Business & Management;Global Strategy

Order Instructions:

Department of Business & Management
Subject: Global Strategy

You are expected to discuss different types of strategic capabilities that influence the success of overseas expansions for a firm.

Credit will be given for:
• Discussions of key issues and their context.
• Reference to literature.
• Case discussions.
• Conclusions and recommendations.
• Overall coherence and consistency.

An introduction (about 10%) to an essay should address itself directly to the question or topic you have been asked to discuss. The analysis section (about 80%) of the essay should describe your response to an essay question. You need to cite and discuss a few relevant literature on your chosen topic in the analysis section. You also need to discuss relevant cases in the analysis. The conclusion (about 10%) of an essay should summarize the main findings.

. (!!!) The essay needs to demonstrate the understanding of Global Strategy lectures, and should include some cases discussed in seminars on the Global Strategy module.
I will attach it on the site.

Students are required to show evidence of an extensive use of various well established and
reputable literature sources (i.e. journal articles, books and other sources of information). You are expected to include at least 15 useful literature sources in this essay.

Main sources for the essay:
• Consult the following journal articles, and also see the Extended Reading List for more references.
• Contractor, F. J., Kundu, S. K., & Hsu, C. C. (2003). A three-stage theory of international expansion: The link between multinationality and performance in the service sector. Journal of International Business Studies, 34(1): 5-18.

• Frost, T. S., Birkinshaw, J. M., & Ensign, P. C. (2002). Centers of excellence in multinational corporations. Strategic Management Journal, 23(11): 997-1018.

• Kolev, K. D. (2016). To Divest or not to Divest: A Meta?Analysis of the Antecedents of Corporate Divestitures. British Journal of Management, 27(1): 179-196.

. Reading: Strategic Capabilities

. Johnson et al (2014). Exploring strategy: text & cases. (Pages 68–105)

. Wernerfelt, B. (1984). A resource-based view of the firm. Strategic management
journal, 5(2), 171-180.

. Chang, S. J., & Singh, H. (1999). The impact of modes of entry and resource fit on
modes of exit by multibusiness firms. Strategic Management Journal, 20(11), 1019-
1035

. Berry, H. (2010). Why do firms divest?. Organization science, 21(2), 380-396.

. Strange, R. (2011). ‘The outsourcing of primary activities: theoretical analysis and propositions.’ Journal of Management & Governance, 15(2): 249-269.

. Meyer, K. E., Wright, M., & Pruthi, S. (2009). Research notes and commentaries managing knowledge in foreign entry strategies: A resource-based analysis. Strategic management journal, 30(6), 557-574.

. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.

. Salomon, R., & Jin, B. (2010). Do leading or lagging firms learn more from exporting?. Strategic Management Journal, 31(10), 1088-1113.

. Helpman, E., Melitz, M. J., & Yeaple, S. R. (2004). Export versus FDI with heterogeneous firms. American Economic Review, 94(1): 300-316.

Journals
Strategic Management Journal
Journal of International Business Studies Journal of World Business
Management International Review International Business Review
Newspaper/Magazines
The Financial Times The Week
The Economist
Websites
World Bank IMF Eurostat WTO UNCTAD
http://www.worldbank.org http://www.imf.org http://europa.eu.int/en/comm/eurostat http://www.wto.org http://www.unctad.org

SAMPLE ANSWER

Do strategic capabilities of a firm influence its overseas operations?

Introduction

Thriving in the highly competitive overseas business world, calls for firms to amass a considerable level of strategic capabilities. These ensure that a firm is capable of countering threats and seizing opportunities in the overseas market to elevate its portfolio. According to (Sea Jin, & Singh, 1999), international business is exceedingly volatile and organizations must be in a position to successfully identify, interpret and respond to potential opportunities and threats. In this relation, strategic capabilities are imperative for ensuring effective strategic direction; because they define an organization’s aptitude towards emerging market conditions. This paper is a discussion of strategic capabilities and how they influence a firm’s overseas expansion.

Discussion

Strategic capabilities denote an organisation’s proficiencies, essential for ensuring its competitive advantage and long-term survival. These capabilities may be in the form of resources or competencies. While resources consist of what the organisation possesses such as assets, finances, human resources and stakeholders, competencies refer to the organisation’s strengths including efficiency, flexibility, cash flow management, marketing, relationships and employee performance. Strategic capabilities can be considered as insurance against market uncertainties and catalysts of firm survival. Accordingly, a firm’s strategic capabilities define its propensity for overseas expansion.

