See attachment.Minicase Flowton Products enjoys a steady demand for stainless steel infiltrators used in a number of chemical processes. Revenues from the infiltrator division are $50 million a year and production costs are $47.5 million. However, the 10 high-precision Munster stamping machines that are used in the production process are coming to the end of their useful life. One possibility is simply to replace each existing machine with a new Munster. These machines would cost $800,000 each and would not involve any additional operating costs. The alternative is to buy 10 centrally controlled Skilboro stampers. Skilboros cost $1.25 million each, but compared to the Munster, they would produce a total saving in operator and material costs of $500,000 a year. Moreover, the Skilboro is sturdily built and would last 10 years, compared with an estimated 7-year life for the Munster.Analysts in the infiltrator division have produced the accompanying summary table, which shows the forecast total cash flows from the infiltrator business over the life of each machine. Flowton’s standard procedures for appraising  capital investments involve calculating net present value, internal rate of return, and payback, and these measures are also shown in the table.As usual, Emily Balsam arrived early at Flowton’s head office. She had never regretted joining Flowton. Everything about the place, from the mirror windows to the bell fountain in the atrium, suggested a classy outfit. Ms. Balsam sighed happily and reached for the envelope at the top of her in-tray. It was an analysis from the infiltrator division of the replacement options for the stamper machines. Pinned to the paper was the summary table of cash flows and a note from the CFO, which read, “Emily, I have read through 20 pages of excruciating detail and I still don’t know which of these machines we should buy. The NPV calculation seems to indicate that the Skilboro is best, while IRR and payback suggest the opposite. Would you take a look and tell me what we should do and why.”Can you help Ms. Balsam by writing a memo to the CFO? You need to justify your solution and also to explain why some or all of the measures in the summary tables are inappropriate.MinicaseFlowton Products enjoys a steady demand for stainless steel infiltratorsused in a number of chemical processes. Revenues from the infiltratordivision are $50 million a year and production costs are $47.5 million.However, the 10 high-precision Munster stamping machines that are usedin the production process are coming to the end of their useful life.One possibility is simply to replace each existing machine with a newMunster. These machines would cost $800,000 each and would not involveany additional operating costs. The alternative is to buy 10 centrallycontrolled Skilboro stampers. Skilboros cost $1.25 million each, butcompared to the Munster, they would produce a total saving in operatorand material costs of $500,000 a year. Moreover, the Skilboro issturdily built and would last 10 years, compared with an estimated7-year life for the Munster.Analysts in the infiltrator division have produced the accompanyingsummary table, which shows the forecast total cash flows from theinfiltrator business over the life of each machine. Flowtonâs standardprocedures for appraising capital investments involve calculating netpresent value, internal rate of return, and payback, and these measuresare also shown in the table.As usual, Emily Balsam arrived early at Flowtonâs head office. She hadnever regretted joining Flowton. Everything about the place, from themirror windows to the bell fountain in the atrium, suggested a classyoutfit. Ms. Balsam sighed happily and reached for the envelope at thetop of her in-tray. It was an analysis from the infiltrator division ofthe replacement options for the stamper machines. Pinned to the paperwas the summary table of cash flows and a note from the CFO, which read,âEmily, I have read through 20 pages of excruciating detail and Istill donât know which of these machines we should buy. The NPVcalculation seems to indicate that the Skilboro is best, while IRR andpayback suggest the opposite. Would you take a look and tell me what weshould do and why.âCan you help Ms. Balsam by writing a memo to the CFO? You need tojustify your solution and also to explain why some or all of themeasures in the summary tables are inappropriate.Cash Flows, Millions of Dollars0910Munster-8.0Revenues00Costs00-8.000$2.40 million24.5%3.2 yearsSkilboro-12.5Revenues50.050.0Costs47.047.0-12.53.03.0$2.56 million20.2%4.2 years

Reply to discussion: 250-275 with scholarly sources (2) APA format

There are multiple factors that make us all unique from one another, our family, where we come from, and what our beliefs are, this all makes up our unique identity that may bring us closer together or divide us (Miller, 2010). Today more than ever in the past the world has become more and more globalized which presents issues for institutions that don’t recognize the importance of cultural competence in healthcare and health related research (Miller, 2010). A culturally competent healthcare provider can tend to and meet the cultural, social, and linguistic needs and requirements of all of the patients they manage, care for, and treat (Miller, 2010). Having respect for their own culture and another’s culture is particularly important in providing culturally competent care. When providers respect and honor their patients’ culture, beliefs, customs, values, language, and traditions their patients will be more likely than not to communicate more easily and honest with their healthcare provider (Miller, 2010). This free flowing and easy communication between provider and patient can ultimately have a huge impact. When patients trust their providers to respect their culture it allows for decreased discrepancies in communication which allows for the improvement of their overall quality and quantity of the healthcare, they are able to provide which will improve their patients’ overall outcomes at many levels (Miller, 2010). The understanding of your own culture should never be out shadowed, denying your own differences as a provider can be detrimental if not considered early on. Successful organizations are able to provide some form of cultural training, but nothing is more important than the individual effort of each healthcare provider, the information that is gained through daily conversations and interactions with patients during examinations and procedures, these facts should not be stored away with just that one individual, the information should be shared amongst their peers to allow for the spread of knowledge to strengthen their team concept of cultural understanding of the community they treat (Miller, 2010).

Negative Effects for Lack of Culture

When organizations and healthcare providers fail to consider culture as an important piece in their everyday practice they ultimately begin to exclude individuals, both patients and staff from multiple cultures that are not their own from their group, even if they are the same race, gender, and share the same thoughts (Van Knippenberg, 2007). The exclude staff and patients may start to feel a little resentment, initially withdraw and form their own group(s) and start to develop a negative self-image and a general lack of confidence in oneself and in the groups that excluded them. If staff and patients in an organization feel isolated, mistreated, and misunderstood, it can and will cause an extreme loss in faith in the organization and healthcare providers and will cause future failures which will have a result on any future success (Van Knippenberg, 2007). Healthcare organizations that do not place culture as a top priority do not gain their patients trust and those patients will seek an organization that will consider their culture. Without patients an organization is nothing but a big beautiful structure that provides no one a service and will soon end without anyone to serve.

References:

Miller, Bonnie & Moore, Jr, Donald & Stead, William & Balser, Jeff. (2010). Beyond Flexner: A New Model for Continuous Learning in the Health Professions. Academic Medicine: Journal of the Association of American Medical Colleges, 85, 266-72. 10.1097/ACM.0b013e3181c859fb.

Van Knippenberg, D., & Schippers, M. C. (2007). Work group diversity. Annu. Rev. Psychol., 58, 515-541