Unit 7 Assignment: Case Study Analysis

In this Assignment, through the Managing Talent Wal-Mart case study, you will engage in developing the following professional competencies:

Understands how to approach unstructured problems

Read the case “Managing Talent: How Wal-Mart Is Setting Pay at the Top…and Bottom” at the end of Chapter 12. Answer the questions found in the Assignment Rubric below (not the questions at the end of the case study in the text) in a 2-3 page APA-style paper. Note that the questions in this Assignment relate to both Units 6 and 7. By any measure, the chief executive officer of Wal-Mart Stores, Mike Duke, has a huge job. In the highly competitive retail industry, Wal-Mart operates more than 10,000 stores in more than two dozen countries, generating sales in the hundreds of billions of dollars. For that responsibility, Duke is highly paid. In 2011, he received a base salary of $1.3 million, stock awards valued at $13.1 million, and a cash bonus of $2.9 million. Duke’s salary and stock awards were each 3% larger than in the previous year, but his bonus was 25% smaller because the company failed to meet goals for operating income. His total compensation of $18.1 million made Duke the 82nd-highest paid chief executive in the United States, according to Forbes magazine. MANAGING TALENT: HOW WALMART IS SETTING PAY AT THE TOP…AND BOTTOM

Another change that took place in Duke’s compensation was in the measures used for setting his incentive pay. In the past, Wal-Mart used a metric common to retailers: same-store sales, meaning sales volume at stores that have been open for one year or longer. By looking at same-stores sales, a company can determine whether its activities are making its stores more successful over time. Wal-Mart, however, decided to base Duke’s incentive pay on the total sales for the entire company. The change came after Wal-Mart’s same-store sales had been falling for two years as recession-strained consumers switched to dollar stores or put off purchases altogether. In its official explanation of the change, Wal-Mart said it would “align our performance share goals more closely with our evolving business strategy, which emphasizes productive growth, leverage and returns.” Several years earlier, in contrast, Wal-Mart had said it measured same-store sales because that metric “is a key driver of shareholder returns” and investors view it “as an important measure of performance in the retail industry.”

The change from same-stores sales to total sales as the basis for incentive pay followed another change in performance targets. Two years earlier, the company switched the time frame for measuring performance. In the past, Wal-Mart executives had to meet three-year goals before receiving incentives. Beginning in 2009, they began receiving their incentive pay for meeting one-year goals. The company said the change would make the goals more current and realistic.

Lower in the corporate hierarchy, Wal-Mart has made very different decisions about compensation. The average wage for an hourly Wal-Mart employee in the United $12.40 per hour. An average employee with a fulltime schedule (many work part-time) would earn about $25,800 per year. Like Duke, wage earners at Wal-Mart are eligible for incentive pay, but the scale of the incentive pay is far smaller.

Under the company’s founder, Sam Walton, Wal-Mart set up a profit-sharing program, which Walton in his autobiography called “the carrot that’s kept Walmart headed forward” These payments have represented up to 4% of employees’ pay. The money was deposited in a fund that employees could cash in when they retired. In 2010, Wal-Mart paid its employees $1.1 billion in profit sharing and contributions to employees’ 401(k) retirement funds. However, that was the last year for the program. After 39 years, beginning in 2011, lower-level employees are no longer eligible for profit sharing. The company will instead increase its spending on quarterly and annual bonuses and medical insurance, and it will continue matching employees’ contributions to their 401(k) plans, up to 6% of their pay. A company spokesperson noted that employees would be able to spend their bonuses immediately, rather than waiting for their retirement, as they did with the profit sharing.

Review the Assignment Rubric (below) before starting this Assignment.

1.How are electronic medical/health records, telemedicine, and smart devices affecting the health care organization where you work or are a patient at? What impact does the rate of technological change have on the design of health care facilities? 150 words

Please cite all quotations, facts, and ideas that are not your own original work and please don’t paraphrase.

2. How are demographic needs (e.g., culture, race, gender, age, religion, etc.) considered when designing a health care facility? What role does population density play regarding the availability of comparative health care services in the design of health facilities? 150 words

Please cite all quotations, facts, and ideas that are not your own original work and please don’t paraphrase.

3. How would you leverage principles of sustainable health care, Leadership in Energy & Environmental Design (LEED), “green” design, etc., when designing or renovating an existing health care facility? 150 words

Please cite all quotations, facts, and ideas that are not your own original work and please don’t paraphrase.