Strategic capabilities are categorized into two main groups. The first category is the dynamic capabilities, which refer to the ability of a firm to respond to changing environmental needs by recreating its strategic capabilities. The types of dynamic capabilities include sensing capabilities to constantly explore opportunities, such as market research and R&D; seizing capabilities which refer to the ability to respond to opportunities by means of new processes, products and activities; and re-configuring capabilities (Mudambi, 2008; Johnson et al, 2014). The other category is the threshold and distinctive capabilities. Threshold capabilities are necessary for the firm to compete effectively while distinct capabilities are those that provide unique ability and are often difficult to imitate.

Strategic capabilities harness a firm’s competitive advantage, a key prerequisite for survival in overseas markets (Barney, 1991). The resource-based view affirms that the distinctiveness of a firm’s capabilities determines its level of performance and competitive advantage (Johnson et al, 2014). This is re-emphasized by Frost, Birkinshaw & Ensign (2002) who note that international organisations that have developed unique niches such as centres of excellence to promote the performance of their international subsidiaries. Cognizant of this proposition, it can be appropriately asserted that a firm that seeks to survive in the volatile and extremely competitive overseas market must exhibit high level performance and possess discrete competitive advantages (Barry, 2010). Therefore, a firm that lacks strong strategic capabilities is likely to capitulate to competition and other market forces (Contractor, Kundu & Hsu, 2003).

Strategic capabilities ensure that a firm can effectively meet the needs of its customers. This is achieved through production of quality products, affordability and product accessibility. H&M’s capabilities such as convenient location, supply chain management, design and culture for example ensure that their customers are satisfied and this has contributed to its massive international growth. By combining affordable prices with unique designs, H&M is a business leader in fashion.

Strategic capabilities determine success in operations. This means that in order for a firm to effectively execute its business in the international market, it requires a combination of strategic capabilities that will influence performance (Kolev, 2016). Firstly, venturing overseas is significantly expensive and the firm must therefore possess adequate finances to fund its venture. In addition, effective funds management would ensure that return on investment is achieved. Secondly, having a dedicated and well qualified team is also vital in promoting business success (Meyer, Wright & Pruthi, 2009)

Strategic capabilities determine the firm’s reach. In essence, the strategic capabilities determine how much can be invested in overseas expansion and the number of regions that the firm will operate in. Strong strategic capabilities ensure that a business grows its international business rapidly, thus expanding its reach (Goodman & Dingli, 2013).

Strategic capabilities create opportunities for firms to expand their overseas business further. Berry (2010) notes that whenever new opportunities emerge in the market, organisations with robust strategic capabilities are more likely to take up the opportunities. Furthermore, seizing opportunities depends on whether a firm possesses dynamic capabilities to enable it respond to the changes in the business environment. An example is Google, an internet based company which has grown rapidly due to its ability to meet customer needs through robust and innovative technology solutions. Google is highly dynamic and responsive to new opportunities, attributable to its team of tech-savvy employees and huge investment in technology, research and development (Jonathan et al, 2015). Google’s success can be compared to Yahoo’s slow response to rapid technology changes, which led to the company’s downfall. Despite being a pace-setter in internet-based business, Yahoo lacked strategic capabilities to embrace technology advancement and therefore ended up being overtaken by the robust Google which is now a market leader (Bhatia, Deep & Sachdeva, 2012).

A firm’s ability to expand overseas is influenced by various factors including resource fit, market share and sales growth (Sea Jin & Singh, 1999). Strategic capabilities determine a company’s probability of survival in foreign markets. A company with strong strategic capabilities is more likely to survive the harsh conditions of foreign markets. According to Shaver, Mitchell and Yeung (1997), overseas business survival is enhanced by a firm’s experience in the host country. Consequently, repeat overseas investors are more likely to be successful than first-timers; a factor that can be attributed to greater information on the host country and the accompanying experience. In addition, companies with exceptional strategic capabilities create better partnerships and collaborations, thus enhancing their chances of success in the overseas markets. It is notable that a majority of organisations that venture overseas do so in collaboration with local companies which already have a stable footing in the host country (Grant, 2016). Such companies would be interested in the international company’s strategic capabilities in order to ensure that they will derive considerable benefits from the partnership. This proves that strategic capabilities indeed impact a firm’s overseas operations.

