Operational planning and policy - Operations Management
Consider your company or one that you know well and evaluate the words of their mission and vision statements. You must include the company’s mission and vision statements in your initial post.
Using the information in Table 2.2 from our text, critique the adequacy and merits of the words of their vision statement identifying effective elements and shortcomings. Using the below criteria, evaluate the adequacy and merits of the words of their mission statement.
Mission Statement Criteria:
Identifies the company’s products and/or services.
Specifics the buyer needs that the company seeks to satisfy and the customer groups or markets that it serves, and
Gives the company its own identity.
What recommended changes (identify at least one change for each statement) would you make for each statement and why?
Please note that you are not evaluating what you know of can find out about the company, but simply the words they use for their vision and mission statements.
Consider your company or one that you know well and evaluate the words of their mission and vision statements. You must include the company’s mission and vision statements in your initial post.
Using the information in Table 2.1 (42 page) from our text, critique the adequacy and merits of the words of their vision statement identifying effective elements and shortcomings. Using the below criteria, evaluate the adequacy and merits of the words of their mission statement.
Mission Statement Criteria:
1. Identifies the company’s products and/or services.
2. Specifics the buyer needs that the company seeks to satisfy and the customer groups or markets that it serves, and
3. Gives the company its own identity.
4. What recommended changes (identify at least one change for each statement) would you make for each statement and why?
Please note that you are not evaluating what you know of can find out about the company, but simply the words they use for their vision and mission statements.
tho32789_fm_i-xlii.indd i 12/09/16 07:34 PM
Arthur A. Thompson
The University of Alabama
Margaret A. Peteraf
Dartmouth College
John E. Gamble
Texas A&M University–Corpus Christi
A.J. Strickland III
The University of Alabama
THE QUEST FOR COMPETITIVE ADVANTAGE:
Concepts and Cases | T W E N T Y- F I R S T E D I T I O N
Crafting and
Executing
Strategy
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CRAFTING & EXECUTING STRATEGY: THE QUEST FOR COMPETITIVE ADVANTAGE,
CONCEPTS AND CASES, TWENTY-FIRST EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2018 by
McGraw-Hill Education. All rights reserved.
ISBN 978-1-259-73278-2
MHID 1-259-73278-9
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All credits appearing on page are considered to be an extension of the copyright page.
Library of Congress Cataloging-in-Publication Data
Names: Thompson, Arthur A., 1940- author.
Title: Crafting and executing strategy : the quest for competitive advantage: concepts and
cases / Arthur A. Thompson, The University of Alabama, Margaret A. Peteraf, Dartmouth
College, John E. Gamble, Texas A&M University-Corpus Christi, A.J. Strickland III,
The University of Alabama.
Description: Twentyfirst edition. | New York, NY : McGraw-Hill Education,
[2018]
Identifiers: LCCN 2016038849 | ISBN 9781259732782 (alk. paper)
Subjects: LCSH: Strategic planning. | Strategic planning—Case studies.
Classification: LCC HD30.28 .T53 2018 | DDC 658.4/012—dc23 LC record
available at https://lccn.loc.gov/2016038849
The Internet addresses listed in the text were accurate at the time of publication. The inclusion
of a website does not indicate an endorsement by the authors or McGraw-Hill Education,
and McGraw-Hill Education does not guarantee the accuracy of the information presented at
these sites.
mheducation.com/highered
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To our families and especially our spouses:
Hasseline, Paul, and Kitty.
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Arthur A. Thompson, Jr., earned his B.S. and Ph.D. degrees in economics from The
University of Tennessee, spent three years on the economics faculty at Virginia Tech, and
served on the faculty of The University of Alabama’s College of Commerce and Business
Administration for 24 years. In 1974 and again in 1982, Dr. Thompson spent semester-long
sabbaticals as a visiting scholar at the Harvard Business School.
His areas of specialization are business strategy, competition and market analysis, and
the economics of business enterprises. In addition to publishing over 30 articles in some 25
different professional and trade publications, he has authored or co-authored five textbooks
and six computer-based simulation exercises. His textbooks and strategy simulations have
been used at well over 1,000 college and university campuses worldwide.
Dr. Thompson spends much of his off-campus time giving presentations, putting on
management development programs, working with companies, and helping operate a busi-
ness simulation enterprise in which he is a major partner.
