...Organizations and Delivery Systems Copyright © 2012, 2011, 2007 by University of Phoenix. All rights reserved. Course Description This course is a comprehensive approach to health care delivery systems that provides the student with an in-depth understanding of health systems and organizations. Students will examine historical evolutions of the health care industry and recent impacts that influence the delivery of health care. Policies Faculty and students 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 may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Shi, L., & Singh, D. A. (2012). Delivering health care in America: A systems approach (5th ed.). Boston, MA: Jones and Bartlett. All electronic materials are available on the student website. Assignment Breakdown Week One Individual Assignment: Significant Health Care Event Paper 10 Week Two Learning Team Assignment: The Evolution of Health Care Paper and Timeline 10 Week Three Individual Assignment:...
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...WGU FINANCIAL ANALYSIS JET- TASK 1 December, 2013 Determining the current performance and future potential performance of a company is a complicated and lengthy process that requires the analyses of several aspects of their operations as well as their financial indicators. Standard industry financial indicators are used to measure against known success rates and will indicate the stability of a company in its current operations. Using the history and trend of these same indicators will predict the future financial performance of the company. These key indicators are not very different than a large scale of the indicators we use in our own personal life to budget our families and ensure our future ability to pay our bills while growing our personal wealth through asset ownership. The basis of the successful budget or operation is a guaranteed and continued positive income, minimization of debts, and gaining both liquid and non-liquid assets to our ownership. To measure and predict these indicators, we will need to analyze the industry standard tools that are accepted as financially credible information regarding the company. These tools are in the form of income statements, balance sheets, cash flow statements, asset definitions, and overall profit statements that capture the net result of the operations and trend these results into a history of performance and potential to perform in the future. A. To evaluate Competition Bikes, we will look at four different ways...
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...SBFZ ICT PROFILE (For Updating) SUBIC BAY FREEPORT ZONE: ICT HUB LOCATION PROFILE Page 1 SITUATIONAL ANALYSIS (INTERNAL LANDSCAPE) ANALYSIS: CURRENT PRODUCT - SUBIC BAY SPECIAL ECONOMIC AND FREEPORT ZONE Product Features, Benefits, and Appeals Subic Bay Freeport Zone (SBFZ) has a total area of 67, 452 hectares both land and water (water area has a total of 12,350 hectares and a land area of 55, 102 hectares as defined by Proclamation No. 532 of the Subic Special Economic and Freeport Zone SSEFZ) Metes and Bound. It is comprised by the City of Olongapo, Subic Town, San Antonio in Zambales and the former US Naval Reservation. The earliest predecessor to the USFAC Subic Bay was an un finished Spanish Naval Station, acquired by the U. S. in 1898, following the Spanish American War. During World War II, most of the original station was destroyed by American rear guard action and aircraft bombing attacks. Following World War II and the achievement of Philippine independence, a decision was made to establish a U. S. Naval Base at Subic Bay. Substantial construction efforts were begun and accelerated during the Korean Conflict, resulting in the establishment of the U. S. Naval Base, Subic Bay, in 1954. Much of the area now occupied by the Freeport was previously occupied by the City of Olongapo. At that time, the Commander of the Naval Base was also in control of the City of Olongapo. During the Vietnam Conflict, construction of the facilities was again accelerated, and...
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...Sabatino Sr. Acquisitions Editor: Steve Scoble Supervising Developmental Editor: Jennifer Thomas Editorial Assistant: Lena Mortis Sr. Marketing Manager: John Carey Marketing Coordinator: Suellen Ruttkay Marketing Specialist: Betty Jung Content Project Manager: Cliff Kallemeyn Media Editor: Deepak Kumar Sr. Art Director: Michelle Kunkler Frontlist Buyer, Manufacturing: Sandee Milewski Internal Designer: Juli Cook/ Plan-It-Publishing, Inc. Cover Designer: Rose Alcorn Cover Image: © Justin Guariglia/Corbis © 2011 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced or used in any form or by any means— graphic, electronic, or mechanical, including photocopying, recording, taping, Web distribution, information storage and retrieval systems, or in any other manner—except as may be permitted by the license terms herein. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online at www.cengage.com/permissions Further permissions questions can be emailed to permissionrequest@cengage.com Library of Congress Control Number: 2009940356 ISBN-13: 978-0-538-78609-6 ISBN-10: 0-538-78609-4 South-Western Cengage Learning 5191 Natorp Boulevard Mason, OH 45040 USA Cengage...