Develop a proposal in which you evaluate the two specific products you selected in Week 4. Your goal is to persuade the directors of the health care workplace to implement your chosen informatics solution

Address the following details:

• Brief description of the administrative or clinical issue. I have choosen to implement EHR software w/ CDS to decrease risk of CAUTI.
• Concise overview of the two products, including an evaluation of all relevant features of each product. Two I picked were CPRS & Epic EHR.
• Select one (not both) product for implementation and provide a clear explanation about why.
• Two suggestions of how the chosen product could be implemented
• Two suggestions for how the chosen product would be evaluated after implementation
• Identify a future trend in this area

Develop a presentation using: PowerPoint (7-10 slides with detailed speaker notes)

Include a minimum of five peer-reviewed references and speakers notes.

Format your proposal and reference page according to APA guidelines.

Your final assignment for this course will be to create a Community Policing Proposal to a fictional community.

Your instructor will be assigning you a fictional community profile this week. You will use this profile to inform the design of your Community Policing Proposal. The final proposal will include the following elements:

* A description of the community and its needs
* A step-by-step implementation plan designed with the specific needs of your community in mind
* A practical strategy that can be used to communicate your community policing model to the community and the law enforcement organization

Part 1

Your instructor will send you a brief description of a community. Upon receiving the community profile, create a name for your community. Provide a written description of the community and a description of the crime issue at hand. You may add unique details to the description of the community or the issue if you think it will benefit your assignment. Submit a written description of the community for which you will be creating a Community Policing Proposal.

Part 2

Describe how federal, state, and local law enforcement work together in criminal investigations. Answer the following questions:

* What is the scanning, analyze, response, and assessment (SARA) model?
* How does this model apply to community policing? Give 2 examples.
* Can the same models for partnerships be used in every jurisdiction? Why or why not?

Pick one of the following communities:

Municipality A

Create a name for this community with the following characteristics:

* Of the people living in this area, 95% are Caucasian; 2% are African American; 2% are Hispanic; 0.5% are Asian; 0.2% are either Native Hawaiian or Pacific Islander; and 0.3% are American Indian or Alaskan Native, of some other race, or of two or more races.
* 17.96% of the population is over the age of 65. 61.29% are of working age (18–64). 20.75% are under 18, and 5.31% are under 5 years old.
* The median household income for the study area was $42,000, compared to a state median of $50,000, as estimated in the most recent Census American Community Survey. The number of households divided by income categories is shown in the Annual Income Category table. In 2010, 57.16% of households in the study area had an annual income of less than $50,000, compared to 50.24% of people in the state.
* This community has recently experienced a dramatic spike in drug activity.

You may provide additional details about the community if it will benefit your Community Policing Proposal.

Municipality B

Create a name for this community with the following characteristics:

* Of the people living in this area, 72% are Hispanic; 10% are African American; 8% are Caucasian; 6% are Asian; 2% are either Native Hawaiian or Pacific Islander; and 2% are American Indian or Alaskan Native, of some other race, or of two or more races.
* 20% of the population is over the age of 65. 60% are of working age (18–64). 20% are under 18, and 7% of that population are under 5 years old.
* The median household income for the study area was $35,000, compared to a state median of $50,000, as estimated in the most recent Census American Community Survey.
* This community has recently experienced a dramatic spike in prostitution.

You may provide additional details about the community if you feel they will benefit your Community Policing Proposal

Municipality C

Create a name for this community with the following characteristics:

* Of the people living in this area, 95% are Caucasian; 0.05% are African American; 2% are Hispanic; 2% are Asian; 0.03% are either Native Hawaiian or Pacific Islander; and 0.02% are American Indian or Alaskan Native, of some other race, or of two or more races.
* 35% of the population is over the age of 65. 50% are of working age (18–64). 15% are under 18, and 5% of that population are under 5 years old.
* The median household income for the study area was $71,000, compared to a state median of $50,000, as estimated in the most recent Census American Community Survey.
* This community has experienced a dramatic spike in personal property damage.

You may provide additional details about the community if you feel they will benefit your Community Policing Proposal.

Municipality D

Create a name for this community with the following characteristics:

* Of the people living in this area, 82% are African American; 0.12% are Hispanic; 4% are Caucasian; 1% are Asian; and 0.1% are either Native Hawaiian or Pacific Islander, American Indian or Alaskan Native, of some other race, or of two or more races.
* 41% of the population is over the age of 65. 30% are of working age (18–64). 29% are under 18, and 5% of that population are under 5 years old.
* The median household income for the study area was $23,000, compared to a state median of $50,000, as estimated in the most recent Census American Community Survey.
* This community has experienced a dramatic spike in gang activity.

You may provide additional details about the community if you feel they will benefit your Community Policing Proposal.