Blog

Personal Leadership Development Plan Case Study Paper Personal Leadership Development Plan Rubric   Criteria   Ratings Pts Introduction Opening paragraph introducing the focus of the paper, and the content that is provided 5 to >3.0 pts Full Marks   3 to >0 pts No Marks 5 pts Part 1 – Reflection Part One contains the…

In this unit, you will learn about cognitive development in middle childhood and adolescence. Several different theories have been proposed to help describe children’s thinking. In this discussion, you will consider the strengths and weaknesses of Piaget’s theory and the Information Processing perspective in describing middle childhood cognitive development. As we move into the adolescence period, adolescent thinking is more mature and reflective; however, it is not quite adult-like yet. In this discussion, you will also explore some of the unique ways of adolescent thinking.

Please respond to the following:

Piaget’s cognitive developmental theory and the information processing perspective are two theories that are commonly used to describe children’s cognitive development. For both theories, explain what you believe correctly describes middle childhood cognitive development and what you believe does not accurately describe middle childhood cognitive development.

Adolescent cognitive changes are reflected in many aspects of adolescents’ everyday behavior, including self-concern, idealism, criticism, and faulty decision making (Berk, 2022). In a sentence or two describe the following ways of adolescent thinking:

• Imaginary audience and personal fable
• Idealism and criticism
• Faulty decision making

Provide a real-life example of how one of these ways of adolescent thinking influenced your adolescent development or the adolescent development of someone you know.

CASE OF THE BELATED LAB TESTS

PROCESS IMPROVEMENT OPPORTUNITY – PART 3 (sub parts A and B)

The Team went back to the data collection forms and created this data table of Phlebotomy turnaround times.

KEY:

TAT – turnaround time

MF – Monday through Friday

SS – Saturday and Sunday

D- Day

E – Evening

N – Night

SPECIMEN	TAT	TEST	DAY	SHIFT	FLOOR
1	1.5	CBC	MF	D	3B
2	2.0	LYTES	MF	D	3A
3	4.0	CBC	MF	E	3B
4	.5	BUN	SS	E	4B
5	4.5	LYTES	SS	D	4B
6	1.0	GLC	MF	D	4A
7	3.5	CBC	MF	E	3A
8	2.0	LYTES	MF	D	4C
9	4.5	CBC	MF	N	3B
10	2.5	CBC	SS	D	3C
11	5.5	CBC	MF	E	4B
12	1.0	BUN	MF	D	3A
13	4.5	LYTES	MF	E	3B
14	2.0	GLC	MF	E	3B
15	4.5	GLC	SS	N	4A
16	4.5	CBC	MF	D	3A
17	1.5	LYTES	MF	D	3A
18	2.0	BUN	MF	D	4B
19	5.0	GLC	SS	N	4C
20	2.5	CBC	MF	D	3C
21	4.5	GLC	SS	N	4A
22	3.0	CBC	SS	E	4C
23	0.5	LYTES	MF	N	3A
24	5.0	LYTES	MF	D	3C
25	0.5	CBC	MF	D	4B
26	1.0	LYTES	MF	D	4C
27	4.0	LYTES	MF	E	4A
28	1.5	CBC	SS	E	3C
29	1.0	BUN	MF	N	4C
30	4.0	GLC	MF	D	3A
31	2.0	GLC	SS	D	3C
32	3.0	CBC	MF	D	4B
33	2.5	LYTES	SS	D	3C
34	2.0	GLC	MF	E	4A
35	5.0	CBC	SS	D	3B
36	1.0	CBC	MF	D	4C
37	1.5	LYTES	MF	E	3C
38	4.5	BUN	MF	N	3B
39	2.0	CBC	MF	D	3C
40	4.0	LYTES	MF	N	4A
41	2.0	LYTES	MF	E	4B
42	3.5	CBC	MF	D	3A
43	2.5	BUN	MF	D	3C
44	1.5	GLC	MF	N	3A
45	4.5	BUN	SS	N	3B
46	1.5	CBC	MF	D	4C
47	3.0	BUN	SS	D	3A
48	2.0	GLC	MF	E	3C
49	4.0	CBC	MF	N	3C
50	1.0	LYTES	MF	N	4B
51	2.0	CBC	SS	D	3C
52	5.0	LYTES	MF	D	4A
53	2.0	GLC	MF	D	3C
54	4.5	GLC	SS	E	4B
55	2.5	GLC	MF	E	4B
56	2.0	LYTES	SS	D	3A
57	5.0	CBC	MF	N	3B
58	2.5	BUN	MF	D	3C
59	1.5	GLC	MF	N	4C
60	2.0	CBC	MF	D	4A
61	4.5	BUN	MF	D	4C
62	0.5	LYTES	SS	E	3C
63	4.5	CBC	MF	N	4A
64	3.0	CBC	MF	D	3C
65	2.0	GLC	MF	E	3A
66	4.0	GLC	SS	E	3C
67	2.5	LYTES	MF	D	3C
68	3.5	GLC	MF	D	4C
69	4.5	LYTES	MF	E	4B
70	1.0	CBC	SS	D	4B

