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Timberline Health, an integrated delivery system serving residents in five counties in eastern Washington, is considering new opportunities to increase community awareness of the organization’s outpatient health services. As the new business development manager of hearing health services, Jack Andrews is responsible for evaluating the feasibility of marketing activities for the hearing service line and must allocate resources to promotional activities that forecast positive return on investment. One option under consideration is to sponsor the health and wellness pavilion at the Spokane County Fair. Research from comparable markets has shown

that wellness fairs are not only effective at educating communities about potential risk factors for health problems, including hearing loss but also increasing consumer awareness of new or existing health services provided by local health organizations. These activities are essential to Timberline Health’s mission within the community.

Since little is known about the hearing status of residents in the market area, Jack enlists the services of his organization’s epidemiologist, Dr. Ruth Litchfield, to help him evaluate the potential return on investment for this marketing campaign. Dr. Litchfield incorporates several factors into her analysis. She reviews public health data on hearing loss, occupational and age distribution data for local residents, as well as a query of Timberline Health’s patient databases. Based on this research, she estimates the prevalence of hearing loss in the five-county service area at 18 percent, slightly higher than the national average (NIH, 2010). Jack receives information from the fair’s sales and marketing department to help in his calculations. Specifically, sponsorship consists of an investment of $50,000 for the design and production of promotional materials and rental of pavilion space for the duration of the twelve day fair. Data from the previous three years shows on average 250,000 people attend the fair, of which 1% visit the wellness pavilion and participate in health screening services.

If Timberline Health is to offer mobile hearing screening, the organization must invest in new portable audiology equipment. Jack receives a quotation from his supplier and estimates the total investment in new audiometers and audiometric booths at $16,000. Timberline Health will use existing diagnostic equipment to test people who have failed the initial screening (i.e. test positive for hearing loss), so it is unnecessary to invest in additional equipment for the hearing centers. Vendor specifications for the screening and diagnostic equipment are indicated in Table 1.

 Table 1

Vendor equipment specifications

Equipment

Sensitivity

Specificity

Portable audiology equipment for free screening

90%

96%

  Clinic-based audiology equipment for follow-up diagnostic testing                                                                                                              

99%           

99%

Furthermore, Jack calculates that he must provide coverage for three 6-hour shifts per day and each shift must have three audiologists to meet the demand for screening tests. He anticipates hiring nine people to provide coverage for the duration of the fair. The hourly rate for audiologists is

$37.50.

People who fail the initial screening at the fair are referred to an audiologist for a diagnostic test. Jack assumes in his calculations that all people who are referred for diagnostic testing follow up with an audiologist in one of Timberline Health’s hearing centers. Initial screening tests at the fair are free; however, Timberline Health charges $57.00 for a diagnostic hearing test, which costs the organization $24.00. Using past sales data and industry metrics, Jack forecasts that of the total number of people diagnosed with hearing loss at hearing centers only 20% will purchase hearing aids (NIH, 2010). He reviews sales and margin data from the prior year to identify the product mix for his calculations as indicated in Table 2.

 Table 2

Sales and margin data

Hearing Aids

Unit Price

2015 Sales

Margin

Low-end

$1,000

$400,000

25%

Mid-range

$2,500

$1,250,000

45%

  High-end                    

$4,000       

$400,000        

60%

Reference

National Institutes of Health (NIH) (2010, October 1). Fact Sheet: Hearing aids. Retrieved from

U.S. Department of Health and Human Services: National Institutes of Health:

https://report.nih.gov/nihfactsheets/viewfactsheet.aspx?csid=95

Create a short Briefing report meeting the needs of Dr. Litchfield’s request:

Dr. Litchfield requests your assistance in conducting a needs assessment for hearing services in the five-county service area. Consider the following in your assessment:

1.  Population demographics play a determining role in the types of health services needed by communities. What demographic data may be important in determining the need for hearing services? (the National Institute on Deafness and Other Communication Disorders is a good resource)

2.  Timberline Health has a robust electronic health record with strong data analytic capabilities. How might this data be analyzed to evaluate the need for hearing services in the community?

3.  Timberline Health provides a wide array of health services to patients in the community.

Design a screening questionnaire (as an attachment to the report) for use in primary care clinics to help identify community need for hearing services (no more than 5-10 questions using Six Steps Creating Effective Questionnaire).

4.  What other factors may influence the need for hearing services in the community?

**When appropriate, refer to credible resources following APA

 

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(a)    Franklin Robinson is currently working atotal of 10 hours per day to produce 340 shirts. He personally thinks that bychanging the dye used for shirts that he can increase his rate to 460 shirtsper day. The total material cost for each shirt is costing approximately $4.50. He has to invest $30.00 in the necessary supplies (expendables) per dayand energy costs are assumed to be only $ 5.00 per day. Further, John thinksthat he should be making $11.00 per hour for his time.

