Abstract
This paper reports on a human resource management case, noting how a company manufacturing a unit for a toy company may be affected if the toy company stops buying the part. The paper further notes the impact this will have on the HR system and how this might be mitigated before it becomes a problem.

From the Paper
"The contract the company has with the toy manufacturer needs to be examined for this sort of contingency and for how the contract can be enforced. Research should also be conducted to see what other manufacturers might be able to use this component and how well they could replace the toy manufacturer if that becomes necessary. Projections need to be made for human resource needs with and without this particular order. "

Tags:human, resources, management

Abstract
This paper discusses the pharmacologic management through a case study using a patient with several co-morbidities, which include chronic pulmonary obstructive disease (COPD), cammunity-acquired pneumonia, gastroesophageal reflux disease (GERD) and migraine headache. The paper discusses the different pharmacological agents used/to be used and relevant information regarding mechanisms of action, indications in this patient, dosing and drug interactions.

From the Paper
"Comment on chronic management of the patient's COPD. During first consult, the patient had a productive morning cough and his sputum was white, short of breath if he walks too far, but says it doesn't bother him. His wife says his shortness of breath seems to be getting worse. Noted at follow-up 2 months later was that he stopped Lopressor because it made him tired and he was wheezing more. Physical examination during first consult only revealed diminished breath sounds throughout both lung fields with expiratory wheezes at bases."

Tags:pharmacology, case, study

Abstract
This paper is a case study of conflict and conflict management in a business setting. It evaluates steps required to fix a dysfunctional working relationship between two managers in the IT department including the types of interventions the company should consider and why they might or might not work

From the Paper
"Brooks ran the IT department for Balt Healthcare. Brooks assumed he was in charge of the IT function, Senior management decided to go outside of Brooks' organization to create a team to build a team to create an e-commerce solution. This became a source of conflict. The manager Gantman who was assigned the e-commerce project has a history of unresolved conflicts with Brooks. Even though Gantman has a mandate from senior management to complete this assignment he needs Brooks' cooperation ..."

Tags:conflict management, case study, intervention, manager, leader, coaching, training, third party intervention, team building

Abstract
This is a case about an obsolete cash management problem that precedes interstate banking and problems in internal transfer of funds between corporate accounts.

From the Paper
"The underlying assumption of the case does not make sense. Nationwide branching has been available in the United States since the Regal-Neal Act gave states the right to opt out of nationwide branch banking within a limited period of time and Texas and Montana did so. In ..., Texas reversed its position and Montana is not relevant to this case. The obvious solution would be for the company to select a bank that had branches or correspondents..."

Tags:Branch Banking, cash management, deposit, collected balances, point of sale, audit trail, embezzlement, rate of return, automated clearing house, bank transfers

Abstract
This paper states that the position of the hospital is that it lacks skilled management. The author points out that the organization seems no longer to believe in the premises for which it was established as reflected in the differences in the opinions of various people on the Board of the organization and in the inability of the CEO to control these differences. The paper relates that the CEO is not able to manage the differences in opinion among the hospital staff and there is a laxity in not fixing the rules under which the staff has to operate in terms of medical and financial operations especially in the area of medical insurance.

From the Paper
"The thinking of the CEO is clear from his statement saying "I report directly to the Board of Directors of the Faith Foundation. Its diversity alone represents a kaleidoscope of thinking and decision-making. The grand point of commonality among the Board members is their support of the purpose, values, and survival of Faith Hospital." (Let It Pour: My First Assignment as Executive Assistant) The problem is thus not only in the hospital but goes even further and it goes to the Board. The Board embers do not have identical opinions about the method of running the hospital and this means that the differences of opinion will percolate down. At the same time, they all want the hospital to continue operating, but this is difficult if they do not have unanimity in thinking or decision making."

Tags:ceo, board, differences, costs, insurance

Abstract
The paper reveals that the greatest challenges in the healthcare system currently consist of controlling costs, improving clinical outcomes, and ensuring quality care. The paper discusses how barriers to those goals include the nursing shortage, a rapidly aging population, competition, and reduced government reimbursement. The paper addresses the most problematic issues in healthcare today but merely offers direction for their solution rather than facile solutions. The paper goes on to explore how evidence-based practice already is impacting on the scope of practice of registered nurses because care management and case management are the most widespread strategies used by clinicians and hospital administrators to meet their challenges.

