...five most significant developments in the evolution of health care in the United States. Prepare a proposal of the five main developments you would include. Be specific and draw from your readings or other research to demonstrate your understanding of newfound concepts, theories, and vocabulary. Include evidence-based information and your personal analysis describing why these exhibits should be included and how they shaped the current health care system in the United States. Descriptions and analysis must use complete sentences. Format your proposal consistent with APA guidelines. Part 1: Health Care Hall of Fame Museum Proposal |Development |Description |Analysis (How does the development affect the current U.S. health care system?) | | | | | |1. EHR |Electronic Health Records are digital health records that replaced the |Electronic Health Records allow providers in different locations to view a | | |paper record which were often hard to read or easily lost. |patient’s health history in case of an emergency and without having to re-do | | | ...
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...INTRODUCTION The United States Steel Corporation more commonly known as U.S. Steel is an integrated steel producer with major production operations in the United States, Canada, and Central Europe. The company was the world's 13th largest steel producer in 2010. It was renamed USX Corporation in 1986 and back to United States Steel Corporation in 2001 when the shareholders of USX spun off the oil & gas business of Marathon Oil and the steel business of U. S. Steel to shareholders. In 2001 it was still the largest domestically owned integrated steel producer in the United States, although it produced only slightly more steel than it did in 1902, after significant downsizing in the 1980s. U.S. Steel is a former Dow Jones Industrial Average component, listed from April 1, 1901 to May 3, 1991. It was removed under its USX Corporation name with Navistar International and Primerica. Formation J. P. Morgan and the attorney Elbert H. Gary founded U.S. Steel in 1901 (incorporated on February 25) by combining Andrew Carnegie's Carnegie Steel Company with Gary's Federal Steel Company and William Henry "Judge" Moore's National Steel Company for $492 million ($13.58 billion today). It was capitalized at $1.4 billion ($38.63 billion today), making it the world's first billion-dollar corporation. At one time, U.S. Steel was the largest steel producer and largest corporation in the world. In 1907 it bought its largest competitor, the Tennessee Coal, Iron and Railroad Company, which...
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...and men and in which student athletes, coaches, and athletics administrators are not subject to gender-based discrimination. Title IX, passed in 1972 at the pinnacle of the women’s rights movement, banned sex discrimination in any federally financed education program. It threw into quick relief the imbalanced treatment of male and female athletes on college campuses. Ever since Congress passed the federal gender-equity law, universities have opened their gyms and athletic fields to millions of women who previously did not have chances to play. But as women have surged into a greater part on campus in recent years, many institutions have resorted to deception to make it look as if they are offering more sports to women. Throughout this paper I will discuss the issues of gender equity in sports. I will mention what equal opportunities women have to play sports and how they can develop the psychological, physiological and sociological impact from sports participation. Females are playing team sports more now than they were a decade ago and far more women will play team sports in the next decade. In the Sporting Goods Manufacturers Association's (SGMA) study, the authors analyzed many team sports and the role that females played in each activity. In 1990-1991, female high school varsity athletic teams numbered 1,892; in 2000-2001, the number increased to 2,746; and in 2005-2006, that number grew to 2,953 teams — a 56.1 percent increase from the 1990-1991 school year. During...
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...three hours each day for studying. This will leave you with five to six hours -- after we subtract time for our classes, meals, and a good night's sleep -- to do those things that we like to do much more than studying. The next thing that I feel contributes to survival and success in the classroom is periodic review of your lecture notes and the appropriate chapters in your textbooks. Periodic review and beginning to study for your exams early will save you time in the long run and it will prevent cramming. That way you can be well rested and more motivated and less anxious on test day. The last thing you can do to help get good grades is take advantage of all the academic resources at your university. It can only help you." | - By Dante Battles | The Power of Cooperation "Education often looks like competition. We compete for interest in school, for grades when we're in school, and for jobs when we leave school. In such a climate it is easy to overlook the power of cooperation that is developed through study support groups. Study support groups feed you energy. People are social animals and we draw strength from groups. Aside from the comradery, the fellowship and the fun, support groups can assist you by elevating your spirit. There will be days when you just don't want to work on your education. Other members of the study group, however, can support you and encourage you. In addition to drawing strength from the group when you're down, you can give support to others yourself...
