technology-based content offers students an intelligent homework experience that helps them stay focused on learning instead of navigating the technology. Finally, McGraw-Hill’s adaptive learning component, LearnSmart, provides assignable modules that help students master core concepts and come to class more prepared. LearnSmart with Lanen is an introductory managerial accounting review, providing students with a refresher on these topics for their cost accounting course. PROVEN EFFECTIVE Get Connected. FEATURES Intelligent Response Technology Intelligent Response Technology (IRT) is Connect Accounting’s new student interface for end-of-chapter assessment content. Intelligent Response Technology provides a general journal application that looks and feels more like what you would find in a general ledger...
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