Strategic capabilities can influence resource accessibility necessary to expand a firm’s operations overseas. In order to gain credibility, financial organizations consider a variety of factors, among them the firm’s financial position, asset base, cash flow management and productivity (Grant, 2012. This insinuates that a company that is well endowed in terms of strategic capabilities is likely to have greater chances of expanding its overseas business due to its access to capital.

Conclusion

This discussion establishes that strategic capabilities are a basic prerequisite for firms that seek to survive in overseas markets. Strategic capabilities ensure that firms can counter threats and take up opportunities in the host country. They also ensure that the firm can effectively meet customer needs, that it has the capability to form valuable partnerships, and that can effectively compete in the markets. In conclusion, strategic capabilities have an influence on a firm’s overseas business.

References

Barney, J 1991, ‘Firm resources and sustained competitive advantage’, Journal of management, 17(1), 99-120.

Berry, H 2010, ‘Why Do Firms Divest?’, Organization Science, 21, 2, pp. 380-396, Business Source Complete, EBSCOhost, viewed 26 October 2016. Retrieved from web.a.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=4&sid=dc96fa0e-9e64-4b3a-adc8-e374324a12d4%40sessionmgr4010&hid=4107

Bhatia, A., Deep, G. & Sachdeva, A 2012, Strategic Analysis Of Search Engine Giant: A

Case Study Of Google Inc., International Journal of Computing & Business, ISSN Online), 2229-6166. Retrieved from Researchwww.researchmanuscripts.com/isociety2012/55.pdf

Contractor, F. J., Kundu, S. K., & Hsu, C. C 2003, ‘A three-stage theory of international expansion: The link between multinationality and performance in the service sector’, Journal of International of Business Studies, 34(1): 5-18.

Frost, T. S., Birkinshaw, J. M., & Ensign, P. C 2002, Centers of excellence in multinational corporations, Strategic Management Journal, 23(11): 997-1018.

Goodman, M., & Dingli, SM 2013, Creativity and Strategic Innovation Management, New York, Routledge.

Grant R 2012, Contemporary Strategy Analysis: Concepts, techniques, applications, 8th Ed, London, Blackwell.

Grant, R. M 2016, Contemporary Strategy Analysis: text and cases, 9th edn. Chichester,Wiley & Sons.

Johnson, G., Whittington, R., Scholes, K., Angwin, D. & Regnér, P 2014, Exploring strategy: text & case, Tenth edition, Harlow, Pearson.

Jonathan et al 2015, Yahoo: Failures, Retrieved from

http://scholar.harvard.edu/files/jonathanxc/files/Yahoo_Failures.pdf

Kolev, K. D 2016, To Divest or not to Divest: A Meta?Analysis of the Antecedents of Corporate Divestitures, British Journal of Management, 27(1): 179-196.

Meyer, K. E., Wright, M., & Pruthi, S 2009, ‘Research notes and commentaries managing knowledge in foreign entry strategies: A resource-based analysis’, Strategic management journal, 30(6), 557-574.

Mudambi, R 2008, ‘Location, control and innovation in knowledge intensive industries’,Journal of economic Geography, 8(5): 699-725

Sea Jin, C, & Singh, H 1999, ‘the impact of modes of entry and resource fit on modes of exit by multibusiness firms’, Strategic Management Journal, 20, 11, pp. 1019-1035, Business Source Complete, EBSCOhost, viewed 27 October 2016.

Shaver, J. M., Mitchell, W., & Yeung, B 1997, ‘The effect of own‐firm and other‐firm

experience on foreign direct investment survival in the United States, 1987–92’, Strategic Management Journal, 18(10): 811-824.

We can write this or a similar paper for you! Simply fill the order form!

Peri-operative Clinical Area Nursing

Order Instructions:

Assessment Task 3
Hello writer sir, how are you today
Thank you so much for helping for this peri-operative clinical area specialty assignment. Topic is mentioned below.
• APA Referencing
• At least 15 genuine references from 2010 to 2016 study based,
• 90 % references has to be Peer Review Journal article AND books
• Australian and New Zealand based study articles are preferable.
• Please have a look Rubric guideline for given topic, I need good grades in this assignment so please do me a favour and give me a good paper.