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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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...This page intentionally left blank Download at www.Pin5i.Com Essentials of Systems Analysis and Design Download at www.Pin5i.Com Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Executive Editor: Bob Horan Editorial Assistant: Ashlee Bradbury Director of Marketing: Patrice Lumumba Jones Executive Marketing Manager: Anne Fahlgren Senior Managing Editor: Judy Leale Production Project Manager: Kelly Warsak Senior Operations Supervisor: Arnold Vila Operations Specialist: Cathleen Petersen Creative Director: Blair Brown Senior Art Director/Design Supervisor: Janet Slowik Text Designer: Michael Fruhbeis Creative Director/Cover: Jayne Conte Cover Designer: Suzanne Duda Cover Art: Fotolia/3d mosaic/©Redshinestudio Manager, Rights and Permissions: Hessa Albader Media Project Manager: Lisa Rinaldi Media Editor: Denise Vaughn Full-Service Project Management: Tiffany Timmerman/S4Carlisle Publishing Services Composition: S4Carlisle Publishing Services Printer/Binder: Courier/Kendallville Cover Printer: Lehigh-Phoenix Color/Hagerstown Text Font: ITCCentury Book Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Microsoft® and Windows® are registered trademarks of the Microsoft Corporation in the U.S.A. and other countries. Screen shots and icons reprinted with permission from the Microsoft Corporation. This book is not sponsored or endorsed by or affiliated with the Microsoft...
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...BUSINESS IMPACT ANALYSIS LESSONS LEARNED Robert L. Moisoff, MBCP CPAC Nov 30 / Dec 1, 2006 BIA Lessons Learned • • • • • • • • • • • Good Examples Anticipated Adjustments Custom Tailoring Design Philosophical Conflict Resolution Rollout Walkthrough User Handholding Draft Reviews and Adjustments Drop Dead Date Missed Delivery Deadlines Summary Conclusions Next Steps BIA Lessons Learned BIA DEFINED o Process of determining the impact on an organization should a potential loss identified by the risk analysis actually occur. The Business Impact Analysis (BIA) should quantify, where possible, the loss impact from both a business interruption (number of days) and a financial standpoint. 1999 DRII BIA Lessons Learned ANOTHER BIA DEFINITION o Identifies the impacts resulting from disruptions and disaster scenarios that can affect the organization and techniques that can be used to quantify and qualify such impacts. Establishes critical functions, their recovery priorities, and interdependencies so that recovery time objective(s) and recovery point objective(s) can be set.* *BIA standards & definition currently being revised by DRII committee 1.5 2004 DRII BIA Lessons Learned ANOTHER BIA DEFINITION o Process designed to identify critical business functions and workflow, determine the qualitative and quantitative impacts of a disruption, and to prioritize and establish recovery time objectives. DRJ BC Glossary RLM 06/20/06 BIA Lessons Learned ...
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...Control Evaluation: Assessing Control Risk LEARNING OBJECTIVES | | | | | |Review |Exercises, Problems, | | |Checkpoints |and Simulations | | | | | |Distinguish between management’s and auditors’ responsibilities |1, 2, 3, 4, 5 | | |regarding a company’s internal control. | | | | | | | |Define and describe internal control. |6, 7, 8 | | | | | | |Define and describe the five basic components of internal control, |9, 10, 11, 12, 13, 14, 15, 16, |62, 66, 69, 70 | |and specify some of their characteristics. |17, 18 ...