Dr. Thompson and his wife of 56 years have two daughters, two grandchildren, and a
Yorkshire Terrier.
Margaret A. Peteraf is the Leon E. Williams Professor of Management at the Tuck School
of Business at Dartmouth College. She is an internationally recognized scholar of strategic
management, with a long list of publications in top management journals. She has earned
myriad honors and prizes for her contributions, including the 1999 Strategic Management
Society Best Paper Award recognizing the deep influence of her work on the field of Strate-
gic Management. Professor Peteraf is a fellow of the Strategic Management Society and the
Academy of Management. She served previously as a member of the Board of Governors
of both the Society and the Academy of Management and as Chair of the Business Policy
and Strategy Division of the Academy. She has also served in various editorial roles and
on numerous editorial boards, including the Strategic Management Journal, the Academy
of Management Review, and Organization Science. She has taught in Executive Education
programs in various programs around the world and has won teaching awards at the MBA
and Executive level.
Professor Peteraf earned her Ph.D., M.A., and M.Phil. at Yale University and held previous
faculty appointments at Northwestern University’s Kellogg Graduate School of Management
and at the University of Minnesota’s Carlson School of Management.
ABOUT THE AUTHORS
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John E. Gamble is a Professor of Management and Dean of the College of Business at
Texas A&M University–Corpus Christi. His teaching and research for nearly 20 years has
focused on strategic management at the undergraduate and graduate levels. He has con-
ducted courses in strategic management in Germany since 2001, which have been sponsored
by the University of Applied Sciences in Worms.
Dr. Gamble’s research has been published in various scholarly journals and he is the
author or co-author of more than 75 case studies published in an assortment of strategic
management and strategic marketing texts. He has done consulting on industry and market
analysis for clients in a diverse mix of industries.
Professor Gamble received his Ph.D., Master of Arts, and Bachelor of Science degrees
from The University of Alabama and was a faculty member in the Mitchell College of Busi-
ness at the University of South Alabama before his appointment to the faculty at Texas A&M
University–Corpus Christi.
Dr. A. J. (Lonnie) Strickland is the Thomas R. Miller Professor of Strategic Management
at the Culverhouse School of Business at The University of Alabama. He is a native of north
Georgia, and attended the University of Georgia, where he received a Bachelor of Science
degree in math and physics; Georgia Institute of Technology, where he received a Master
of Science in industrial management; and Georgia State University, where he received his
Ph.D. in business administration.
Lonnie’s experience in consulting and executive development is in the strategic manage-
ment arena, with a concentration in industry and competitive analysis. He has developed
strategic planning systems for numerous firms all over the world. He served as Director
of Marketing and Strategy at BellSouth, has taken two companies to the New York Stock
Exchange, is one of the founders and directors of American Equity Investment Life Holding
(AEL), and serves on numerous boards of directors. He is a very popular speaker in the area
of strategic management.
Lonnie and his wife, Kitty, have been married for 49 years. They have two children and
two grandchildren. Each summer, Lonnie and his wife live on their private game reserve in
South Africa where they enjoy taking their friends on safaris.
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PREFACE
By offering the most engaging, clearly articulated, and conceptually sound text on strategic management, Crafting and Executing Strategy has been able to main-tain its position as the leading textbook in strategic management for over 30
years. With this latest edition, we build on this strong foundation, maintaining the
attributes of the book that have long made it the most teachable text on the market,
while updating the content, sharpening its presentation, and providing enlightening
new illustrations and examples.
The distinguishing mark of the 21st edition is its enriched and enlivened presenta-
tion of the material in each of the 12 chapters, providing an as up-to-date and engross-
ing discussion of the core concepts and analytical tools as you will find anywhere. As
with each of our new editions, there is an accompanying lineup of exciting new cases
that bring the content to life and are sure to provoke interesting classroom discussions,
deepening students’ understanding of the material in the process.
While this 21st edition retains the 12-chapter structure of the prior edition, every
chapter—indeed every paragraph and every line—has been reexamined, refined, and
refreshed. New content has been added to keep the material in line with the latest
developments in the theory and practice of strategic management. In other areas, cov-
erage has been trimmed to keep the book at a more manageable size. Scores of new
examples have been added, along with 17 new Illustration Capsules, to enrich under-
standing of the content and to provide students with a ringside view of strategy in
action. The result is a text that cuts straight to the chase in terms of what students
really need to know and gives instructors a leg up on teaching that material effectively.