Activity

Find three articles from magazines, journals, blogs, online postings (most numerous), where the person writes about the meaning an illness has had for them. Preferably this will be from your area of specialty practice however this may prove difficult for some specialties in this case pick a specialty area that interests you where there is information available. Choose one article each from the following perspectives or points of view.
• From the perspective of the person being cared for
• From the perspective of the person closest to them (partner, parent, child, etc)
• From the perspective of a health professional caring for such a person
Choose one of your readings and write a reflection on how that has changed your perspective or given you some insight into the meaning illness has for a particular person.
When writing your reflection make sure you consider your own perceptions, morals and ethics.

This module gave you the opportunity to explore how the various people we interact with in the health care environment make meaning of their illness and of their situation. It has also given you the opportunity to reflect on how you relate to that and to make meaning of your own experiences.
For your assessment:
Review and refine your reflection from the activity for this module to a 550 word paragraph. For you kind information i have clinical speciality area “PERIOPERATIVE NURSING ”

Thank you

SAMPLE ANSWER

Module 3 370

During the perioperative period, patients often undergo changes which are challenging (Griffin & Yancey, 2010). Surgery often has physical, social, spiritual and emotional effects. Literature has it that, a perspective that a person will undergo a heart surgery in itself frightens any human being. This is based on the notion people have that the heart has a cultural meaning of being responsible for emotions and control of life (Worster & Holmes, 2011). Therefore, an operation involving this organ emotionally affects the patients as well as their families since these members may be unable to carry out daily activities.

Surgical treatment of many conditions makes the patients feel threatened due to alteration of their self-image and therefore, it provokes anxiety which is accelerated by their weakened state due to their clinical condition (Worster & Holmes, 2011). Furthermore these patients have fear of death posed by administration of anesthetic agents during surgery and fear of getting irreversible damage from the operation.. Most often, the minds of these patients are preoccupied with a variety of fantasies and feelings (Reynolds & Carnwell, 2012). Due to isolation from their loved ones, patients undergoing surgery often feel disappointed when hen there is decreased attention and care from them. These patients tend to have reduced self-esteem and feeling of loneliness and worthiness. Many patients face frustration when their recovery takes longer making them being unable to perform activities which they valued.

Care givers express their intermittent feelings of worry, fear and uncertainty about prolonged hospital stay, increased cost (Manohar , Cheung, Wu & Stierer, 2014). After surgery, some patients are hospitalized longer and this increases financial burden to the caregivers. Besides, there are some care givers who have a mentality that the surgical operation might not have positive outcomes. This mostly is attributed to previous experiences from their family members or friends. For patients undergoing orthopedic surgery, there is increase in pain and delay in recovery and this places physical, emotional and financial burdens. Most caregivers are involved in carrying out health related duties, and this therefore places a burden to them. This in turn, makes caregivers have an extremely stressful experience (Tan et al., 2011).

After reviewing literature on the patient’s and caregiver’s perception on illness, it has come to my realization that surgery has many impacts on the patient’s quality of life as well as their physical health (Reynolds & Carnwell, 2012). Moreover, I realized that spirituality is an important aspect in quick recuperation of patient after surgery Similarly, it is important for the healthcare provider make patients and the families members get to understand meaning of illness when recovering from the surgical procedure (Reynolds & Carnwell, 2012).Understanding the patients values, beliefs and spirituality will provide bases for the health care provider to best enable the family members to best cope and adapt during the perioperative period

My experience in the perioperative setting opened my mind and I realized that, nurses in the have a responsibility in educating their patients as well as the care givers in an attempt to create awareness on some of the misconceptions held about surgical management of diseases. In addition, they should also respect the opinions of the patients and the caregivers. Furthermore, I have realized that nurses should respect the cultures and spiritual part of their patients since these factors has an effect during the recovery period. Finally, when providing care to patients who have undergone operation, it should be done in that it should be holistic, incorporating ethical considerations and the patient’s culture.

References

Berman, A., Snyder, S.J., Kozier, B., Erb, G., Levett-Jones T., Dwyer, T., Hales, M., Harvey, N., & Stanley, D. (2012). Kozier and erb’s fundamentals of nursing (2nd ed.). Vol 2, NSW: Pearson Sydney Australia.