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...CORE CONCEPTS OF Accounting Information Systems Twelfth Edition Mark G. Simkin, Ph.D. Professor Department of Accounting and Information Systems University of Nevada Jacob M. Rose, Ph.D. Professor Department of Accounting and Finance University of New Hampshire Carolyn Strand Norman, Ph.D., CPA Professor Department of Accounting Virginia Commonwealth University JOHN WILEY & SONS, INC. VICE PRESIDENT & PUBLISHER SENIOR ACQUISITIONS EDITOR PROJECT EDITOR ASSOCIATE EDITOR SENIOR EDITORIAL ASSISTANT PRODUCTION MANAGER PRODUCTION EDITOR MARKETING MANAGER CREATIVE DIRECTOR SENIOR DESIGNER PRODUCTION MANAGEMENT SERVICES SENIOR ILLUSTRATION EDITOR PHOTO EDITOR MEDIA EDITOR COVER PHOTO George Hoffman Michael McDonald Brian Kamins Sarah Vernon Jacqueline Kepping Dorothy Sinclair Erin Bascom Karolina Zarychta Harry Nolan Wendy Lai Laserwords Maine Anna Melhorn Elle Wagner Greg Chaput Maciej Frolow/Brand X/Getty Images, Inc. This book was set in 10/12pt Garamond by Laserwords Private Limited, and printed and bound by RR Donnelley/Jefferson City. The cover was printed by RR Donnelley/Jefferson City. This book is printed on acid free paper. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the...
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...INFRASTRUCTURE MANGEMENT Project Report on Benchmarking Janmarg with Transmileno SUBMITTED TO Dr. Preeta Vyas SUBMITTED BY Marketing Group 2 Abhishek Shah Kumar Abhishek Mayank Jain Somadipta Das Seshayagreevan 1 INDEX Topics 1. History of BRTS 2. Bogota TRANSMELINIO System Performance: 3. Core Services of the BRTS system which turn up as the differentiating Factors: 4. Future Service Expansions of Bogota – TransMilenio System 14 Page No. 3 6 11 2 1. History of BRTS The first BRTS, inaugurated in 1974 in Curitiba, Brazil, caught the world’s attention. The city managers boldly demarcated and dedicated bus lanes on roads perceived as a privileged space for cars. These exclusive lanes improved speed and reduced travel time. Well-designed buses turned intra-city travel a pleasure. Intelligent integration of bus network and city planning reduced trip lengths. BRTS in Bogota (TransMilenio) In 18 December, 2000, the city of Bogotá in Colombia improved upon the Curitiba model and launched its own TransMilenio BRTS. Its resounding success silenced the sceptics and reiterated that wise planning does deliver. Cities were enlightened, and more and more of them reinvented their bus transport system. Ahmedabad BRTS (Janmarg) Indian cities, where the usage of private cars still constitutes a small percentage, had a wellworking bus transport in the past. But over the years, they overlooked modernisation and failed to make sufficient investments. Consequently, services quality...
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...CHAPTER 4 Engagement Planning LEARNING OBJECTIVES | Review Checkpoints | Exercises, Problems and Simulations | 1. List and describe the activities auditors undertake before beginning an engagement. | 1, 2, 3, 4 | 53, 54, 55, 62, 66 | 2. Identify the procedures and sources of information auditors can use to obtain knowledge of a client’s business and industry. | 5, 6, 7, 8, 9 | 52, 56, 59, 65 | 3. Perform analytical procedures to identify potential problems. | 10, 11, 12, 13, 14, 15 | 47, 48, 49, 51, 58, 63, 64 | 4. List and discuss matters of planning auditors should consider for clients who use computers and describe how a computer can be used as an audit tool. | 16, 17, 18, 19, 20, 21, 22 | 57, 60 | 5. Review audit documentation for proper form and content. | 23, 24, 25 | 50, 61 | SOLUTIONS FOR REVIEW CHECKPOINTS 4.1 A CPA can use the following sources of information to help decide whether to accept a new audit client. Financial information prepared by the prospective client: * Annual reports to shareholders * Interim financial statements * Securities registration statements * Annual report on SEC Form 10K * Reports to regulatory agencies Inquiries directed to the prospect's business associates: * Banker * Legal counsel * Underwriter * Other persons, e...
