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According to the video clip from the Economist, why is the deep sea “the final frontier on planet Earth”?

using the attachments and the video link about to answer the questions below. 400 Words 

  1. According to the video clip from the Economist, why is the deep sea “the final frontier on planet Earth”? What are the needs and/or the advantages of seabed mining?
  2. Childs shows us how Nautilus Minerals have legitimized seabed mining in Papua New Guinea despite rising social and ecological concerns. Dover also argues that we need to tighten regulations on deep-sea mining. Synthesizing these readings, what do you think are the disadvantages/negative effects of seabed mining?
  3. Comparing the pros and cons of seabed mining, what is your own view on seabed mining? Do we need it? If so, when and how? If not, why?
  4. © IUCN (International Union for Conservation of Nature and Natural Resources) – 28 rue Mauverney, CH-1196 Gland, Switzerland – Tel.: +41 22 999 0000 – Fax: +41 22 999 0002
  5. JULY 2018 DEEP-SEA MINING • Deep-sea mining is the process of retrieving mineral deposits from the deep sea – the area of the ocean
  6. below 200 m. Depleting terrestrial deposits and rising demand for metals are stimulating interest in the deep sea, with commercial mining imminent. The scraping of the sea floor and pollution from mining processes can wipe out entire species – many yet to be discovered. Environmental impact assessments, effective regulation and mitigation strategies are needed to limit the impacts of deep-sea mining. Comprehensive baseline studies are needed to improve our understanding of the deep sea.
  7. •
  8. •
  9. •
  10. •
  11. What is the issue? Deep-sea mining is the process of retrieving mineral deposits from the deep sea – the area of the ocean below 200 m which covers about 65% of the Earth’s surface.
  12. There is growing interest in the mineral deposits of the deep sea. This is largely due to depleting terrestrial deposits for metals such as copper, nickel, aluminium, manganese, zinc, lithium and cobalt, coupled with rising demand for these metals to produce high-tech applications such as smartphones and green technologies such as wind turbines, solar panels and electric storage batteries.
  13. Deep-sea mining activities within the Exclusive Economic Zones of countries and in areas beyond national jurisdiction © IUCN
  14. So far, the focus has been on exploring the deep sea – assessing the size and extent of mineral deposits. By May 2018, the International Seabed Authority (ISA) – which regulates activities in areas beyond national jurisdiction – had issued 29 contracts for the exploration of deep-sea mineral deposits. More than 1.5 million km2 of international seabed – roughly the size of Mongolia – have been set aside for mineral exploration in the Pacific and Indian oceans, and along the Mid-Atlantic Ridge.
  15. But exploration may soon give way to exploitation. Commercial mining in national waters of Papua New Guinea is predicted to begin by 2020. Mining in international waters is expected to commence in 2025.
  16. Why is this important? The seafloor contains an extensive array of geological features. These include abyssal plains 3,500–6,500 m below the sea surface, volcanic underwater mountains known as seamounts, hydrothermal vents with bursting water heated by volcanic activity, and deep trenches such as the Mariana Trench, which at almost 11,000 m is the greatest depth registered in the ocean. These remote areas support species that are uniquely adapted to harsh conditions such as lack of sunlight and high pressure. Many of these species are unknown to science.
  17. As the deep sea remains understudied and poorly understood, there are many gaps in our understanding of its biodiversity and ecosystems. This makes it difficult to thoroughly assess the potential impacts of deep-sea mining and to put in place adequate safeguards to protect the marine environment.
  18. Based on current knowledge of the deep sea, the following impacts of mining activities could affect its biodiversity and ecosystems:
  19. Disturbance of the seafloor The scraping of the ocean floor by machines can alter or destroy deep-sea habitats, leading to the loss of species and fragmentation or loss of ecosystem structure and function. Many species living in the deep sea are endemic – meaning they do not occur anywhere else on the planet – and physical disturbances in just one mining site can possibly wipe out an entire species. This is one of the biggest potential impacts from deep-sea mining.
  20. Sediment plumes Some forms of deep-sea mining will stir up fine sediments on the seafloor consisting of
  21. IUCN website IUCN issues briefs: Twitter: @IUCN iucn.org iucn.org/issues-briefs
  22. http://www.iucn.org/
  23. JULY 2018
  24. © IUCN (International Union for Conservation of Nature and Natural Resources) – 28 rue Mauverney, CH-1196 Gland, Switzerland – Tel.: +41 22 999 0000 – Fax: +41 22 999 0002
  25. DEEP-SEA MINING
  26. silt, clay and the remains of microorganisms, creating plumes of suspended particles. It is unclear how far these particles may disperse beyond the mining area, how long it would take for the to resettle on the seafloor, and to what extent they may affect ecosystems and species, for instance by smothering animals or harming filter-feeding species that depend on clear, clean water to feed, such as krill and whale sharks.
  27. m
  28. Pollution Species such as whales, tuna and sharks could be affected by noise, vibrations and light pollution caused by mining equipment and surface vessels, as well as potential leaks and spills of fuel and toxic products.
  29. Potential impacts from deep-sea mining © IUCN, adapted from Secretariat of the Pacific Community (2013).
  30. What can be done? A better understanding of the deep sea is necessary to guide mitigation strategies and proper enforcement of regulations in order to limit the environmental impacts of mining activities.
  31. Baseline studies Comprehensive baseline studies are needed to understand what species live in the deep sea, how they live, and how they could be affected by mining activities. More funds are needed for training and educational programmes focused on improving our understanding of the deep sea.
  32. Environmental impact assessments High-quality environmental assessments are needed to assess the full range, extent and duration of environmental damage from deep-sea mining operations. These assessments are also needed to ensure that the loss of biodiversity as a result of mining operations is properly accounted for in mining regulations set by
  33. authorities, well before any decision to mine is approved. The costs to the marine environment should be included in the financial and economic assessments conducted by mining companies.
  34. Mitigation Current technologies may not be sufficient to avoid serious and lasting harm to the environment, including the loss of biodiversity. Mining operations strategies will need to prioritise the avoidance of environmental impacts. This needs to include establishing protected area networks to keep large parts of the seabed undisturbed as well as stringent and precautionary controls on the permissible extent and duration of mining operations. Minimising impacts should involve, among other things, improving mining equipment to reduce seafloor disturbance. Remedying environmental impacts has not yet been shown to be effective in practice.
  35. Enhanced regulation The ISA is operating with the dual mandate of promoting the development of deep-sea minerals whilst ensuring that this development is not harmful to the environment. This challenging and conflicting mandate will require improved oversight by the international community – including government representatives and the general public – to ensure that marine life is adequately protected.
  36. To avoid possible conflicts of interest due to the dual mandate of ISA, the organisation should consider divesting itself of some of its responsibilities, and placing them on independent entities.
  37. Circular economy The repair, recycling and reuse of products should be encouraged to help reduce the demand for raw materials from the deep sea. Enhancing product design to make use of less or alternative materials can also reduce the demand.
  38. Cuyvers, L. et al. (2018). Deep seabed mining: a rising environmental challenge. Gland, Switzerland: IUCN and Gallifrey Foundation.
  39. Where can I get more information?
  40. MIDAS – Managing Impacts of Deep-seA reSource exploitation
  41. IUCN website IUCN issues briefs: Twitter: @IUCN iucn.org iucn.org/issues-briefs
  42. http://www.iucn.org/
  43. http://www.eu-midas.net/
  44. http://www.eu-midas.net/
  45. What is the issue?
  46. Why is this important?
  47. What can be done?
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According to the theory of false claim act liability commonly referred to as “implied false certification