It remains, as always, solidly mainstream and balanced, mirroring both the penetrating
insight of academic thought and the pragmatism of real-world strategic management.
A standout feature of this text has always been the tight linkage between the con-
tent of the chapters and the cases. The lineup of cases that accompany the 21st edi-
tion is outstanding in this respect—a truly appealing mix of strategically relevant and
thoughtfully crafted cases, certain to engage students and sharpen their skills in apply-
ing the concepts and tools of strategic analysis. Many involve high-profile companies
that the students will immediately recognize and relate to; all are framed around key
strategic issues and serve to add depth and context to the topical content of the chap-
ters. We are confident you will be impressed with how well these cases work in the
classroom and the amount of student interest they will spark.
For some years now, growing numbers of strategy instructors at business schools
worldwide have been transitioning from a purely text-case course structure to a more
robust and energizing text-case-simulation course structure. Incorporating a competi-
tion-based strategy simulation has the strong appeal of providing class members with
an immediate and engaging opportunity to apply the concepts and analytical tools
covered in the chapters and to become personally involved in crafting and executing a
strategy for a virtual company that they have been assigned to manage and that com-
petes head-to-head with companies run by other class members. Two widely used and
pedagogically effective online strategy simulations, The Business Strategy Game and
GLO-BUS, are optional companions for this text. Both simulations were created by
Arthur Thompson, one of the text authors, and, like the cases, are closely linked to the
content of each chapter in the text. The Exercises for Simulation Participants, found
at the end of each chapter, provide clear guidance to class members in applying the
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concepts and analytical tools covered in the chapters to the issues and decisions that
they have to wrestle with in managing their simulation company.
To assist instructors in assessing student achievement of program learning objec-
tives, in line with AACSB requirements, the 21st edition includes a set of Assurance
of Learning Exercises at the end of each chapter that link to the specific learning
objectives appearing at the beginning of each chapter and highlighted throughout the
text. An important instructional feature of the 21st edition is its more closely inte-
grated linkage of selected chapter-end Assurance of Learning Exercises and cases
to the publisher’s web-based assignment and assessment platform called Connect™.
Your students will be able to use the online Connect™ supplement to (1) complete two
of the Assurance of Learning Exercises appearing at the end of each of the 12 chap-
ters, (2) complete chapter-end quizzes, and (3) enter their answers to a select number
of the suggested assignment questions for 7 of the 31 cases in this edition. Many of the
Connect™ exercises are automatically graded, thereby enabling you to easily assess
the learning that has occurred.
In addition, both of the companion strategy simulations have a built-in Learning
Assurance Report that quantifies how well each member of your class performed on
nine skills/learning measures versus tens of thousands of other students worldwide
who completed the simulation in the past 12 months. We believe the chapter-end
Assurance of Learning Exercises, the all-new online and automatically graded Con-
nect™ exercises, and the Learning Assurance Report generated at the conclusion of
The Business Strategy Game and GLO-BUS simulations provide you with easy-to-use,
empirical measures of student learning in your course. All can be used in conjunction
with other instructor-developed or school-developed scoring rubrics and assessment
tools to comprehensively evaluate course or program learning outcomes and measure
compliance with AACSB accreditation standards.
Taken together, the various components of the 20th-edition package and the sup-
porting set of instructor resources provide you with enormous course design flexibility
and a powerful kit of teaching/learning tools. We’ve done our very best to ensure that
the elements constituting the 20th edition will work well for you in the classroom, help
you economize on the time needed to be well prepared for each class, and cause stu-
dents to conclude that your course is one of the very best they have ever taken—from
the standpoint of both enjoyment and learning.