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...Definition: An information system can be any organized combination of people, hardware, software, computer networks and data resources that stores and retrieves, transforms, and disseminates information in an organization. Roles of IS in Business: There are three fundamental reasons for all business applications of information technology. They are found in the three vital roles that information system can perform for a business enterprise. Support of its business processes and operations. Support of decision making by its employees and managers. Support of its strategies for competitive advantage. Trends in IS: The business applications of information systems have expanded significantly over the years. Data Processing (1950s – 1960s): Electronic data processing systems which includes transaction processing, record keeping, and traditional accounting applications. Management Reporting (1960s – 1970s): Management information systems that include preparation of management reports of pre specified information to support decision making. Decision Support (1970s – 1980s): Decision support systems include interactive ad hoc support of managerial decision making process. Strategic and End User Support (1980s – 1990s): o End user computing systems: Direct computing support for end user productivity and work group collaboration. o Executive information systems: Critical information for top management. o Expert Systems: Knowledge based expert advice for...
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...9 Formal Reports and Proposals he distinctions between formal and informal reports are often blurred. Nevertheless, a formal report is usually written to someone in another company or organization. Occasionally it is written for a senior manager in the same company, or for someone with whom the writer has little regular contact. Usually it is longer than an informal report and requires more extensive research. Unless you are a consultant, you are unlikely to be asked to write a formal report often. When you are, there may be a lot riding on it— including your reputation. The purpose of this chapter is to show you how to write a formal report and how to put together the kind of proposal that often precedes it. As Figure 9-1 shows, many of the elements of formal reports are the same as those for informal ones.You need to pay the same attention to headings, lists, and illustrations, for example. Although much of the advice in the previous chapter could be duplicated in this one, the emphasis here will be on those areas where there’s a difference. T Figure 9-1 Contrasting Features of Informal and Formal Reports Informal Formal Reader often internal often external or distant within organization Length • usually short • several sections • usually long (3 pages or more) • sections and subsections Tone • personal • contractions • more impersonal • no contractions Summary integrated on separate page Introduction ...
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................................... 3 I.3. Information-related issues........................................................................................................................................ 4 II. COLLABORATION TOOLS (GROUPWARE) ..................................................................................... 4 II.1. Introduction & Definition ....................................................................................................................................... 4 II.2. Electronic Document Management (EDM) ............................................................................................................ 5 II.3. Process Management (Workflow) .......................................................................................................................... 6 II.4. Electronic Data Interchange (E.D.I.) ...................................................................................................................... 7 III. KNOWLEDGE MANAGEMENT (KM) ................................................................................................ 8 III.1. Definition of knowledge...
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...Database Modeling and Design: Logical Design 4th Edition Toby Teorey, Sam Lightstone, Tom Nadeau Lecture Notes Contents I. Introduction ................................................................………...……2 Relational database life cycle 3 Characteristics of a good database design process 6 II. The Entity-Relationship (ER) Model …………...……………….7 Basic ER concepts 7 Ternary relationships 11 III. The Unified Modeling Language (UML)………...…………….13 Class diagrams 13 Activity diagrams 19 Rules of thumb for UML 21 IV. Requirements Analysis and Conceptual Data Modeling….…..22 Requirements analysis 22 Conceptual data modeling 24 View integration methods 25 Entity Clustering 30 V. Transforming the Conceptual Model to SQL…………...………32 VI. Normalization and normal forms ………………………………38 First normal form to third normal form (3NF) and BCNF 38 3NF synthesis algorithm (Bernstein) 43 VII. An Example of Logical Database Design………………………48 VIII. Business Intelligence………………………………..……….....52 Data warehousing 52 On-line analytical processing (OLAP) 58 IX. CASE Tools for Logical Database Design……………………….60 I. Introduction Introductory Concepts data—a fact, something upon which an inference is based (information or knowledge has value, data has cost) data item—smallest named unit of data that has meaning in the real world (examples: last name, address, ssn, political...
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