Burkhardt, M. A., & Nathaniel, A. (2013). Ethics and issues in contemporary nursing. Cengage Learning.

DeKeyser Ganz, F., & Berkovitz, K. (2011). Surgical nurses’ perceptions of ethical dilemmas, moral distress and quality of care. Journal of Advanced Nursing, 68(7), 1516-1525.

Faden, R. R., Kass, N. E., Goodman, S. N., Pronovost, P., Tunis, S., & Beauchamp, T. L. (2013). An ethics framework for a learning health care system: a departure from traditional research ethics and clinical ethics. Hastings Center Report, 43(s1), S16-S27.

Gold, M., Philip, J., Mclver, S., & Komesaroff, P. A. (2012). Between a rock and hard place: Exploring the conflict between respecting the privacy of patient and informing their carers. Internal Medicine Joiurnal, 39(9), 582-587

Griffin, A., & Yancey, V. (2010). Spiritual Dimensions of the Perioperative Experience. AORN Journal, 89(5), 875-882.

Hunt, L., Ramjan, L., McDonald, G., Koch, J., Baird, D., & Salamonson, Y. (2015). Nursing students’ perspectives of the health and healthcare issues of Australian Indigenous people. Nurse education today, 35(3), 461-467.

Ingravallo, F., Gilmore, E., Vignatelli, L., Dormi, A., Carosielli, G., Lanni, L., & Taddi, P. (2014). Factors associated with nurse’s opinion and practices regarding information and consent. Nursing Ethics, 2(3), 259-313.

Ion, R., Smith, K., Nimmo, S., Rice, A. M., & McMillan, L. (2015). Factors influencing student nurse decisions to report poor practice witnessed while on placement. Nurse education today, 35(7), 900-905.

Manohar, A., Cheung, K., Wu, C. L., & Stierer, T. S. (2014). Burden Incurred by Patients and Their Caregivers After Outpatient Surgery: A Prospective Observational Study. Clinical Orthopaedics and Related Research, 472(5), 1416–1426

Nursing and Midwifery Board of Australia. (2010). Nursing and national competency standards for Registered nurse.

O’Donnell, P. (2015). Values and Ethics of Healthcare Social Work. Social Work Practice in Healthcare: Advanced Approaches and Emerging Trends, 127.

Petronio, S., & Sargent, J. (2011). Disclosure Predicaments Arising During the Course of Patient Care: Nurses’ Privacy Management. Health Communication, 26(3), 255-266.

Reynolds, J., & Carnwell, R. (2012). The nurse-patient relationship in the post-anesthetic care unit. Nursing Standard, 24(15), 40-46.

Tan, K., Konishi, F., Kawamura, Y., Maeda, T., Sasaki, J., Tsujinaka, S., & Horie, H. (2011). Laparoscopic colorectal surgery in elderly patients: a case-control study of 15 years of experience. The American Journal of Surgery, 201(4), 531-536.

Worster, B., & Holmes, S. (2011). A phenomenological study of the postoperative experiences of patients undergoing heart surgery . European Journal of Oncology Nursing, 13(5), 315-322.

We can write this or a similar paper for you! Simply fill the order form!

Capital Purchase Justification Paper

Capital Purchase Justification

Order Instructions:

Write a justification for capital purchase (800-1000 words) to your vice president as to why the purchase would be a good investment for the hospital. Include a one-page executive summary for your proposal. The paper should include the operating costs you took into consideration, what facility considerations are involved regarding this new piece of equipment, and future benefits to the organization of this piece of equipment.

Prepare this assignment according to the guidelines found in the GCU Style Guide, located in the Student Success Center.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to Turnitin. Please refer to the directions in the Student Success Center

Unsatisfactory 0.00%
Less than Satisfactory 65.00%
Satisfactory 75.00%
Good 85.00%
Excellent 100.00% 80.0 %Content

55.0 % Justification For Capital Purchase

Does not provide justification for capital purchase. No explanation as to why the purchase would be a good investment for the hospital. Does not address the operating costs you took into consideration, what facility considerations are involved regarding this new piece of equipment, and future benefits to the organization of this piece of equipment. Subject knowledge is not demonstrated.

