For this assignment, you will create a differential diagnosis for the

patient in your chosen case. This assignment continues the work you

started in the Weeks One and Two discussion forums and the Week Three

assignment. Be sure to follow the instructions in Chapter 1:

Differential Diagnosis Step by Step when creating your differential

diagnosis. Your assignment must include the following:

• Recommend a diagnosis based on the patient’s symptoms, presenting problems, and history.
• Assess the validity of your diagnosis using a sociocultural perspective.
• Compare at least one evidence-based and one non-evidence-based
  treatment option for the diagnosis. Research a minimum of two
  peer-reviewed sources to support your choices.
• Propose and provide an explanation for a minimum of two historical
  perspectives and two theoretical orientations that are inappropriate
  alternates for the conceptualizations in this case.

Based on what you have learned in this unit, you must follow the instructions given to you and present a paper about your trip to Sénégal.

Firstly, you will talk about going to the shopping mall to buy some items of clothing for yourself and for the friend you will be visiting. Also, you will talk about the type of clothing items that are common in Sénégal, and what you wish to buy as a souvenir. Secondly, you will write a short description about the process of booking your flight to Sénégal, your time at the airport, and your experience on the plane up to your arrival in Sénégal.

Create and record a 5–10-minute (10–12-slide) presentation of a balanced scorecard briefing for a CEO. Must include speaker notes and have at least 10 mins of speaking content

GRADING RUBRIC MUST BE FOLLOWED
OUTSIDE RESOURCES MUST BE WITHIN 5 YEARS

OUTLINE FOR POWER POINT MUST BE FOLLOWED

Questions to Consider:

• What role does a TOWS analysis play when looking for some strategic alternatives?
• What is a value differentiation strategy?
  • How would you use it and why?
• How would you determine which market entry strategy would provide the quickest entry into the market, if you were looking for a marketing strategy?
  • What advantages might the slowest strategy offer?
• What changes first: Strategy or structure?
• What role does consumerism play in marketing a service?
• Does your health organization operate as a consumerism-driven service? If so, how does this affect the organization?
• What issues do hospital leaders face in responding to a disaster from the perspective of human resources, legal, and financial issues?
  • What, if anything, is a local hospital required to do in response to a disaster?
• What are the primary differences in the human resources strategies needed for expansion, contraction, and maintenance of scope?
• Which type of adaptive strategy is the most difficult to implement from a human resources perspective? Why?
• What is the linkage between the internal environment and value-adding service delivery and support services?
  • What would be a good example of this in your own health care organization?

Step One: Create PowerPoint Presentation

When preparing the information for your presentation, focus on the conceptual level to make sure you are on target and aligned with strategic goals. Remember, CEOs expect presentations to be brief, substantive, and concise.

Design for your audience. If your organization has branding standards, use them. You are expected to follow generally recognized guidelines for professional presentations. Spare your audience from a “death by PowerPoint” experience. Consult the suggested resources to remind yourself of the do’s and don’ts of effective presentations.

Address the following points in your briefing:

• Describe at least five objectives, with your corresponding metrics, targets, and initiatives, to help the organization achieve the strategic direction you have designed.
• Present your operational recommendations and strategic control mechanisms.
• Include the strategic goals, objectives, and action steps for reconfiguring and aligning the organization’s structure, systems, shared values, management style, staff, and skills.
• Include critical success indicators that the organization can use to measure its performance in implementing the strategy.
• Evaluate the effect of your strategy formulation, weighing factors of measurement against current measurement benchmarks in the organization.

Presentation Structure

In the real world, you can consider yourself lucky when you get 5–10 minutes of a CEO’s time. You will need to limit your briefing to 10–12 slides, or you will run out of time. Structure your briefing following the format below. Use the notes portion of each slide to write your script and practice your script to make sure you stay as close to the suggested time frames as possible.

• Slide 1: Cover (15 seconds).
• Slide 2: Vision/mission/values (30 seconds).
• Slide 3: External environment analysis tool applied (table) (1 minute).
• Slide 4: Internal analysis tool applied (table or graphic) (1 minute).
• Slide 5: Gap analysis: desired position versus actual (1 minute).
• Slide 6: Recommend directional strategy (1 minute).
• Slide 7: Develop 3–4 key goals/objectives (1 minute).
• Slide 8: Visual: Balanced scorecard table with 1–3 performance indicators and associated metrics (1 minute).
• Slide 9: Analysis (1 minute).
• Slide 10: Recommendations/conclusions (1 minute).
• Slide 11: References.

Resources:

Strategic Planning

These resources and articles help to illustrate the information necessary in communicating a balanced scorecard and strategic plan for a health care organization.

