...Acquisitions, Mergers, and Leveraged Buyouts. The Group assignment for Week 4 provides one example of an organization (HCA) that utilized all three of these strategies over a period of 35 years. Using that information, and the history provided in the attached PDF file, research the HCA organization and after conducting a SWOT analysis, respond to the following Questions. 1. Chapter 6 focuses attention on Strategic Actions and Strategic Formulation and emphasizes Corporate Relatedness and the Transfer of Core Competencies on page 171. What were HCAs core competencies and how did these competencies build Value for the company? What type of Business Level strategy did they pursue when the company began in 1968? 2. Over a period of years (1968-1985), HCA acquired many small rural hospitals; many of which were struggling to fund new technologies necessary to provide care to the citizens of their communities, and responding to new Federal Government regulations related to Medicare and Medicaid (1965). In the late 70's and early 80's HCA began to acquire competing investor-owned health care companies . Compare and contrast these strategies to the text reference relative to Restructuring of Assets outlined in Chapter 6. What role, if any, did the General and Competitive environment play in these strategies? 3. Consider the comments of the author of the text; "page 195, The Popularity of Mergers and Acquisition Strategy". How did HCA utilize strategies of Horizontal and Vertical Integration...
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...HCA 302 Term Paper Guidelines: Keys to Course Project Success In this assignment, you will write a term paper comparing the U.S. health care system to a country of your choice. Deliverables for your paper will be due in Modules 1, 3, 5, and 7. APA formatting is required. When submitting each of your assignments, please use the following file name format: HCA302_AssignmentName_FirstInitialLastName.docx. So if your name is John Smith and you are submitting Writing Assignment 1, the name of the file will be HCA302_WritingAssignment1_JSmith.docx. Points will be deducted for any late submissions. Module 1 (Writing Assignment 1): Term Paper Topic/Title: Choose a Country (Graded) Students may choose any country to submit for approval in Module 1. This is the beginning of the Term Paper project, and you may use the template located in the Doc Sharing. This assignment requires a cover page with the title indicating the country you wish to compare to the U.S. health care system. Before you submit your country, make sure you are able to find at least three primary sources with enough information to write a quality paper that meets the length requirements and for comparing key indicators of the U.S. health care system to your choice country. Primary sources are the WHO, NIH, CDC, OECD, the county's national health care website, government websites, and so on. NOTE: There is a comprehensive database of health care statistics for 30 different countries, including the U.S., from the Organization...
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...|[pic] |Course Syllabus | | |Axia College/College of Natural Science | | |HCA/270 Version 3 | | |Finance for the Health Care Professional | Copyright © 2011, 2009, 2007 by University of Phoenix. All rights reserved. Course Description This course is designed as an introduction to the terminology, processes, functions, and financial reports commonly encountered in health care operations. This course introduces the concepts of basic managerial financial functions, such as budgeting, reimbursement methods, and the responsibilities of health care financial management. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies...
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...Health and Psychology HCA 250 Angela C. Final Assignment Week 9 Instructor: E. G. Psychology’s Relation To Diabetes Diabetic Overview Viewed as a metabolic disorder, the cells in the body do not respond appropriately to the insulin present in the body of a person with type 2 diabetes. This is due to the dysfunction of the insulin-producing beta cells in the pancreas that can result in insulin resistance or insulin deficiency. Risk factors that can contribute to the development of type two diabetes include obesity, aging, a less active lifestyle, and unhealthy dietary habits that include food high in saturated and trans fats and certain pre-existing medical conditions. Other medical risk factors that may exacerbate or give rise to type-two diabetes include hypertension, high cholesterol, chronic pancreatitis, glucocorticoid drugs, and Cushing’s syndrome. Monitoring blood glucose levels with a glucose meter can help in both prevention and treatment. Dietary modification which includes a high fiber intake, increased exercise levels, maintaining a normal body weight and being a non-smoker and moderate alcohol drinker can play a significant role in prevention and treatment. Treatment can also be provided through the administration of different insulin formulations either orally or through subcutaneous injection. Type 1 diabetes is similar yet very distinct in its cause. The beta cells in the pancreas are attacked in what is believed to be an...