Provides only minimal justification for capital purchase with little explanation as to why the purchase would be a good investment for the hospital. Only a few of the following are addressed with minimal detail; the operating costs you took into consideration, what facility considerations are involved regarding this new piece of equipment, and future benefits to the organization of this piece of equipment. Subject knowledge is unclear, inconsistent.

Provides basic justification for capital purchase with little explanation as to why the purchase would be a good investment for the hospital. Several of the following are addresses with basic detail; the operating costs you took into consideration, what facility considerations are involved regarding this new piece of equipment, and future benefits to the organization of this piece of equipment. Some subject knowledge is evident.

Provides thorough justification for capital purchase with thoughtful explanation as to why the purchase would be a good investment for the hospital. Several of the following are addressed in detail; the operating costs you took into consideration, what facility considerations are involved regarding this new piece of equipment, and future benefits to the organization of this piece of equipment. Subject knowledge is evident.

Provides thorough knowledge justification for capital purchase with elaborate explanation as to why the purchase would be a good investment for the hospital. Clearly addresses the operating costs you took into consideration, what facility considerations are involved regarding this new piece of equipment, and future benefits to the organization of this piece of equipment. Introduces appropriate examples.

25.0 % Integrates Information From Outside Resources Into the Body of Paper

Does not use appropriate references as required by the assignment, examples, or explanations.

Provides some supporting examples, but minimal explanations and no appropriate published references as required by the assignment.

Supports main points with examples and explanations, but fails to include published references, as required by the assignment, to support claims and ideas.

Supports main points with references, explanations, and examples. Application and description is direct, competent, and appropriate of the criteria. Includes appropriate references as required by the assignment.

Supports main points with references as required by the assignment, examples, and full explanations of how they apply.

17.0 %Organization and Effectiveness

6.0 % Thesis Development and Purpose

Paper lacks any discernible overall purpose or organizing claim.

Thesis and/or main claim are insufficiently developed and/or vague; purpose is not clear.

Thesis and/or main claim are apparent and appropriate to purpose.

Thesis and/or main claim are clear and forecast the development of the paper. It is descriptive and reflective of the arguments and appropriate to the purpose.

Thesis and/or main claim are comprehensive; contained within the thesis is the essence of the paper. Thesis statement makes the purpose of the paper clear.

6.0 % Paragraph Development and Transitions

Paragraphs and transitions consistently lack unity and coherence. No apparent connections between paragraphs are established. Transitions are inappropriate to purpose and scope. Organization is disjointed.

Some paragraphs and transitions may lack logical progression of ideas, unity, coherence, and/or cohesiveness. Some degree of organization is evident.

Paragraphs are generally competent, but ideas may show some inconsistency in organization and/or in their relationships to each other.

A logical progression of ideas between paragraphs is apparent. Paragraphs exhibit a unity, coherence, and cohesiveness. Topic sentences and concluding remarks are appropriate to purpose.

There is a sophisticated construction of paragraphs and transitions. Ideas progress and relate to each other. Paragraph and transition construction guide the reader. Paragraph structure is seamless.

5.0 % Mechanics of Writing (Includes spelling, punctuation, grammar, language use.)

Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice and/or sentence construction are used.

Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register), sentence structure, and/or word choice are present.

Some mechanical errors or typos are present, but are not overly distracting to the reader. Correct sentence structure and audience-appropriate language are used.

Prose is largely free of mechanical errors, although a few may be present. A variety of sentence structures and effective figures of speech are used.

Writer is clearly in command of standard, written, academic English.

3.0 %Format

1.0 % Paper Format (1- inch margins; 12-point-font; double-spaced; Times New Roman, Arial, or Courier)

GCU template is not used appropriately or documentation format is rarely followed correctly.

GCU template is used, but some elements are missing or mistaken; lack of control with formatting is apparent.

GCU template is used, and formatting is correct, although some minor errors may be present.

GCU template is fully used; There are virtually no errors in formatting style.

All format elements are correct.

2.0 % Research Citations (In-text citations for paraphrasing and direct quotes, and reference page listing and formatting, as appropriate to assignment.)

No reference page is included. No citations are used.

Reference page is present. Citations are inconsistently used.

Reference page is included and lists sources used in the paper. Sources are appropriately documented, although some errors may be present.

Reference page is present and fully inclusive of all cited sources. Documentation is appropriate and GCU style is usually correct.