Discussion response

analyn

Part A False Claim Act

Hypothesis: According to the theory of false claim act liability commonly referred to as “implied false certification” when defendant submits claim, it impliedly certifies compliance with all conditions of payment. The implied false certification theory ca be a basis for liability

Federal Civil False Claims Act (FCA) The civil FCA, 31 United States Code (U.S.C.) Sections 3729–3733, protects the Federal Government from being overcharged or sold substandard goods or services. The civil FCA imposes civil liability on any person who knowingly submits, or causes the submission of, a false or fraudulent claim to the Federal Government. The terms “knowing” and “knowingly” mean a person has actual knowledge of the information or acts in deliberate ignorance or reckless disregard of the truth or falsity of the information related to the claim. No specific intent to defraud is required to violate the civil FCA. Examples: A physician knowingly submits claims to Medicare for medical services not provided or for a higher level of medical services than actually provided. Penalties: Civil penalties for violating the civil FCA may include recovery of up to three times the amount of damages sustained by the Government as a result of the false claims, plus financial penalties per false claim filed. Additionally, under the criminal FCA, 18 U.S.C. Section 287, individuals or entities may face criminal penalties for submitting false, fictitious, or fraudulent claims, including fines, imprisonment, or both

Settlement Based on Electronic Health Records Incentive Program (real-life Case)

 On May 31, 2019, the DOJ announced that Coffey Health System in Kansas agreed to pay $250,000 to settle claims that they violated the False Claims Act.  The Coffey Health System operates a 25-bed critical access hospital located in Burlington, Kansas.  The DOJ alleged that Coffey Health System falsely attested that it conducted and/or reviewed security risk analyses in accordance with the requirement under the electronic health records (EHR) incentive program in 2012 and 2013.  The DOJ specifically alleged that the Coffey Health System (Violation) falsely attested that they satisfied the measures of requirements for analyzing and addressing security risk to electronic health records. 