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...OFFICIAL CATALOG This Catalog contains information, policies, procedures, regulations and requirements that were correct at the time of publication and are subject to the terms and conditions of the Enrollment Agreement entered into between the Student and ECPI University. In keeping with the educational mission of the University, the information, policies, procedures, regulations and requirements contained herein are continually being reviewed, changed and updated. Consequently, this document cannot be considered binding. Students are responsible for keeping informed of official policies and meeting all relevant requirements. When required changes to the Catalog occur, they will be communicated through catalog inserts and other means until a revised edition of the Catalog is published. The policies in this Catalog have been approved under the authority of the ECPI University Board of Trustees and, therefore, constitute official University policy. Students should become familiar with the policies in this Catalog. These policies outline both student rights and student responsibilities. The University reserves the right and authority at any time to alter any or all of the statements contained herein, to modify the requirements for admission and graduation, to change or discontinue programs of study, to amend any regulation or policy affecting the student body, to increase tuition and fees, to deny admission, to revoke an offer of admission and to dismiss from the...
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...Australian School of Business School of Taxation and Business Law LEGT 2741 BUSINESS ENTITIES TUTORIAL GUIDE SESSION ONE 2012 1 LEGT 2741 BUSINESS ENTITIES Tutorial Guide TUTORIALS PURPOSE The purpose of the questions in the tutorial guide is to help interpret and apply the lecture material. Additionally, the tutorial problems and questions also allow you to practice for the final exam which will consist of similar questions. Note: there will be no answers given out to the tutorial questions or past exam papers in class or posted to Blackboard. The purpose of the questions is to allow you to apply the course material and gauge your own level of competence. Simply giving you the suggested answers will defeat this purpose. It is your responsibility to attend tutorials prepared so that you can gauge your own level of competence and are able to contribute to class discussion. However, if you are uncertain and wish to explore a topic further or test your understanding of past exam questions, please do not hesitate to consult with your tutor or lecturer. The purpose of this tutorial guide is also to allow students to develop the skills (both verbal and written) necessary to analyse problems which may arise in practice. The guide is designed to allow each student to reach the goal of being able to apply theory, knowledge and problem solving technique to fact situations that may arise in company law. It is essential that students learn to select the important issues...
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...APPENDIX Checklists A Checklist A-1 Reviewing a Budget 1. Is this budget static (not adjusted for volume) or flexible (adjusted for volume during the year)? 2. Are the figures designated as fixed or variable? 3. Is the budget for a defined unit of authority? 4. Are the line items within the budget all expenses (and revenues, if applicable) that are controllable by the manager? 5. Is the format of the budget comparable with that of previous periods so that several reports over time can be compared if so desired? 6. Are actual and budget for the same period? 7. Are the figures annualized? 8. Test one line-item calculation. Is the math for the dollar difference computed correctly? Is the percentage properly computed based on a percentage of the budget figure? 333 334 APPENDIX A Checklists Checklist A-2 Building a Budget 1. What is the proposed volume for the new budget period? 2. What is the appropriate inflow (revenues) and outflow (cost of services delivered) relationship? 3. What will the appropriate dollar cost be? (Note: this question requires a series of assumptions about the nature of the operation for the new budget period.) 3a. Forecast service-related workload. 3b. Forecast non–service-related workload. 3c. Forecast special project workload if applicable. 3d. Coordinate assumptions for proportionate share of interdepartmental projects. 4. Will additional resources be available? 5. Will this budget accomplish the appropriate managerial objectives for...
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...ork2012 - 2013 Catalog A Message from the President “Sullivan University is truly a unique and student success focused institution.” I have shared that statement with numerous groups and it simply summarizes my basic philosophy of what Sullivan is all about. When I say that Sullivan is “student success focused,” I feel as President that I owe a definition of this statement to all who are considering Sullivan University. First, Sullivan is unique among institutions of higher education with its innovative, career-first curriculum. You can earn a career diploma or certificate in a year or less and then accept employment while still being able to complete your associate, bachelor’s, master’s or doctoral degree by attending during the day, evenings, weekends, or online. Business and industry do not expand or hire new employees only in May or June each year. Yet most institutions of higher education operate on a nine-month school year with almost everyone graduating in May. We remained focused on your success and education, and continue to offer our students the opportunity to begin classes or to graduate four times a year with our flexible, year-round full-time schedule of classes. If you really want to attend a school where your needs (your real needs) come first, consider Sullivan University. I believe we can help you exceed your expectations. Since words cannot fully describe the atmosphere at Sullivan University, please accept my personal invitation to visit and experience...