• Burton, D. A. (2015). 6 predictions for health care and population health. Healthcare Financial Management, 69(4), 58–63.
• Clarke, S. A. (2017). Strategic operational planning: Why healthcare organizations need to adopt this dual approach under population health management. The Journal of Medical Practice Management, 33(1), 15–18.
• Daly, R. (2014). The structure of value. Healthcare Financial Management, 68(1), 56–63.
• Fry, A., & Baum, N. (2016). A roadmap for strategic planning in the healthcare practice. The Journal of Medical Practice Management, 32(2), 146–149.
• Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2013). Strategic management of health care organizations (7th ed.). San Francisco, CA: Jossey-Bass.
  • Chapter 6, “Identifying Strategic Alternatives,” pages 205–255.
  • Chapter 9, “Value-Adding Support Strategies,” pages 359–398.
  • Chapter 10, “Communicating the Strategy and Developing Action Plans,” pages 401–428.
• Kun, K. E., Kassim, A., Howze, E., & MacDonald, G. (2013). Interviewing key informants: Strategic planning for a global public health management program. The Qualitative Report, 18(9), 1–17.
• Malof, L. C. (2013). The power of data—From data mining to consumer pricing and quality-of-care tools. Benefits Quarterly, 29(4), 20–23.
• Mangelsdorf, M. E. (2016). Mastering strategy. MIT Sloan Management Review, 57(2), 67–71.
• Meyer, C. K., Clapham, S. E., & Lemke, A. (2014). Strategic planning at UnityTrust Hospital. Journal of Business and Behavioral Sciences, 26(3), 112–126.

Read the fact pattern below

• Prepare a memorandum of no less than three, but no more than five, pages that:
  • Summarizes the relevant facts necessary to analyze the issues listed below
  • Identifies and analyzes each possible theory of product liability available to the client based upon the fact pattern
  • Identifies and analyzes the damages that may be available for each tort claim identified
  • Identifies and analyzes relevant defenses that may be available and determine if they have probable merit based upon the facts Fact Pattern Marty’s Malady
    Your supervising attorney asks you
    to participate in the initial consultation with a prospective client. Marty is a twenty-five year old game designer
    for a prominent computer gaming company.
    He is married to Mary. Michael is
    their two-year old son. Mary works part-time at a local bookstore on the
    weekends when Marty is not working and spends the rest of the time taking care
    of Michael, the two-year old.
    Marty is nearsighted and requires
    a prescription. Two months ago he decided to use disposable contact lenses upon
    the advice of his ophthalmologist. Marty
    decided to have the contact lens prescription filled at the optometrist
    affiliated with his ophthalmologist. He received a standard supply of the
    disposable contacts. The optometrist provided some education and training in
    the placement of the contacts into his eyes and the steps for the proper care
    and storage of the lenses.
    Marty used the contacts in the
    manner outlined by the instructions and optometrist. About two weeks into using
    the contacts, Marty noticed his eyes were red and irritated. He decided to
    leave the contacts out to give his eyes a breather and wear his glasses for the
    day. The following morning, he noticed that his eyes still appeared inflamed
    and he was feeling a bit of discomfort. He called up his ophthalmologist and
    set an appointment for the following day.
    He woke up the following morning
    with his eyes mattered shut and in significant pain. He decided to stay home
    and gut it out until his doctor’s appointment at 10:00 a.m. His ophthalmologist
    examined Marty’s eyes and determined they were infected.
    The doctor queried Marty on the
    manner in which he used his contacts and the brand of contacts he used. The
    doctor recorded in information in the Marty’s file. He prescribed a topical
    antibiotic for his eyes and had Marty schedule another appointment in 5 days to
    check on the progress. He also advised Marty to suspend use of the contacts
    until the infection cleared.
    Marty pretty much complied with
    the doctor’s orders. He applied the antibiotic three times a day, though not
    precisely every eight hours as directed – sometimes he was up to an hour late.
    However, after three days of treatment, Marty was still feeling pain and his
    eyes seemed to be getting worse instead of better. He was planning to call his
    doctor if things didn’t improve by the next day, but the doctor beat him to the
    punch and called him back in. He was also asked to bring in his unused
    disposable contacts.
    Marty’s ophthalmologist explained
    that his office just received a recall notice from the contact lens
    manufacturing concerning certain lots of lenses. The doctor examined the lot
    number on Marty’s package of lenses and confirms that it was included in the
    recall. The ophthalmologist explains that the saline solution in which the
    lenses were immersed during the packaging process was contaminated with
    bacteria. Unfortunately, the bacterial strain is very resistant to antibiotics.
    Marty is admitted to the hospital
    for receive a powerful intravenous antibiotic in hopes of beating back the
    infection. Unfortunately, the bacteria were too resistant to the treatment and
    Marty lost vision in both eyes rendering him completely blind.

Are Leaders Born or Made?

Top-level managers have a greater need for interpersonal and decision-making skills than technical skills. Middle-level managers have a balanced need for all three skill sets. First-level managers have a greater need for technical and interpersonal skills than decision-making skills. So, are leaders born or made?

You may think this is a trick question, because many leading experts argue that the answer is both. Research concurs, “effective leaders are not simply born or made, they are born with some leadership ability and develop it” (Lussier & Achua, 2012). If leaders were born and skills could not be developed, leading business schools would not be teaching leadership, you would not be taking this course, and major corporations would not spend millions of dollars on leadership training each year. Of course, all of this is highly subjective and argued among scholars and leadership specialists all over the world.

Using the module readings, Argosy University online library resources, and the Internet, respond to the following:

• Do you believe that you are a born leader? Do you believe that you can develop your leadership skills to improve job performance? Give some examples to illustrate your point.
• Describe a specific instance of leadership you or some other leader displayed when performing a figurehead, leader, or managerial role. For each of the three roles, be sure to identify the leader, the role by its name, and the specific instance. Did the behavior have positive or negative consequences? Why? How did this affect your future performance?

Write your initial response in a minimum of 200–300 words. Apply APA standards to the citation of sources.