HCA 521 DCB Getting a Job After Graduation Discussion

  • Post category:Nursing
  • Reading time:10 mins read
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HCA 521 DCB Getting a Job After Graduation Discussion

Description

 

Nursing homework help

According to books bellow

  • Elton, Jeff and Anne O’Riordan (2016). HealthCare Disrupted: Next Generation Business Models and Strategies
  • Engel, Jonathon (2018). Unaffordable: American Healthcare from Johnson to Trump
  • Harvard Business Review (2018). HBR’s 10 Must Reads, On Strategy for Healthcare
  • Sweeney, Joe (2011). Networking is a Contact Sport: How staying connected and serving others will help you grow your business, expand your influence – or even land your next job

I need someone to write about this question (Reading Assignments for Module 2: So You want a job after you graduate? Really?)

 

Organizational Environments HCA 521 Advanced Systems Thinking What’s Out There? •Layers of Environments that interact with each other •3 Main Facets • Outer Layer is the General Environment • Inside Layer that directly interacts with organization is the Task Environment • The CORE is the Focus Entity Think of The Planet This Photo by Unknown Author is licensed under CC BY Think of the Layers This Photo by Unknown Author is licensed under CC BY-SA Like An Onion… Task Environment General Environment Internal Environ ment General Environment •Economic •Technological •Socio Cultural •Legal Regulatory •International Task Environment •Labor Supply •Competitors •Suppliers •Customers Internal Organizational Environment: CORE •This is where you live every day (even beyond work) •Formal: Rules, Regulations and Policies •Informal: Corporate Culture •What you “see” • Clothes • Pictures on the walls • Atmosphere • Interpersonal interactions Five Forces Model • Labor Supply • Competitors • Suppliers • Customers • And… • Intensity of the Competitive Market Five Forces Model Competitors Labor Suppliers Customers Intensity of Competition • The thing that makes us do what we do • Take the Task Environment… • Imagine the interactions among and between these facets… • How intense are these interactions? • THAT characterizes the nature of an industry’s competitive environment Summary • General Environment X Task Environment X Internal Environment =… • COMPETITION! • THIS IS LOTS OF FUN and brain cramps and terminations and chaos… • And from chaos comes… • OPPORTUNITY! What Can This Model Do? • Allows you to determine your competitive position • Determine relative position in each facet • How is your organization positioned in the competitive environment • How competitive is the market Quick In Class Assignment • Where are these organizations in their competitive environment? • What is their future? • The University of Wisconsin-Milwaukee • The Milwaukee Brewers • Best Buy • Five Guys Hamburgers and Fries Organizational Environments HCA 521 Advanced Systems Thinking What’s Out There? •Layers of Environments that interact with each other •3 Main Facets • Outer Layer is the General Environment • Inside Layer that directly interacts with organization is the Task Environment • The CORE is the Focus Entity Think of The Planet This Photo by Unknown Author is licensed under CC BY Think of the Layers This Photo by Unknown Author is licensed under CC BY-SA Like An Onion… Task Environment General Environment Internal Environ ment General Environment •Economic •Technological •Socio Cultural •Legal Regulatory •International Task Environment •Labor Supply •Competitors •Suppliers •Customers Internal Organizational Environment: CORE •This is where you live every day (even beyond work) •Formal: Rules, Regulations and Policies •Informal: Corporate Culture •What you “see” • Clothes • Pictures on the walls • Atmosphere • Interpersonal interactions Five Forces Model • Labor Supply • Competitors • Suppliers • Customers • And… • Intensity of the Competitive Market Five Forces Model Competitors Labor Suppliers Customers Intensity of Competition • The thing that makes us do what we do • Take the Task Environment… • Imagine the interactions among and between these facets… • How intense are these interactions? • THAT characterizes the nature of an industry’s competitive environment Summary • General Environment X Task Environment X Internal Environment =… • COMPETITION! • THIS IS LOTS OF FUN and brain cramps and terminations and chaos… • And from chaos comes… • OPPORTUNITY! What Can This Model Do? • Allows you to determine your competitive position • Determine relative position in each facet • How is your organization positioned in the competitive environment • How competitive is the market Quick In Class Assignment • Where are these organizations in their competitive environment? • What is their future? • The University of Wisconsin-Milwaukee • The Milwaukee Brewers • Best Buy • Five Guys Hamburgers and Fries Organizational Environments HCA 521 Advanced Systems Thinking What’s Out There? •Layers of Environments that interact with each other •3 Main Facets • Outer Layer is the General Environment • Inside Layer that directly interacts with organization is the Task Environment • The CORE is the Focus Entity Think of The Planet This Photo by Unknown Author is licensed under CC BY Think of the Layers This Photo by Unknown Author is licensed under CC BY-SA Like An Onion… Task Environment General Environment Internal Environ ment General Environment •Economic •Technological •Socio Cultural •Legal Regulatory •International Task Environment •Labor Supply •Competitors •Suppliers •Customers Internal Organizational Environment: CORE •This is where you live every day (even beyond work) •Formal: Rules, Regulations and Policies •Informal: Corporate Culture •What you “see” • Clothes • Pictures on the walls • Atmosphere • Interpersonal interactions Five Forces Model • Labor Supply • Competitors • Suppliers • Customers • And… • Intensity of the Competitive Market Five Forces Model Competitors Labor Suppliers Customers Intensity of Competition • The thing that makes us do what we do • Take the Task Environment… • Imagine the interactions among and between these facets… • How intense are these interactions? • THAT characterizes the nature of an industry’s competitive environment Summary • General Environment X Task Environment X Internal Environment =… • COMPETITION! • THIS IS LOTS OF FUN and brain cramps and terminations and chaos… • And from chaos comes… • OPPORTUNITY! What Can This Model Do? • Allows you to determine your competitive position • Determine relative position in each facet • How is your organization positioned in the competitive environment • How competitive is the market Quick In Class Assignment • Where are these organizations in their competitive environment? • What is their future? • The University of Wisconsin-Milwaukee • The Milwaukee Brewers • Best Buy • Five Guys Hamburgers and Fries