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...three hours each day for studying. This will leave you with five to six hours -- after we subtract time for our classes, meals, and a good night's sleep -- to do those things that we like to do much more than studying. The next thing that I feel contributes to survival and success in the classroom is periodic review of your lecture notes and the appropriate chapters in your textbooks. Periodic review and beginning to study for your exams early will save you time in the long run and it will prevent cramming. That way you can be well rested and more motivated and less anxious on test day. The last thing you can do to help get good grades is take advantage of all the academic resources at your university. It can only help you." - By Dante Battles The Power of Cooperation "Education often looks like competition. We compete for interest in school, for grades when we're in school, and for jobs when we leave school. In such a climate it is easy to overlook the power of cooperation that is developed through study support groups. Study support groups feed you energy. People are social animals and we draw strength from groups. Aside from the comradery, the fellowship and the fun, support groups can assist you by elevating your spirit. There will be days when you just don't want to work on your education. Other members of the study group, however, can support you and encourage you. In addition to drawing strength from the group when you're down, you can give support to others yourself...
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...Gatorade | Marketing and Channel Distribution: Dr. Sean D. JassoJorge Serafio 861080548 | TA Connie Kuo | Discussion 21June 11, 2013 | Abstract: Gatorade is the single most popular sports drink in the world. This paper will examine Gatorade’s current marketing strategy and discuss the channels of distribution exploring the company’s production, supply chain management, vendor purchasing and sales. It is my goal that after reading this paper you will have an in depth understanding of how the Gatorade company operates and is continually working to expand their market share while maintaining their brand image and building their brand equity. Gatorade, is it in you? | | Table of Contents FINANCIAL COMPANY OVERVIEW 2 FINANCIAL SUMMARY 2 CURRENT MARKETING SITUATION 2 MARKET DESCRIPTION 3 PRODUCT REVIEW 3 COMPETITIVE REVIEW 4 CHANNELS AND LOGISTICS REVIEW 5 SWOT ANALYSIS 6 OBJECTIVES AND ISSUES 9 MARKETING STRATEGY 10 ACTION PROGRAMS 13 BUDGETS 14 WORKS CITED 16 FINANCIAL COMPANY OVERVIEW (End) Year | Revenue | Profit | Profit Margin | Growth Rate | Stock Price | EPS | Dec ‘12 | $65.49B | $6.17B | .94% | -1.52% | $68.43 | $3.92 | Dec ‘11 | $66.5B | $6.44B | .97% | 14.98% | $66.35 | $4.03 | Dec ‘10 | $57.84B | $6.32B | 1.09% | 33.79% | $65.33 | $3.91 | Dec ‘09 | $43.23B | $5.95B | 1.38% | -.04% | $60.80 | $3.77 | Dec ‘08 | $43.25B | $5.14B | 1.18% | - | $54.77 | $3.21 | FINANCIAL SUMMARY Over the course of the last five...
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...Administration, University of Central Florida, Orlando, FL 32816, 'Hankamer School of Business, Baylor University, Waco, TX 76798-8004, and ^College of Business and Industry, University of Massachusetts Dartmouth, North Dartmouth, MA 02747, USA Acquisitive growth strategies continue to be popular, in spite of increasing evidence that they often do not enhance the financial performance of acquiring firms and may adversely affect innovation. However, some acquisitions are associated with both increases in financial performance and a strengthened commitment to R&D while others experience decreases in both. Multiple theories have been offered to explain acquisitions and their outcomes, but few have received strong empirical support. This paper describes a multiple rater, multiple-case study of acquisitions that had highly favourable outcomes and others that experienced highly unfavourable outcomes. All twelve of the high performing acquisitions studied were found to exhibit the dual characteristics offiriendlinessduring acquisition negotiations and resource complementarities between the two firms. Additionally, debt played an important role in the success (low to moderate debt) or lack of success (high or extraordinary debt) in 21 of the 24 acquisitions studied. Inadequate target evaluation was a factor in 11 of the 12 acquisitions with low performance. Importantly, the results of both sets of acquisitions suggested that a configuration of attributes affected post-acquisition performance...
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...Click Here For Current Affair News For UPSC,IAS,SSC, Govt. Exams http://upscportal.com/civilservices/current-affairs Free Guide for SSC General Knowledge TABLE OF CONTENTS 1. History of India and The World 2. Indian Polity and Governance 3. Geography of India and The World 4. Economy 5. General Science 6. Organisations 7. General Knowledge HISTORY OF INDIA AND THE WORLD GOVERNOR-GENERALS OF INDIA (1833–58) Lord W. Bentick (1833–35): First Governor-General of India. Macaulay’s minutes on education were accepted declaring that English should be the official language of India; Abolished provincial courts of appeal and circuit set up by Cornwallis, appointment of Commissioners of revenue and circuit. • Wars: Annexed Coorg (1834), Central Cachar (1834) on the plea of misgovernment. Sir Charles Metcalfe (1835–1836): Passed the famous Press Law, which liberated the press in India (called Liberator the Press). Lord Auckland (1836–42): 1st Anglo-Afghan War (1836–42)—great blow to the prestige of the British in India. Lord Ellenborough (1842–44): Brought an end to the Afghan War. Annexation of Sindh (1843); War with Gwalior (1843). Lord Hardings I (1844–48): 1st Anglo-Sikh war (1845–46) and the Treaty of Lahore 1846 (marked the end of Sikh sovereighty in India); Gave preference to English education in employment. Lord Dalhousie (1848–56): Abolished Titles and Pensions, Widow Remarriage Act (1856). Made Shimla the summer capital. • Administrative Reforms:...