DIFFERENTIATING FEATURES OF THE 21ST EDITION
Seven standout features strongly differentiate this text and the accompanying instruc-
tional package from others in the field:
1. Our integrated coverage of the two most popular perspectives on strategic
management—positioning theory and resource-based theory—is unsurpassed by any
other leading strategy text. Principles and concepts from both the positioning per-
spective and the resource-based perspective are prominently and comprehensively
integrated into our coverage of crafting both single-business and multibusiness strate-
gies. By highlighting the relationship between a firm’s resources and capabilities to
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viii PREFACE
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the activities it conducts along its value chain, we show explicitly how these two per-
spectives relate to one another. Moreover, in Chapters 3 through 8 it is emphasized
repeatedly that a company’s strategy must be matched not only to its external market
circumstances but also to its internal resources and competitive capabilities.
2. Our coverage of cooperative strategies and the role that interorganizational activ-
ity can play in the pursuit of competitive advantage, is similarly distinguished.
The topics of the value net, ecosystems, strategic alliances, licensing, joint ven-
tures, and other types of collaborative relationships are featured prominently in a
number of chapters and are integrated into other material throughout the text. We
show how strategies of this nature can contribute to the success of single-business
companies as well as multibusiness enterprises, whether with respect to firms
operating in domestic markets or those operating in the international realm.
3. The attention we give to international strategies, in all their dimensions, make this
textbook an indispensable aid to understanding strategy formulation and execu-
tion in an increasingly connected, global world. Our treatment of this topic as one
of the most critical elements of the scope of a company’s activities brings home
to students the connection between the topic of international strategy with other
topics concerning firm scope, such as multibusiness (or corporate) strategy, out-
sourcing, insourcing, and vertical integration.
4. With a stand-alone chapter devoted to this topic, our coverage of business eth-
ics, corporate social responsibility, and environmental sustainability goes well
beyond that offered by any other leading strategy text. Chapter 9, “Ethics, Cor-
porate Social Responsibility, Environmental Sustainability, and Strategy,” fulfills
the important functions of (1) alerting students to the role and importance of ethi-
cal and socially responsible decision making and (2) addressing the accreditation
requirement of the AACSB International that business ethics be visibly and thor-
oughly embedded in the core curriculum. Moreover, discussions of the roles of
values and ethics are integrated into portions of other chapters to further reinforce
why and how considerations relating to ethics, values, social responsibility, and
sustainability should figure prominently into the managerial task of crafting and
executing company strategies.
5. Long known as an important differentiator of this text, the case collection in the
21st edition is truly unrivaled from the standpoints of student appeal, teachability,
and suitability for drilling students in the use of the concepts and analytical treat-
ments in Chapters 1 through 12. The 31 cases included in this edition are the very
latest, the best, and the most on target that we could find. The ample information
about the cases in the Instructor’s Manual makes it effortless to select a set of
cases each term that will capture the interest of students from start to finish.
6. The text is now more tightly linked to the publisher’s trailblazing web-based assign-
ment and assessment platform called Connect™. This will enable professors to
gauge class members’ prowess in accurately completing (a) selected chapter-end
exercises, (b) chapter-end quizzes, and (c) the creative author-developed exercises
for seven of the cases in this edition.
7. Two cutting-edge and widely used strategy simulations—The Business Strategy
Game and GLO-BUS—are optional companions to the 21st edition. These give
you an unmatched capability to employ a text-case-simulation model of course
delivery.
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PREFACE ix
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ORGANIZATION, CONTENT, AND FEATURES
OF THE 21ST-EDITION TEXT CHAPTERS
∙ Chapter 1 serves as a brief, general introduction to the topic of strategy, focusing
on the central questions of “What is strategy?” and “Why is it important?” As
such, it serves as the perfect accompaniment for your opening-day lecture on what
the course is all about and why it matters. Using the newly added example of Star-
bucks to drive home the concepts in this chapter, we introduce students to what we
mean by “competitive advantage” and the key features of business-level strategy.
Describing strategy making as a process, we explain why a company’s strategy
is partly planned and partly reactive and why a strategy tends to co-evolve with
its environment over time. We show that a viable business model must provide
both an attractive value proposition for the company’s customers and a formula
for making profits for the company. A key feature of this chapter is a depiction
of how the Value-Price-Cost Framework can be used to frame this discussion.We
show how the mark of a winning strategy is its ability to pass three tests: (1) the
fit test (for internal and external fit), (2) the competitive advantage test, and (3) the
performance test. And we explain why good company performance depends not
only upon a sound strategy but upon solid strategy execution as well.