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...2012 Catalog Volume 20 Issue 1 March 5, 2012 – December 31, 2012 This Catalog contains information, policies, procedures, regulations and requirements that were correct at the time of publication and are subject to the terms and conditions of the Enrollment Agreement entered into between the Student and ECPI University. In keeping with the educational mission of the University, the information, policies, procedures, regulations and requirements contained herein are continually being reviewed, changed and updated. Consequently, this document cannot be considered binding. Students are responsible for keeping informed of official policies and meeting all relevant requirements. When required changes to the Catalog occur, they will be communicated through catalog inserts and other means until a revised edition of the Catalog is published. The policies in this Catalog have been approved under the authority of the ECPI University Board of Trustees and, therefore, constitute official University policy. Students should become familiar with the policies in this Catalog. These policies outline both student rights and student responsibilities. The University reserves the right and authority at any time to alter any or all of the statements contained herein, to modify the requirements for admission and graduation, to change or discontinue programs of study, to amend any regulation or policy affecting the student body, to increase tuition and fees, to deny admission, to revoke an offer...
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...The media’s watching Vault! Here’s a sampling of our coverage. “For those hoping to climb the ladder of success, [Vault's] insights are priceless.” – Money magazine “The best place on the web to prepare for a job search.” – Fortune “[Vault guides] make for excellent starting points for job hunters and should be purchased by academic libraries for their career sections [and] university career centers.” – Library Journal “The granddaddy of worker sites.” – US News and World Report “A killer app.” – New York Times One of Forbes' 33 “Favorite Sites” – Forbes “To get the unvarnished scoop, check out Vault.” – Smart Money Magazine “Vault has a wealth of information about major employers and jobsearching strategies as well as comments from workers about their experiences at specific companies.” – The Washington Post “A key reference for those who want to know what it takes to get hired by a law firm and what to expect once they get there.” – New York Law Journal “Vault [provides] the skinny on working conditions at all kinds of companies from current and former employees.” – USA Today VAULT GUIDE TO RESUMES, COVER LETTERS & INTERVIEWS © 2003 Vault Inc. VAULT GUIDE TO RESUMES, COVER LETTERS & INTERVIEWS HOWARD LEIFMAN, PhD, MARCY LERNER AND THE STAFF OF VAULT © 2003 Vault Inc. Copyright © 2003 by Vault Inc. All rights reserved. All information in this book is subject to change without notice. Vault makes no claims as to the accuracy and reliability...
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...PART 5—LOOKING TO THE FUTURE Chapter 16—SUPPLY CHAIN PROCESS INTEGRATION AND A LOOK TOWARDS THE FUTURE For those for whom integration is not happening, the future is bleak and getting darker.[i] There is a lot of value that is “trapped” between the processes trading partners use to transact business, and when companies work together, they can unlock that value and share its benefits.[ii] LEARNING OBJECTIVES After completing this chapter, you should be able to: • Discuss and compare internal and external process integration. • Discuss the requirements for achieving process integration. • Describe the barriers to internal and external process integration, and what can be done to overcome them. • Understand the importance of performance measurements in achieving internal and external process integration. • Understand why it is important to align supply chain strategies with internal process strategies. • List and describe the eight key supply chain processes, and how trading partners integrate these processes. • Discuss a number of the latest trends in the areas of process management and process integration. CHAPTER OUTLINE Introduction Achieving Internal Process Integration Extending Integration to Supply Chain Trading Partners A Look at Trends and Developments in Integration and Process Management PROCESS MANAGEMENT IN ACTION—An Interview with Zack Noshirwani, Vice President of Integrated Supply Chain for...
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...PART 5—LOOKING TO THE FUTURE Chapter 16—SUPPLY CHAIN PROCESS INTEGRATION AND A LOOK TOWARDS THE FUTURE For those for whom integration is not happening, the future is bleak and getting darker.[i] There is a lot of value that is “trapped” between the processes trading partners use to transact business, and when companies work together, they can unlock that value and share its benefits.[ii] LEARNING OBJECTIVES After completing this chapter, you should be able to: • Discuss and compare internal and external process integration. • Discuss the requirements for achieving process integration. • Describe the barriers to internal and external process integration, and what can be done to overcome them. • Understand the importance of performance measurements in achieving internal and external process integration. • Understand why it is important to align supply chain strategies with internal process strategies. • List and describe the eight key supply chain processes, and how trading partners integrate these processes. • Discuss a number of the latest trends in the areas of process management and process integration. CHAPTER OUTLINE Introduction Achieving Internal Process Integration Extending Integration to Supply Chain Trading Partners A Look at Trends and Developments in Integration and Process Management PROCESS MANAGEMENT IN ACTION—An Interview with Zack Noshirwani, Vice President of Integrated Supply Chain for...