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...BRUNEL BUSINESS SCHOOL COVERSHEET FOR ONLINE COURSEWORK SUBMISSIONS |Module Code |MG2138 | |Module Title |Marketing Channels and Logistics (A 2012/3 YEAR) | |Module leader |Michael Bourlakis | |Student ID number |1138368 | |Student name | | |Degree Programme (e.g. Business and Management (General)) |Business and Management (Marketing) | |I understand that the School does not tolerate plagiarism. Plagiarism is the knowing or reckless presentation of another | |person’s thoughts, writings, inventions, as one’s own. It includes the incorporation of another person’s work from published | |or unpublished sources, without indicating that the material is derived from those sources. It includes the use of material | |obtained from the internet. (Senate Regulations 6.46) | | ...
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...Introduction Spotify is an online commercial music streaming platform that, despite earning a massive sum of Euros in 2012, has never recorded any profit ever since its launch in 2008. Royalty costs and increases in licensing costs cover most of Spotify’s expenses, and these fees continue to be a problem as it prevents Spotify from making a profit. Purpose This paper aims to improve Spotify’s strategies in order to make its business more profitable. Method This paper will use secondary data to analyze both Spotify’s external and internal environments. The main tools used here are: PEST, SWOT and the Five Forces analysis. The paper will give insight into Spotify’s pricing and advertising methods, suggesting ways to make it more appealing to the everyday user and how to draw more customers in more efficiently. We will evaluate how long-term subscriptions and bonuses may keep a subscriber loyal to their services. Lastly we will look at how redeveloping their website can make it look more professional as well as make it easier for customers to find out information about Spotify. Conclusion At the end, this paper indicated that Spotify should lower its prices, collaborate with phone operators, reward loyal customers and implement bonus periods, as well as invest in smarter advertising and a better, more professional website. TABLE OF CONTENTS 1. Organization Overview 1.1 General information 1.2 Mission, vision and values 2. Strategic Problem Analysis 3. External...
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...» BEST OF HBR THE HIGH-PERFORMANCE ORGANIZATION 1989 Sixteen years ago, when Gary Hamel, then a lecturer at London Business Schooi, and C.K. Prahalad, a University of Michigan professor, wrote "Strategic lntent,"the article signaled that a major new force had arrived in management Hamel and Prahalad argue that Western companies focus on trimming their ambitions to match resources and, as a result, search only for advantages they can sustain. By contrast, Japanese corporations leverage resources by accelerating the pace of organizational learning and try to attain seemingly impossible goals. These firms foster the desire to succeed among their employees and maintain it by spreading the vision of global leadership. This is how Canon sought to "beat Xerox"and Komatsu set out to "encircle Caterpillar." This strategic intent usually incorporates stretch targets, which force companies to compete in innovative ways. In this McKlnsey Award-winning article, Hamel and Prahalad describe four techniques that Japanese companies use: building layers ofadvantage, searching for "loose bricks," changing the terms of engagement, and competing through collaboration. Strategic Intent by Gary Hamel and C.K. Prahalad oday managers in many industries Most leading global companies started with ambitions that were far bigger than their resources and capabilities. But they created an obsession with winning at ail levels of the organization and sustained that obsession for decades. 148 working hard...
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...mixture of different roles together: “Maoist bureaucrat in learning”, “Confucian gentleman”, and “Sun Tzu-like strategist”. The Chinese negotiating strategy is essentially a combination of cooperation and competition (termed as the “coop-comp” negotiation strategy in this study). Trust is the ultimate indicator of Chinese negotiating propensities and role choices. Research limitations/implications – The focus of this study is on Chinese negotiating style shown in large B2B negotiations with Chinese SOEs. Originality/value – Differing from most other studies on Chinese negotiating style which tend to depict the Chinese negotiator as either sincere or deceptive, this study points out that there exists an intrinsic paradox in Chinese negotiating style which reflects the Yin Yang thinking. The Chinese negotiator has a cultural capacity to negotiate both sincerely and deceptively and he/she changes coping strategies according to situation and context, all depending on the level of trust between negotiating partners. Keywords China, National cultures, Negotiating, Management skills, International business Paper type Research paper An executive summary for managers can be found at the end of this article. The People’s Republic of China (PRC) has emerged as one of the most dynamic elements in the global economy (Lardy, 2002; Nolan, 2001;...