From the Paper
"The greatest challenges in the healthcare system currently consist of controlling costs, improving clinical outcomes, and ensuring quality care. Barriers to those goals include the nursing shortage, a rapidly aging population, competition, and reduced government reimbursement. Although the current pressures are more intense than at any other time in history, they are not without precedent since industry has confronted them often (Cummings, 2003). This article therefore addresses the most problematic..."

Tags:care, case, quality

Abstract
This document provides an information management plan for Acme Home Improvements de Mexico, SA de CV (ACME). The information management plan lays out the overall approach to planning and implementing an information management infrastructure that integrates suppliers, vendors, and internal processes with back office functions. The plan is meant to illustrate the need for data and information transparency, real-time accuracy, and universal platforms.

From the Paper
"This brief information management plan is intended to provide the platform necessary for Acme Home Improvements de Mexico, SA de CV (ACME). ACME can utilize some of the reporting and record keeping requirements instituted through Sarbanes-Oxley as a foundation for its information management plan because, as industry analysts have pointed out, linking financial reporting requirements with supply chain data provides a more complete picture of an enterprises transactions (Protiviti, 2003). ACME needs an information management plan to guide its forward strategy and to enable it to avail itself of industry best practices for information management is no longer a value added component but is now a basic core competency of a business enterprise."

Tags:acme, information, management

Abstract
This paper presents a case study of two fictional hospitals. The paper expalins that Trying Hard Memorial Hospital and Do It Right Medical Center attempted to develop a Total Quality Management (TQM) program that would alter the management of their respective companies. In relation to Trying Hard Memorial Hospital the commitment to the success of the program was minimal, as the program was ultimately cast aside when other concerns arose. Yet, in the case of Do It Right Medical Center, the TQM program continues to thrive because of planning, a commitment by management to ensure success of the program and the support of the program by all workers within the organization.

From the Paper
"Trying Hard Memorial Hospital and Do It Right Medical Center attempted to develop a Total Quality Management (TQM) program that would alter the management of their respective companies. In relation to Trying Hard Memorial Hospital the commitment to the success of the program was minimal, as the program was ultimately cast aside when other concerns arose. Yet, in the case of Do It Right Medical Center, the TQM program continues to thrive because of planning, a commitment by management to ensure success of the program and the support of the program by all workers within the organization ..."

Tags:CQI, TGM, nursing, administration

Abstract
This paper presents a case study of the key problems facing the assistant deputy minister and the director of management support at a public organization. The paper discusses Henri Fayol's fourteen principles of management and Max Weber's bureaucratic theory and explains how they can be applied in this case study.

From the Paper
"The ADM can also know how to create a Unity of Direction that must be followed by all within the management hierarchy. Mr. Brown must be made to adhere to the upper management's orders to instill a more modern information processing system. By consciously or unconsciously disobeying orders to promote new ways to make it more efficient to process documentation, the rules must be followed. Fayol provides distinct guidelines that are extremely valid for keeping the unity of the organization paramount if it is to stay functioning in a regulated and productive manner."

Tags:documentation, training, implementation

Abstract
The paper briefly examines a business case study which looks at the reorganization efforts of General Motors during the 1950s. The paper explores the nature of the problem facing the company, what it is doing about it, offers a SWOT analysis and concludes with some recommendations which may prove useful. The paper concludes that the measurement proposal put in place was a generally sound one, but not perfect by any means.

From the Paper
"In early 1950s, General Motors moved towards decentralization, with the product department becoming the chief unit of organization. Simply put, the following paper briefly examines the process General Motors put into place in order to better measure management performance in a time of massive decentralization. In so doing, the paper notes the difficulties which confronted the organization, the opportunities before the organization and the paper also briefly offers recommendations on what the organization could have done to optimize the new measurement approach."

Tags:business, general, electric