Assignment 6-Part A:

1. Put this data into an Excel spreadsheet and create multiple graphs that will show the relationship between TAT and the other factors.HELPFUL HINTS: TAT should be your vertical side of the graph. You will want a graph with Test, Shift, Day and Floor data displayed on the horizontal side of your graph. You will create 4 separate graphs.
   1. You want the graphs to actually tell you something – they should show exactly where there are issues.
   2. The first graph is comparing the type of tests, so you need to separate the data out by Test. You should find an average TAT for each type of test and put that in a table and graph it and see if it gives you some good information. So up the side you would have TAT and across the bottom you would just have 4 bars – one for each type of test.
   3. Same thing for day of the week data. Average the TAT for MF and average the TAT for SS and put that into a table and graph it. So again the TAT will be up the side and then you will have two bars, just one for MF and one for SS. This way you can see if there is a difference in the TAT for these two. You will do the same with shift and floor.
   4. There is an example with pretend numbers available to you

1. Describe what your graphs are showing you.

After viewing the graphs the team decides they need more information about the night shift……..

Interview With the Night Phlebotomist

Preface: The team decided a visit to the night shift or a discussion with the night phlebotomist (Dave Stick) would help to find some answers. The Assistant Administrator (Lotta) volunteered to talk to Dave. The Quality Advisor (Tom) thought it would be a good idea to join her.

——–CURTAIN UP—————–

Lotta: We have a big problem with the turnaround time for urgent lab tests here at the hospital, and the Quality Council has put together a PI team to work on this. Since the lab is part of my organization, I’m the team leader. We’ve studied this problem and found that blood-drawing for urgents on the night shift takes too long. We set up this meeting with you today to find out what’s going on.

Dave: What’s the Quality Council?

Lotta: It’s the hospital management, and they’re really concerned about urgent test turnaround times. Can you tell us why phlebotomy takes so long at night?

Dave: (getting defensive) I don’t know. Why don’t you talk to the floor secretaries? I hear they’re always slow at night. It’s certainly not my fault!

Tom: Maybe we should explain things a little more. There’s something about the process of drawing urgent specimens at night that seems to take longer than on the other shifts. We think there may be something different about the process and maybe we could think of ways to improve it if we understood it a little better. You’re the expert, so we’re talking to you. Could you help us understand what you do?

Dave: (relaxing a little) Well, everything’s different around here at night. You should come and visit us some time. I’m the only phlebotomist on duty and I’m on the run all the time. There used to be two of us, but, then there was the last round of cut backs. I think we need more night staff! You should tell THAT to your Quality Council!

Tom: You might be right – we may end up hiring more staff, but we can’t decide that without knowing more about the problem. Tell us about drawing blood at night.

Dave: Well, there are two of us in the lab at night, myself and one tech. I draw all the bloods and help out with the testing when I can. The phones are mostly answered by the Tech. She takes the request for a blood test and records it on a log sheet, by the floor. If it’s a STAT request, I go right out.

Lotta: What about the Urgents?

Dave: Those get called in, too. But, I can’t go running for them all the time. When I go out for a STAT, I do any urgents in that unit as well. Then, near the end of my shift, I go around to all the floors and draw the rest of the urgents and the routines, too. Anyway, after I do the draws, I bring the specimens down to the lab and leave them with the techs. Have you talked with the night tech?

Tom: we can do that if we need to. But, let me make sure I understand what you’ve told us so far. You go right out when a STATs called in and while you’re in the unit you take care of any urgents that are there. When an urgent’s called in, you don’t go right out, but at the end of your shift, you make a sweep of the units and take care of both the urgents and routines. Do I have it right?

Dave: That’s it. We used to go out for the urgents just like the STATs before the last cuts. After that, with just me on nights, we couldn’t do that. I told my supervisor about that and he said it was OK, if that was the best we could do.

Lotta: Harry agreed with that? I wonder why I didn’t know.

Dave: No, not Harry – the guy before him. I think he left and went to Valley Hospital. Look, I’m serious. There are lots of things that are done a little differently on the night shift.

Tom: I’m sure you’re right! One more thing. What do you know that’s special about units 3B and4A?

Dave: Oh, those. That’s Diagnostic Med and Psych. They have very few requests at night, and just about zero STATs. I never make a special trip up there. I’m telling you, we just don’t have the time to run out for every test at night. Besides, if they really want the results in a hurry, they order them STAT. If that Quality Council wants special runs for everyone, they’ll just have to bite the bullet and hire more night staff.