(i)     Viewing this from a total (multifactor)productivity perspective, what is his productivity at present and with the newdye?

(6 marks)

(ii)  How would total (multifactor) productivity change ifusing the new dye raised Erik’s material costs by $0.70 per shirt?

(4 marks)

(iii)  Ifhe uses the new dye, by what amount could Erik’s material costs increasewithout reducing total (multifactor) productivity?

 

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write my assignment 4905

The British King and bureaucracy (the Crown) thought the colonists were acting like spoiled children. The colonists thought the British were overbearing, taxing unfairly, and ignoring their grievances. However, not all Colonial Americans were in favor of seeking separation from Great Britain. There were Loyalists among the colonists. Take the perspective of the Loyalists, and explain why the British colonies in North America revolted.

Below are some of the items to consider:

  • The colonial relationship to the British before/after the French and Indian War
  • The acts passed by the British government
  • The grievances stated in the Declaration of Independence
  • The events that escalated the division between the Crown and the colonists.

 

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From google books

Leadership: Enhancing the Lessons of Experience 8th Edition, Hughes, ISBN: 9780077862404

Brako is a small manufacturing company that produces parts for the automobile industry. The company has several patents on parts that fit in the brake assembly of nearly all domestic and foreign cars. Each year, the company produces 3 million parts that it ships to assembly plants throughout the world. To produce the parts, Brako runs three shifts with about 40 workers on each shift.

The supervisors for the three shifts (Art, Bob, and Carol) are experienced employees, and each has been with the company for more than 20 years. The supervisors appear satisfied with their work and have reported no major difficulty in supervising employees at Brako.

Art supervises the first shift. Employees describe him as being a very hands-on type of leader. He gets very involved in the day-to-day operations of the facility. Workers joke that Art knows to the milligram the amount of raw materials the company has on hand at any given time. Art often can be found walking through the plant and reminding people of the correct procedures to follow in doing their work. Even for those working on the production line, Art always has some directions and reminders.

Workers on the first shift have few negative comments to make about Art’s leadership. However, they are negative about many other aspects of their work. Most of the work on this shift is very straightforward and repetitive; as a result, it is monotonous. The rules for working on the production line or in the packaging area are all clearly spelled out and require no independent decision making on the part of workers. Workers simply need to show up and go through the motions. On lunch breaks, workers are often are heard complaining about how bored they are doing the same old thing over and over. Workers do not criticize Art, but they do not think he really understands their situation.

Bob supervises the second shift. He really enjoys working at Brako and wants all the workers on the afternoon shift to enjoy their work as well. Bob is a people-oriented supervisor whom workers describe as very genuine and caring. Hardly a day goes by that Bob does no post a message about someone’s birthday or someone personal accomplishments. Bob works hard at creating camaraderie, including sponsoring a company softball team, taking people out to lunch, and having people over to his house for social events.

Despite Bob’s personableness, absenteeism and turnover are highest on the second shift. The second shift is responsible for setting up the machines and equipment when changes are made from making one part to making another. In addition, the second shift is responsible for the complex computer programs that monitor the machines. Workers on the second shift take a lot of heat from others at Brako for not doing a good job.

Workers on the second shift feel pressure because it is not always easy to figure out how to do their tasks. Each setup is different and entails different procedures. Although the computer is extremely helpful when it is calibrated appropriately to the task, it can be extremely problematic when the software it uses is off the mark. Workers have complained to Bob and upper management many times about the difficulty of their jobs.

Carol supervises the third shift. Her style is different from that of the other at Brako. Carol routinely has meetings, which she labels trouble-shooting sessions, for the purpose of identifying problems workers are experiencing. Any time there is a glitch on the production line, Carol wants to know about it so she can help workers find a solution. If workers cannot do-a particular job, she shows them how. For those who are uncertain of their competencies, Carol gives reassurance. Carol tries to spend time with each worker and help the workers focus on their personal goals. In addition, she stresses company goals and the rewards that are available if workers are able to make the grade.

People on the third shift like to work for Carol. They find she is good at helping them do their job. They say she has a wonderful knack for making everything fall into place. When there are problems, she addresses them. When workers feel down, she builds them up. Carol was described by one worker as an interesting mixture of part parent, part coach, and part manufacturing expert. Upper management at Brako is pleased with Carol’s leadership, but they have experienced problems repeatedly when workers from Carol’s shift have been rotated to other shifts at Brako.

Based on the principles of the Situational Leadership Model, assess each shift supervisors approach to leading their shift employees. Outline the process you must take in the situational leadership model as part of your assessment.

 

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