Please see the Homework help – Discussion Guidelines in Week 1, and use them as a guide for Weeks 26.
For Week 5, Homework help – Discussion 1, choose one of the following three discussion topics. Your post should be 225250 words and APA formatted.
Write my Essay Online Writing Service with Professional Essay Writers – Explain why a company’s strategy needs to pass ethical scrutiny.
Analyze the impact of the Foreign Corrupt Practices Act (FCPA) on the operation of American businesses in competition with international competitors.
Compare and analyze the impact of Corporate Social Responsibility (CSR) on firms that practice it and those who do not.
Please use the Week 5 Homework help – Discussion 1 Template located in the Week 5 Learning Resources to draft your post.
Homework help – Discussion and Participation Guidelines
Weekly Class Homework help – Discussion Participation
Weekly discussion participation with your colleagues students and the instructor for each question occurs over a minimum of three different days. You are required to engage in discussions with a minimum of three different colleagues. To be sure you are addressing all of the Learning Objectives for the week, respond to colleagues who selected different questions than you did for their initial post. Each response should be 100125 words. One-line responses will not earn any points.
After your initial post, engage with colleagues and the Instructor in clarifying and mastering any concepts not fully understood. Points to explore in the first discussion topic could include:
How is the concept(s) used in your current or past place of employment and/or career
How does the concept(s) relate to other concepts in the Learning Objectives
Why is it important for you to know and master these concept(s)
Required Resources
Readings
Thompson, A. A. (20142015). Strategy: Core concepts and analytical approaches(3rd ed.) [BSG electronic edition]. Burr Ridge, IL: McGraw-Hill Education.
Chapter 9, Strategy, Ethics, and Social Responsibility (pp. 181197)
Chapter 10, Building an Organization Capable of Good Strategy Execution (pp. 199216)
Business Strategy Game (BSG) Simulation website:
Thompson, A. A., Jr., Reidenback, M. A., Stappenbeck, G. J., Harms, C. C., & Thrasher, I. F. (2014). The Business Strategy Game: Competing in a global marketplace. Retrieved from https://www.bsg-online.com/
Visit this website to read Chapters 9 and 10 of the e-book course text and continue the Business Strategy Game. This simulation provides opportunities for you to make some of the difficult decisions often encountered by managers as they seek to execute the strategy that has been established by senior executives who are responsible to the shareholders.
Media
Drachli, T. (Producer). (2013). Coca-Cola social responsibility [Video file]. Retrieved from http://youtu.be/WcR-V3vdhG8
University of St. Gallen, Switzerland (Producer) [HSGUniStGallen]. (2012). What is corporate social responsibility (CSR) [Video file]. Retrieved from http://youtu.be/E0NkGtNU_9w
CAA Member Profile:
Hall Ambulance Service, Inc.
The prologue leading to the first chapter of Hall Ambulance Services 45-year-history, started on a dareliterally.
In 1960, Harvey L. Hall had returned home after attending San Francisco City College, where he majored in Journalism, and held a couple of part time jobs reporting on City College sports for local newspapers.
He had taken a job with Mercy Hospital in Bakersfield, working as an orderly, when one day, after finishing his shift he ran in to a friend who was working as an ambulance driver. Hall candidly recalls telling his buddy, Wow, Id never do that, to which his friend replied by daring Hall to go for a ride with him. After talking with his mother about the invitation, Hall reluctantly agreed.
The experience was so positive for him that the next day he applied for a job at Cruzan Ambulance, working as an ambulance driver for six months before joining Flinn Ambulance.
Early on, Halls passion for caring for others became obvious. In 1965, the California Ambulance Association awarded him with their Medallion of Mercy Award, for his efforts to save the life of a teenage girl involved in a car accident. Upon his arrival, Hall found the patient not breathing, so he initiated mouth-to-mouth resuscitation, in place of using mechanical ventilation, which he felt was not as effective. He continued his efforts throughout the six-mile transport to the hospital.
A 1967 article in The Bakersfield Californian, about a heroic life-saving attempt by Hall, contained a quote that would set the stage for the kind of ambulance service he would eventually build. Asked how he felt after delivering the child to the hospital, Hall said, It is my duty to perform to the greatest of my ability. I am dedicated to the ambulance industrytowards upgrading the profession and being able to preserve lives.