Tom: Well, I think you’ve given us a pretty clear picture. We really appreciate your being so frank with us. I wonder if you’d be willing to join our project team. What do you think?

Dave: That would be great. Us night people don’t get a chance to be involved in lots of things that go on during the day.

Lotta: I realize that. We could move our meetings to the first thing in the morning. And, I’ll see to it that you’re paid for the time.

——-CURTAIN DOWN—————

Assignment 6-Part B:

1. Critique this interview. What was done well? What was not done so well?

1. Where is the team in the problem-solving process?

Submit your assignment as a Word document.

You are the HR Director of English First, a private English language teaching company based in the GCC. Until now you have taken a traditional approach to the recruitment and selection of teachers. However, you have been noticing modern trends around the use of Artificial Intelligence (AI) for recruitment and selection, and you think there is a lot of value in adopting this technology. Your CEO, Mr. Dan Pearce, is skeptical of modern technology and will need convincing to adopt AI for recruitment and selection. It should also be noted that Mr. Pearce does not like communicating via complicated language, and he is more easily persuaded when proposals are communicated in plain English. we need a proposal report communicated in plain English, making the case as to why English First should start to invest in the HireVue AI technology. Use the language of counterargument and argument to ensure you communicate persuasively. Refer to any published evidence to help support your proposal.

Risk Mgmt 

1. Compare health insurance systems in different countries, such as the United States, Canada, the United Kingdom, and Germany. Highlight the strengths and weaknesses of each system and their impact on healthcare access and quality.

2. Explore the complexities of insurance policies. Explain the importance of understanding exclusions (events not covered) and endorsements (additional coverage). Analyze how exclusions and endorsements can impact claims decisions and how to ensure proper coverage for specific needs.

3. Provide an overview of mandatory auto insurance laws and how they are enforced in the state (wisconsin)
 

You have finally been promoted to Senior Manager for the nuts and bolts category at Locky Locke Inc., a manufacturer with a large demand for bolts at its three (3) factories. You have surveyed the market and found four (4) suppliers for a certain steady selling SKU, ZA27R46.  Your factories’ weekly demand for bolts are:

• Factory 1: 9,500 cases/week
• Factory 2: 6,500 cases/week
• Factory 3: 17,000 cases/week

Each of the four suppliers can provide the ZA27R46, but they differ in unit price, weekly capacity, and distance to Locky Locke Inc. three factories. The unit prices and the weekly capacity for each of the four suppliers are shown below: 

• Supplier 1:  U.S. Ainbolt  – Unit cost:  2.50 $/case  Capacity  9,500 cases/week
• Supplier 2:  Der Bolt, Thun  – Unit cost:  3.20  $/case  Capacity  10,000 cases/week
• Supplier 3: Li Tningbolt –  Unit cost:  1.90  $/case  Capacity  7,000 cases/week
• Supplier 4:  M. Bolton –   Unit cost:  2.80  $/case  Capacity  9,000 cases/week

You are trying to plan the weekly flow of bolts from these suppliers to your factories. Based on the current contract with your transportation carrier, the unit transportation cost for a case of bolts is $0.05 per mile from any of the suppliers to any of the factories.  The distances between the four suppliers and the three factories are given in the table below.

	Factory 1	Factory 2	Factory 3
U.S. Ainbolt	120	380	806
Der Bolt, Thun	465	717	853
Li Tningbolt	553	572	830
M. Bolton	915	406	564

 

Q1: Currently, the factories operate independently. Disregarding any of the other factories, which supplier should Factory 2 select in order to have the lowest total (purchase and transport) cost for them?

Select the best answer

Supplier 1: U.S. Ainbolt

Supplier 2: Der Bolt, Thun

Supplier 3: Li Tningbolt

Supplier 4: M. Bolton

 

Q2: You want to take a holistic view of bolt sourcing instead of having each factory select its supplier on its own. You decide a model to help you select the optimal sourcing assignment for all of the factories for the ZA27R46 bolts. Based on this optimization model, what is the total weekly cost for supplying bolts for Locky Locke Inc.? Be sure to include the purchase price as well as the transportation costs. 

 

Q3: Based on your optimization model, which supplier should Factory 2 select in order to have the lowest total (purchase and transport) cost for Locky Locke Inc.?

Supplier 1: U.S. Ainbolt

Supplier 2: Der Bolt, Thun

Supplier 3: Li Tningbolt

Supplier 4: M. Bolton

 

Q4: You want to discuss the situation with the general manager of Factory 2. How much is the difference between Factory 2’s total (purchase and transport) cost per week in Q1 compared to the total cost per week from  Q3?