∙ Chapter 2 presents a more complete overview of the strategic management pro-
cess, covering topics ranging from the role of vision, mission, and values to what
constitutes good corporate governance. It makes a great assignment for the sec-
ond day of class and provides a smooth transition into the heart of the course. It
introduces students to such core concepts as strategic versus financial objectives,
the balanced scorecard, strategic intent, and business-level versus corporate-level
strategies. It explains why all managers are on a company’s strategy-making,
strategy-executing team and why a company’s strategic plan is a collection of strat-
egies devised by different managers at different levels in the organizational hier-
archy. The chapter concludes with a section on the role of the board of directors
in the strategy-making, strategy-executing process and examines the conditions
that led to recent high-profile corporate governance failures. A new illustration
capsule on Volkswagen’s emissions scandal brings this section to life.
∙ The next two chapters introduce students to the two most fundamental perspectives
on strategy making: the positioning view, exemplified by Michael Porter’s “five
forces model of competition”; and the resource-based view. Chapter 3 provides
what has long been the clearest, most straightforward discussion of the five forces
framework to be found in any text on strategic management. It also offers a set of
complementary analytical tools for conducting competitive analysis and demon-
strates the importance of tailoring strategy to fit the circumstances of a company’s
industry and competitive environment. The chapter includes a discussion of the
value net framework, which is useful for conducting analysis of how cooperative as
well as competitive moves by various parties contribute to the creation and capture
of value in an industry.
∙ Chapter 4 presents the resource-based view of the firm, showing why resource
and capability analysis is such a powerful tool for sizing up a company’s com-
petitive assets. It offers a simple framework for identifying a company’s resources
and capabilities and explains how the VRIN framework can be used to determine
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x PREFACE
tho32789_fm_i-xlii.indd x 12/09/16 07:34 PM
whether they can provide the company with a sustainable competitive advantage
over its competitors. Other topics covered in this chapter include dynamic capa-
bilities, SWOT analysis, value chain analysis, benchmarking, and competitive
strength assessments, thus enabling a solid appraisal of a company’s cost position
and customer value proposition vis-á-vis its rivals. An important feature of this
chapter is a table showing how key financial and operating ratios are calculated
and how to interpret them. Students will find this table handy in doing the number
crunching needed to evaluate whether a company’s strategy is delivering good
financial performance.
∙ Chapter 5 sets forth the basic approaches available for competing and winning
in the marketplace in terms of the five generic competitive strategies—low-cost
provider, broad differentiation, best-cost provider, focused differentiation, and
focused low cost. It describes when each of these approaches works best and
what pitfalls to avoid. It explains the role of cost drivers and uniqueness drivers in
reducing a company’s costs and enhancing its differentiation, respectively.
∙ Chapter 6 focuses on other strategic actions a company can take to complement
its competitive approach and maximize the power of its overall strategy. These
include a variety of offensive or defensive competitive moves, and their timing,
such as blue-ocean strategies and first-mover advantages and disadvantages. It
also includes choices concerning the breadth of a company’s activities (or its
scope of operations along an industry’s entire value chain), ranging from hori-
zontal mergers and acquisitions, to vertical integration, outsourcing, and strategic
alliances. This material serves to segue into the scope issues covered in the next
two chapters on international and diversification strategies.
∙ Chapter 7 takes up the topic of how to compete in international markets. It begins
with a discussion of why differing market conditions across countries must neces-
sarily influence a company’s strategic choices about how to enter and compete
in foreign markets. It presents five major strategic options for expanding a com-
pany’s geographic scope and competing in foreign markets: export strategies,
licensing, franchising, establishing a wholly owned subsidiary via acquisition or
“greenfield” venture, and alliance strategies. It includes coverage of topics such as
Porter’s Diamond of National Competitive Advantage, profit sanctuaries, and the
choice between multidomestic, global, and transnational strategies. This chapter
explains the impetus for sharing, transferring, or accessing valuable resources
and capabilities across national borders in the quest for competitive advantage,
connecting the material to that on the resource-based view from Chapter 4. The
chapter concludes with a discussion of the unique characteristics of competing in
developing-country markets.