In-text citations and a reference page are complete. The documentation of cited sources is free of error.

100 % Total Weightage

SAMPLE ANSWER

Capital Purchase Justification

Executive summary

Reducing profit margins in health care makes it complex to choose a good investment for a hospital. While buying medical equipment is an investment majority of physicians may take into account, sales executives can make it sound enticing. Nonetheless, physicians should purchase medical equipment that is beneficial to the hospital. Mr. Vice President, I understand that the facility is attempting to improve its services by investing in a quality tool for the radiology unit. I would suggest that the hospital buys a General Electric Healthcare’s Magnetic Resonance Imaging (MRI) scanner. Moreover, I fully understand that making this investment calls for careful consideration of several factors including cost of the equipment and expected profit or benefit to the hospital. The hospital, particularly the radiology unit will greatly benefit from the purchase of MRI scanners. For example, the scanners will increase the physicians’ capacity to choose the effective treatment for each patient. This piece of equipment will also permit physicians to collect relevant information regarding a patient’s internal organs. Again, physicians would be able to complete many exams in a short period because of the homogenous magnet and Optima MR450w, which will be essential in saving time. Nonetheless, the price of the General Electric Healthcare installed with Optima MR450w 1.5T and Geometry Embracing Method (GEM) Suite, is roughly $49,181.00. Much as the hospital may choose to lease the MRI scanners, it not a suitable investment because of the huge cost in the long run. Basically, this piece of equipment is a good investment for the hospital as well as the patients.

Introduction

Buying medical equipment can be an intricate investment. Therefore, the hospital should ensure that factors like cost and benefits are taken into consideration. While these scanners require substantial investment, they have a great potential on the return on investment (ROI). This essay presents a justification as to why MRI offered by General Electric Healthcare is a good investment for the hospital. Mr. Vice President, MRI scanners are critical equipment for the hospital when it comes to quality improvement and a good investment for the institution.

Future Benefits to the Organization

MRI scanners are simple diagnostic practices, which enable physicians to see detailed images of internal organs of the patient without the use of x-rays (Ohsfeldt, Li, & Schneider, 2015). Additionally, this equipment is instrumental since it undoubtedly demonstrates the difference between healthy and abnormal tissues. Besides, it would help physicians to collect relevant data on the patient’s brain, spine and other internal organs. Preliminary treatment and identifying the illness and with no negative effects, therefore, the MRI scanners would increase physicians’ capacity to choose the effective treatment for each patient. The hospital will be able complete more examinations in less time. This is because of the homogenous magnet and the design of the Optima MR450w, which will enable physicians to save time during examinations and patients’ setup (Ohsfeldt, Li & Schneider, 2015). Mr. Vice President, the General Electric Healthcare‘s Optima and MR450w is a good investment for this hospital. It has more than two decades of proven record in providing further capabilities to patients as technology advances without necessarily replacing the magnet. MRI scanners expand considerably compared to radiology, since it validates the use of radiation therapy. Again, it enhances uptime with skilled and service forces across the world allowing the department of radiation to forecast and tackle service requirements with no unplanned interruption (Ohsfeldt, Li, & Schneider, 2015).

Facility Consideration

MRI scanners are not only future-based but also patient-centered as it presents extraordinary outcomes besides a wide-ranging assortment of products to meet the imaging requirements of this institution’s radiology unit. Subsequently, without compromising the quality or ability, General Electric Healthcare installed with Optima MR450w 1.5T as well as GEM Suite would be ideal for patients visiting the hospital (General Electric Company, 2014). Additionally, the Optima MR450w is appropriate for all patients irrespective of their size while decreasing audio sound for spine and brain examinations. This equipment also presents extraordinary reliability that controls the gradient to generate outstanding presentation in demanding uses including cardiac, fMRI, and transmission to improve signal-to-noise ratio (SNR). On the other hand, GEM suite and Optima MR450w would allow the institution to adhere to the requirements of patients, quality signal, efficiency, lesser stations, faster examinations and fewer failures. Due to the wider diameter of the MRI scanners, acoustic applications, comfort and aesthetic elements of the GEM suite is important when it comes to addressing common causes of anxiety among patients and nonconformity during assessments (General Electric Company, 2014).