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...PART 5—LOOKING TO THE FUTURE Chapter 16—SUPPLY CHAIN PROCESS INTEGRATION AND A LOOK TOWARDS THE FUTURE For those for whom integration is not happening, the future is bleak and getting darker.[i] There is a lot of value that is “trapped” between the processes trading partners use to transact business, and when companies work together, they can unlock that value and share its benefits.[ii] LEARNING OBJECTIVES After completing this chapter, you should be able to: • Discuss and compare internal and external process integration. • Discuss the requirements for achieving process integration. • Describe the barriers to internal and external process integration, and what can be done to overcome them. • Understand the importance of performance measurements in achieving internal and external process integration. • Understand why it is important to align supply chain strategies with internal process strategies. • List and describe the eight key supply chain processes, and how trading partners integrate these processes. • Discuss a number of the latest trends in the areas of process management and process integration. CHAPTER OUTLINE Introduction Achieving Internal Process Integration Extending Integration to Supply Chain Trading Partners A Look at Trends and Developments in Integration and Process Management PROCESS MANAGEMENT IN ACTION—An Interview with Zack Noshirwani, Vice President of Integrated Supply Chain for...
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...Qklhokn 1 Accounting Theory Paper-8 M. Com. (Final) Directorate of Distance Education Maharshi Dayanand University ROHTAK – 124 001 2 jktuhfr foKku Copyright © 2004, Maharshi Dayanand University, ROHTAK All Rights Reserved. No part of this publication may be reproduced or stored in a retrieval system or transmitted in any form or by any means; electronic, mechanical, photocopying, recording or otherwise, without the written permission of the copyright holder. Maharshi Dayanand University ROHTAK – 124 001 Developed & Produced by EXCEL BOOKS PVT. LTD., A-45 Naraina, Phase 1, New Delhi-110028 Qklhokn 3 Contents Chapter 1 Accounting-An Intoduction Chapter 2 The History and Evolution of Accounting Thoughts 23 Chapter 3 Approaches to Accounting Theory 56 Chapter 4 Accounting Postulates, Concepts and Principles 88 Chapter 5 Income Concepts 107 Chapter 6 Revenues, Expenses, Gains and Losses 139 Chapter 7 Valuation of Assets 158 Chapter 8 Liabilities and Equity 177 Chapter 9 Depreciation Accounting and Policy 192 Chapter 10 Inventories and their Valuation 238 Chapter 11 Financial Reporting 277 Chapter 12 Specific Issues in Corporate Reporting 302 Chapter 13 Harmonization of Financial Reporting 323 Chapter 14 Accounting for Price Level Changes 339 Chapter 15 Human Resource Accounting 397 Chapter 16 Financial Engineering:...
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...COMPUTER ORGANIZATION AND ARCHITECTURE DESIGNING FOR PERFORMANCE EIGHTH EDITION William Stallings Prentice Hall Upper Saddle River, NJ 07458 Library of Congress Cataloging-in-Publication Data On File Vice President and Editorial Director: Marcia J. Horton Editor-in-Chief: Michael Hirsch Executive Editor: Tracy Dunkelberger Associate Editor: Melinda Haggerty Marketing Manager: Erin Davis Senior Managing Editor: Scott Disanno Production Editor: Rose Kernan Operations Specialist: Lisa McDowell Art Director: Kenny Beck Cover Design: Kristine Carney Director, Image Resource Center: Melinda Patelli Manager, Rights and Permissions: Zina Arabia Manager, Visual Research: Beth Brenzel Manager, Cover Visual Research & Permissions: Karen Sanatar Composition: Rakesh Poddar, Aptara®, Inc. Cover Image: Picturegarden /Image Bank /Getty Images, Inc. Copyright © 2010, 2006 by Pearson Education, Inc., Upper Saddle River, New Jersey, 07458. Pearson Prentice Hall. All rights reserved. Printed in the United States of America. This publication is protected by Copyright and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. For information regarding permission(s), write to: Rights and Permissions Department. Pearson Prentice Hall™ is a trademark of Pearson Education, Inc. Pearson® is a registered trademark of...
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