∙ Chapter 8 concerns strategy making in the multibusiness company, introducing
the topic of corporate-level strategy with its special focus on diversification. The
first portion of this chapter describes when and why diversification makes good
strategic sense, the different means of diversifying a company’s business lineup,
and the pros and cons of related versus unrelated diversification strategies. The
second part of the chapter looks at how to evaluate the attractiveness of a diversi-
fied company’s business lineup, how to decide whether it has a good diversifica-
tion strategy, and what strategic options are available for improving a diversified
company’s future performance. The evaluative technique integrates material con-
cerning both industry analysis and the resource-based view, in that it considers the
relative attractiveness of the various industries the company has diversified into,
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PREFACE xi
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the company’s competitive strength in each of its lines of business, and the extent
to which its different businesses exhibit both strategic fit and resource fit.
∙ Although the topic of ethics and values comes up at various points in this text-
book, Chapter 9 brings more direct attention to such issues and may be used as a
stand-alone assignment in either the early, middle, or late part of a course. It con-
cerns the themes of ethical standards in business, approaches to ensuring consis-
tent ethical standards for companies with international operations, corporate social
responsibility, and environmental sustainability. The contents of this chapter are
sure to give students some things to ponder, rouse lively discussion, and help to
make students more ethically aware and conscious of why all companies should
conduct their business in a socially responsible and sustainable manner.
∙ The next three chapters (Chapters 10, 11, and 12) comprise a module on strategy
execution that is presented in terms of a 10-step framework. Chapter 10 provides an
overview of this framework and then explores the first three of these tasks: (1) staff-
ing the organization with people capable of executing the strategy well, (2) building
the organizational capabilities needed for successful strategy execution, and (3) cre-
ating an organizational structure supportive of the strategy execution process.
∙ Chapter 11 discusses five additional managerial actions that advance the cause of
good strategy execution: (1) allocating resources to enable the strategy execution
process, (2) ensuring that policies and procedures facilitate rather than impede
strategy execution, (3) using process management tools and best practices to drive
continuous improvement in the performance of value chain activities, (4) install-
ing information and operating systems that help company personnel carry out their
strategic roles, and (5) using rewards and incentives to encourage good strategy
execution and the achievement of performance targets.
∙ Chapter 12 completes the framework with a consideration of the roles of cor-
porate culture and leadership in promoting good strategy execution. The recur-
ring theme throughout the final three chapters is that executing strategy involves
deciding on the specific actions, behaviors, and conditions needed for a smooth
strategy-supportive operation and then following through to get things done
and deliver results. The goal here is to ensure that students understand …
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visual representations of information. They can include numbers
SSAY
ame workbook for all 3 milestones. You do not need to download a new copy for Milestones 2 or 3. When you submit Milestone 3
pages):
Provide a description of an existing intervention in Canada
making the appropriate buying decisions in an ethical and professional manner.
Topic: Purchasing and Technology
You read about blockchain ledger technology. Now do some additional research out on the Internet and share your URL with the rest of the class
be aware of which features their competitors are opting to include so the product development teams can design similar or enhanced features to attract more of the market. The more unique
low (The Top Health Industry Trends to Watch in 2015) to assist you with this discussion.
https://youtu.be/fRym_jyuBc0
Next year the $2.8 trillion U.S. healthcare industry will finally begin to look and feel more like the rest of the business wo
evidence-based primary care curriculum. Throughout your nurse practitioner program
Vignette
Understanding Gender Fluidity
Providing Inclusive Quality Care
Affirming Clinical Encounters
Conclusion
References
Nurse Practitioner Knowledge
Mechanics
and word limit is unit as a guide only.