  Excellent Good Fair Poor
Main Posting 45 (45%) – 50 (50%)

Answers all parts of the discussion question(s) expectations with reflective critical analysis and synthesis of knowledge gained from the course readings for the module and current credible sources.

 

Supported by at least three current, credible sources.

 

Written clearly and concisely with no grammatical or spelling errors and fully adheres to current APA manual writing rules and style.

40 (40%) – 44 (44%)

Responds to the discussion question(s) and is reflective with critical analysis and synthesis of knowledge gained from the course readings for the module.

 

At least 75% of post has exceptional depth and breadth.

 

Supported by at least three credible sources.

 

Written clearly and concisely with one or no grammatical or spelling errors and fully adheres to current APA manual writing rules and style.

35 (35%) – 39 (39%)

Responds to some of the discussion question(s).

 

One or two criteria are not addressed or are superficially addressed.

 

Is somewhat lacking reflection and critical analysis and synthesis.

 

Somewhat represents knowledge gained from the course readings for the module.

 

Post is cited with two credible sources.

 

Written somewhat concisely; may contain more than two spelling or grammatical errors.

 

Contains some APA formatting errors.

0 (0%) – 34 (34%)

Does not respond to the discussion question(s) adequately.

 

Lacks depth or superficially addresses criteria.

 

Lacks reflection and critical analysis and synthesis.

 

Does not represent knowledge gained from the course readings for the module.

 

Contains only one or no credible sources.

 

Not written clearly or concisely.

 

Contains more than two spelling or grammatical errors.

 

Does not adhere to current APA manual writing rules and style.

Main Post: Timeliness 10 (10%) – 10 (10%)

Posts main post by day 3.

0 (0%) – 0 (0%) 0 (0%) – 0 (0%) 0 (0%) – 0 (0%)

Does not post by day 3.

First Response 17 (17%) – 18 (18%)

Response exhibits synthesis, critical thinking, and application to practice settings.

 

Responds fully to questions posed by faculty.

 

Provides clear, concise opinions and ideas that are supported by at least two scholarly sources.

 

Demonstrates synthesis and understanding of learning objectives.

 

Communication is professional and respectful to colleagues.

 

Responses to faculty questions are fully answered, if posed.

 

Response is effectively written in standard, edited English.

15 (15%) – 16 (16%)

Response exhibits critical thinking and application to practice settings.

 

Communication is professional and respectful to colleagues.

 

Responses to faculty questions are answered, if posed.

 

Provides clear, concise opinions and ideas that are supported by two or more credible sources.

 

Response is effectively written in standard, edited English.

13 (13%) – 14 (14%)

Response is on topic and may have some depth.

 

Responses posted in the discussion may lack effective professional communication.

 

Responses to faculty questions are somewhat answered, if posed.

 

Response may lack clear, concise opinions and ideas, and a few or no credible sources are cited.

0 (0%) – 12 (12%)

Response may not be on topic and lacks depth.

 

Responses posted in the discussion lack effective professional communication.

 

Responses to faculty questions are missing.

 

No credible sources are cited.

Second Response 16 (16%) – 17 (17%)

Response exhibits synthesis, critical thinking, and application to practice settings.

 

Responds fully to questions posed by faculty.

 

Provides clear, concise opinions and ideas that are supported by at least two scholarly sources.

 

Demonstrates synthesis and understanding of learning objectives.

 

Communication is professional and respectful to colleagues.

 

Responses to faculty questions are fully answered, if posed.

 

Response is effectively written in standard, edited English.

14 (14%) – 15 (15%)

Response exhibits critical thinking and application to practice settings.

 

Communication is professional and respectful to colleagues.

 

Responses to faculty questions are answered, if posed.

 

Provides clear, concise opinions and ideas that are supported by two or more credible sources.

 

Response is effectively written in standard, edited English.

12 (12%) – 13 (13%)

Response is on topic and may have some depth.

 

Responses posted in the discussion may lack effective professional communication.

 

Responses to faculty questions are somewhat answered, if posed.

 

Response may lack clear, concise opinions and ideas, and a few or no credible sources are cited.

0 (0%) – 11 (11%)

Response may not be on topic and lacks depth.

 

Responses posted in the discussion lack effective professional communication.

 

Responses to faculty questions are missing.

 

No credible sources are cited.

Participation 5 (5%) – 5 (5%)

Meets requirements for participation by posting on three different days.

0 (0%) – 0 (0%) 0 (0%) – 0 (0%) 0 (0%) – 0 (0%)

Does not meet requirements for participation by posting on 3 different days.

Total Points: 100