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...9-704-491 REV: SEPTEMBER 2, 2005 CYNTHIA A. MONTGOMERY Newell Rubbermaid: Strategy in Transition Joe Galli, 43, was recruited to be the CEO of Newell Rubbermaid in January 2001, two years after the two companies were combined. His mission was to forge a turnaround after a string of disappointing earnings. As he moved ahead, Galli took a personal, hands-on approach. Always in motion, whether walking the aisles of retail stores, meeting with customers, or training his new cadre of managers, Galli’s energy seemed boundless. He strove to embody the attitudes and behavior he felt were vital to achieving his far-reaching agenda for the company. It was an agenda Wall Street seemed to like. In December, 2000, the month before Galli took over, Newell’s stock price dipped to $19.50; it closed at $35.99 in August of the following year.1 While still below the company’s historic high of $54.44 four years earlier, the momentum was forward.2 By the spring of 2003 Merrill Lynch, Prudential Financial, Fahnestock & Co., Inc. and Banc of America Securities maintained ‘buy’ ratings on the stock while Raymond James & Associates reiterated a ‘strong buy’. What did the future hold for the 100 year-old company? Newell’s Former Strategy Newel defines its basic business as that of manufacturing and distributing volume merchandise lines to the volume merchandisers. — Newell Company Strategy, 1967 In 1966, Daniel Ferguson became CEO of Newell Company, a privately held curtain rod manufacturer...
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...The Role of the Militia in Today’s Canadian Forces Jack English | September 2011 Strategic Studies Working Group Papers The Role of the Militia in Today’s Canadian Forces ABOUT THE AUTHOR Lt. Col.-Dr. John A. English retired from the Canadian army in 1993 with 37 years service in the King’s Own Calgary Regiment, the Queen’s Own Rifles, and Princess Patricia’s Canadian Light Infantry. Educated at Royal Roads and the Royal Military College, he went on leave without pay to attain an MA in history from Duke University in 1964. He graduated from Canadian Forces Staff College in 1972, attained an MA in war studies from RMC in 1980, and a Ph.D. from Queen’s University in 1989. During his career he served as a NATO war plans officer, Chief of Tactics of the Combat Training Centre, instructor at the Canadian Land Forces Command and Staff College, and curriculum director of the National Defence College. He is the author of A Perspective on Infantry republished in paperback as On Infantry (Praeger, 1984), The Canadian Army and the Normandy Campaign: A Study of Failure in High Command (Praeger, 1991), Marching through Chaos: The Descent of Armies in Theory and Practice (Praeger, 1996), Lament for an Army: The Decline of Canadian Military Professionalism (Irwin, 1998), Patton’s Peers: The Forgotten Allied Field Army Commanders of the Western Front 1944-45 (Stackpole, 2009), and Surrender Invites Death: Fighting the Waffen SS in Normandy (Stackpole, 2011). He is also co-author of...
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...China Media Research, 9(3), 2013, Zheng, Case Study of Audi’s Brand Repositioning in China A Case Study of Audi’s Brand Repositioning in China Lu Zheng University of Florida Abstract: Based on a comprehensive review of Audi’s press releases published from 1999 to 2007 and in-depth interviews with Audi’s public relations professionals, this case study identified media relations, event sponsorship, and corporate social responsibility as Audi’s main public relations strategies for its brand repositioning in the Chinese market. Each strategy and related tactics were first illustrated by specific examples and then surveyed in light of contemporary public relations and mass communication theories. [China Media Research. 2013; 9(3): 64-73] Key words: Audi, brand, reposition Introduction Audi, a subsidiary of German car manufacturer Volkswagen, entered the Chinese automobile market in 1988. In the late 1990s, or one decade after its China debut, Audi, with the help of Ruder Finn, a New-York based independent PR firm, began to implement a brand repositioning strategy in China. By the mid-2000s, thanks to its unremitting PR efforts, Audi has successfully repositioned itself from a government car brand to a premium car brand targeting successful business professionals (Ruder Finn, 2007). Since the launching of its China production in 1988, Audi was designated as the “premium government car brand” dedicated to serve high-rank government officials. In contrast, middle and low ranking government...
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