 

Q5:

a) You decide to re-negotiate with Supplier 1 (U.S. Ainbolt) to increase their capacity. They agree to increase it to 14,000 cases per week. How many cases per week does Supplier 1 (U.S. Ainbolt) send to Factory 2 in the new optimal solution? Input your answer in integers. 

 

b) Based on this optimization model, what is the total weekly cost for supplying bolts for Locky Locke Inc.? Be sure to include the purchase price as well as the transportation costs. Round to the nearest integer. 

This assignment asks you to identify your new product or service. As the Chief Marketing Officer, the CEO requested a training style Infographic (similar to a 1-page flyer) detailing the new product. The end user of this infographic will be the marketing team working under you.

You must engage in the new product development process in developing your new product. Since the procedure for marketers tends to be the worst executed, it is also essential to understand the risks and pitfalls in each stage.  

• Develop an infographic for the new product development process,
• Introduce new products, and
• Identify the steps you would go through to complete the new product development process

Instructions

Identify the steps in the new product development process and evaluate the challenges. 

1. Develop a infographic, a visual representation of your information. Your infographic should (i) show the steps in the new product development process and (ii) identify the challenges of each step. Use the Process Infographics format found at https://visme.co/blog/what-is-an-infographic/. Use boxes to illustrate the steps in the process. Label each box clearly to correspond with each step in the new product development process. Within each box, briefly describe the step and the associated challenges. The infographic should be the first page after the title page in your PowerPoint Presentation.
2. In addition to the infographic, explain each step in the new product development process in a PowerPoint presentation and evaluate the challenges. In your PowerPoint, identify each stage and the associated challenges for your new product. Be sure to provide the needed details in each step. Each slide should include a minimum of hundred to hundred and fifty words in the slide notes.

Your audience for your infographic is the team that will likely be tasked with the new product development initiative. You will give them your infographic, something for them to have as a quick reference. Be sure to save a copy for yourself since you anticipate being a team member. Include your infographic as one of the slides in your presentation.  

one page infographic and a Slide Deck with 3-5 slides and 10-150 words per slide.  

Prompt

Need a report with your performance evaluation of the three companies involved in the acquisition.

Specifically,  must address the following:

1. Situation Analysis of TransGlobal Airlines (parent company). Use the provided TransGlobal Company Information and Financials **(Provided Below)**to highlight the company’s current business environment.
   1. Internal environment: culture, leadership, internal processes, human resources, operations, and financial performance
   2. External environment: competitive, market, regulatory, customers, suppliers, and other relevant stakeholders
2. Balanced Scorecard Analysis of Company A. Using the balanced scorecard for Company A (Provided below) describe your analysis of Company A’s performance. Perform a cost-benefit-risk analysis to explain whether the benefits justify the costs of acquisition.
   1. Opportunity cost: What will it cost to move forward with this opportunity?
   2. Risk: Identify and explain the magnitude (low, medium, or high) of the risks this acquisition poses to the parent company related to its market, financial, cultural, and operational environments.
3. Balanced Scorecard Analysis of Company B. Using the balanced scorecard for Company B from Milestone One (Provided Below), describe your analysis of Company B’s performance. Perform a cost-benefit-risk analysis to explain whether the benefits justify the costs of acquisition.
   1. Opportunity cost: What will it cost to move forward with this opportunity?
   2. Risk: Identify and explain the magnitude (low, medium, or high) of the risks this acquisition poses to the parent company related to its market, financial, cultural, and operational environments.

What to Submit

 6-8 pgs

Submit a 7- to 10-slide presentation [excluding title slide and references slide(s)] with detailed speaker notes in which you do the following:

• Propose your recommendations to the company’s senior leaders for implementing a company-wide hybrid work model. Be sure to address the following questions that your senior leaders may have:
  • What are the practical challenges and considerations involved in implementing a hybrid work model, including technological infrastructure, communication protocols, and managerial practices? (2-3 slides)
  • What is your stance on balancing the needs and desires of the workforce with the desire to maintain company culture? (1 slide)
  • What is the impact of a hybrid work model on the company’s commitment to digital transformation, reduced carbon footprint, and corporate social responsibility? (1-2 slides)
  • How does a hybrid work model affect the company’s ability to diversify its workforce? What are the potential impacts of this decision on diversity, equity, and inclusion within the community? (2 slides)
  • What are the financial considerations for the company? What role does the community play in relying on the company to contribute financially? (1-2 slides)

     

• For your notes section on each slide, be sure to include either bulleted points or a few short paragraphs to serve as your “speaker notes” if you were to give this presentation in front of a live audience.

Imagine you are hired as the new warden of a prison in the United States. When you come in, you notice a problem with the retention and recruitment of medical staff for your prison. What changes would you make to address the issue of retention and recruitment of medical staff? Suggest at least 3 changes and explain how you would implement each suggestion. What changes have worked in other prisons who have addressed this issue?