Hall learned every aspect of the business, promoting up from an ambulance driver, into management; however, for Hall, something seemed to be lacking. He felt as though the quality of service could be improved. He made an offer to purchase the company, but Flinn rejected, stating, Hall would run the business into the ground within six months.
This motivated Hall to act on his instincts, and on February 10, 1971, with a $15,000 bank loan, two ambulances, and his personal residence servicing as headquarters, Hall Ambulance Service was born.
His vision and experience during those early years laid the foundation for what would set his company apart, including how a customer should be treated; why it is important to present yourself in a proper uniform; arriving to a medical aid request in an ambulance that is showroom clean; and, how you can make someones day just a little bit better by exhibiting compassion for their situation.
Equally important for Hall is to provide a positive work environment for his employees, providing them with the best equipment, tools, and mentorship, so that they can excel in their profession. The result is a happy, dedicated workforce who shares their employers vision, with 48% employed greater than five years, 26% greater than ten years, and 14% greater than 15 years.
This level of care and commitment is best measured through Hall Ambulances Quality Survey, which is mailed to every customer following transport. Five measurements of success provide valuable insight on the quality of care provided. In 2015, Hall Ambulance received a Total Combined Customer Satisfaction Rating of 94.94%. Hall reads every customer comment, and, if the service provided appeared to be lacking, the concern is acted upon. At the same time, employees who provide exemplary service receive commendation.
Whereas, Harveys introduction to EMS began on a dare, Lavonne Halls interest came about through sheer terror.
When she was five-years-old, Lavonne was riding in a car that was hit by a train. After a hectic ride to the hospital in the back of an ambulance, she knew what she wanted to do when she grew up!
Lavonne got her EMT certificate from Reedley College in 1983; moved to Bakersfield, and started working at Hall Ambulance in 1984.
The couple started a workplace romance and exchanged vows in front of the Weill House at the Kern County Museum in 1989.
Like her husband in his early years, Lavonne gained valuable experience working and learning almost every facet of the Company, including becoming a paramedic in 1991.
In 2011, she began overseeing Hall Commercial Vehicle Service, which tends to the Hall Ambulance fleet and other commercial accounts. Her keen business skills have resulted in significant growth and an expansion of the services offered.
Company Progress Extends Across Four-Decades
Looking back at 45 years of patient care and EMS milestonesyou can see the progress of the Company split across the decades. In May 1975, Hall Ambulance launched the first mobile intensive care paramedic program in Kern County, and in June, the first non-emergency wheelchair transportation service.
Word of the quality of care provided by Hall Ambulance Service during this time resulted in numerous Kern County communities inviting Hall Ambulance to begin providing service, often times, when the previous provider would suddenly end service with little or no notice. Hall Ambulances first expansion was to Arvin (1975), followed by Lamont (1976), Frazier Park (1978), and Tehachapi (1979).
The 1980s saw the implementation of specially configured EMS vehicles to support ambulance operations. This included the deployment of the Companys first two paramedic field supervisor units in July 1984. In July 1985, the Company placed the Countys first private mobile medical communications unit into service.
During the 1990s, Hall Ambulance expanded its footprint across Kern County. In January 1994, the County of Kern requested Hall Ambulance to respond units on an emergency basis to Eastern Kern County, when the areas provider gave notice that it was immediately ceasing operations. Within an hour, Hall Ambulance had units responding CODE 3 to the desert communities of Mojave, Rosamond and California City. About the same time, Hall Ambulance entered into an agreement with the Muroc Hospital District to provide service to the rural desert town of Boron. In May 1994, the County awarded EOA 11 to Hall Ambulance Service.
In March 1995, Hall Ambulance purchased Taft Ambulance, followed by the purchase of Schaefers Shafter Ambulance in 1999, when their respective owners decided to retire.
Perhaps the key milestone for the Company occurred in the summer of 1999, when Hall Ambulance became Bakersfields sole 9-1-1 paramedic provider after purchasing Golden Empire Ambulances EOA 5 permit.
As Hall Ambulance entered the 21st Century, the Company focused its efforts on embracing technology to save lives, and the addition of air ambulance and critical care transport services.