Operating Costs

Being able to understand the cost of this investment in terms of operational outlays remains vital. The cost of this piece of equipment is about USD 49,181, as such, if the institution would get financial support that span 60 months at an interest rate of 7%, then the hospital would be making a monthly payment of USD 862.54. The monthly charges would be inclusive of operational costs such as maintenance expenses, which will be completed within the specified time-frame. However, the radiology unit can lease MRI scanners. But this alternative is not a good investment for the hospital since it will be too costly in the long run. Moreover, there will be less or no return on investment (Wu et al., 2014). Mr. Vice president based on all benefits of General Electric Healthcare’s MRI that comes with GEM suite and the Optima MR450w 1.5T will be beneficial not only for the institution’s radiology unit but also patients.

Conclusion

Healthcare organisations can only guarantee the quality of care when physicians have access to the best equipment. This is why the installation of General Electric Healthcare with Optima MR450w 1.5T and GEM Suite is strategic in terms meeting enhanced quality care and also when it comes to ROI. Ultimately, it is critical to ensure that factors to do with facility consideration, operating costs and future benefits of the MRI equipment are determined before undertaking on such an expensive venture.

References

General Electric Company. Retrieved October 19, 2016, from http://www3.gehealthcare.com/

Ohsfeldt, R., Li, P., & Schneider, J. (2015). Patterns of Onsite Magnetic Resonance Imaging Equipment among Orthopedic Practices. International Journal of Technology Assessment in Health Care, 31(5), 339-346. doi:http://dx.doi.org/10.1017/S0266462315000550

Wu, S., Sylwestrzak, G., Shah, C., & DeVries, A. (2014). Price transparency for MRIs increased use of less costly providers and triggered provider competition. Health Affairs, 33(8), 1391-8. Retrieved from http://search.proquest.com/docview/1553396971?accountid=45049

We can write this or a similar paper for you! Simply fill the order form!

Health Care Financial Reform Proposal Assignment

Order Instructions:

Due Date: Oct 30, 2016 23:59:59 Max Points: 105
Details:
Write a paper (1,000-2,000 words) on what you think should be included in a future reform of the health care system, focusing on financial operating changes that would improve efficiency and provide for improved transparency to the public. Include three to five research/references to support your position.

Prepare this assignment according to the guidelines found in the GCU Style Guide, located in the Student Success Center.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are required to submit this assignment to Turnitin. Please refer to the directions in the Student Success Center.

1
Unsatisfactory
0.00%

2
Less Than Satisfactory
65.00%

3
Satisfactory
75.00%

4
Good
85.00%

5
Excellent
100.00%

80.0 %Content

60.0 % Essay on Future Health Care Reform Issue Focusing on Financial Operating Changes That Would Improve Efficiency and Provide for Transparency (Include reference material to support your position.)

Does not demonstrate an understanding of the business concepts involved in the issue, including the implications. Does not address a health care reform issue as specified in the assignment. Does not demonstrate critical thinking and analysis of the situation, and does not develop effective answers to the questions, with rationale.

Demonstrates only minimal understanding of the business concepts involved in the issue. Only minimally addresses a health care reform issue as specified in the assignment. Demonstrates only minimal abilities for critical thinking and analysis of the case study, and develops weak answers to the questions, with minimal rationale.

Demonstrates knowledge of the business concepts involved in the issue, but has some slight misunderstanding of the implications. Satisfactorily addresses a health care reform issue from a financial focus as specified in the assignment. Provides a basic idea of critical thinking and analysis for the questions, answers, and rationale. Does not include examples or descriptions.

Demonstrates acceptable knowledge of the business concepts involved in the issue. Satisfactorily develops a health care reform issue from a financial focus as specified in the assignment. Develops an acceptable response and rationale for it. Utilizes some examples.

Demonstrates thorough knowledge of the business concepts involved in the issue, and their implications. Thoroughly develops a health care reform issue from a financial focus as specified in the assignment. Clearly answers the questions and develops a very strong rationale. Introduces appropriate examples.

20.0 % Integrates Information From Outside Resources into the Body of Paper

Does not use references, examples, or explanations.

Provides some supporting examples, but minimal explanations and no published references.

Supports main points with examples and explanations.

Supports main points with explanations and examples. Application and description is direct, competent, and appropriate of the criteria.

Supports main points with references, examples, and full explanations of how they apply.