The assessment may be re-attempted on two further occasions (maximum three attempts in total). All assessments must be resubmitted 3 days within receiving your unsatisfactory grade. You must clearly indicate “Re-su
Trigonometry
Article writing
Other
5. June 29
After the components sending to the manufacturing house
1. In 1972 the Furman v. Georgia case resulted in a decision that would put action into motion. Furman was originally sentenced to death because of a murder he committed in Georgia but the court debated whether or not this was a violation of his 8th amend
One of the first conflicts that would need to be investigated would be whether the human service professional followed the responsibility to client ethical standard. While developing a relationship with client it is important to clarify that if danger or
Ethical behavior is a critical topic in the workplace because the impact of it can make or break a business
No matter which type of health care organization
With a direct sale
During the pandemic
Computers are being used to monitor the spread of outbreaks in different areas of the world and with this record
3. Furman v. Georgia is a U.S Supreme Court case that resolves around the Eighth Amendments ban on cruel and unsual punishment in death penalty cases. The Furman v. Georgia case was based on Furman being convicted of murder in Georgia. Furman was caught i
One major ethical conflict that may arise in my investigation is the Responsibility to Client in both Standard 3 and Standard 4 of the Ethical Standards for Human Service Professionals (2015). Making sure we do not disclose information without consent ev
4. Identify two examples of real world problems that you have observed in your personal
Summary & Evaluation: Reference & 188. Academic Search Ultimate
Ethics
We can mention at least one example of how the violation of ethical standards can be prevented. Many organizations promote ethical self-regulation by creating moral codes to help direct their business activities
*DDB is used for the first three years
For example
The inbound logistics for William Instrument refer to purchase components from various electronic firms. During the purchase process William need to consider the quality and price of the components. In this case
4. A U.S. Supreme Court case known as Furman v. Georgia (1972) is a landmark case that involved Eighth Amendment’s ban of unusual and cruel punishment in death penalty cases (Furman v. Georgia (1972)
With covid coming into place
In my opinion
with
Not necessarily all home buyers are the same! When you choose to work with we buy ugly houses Baltimore & nationwide USA
The ability to view ourselves from an unbiased perspective allows us to critically assess our personal strengths and weaknesses. This is an important step in the process of finding the right resources for our personal learning style. Ego and pride can be
· By Day 1 of this week
While you must form your answers to the questions below from our assigned reading material
CliftonLarsonAllen LLP (2013)
5 The family dynamic is awkward at first since the most outgoing and straight forward person in the family in Linda
Urien
The most important benefit of my statistical analysis would be the accuracy with which I interpret the data. The greatest obstacle
From a similar but larger point of view
4 In order to get the entire family to come back for another session I would suggest coming in on a day the restaurant is not open
When seeking to identify a patient’s health condition
After viewing the you tube videos on prayer
Your paper must be at least two pages in length (not counting the title and reference pages)
The word assimilate is negative to me. I believe everyone should learn about a country that they are going to live in. It doesnt mean that they have to believe that everything in America is better than where they came from. It means that they care enough
Data collection
Single Subject Chris is a social worker in a geriatric case management program located in a midsize Northeastern town. She has an MSW and is part of a team of case managers that likes to continuously improve on its practice. The team is currently using an
I would start off with Linda on repeating her options for the child and going over what she is feeling with each option. I would want to find out what she is afraid of. I would avoid asking her any “why” questions because I want her to be in the here an
Summarize the advantages and disadvantages of using an Internet site as means of collecting data for psychological research (Comp 2.1) 25.0\% Summarization of the advantages and disadvantages of using an Internet site as means of collecting data for psych
Identify the type of research used in a chosen study
Compose a 1
Optics
effect relationship becomes more difficult—as the researcher cannot enact total control of another person even in an experimental environment. Social workers serve clients in highly complex real-world environments. Clients often implement recommended inte
I think knowing more about you will allow you to be able to choose the right resources
Be 4 pages in length
soft MB-920 dumps review and documentation and high-quality listing pdf MB-920 braindumps also recommended and approved by Microsoft experts. The practical test
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One thing you will need to do in college is learn how to find and use references. References support your ideas. College-level work must be supported by research. You are expected to do that for this paper. You will research
Elaborate on any potential confounds or ethical concerns while participating in the psychological study 20.0\% Elaboration on any potential confounds or ethical concerns while participating in the psychological study is missing. Elaboration on any potenti
3 The first thing I would do in the family’s first session is develop a genogram of the family to get an idea of all the individuals who play a major role in Linda’s life. After establishing where each member is in relation to the family
A Health in All Policies approach
Note: The requirements outlined below correspond to the grading criteria in the scoring guide. At a minimum
Chen
Read Connecting Communities and Complexity: A Case Study in Creating the Conditions for Transformational Change
Read Reflections on Cultural Humility
Read A Basic Guide to ABCD Community Organizing
Use the bolded black section and sub-section titles below to organize your paper. For each section
Losinski forwarded the article on a priority basis to Mary Scott
Losinksi wanted details on use of the ED at CGH. He asked the administrative resident