In May 2000, Hall Ambulance installed GPS automatic vehicle locators throughout the Metro system, enabling dispatchers to respond the closest available ambulance to a request for medical aid. This technology was implemented in the East Kern system in May 2005.
Certainly, the safety of the patient and ambulance crew is of the highest priority, which led the Company to install black box data recorders throughout the ambulance fleet, in December 2002.
In April 2004, Hall Ambulance began using pocket PC, and NOMAD to improve field data collection.
In December 2001, the Company launched air ambulance service with the founding of Hall Air Ambulance Service. This division was expanded in December 2009, when the Company formed Hall Critical Care Transport, offering both ground and air CCT services.
Hall Ambulances commitment to the communities it serves extends beyond providing five-star paramedic-level care. The Companys community pride is apparent in the meticulously maintained ambulance sub-stations located throughout each of their service areas. For the past eight years, Hall Ambulance has focused on two build from scratch projects in Rosamond and Lamont; and, major renovations to sub-stations in Shafter, Tehachapi, and the Companys newest service area, Wasco.
While the core-focus is providing 9-1-1 paramedic care, the Companys emergency medical dispatch center, known as Operational Communications Division (OCD), serves as the nerve center. OCD first achieved status as an Accredited Center of Excellence from the International Academies of Emergency Dispatch in 2011, making it one of two ACE centers operating in Kern County.
This dedication and commitment to emergency dispatch has allowed OCD to assume dispatching responsibilities for other Kern County ambulance providers, and as of October 1, 2015, the Company now dispatches 100% of all ambulance requests throughout Kern County.
In 2014, Hall Ambulance expanded service towards the northwest portion of Kern County, with the acquisition of KERN Ambulance, serving the city of Wasco, in 2014.
Celebrating a Legacy of Service and Community Giving
To commemorate Hall Ambulances 45th Anniversary, Harvey and Lavonne Hall commissioned Twentynine Palms artist Chuck Caplinger, to produce a 9×60 mural depicting highlights of the Companys history and EMS innovations in Kern County, on the west-facing, exterior-wall of the Hall Ambulance Community Center, located at 1031 21st Street in downtown Bakersfield.
The yearlong process started with sorting through thousands of photos from the Hall Ambulance archives. In the end, a collection of fifteen images were selected ranging from early professional cars and paramedic equipment to todays modern, advanced life support modular ambulances.
The Hall family held an unveiling of the mural on February 10the Companys anniversary date. The painstakingly detailed mural not only provides a visual representation of Hall Ambulances history, but also serves as a tribute to the significant value and contributions private ambulance companies provide to communities across the United States.
For the Hall family, it comes down to a commitment that there never be an unmet need for emergency medical transportation services in the communities served by their Company.
Motivation theories are developed to prepare a foundation for learning on how to motivate self and others. For my Portfolio Project, I will be interviewing my boss who manages and an ambulance company with 450 employees. During my interviews I will be discussing different motivation theories such as Maslows Hierarchy of Needs, Goal Theory, Self-Determination Theory and Achievement Motivation Theory.
The American psychologist Abraham Maslow devised a six-level hierarchy of needs that motivate or drive human behavior. He believed that each of these needs must be met in order for one to achieve happiness. Maslow suggests that each preceding need must be met – at least to some degree – before one can go on to the next level.
Goal Theory is built upon the assumption that people have drives to meet certain end states. They are motivated to do certain things as a means to achieve that end. Goal theory suggests three main elements determine the degree of motivation generated, they are; proximity, degree of difficulty and specificity.
Self-Determination Theory (SDT) is closely related to Maslow’s Theory with the exception SDT suggests that people do not operate on auto-pilot… Instead, they rely heavily on nourishment and support from their social environment to function effectively. SDT presupposes that all people have a built-in tendency toward growth and development…that they strive to master challenges and to integrate their experiences into a coherent sense of self.
David McClelland’s Achievement Motivation Theory proposes that the three factors influencing motivation are the need to achieve, the need for power, and the need for affiliation. Each of these needs vary in intensity from one person to the next. While we all experience each of these needs to some degree, we are usually motivated by one more than the others. This usually has to do with the rewards and reinforcements we received from the primary group in our childhood – i.e., Family.
Reference
https://monkessays.com/write-my-essay/internet-of-the-mind.com/motivation_theories.html