Compliance to minimize exposure risks

A new fact sheet issued by the Centers for Medicare & Medicaid Services (CMS) explains hospital payment adjustments under the Medicare Electronic Health Record (EHR) Incentive Program.

Eligible hospitals that failed to demonstrate meaningful use of EHRs for calendar year 2016 are subject to a payment adjustment for fiscal year (FY) 2018, which began Oct. 1. Payment adjustments are applied as a reduction to the hospital Inpatient Prospective Payment System (IPPS) percentage increase for FY 2018. Eligible hospitals that failed to attest will see a 75 percent decrease to the FY 2018 IPPS annual payment update.

CMS has contacted hospitals that did not meet meaningful use requirements or file a timely hardship exception and are therefore subject to the penalty in FY 2018. The fact sheet contains additional information on hardship exceptions, which are granted on a case-by-case basis in four categories: infrastructure; new eligible hospitals; unforeseen circumstances; or EHR vendor issues. 

Eligible Hospitals

An eligible hospital demonstrates meaningful use by successfully attesting through either the CMS Medicare EHR Incentive Programs Attestation System (https://ehrincentives.cms.gov/hitech) or through its state’s Medicaid EHR Incentive Program attestation system

Part B Anti- Kickback Statute or stark Law

Hypothesis: Prohibit medical providers from paying or receiving kickbacks, remuneration or anything of value in exchange for referrals of patients who will receive treatment paid for by the government healthcare programs such Medicare and Medicaid.

Under Federal law and federal state laws- The AKS, 42 U.S.C. Section 1320a-7b(b), makes it a crime to knowingly and willfully offer, pay, solicit, or receive any remuneration directly or indirectly to induce or reward patient referrals or the generation of business involving any item or service reimbursable by a Federal health care program, When a provider offers, pays, solicits, or receives unlawful remuneration, the provider violates the AKS, The Physician Self-Referral Law, 42 U.S.C. Section 1395nn, often called the Stark Law, prohibits a physician from referring patients to receive “designated health services” payable by Medicare or Medicaid to an entity with which the physician or a member of the physician’s immediate family has a financial relationship, unless an exception applies.

Financial Arrangements with Emergency Room Physicians

 On April 30, 2019, the DOJ announced that a former CEO of Health Management Associates (HMA) agreed to pay $3.46 million to resolve false billing and kickback allegations.  This settlement resolved allegations that the hospital former CEO caused HMA to knowingly submit false claims to government healthcare programs by admitting patients that could have been treated on a less costly, outpatient basis.  The settlement also resolved allegations that the hospitals CEO caused HMA to pay remuneration to emergency department physicians in return for referrals, This settlement resolves allegations that the former CEO of this hospital chain caused HMA to pressure emergency department physicians to increase inpatient admissions by recommending admission without regard to medical necessity.  The DOJ also alleged that the former hospital chain CEO caused HMA to pay remuneration to EmCare, a physician staffing company, to recommend admission when patients should have been treated on an outpatient basis.   The DOJ also alleged that the former HMA CEO caused HMA to make certain bonus payments to EmCare emergency department physicians and tied EmCare’s retention of existing contracts and receipt of new contracts to increase admissions of patients who came to the emergency department, HMA and EmCare have already resolved their liability to the government related to these allegations.  In September 2018, HMA entered into a civil settlement under which it paid $61.8 million to the government.  HMA also entered into a non-prosecution agreement with the criminal division’s fraud section under which it paid $35 million. 

Violation- False billing, HMA to knowingly submit false claims to government healthcare programs by admitting patients that could have been treated on a less costly, outpatient basis. also violation of physician in return of referrals.

Compliance with Stark Law and Anti-Kickback Policies and Procedures

Policies, procedures, and practices available to help health care organizations remain compliant with both the Stark Law and the AKS. The most overarching way organizations can maintain compliance with these laws is by ensuring their compliance programs are effective and operating as recommended by the Department of Health and Human Services Office of Inspector General (OIG). In the OIG’s Compliance Program Guidance documents¹, there are seven key elements of an effective compliance program including: Implementing written policies, procedures and standards of conduct, Designating a compliance officer and compliance committee, Conducting effective training and education, Developing effective lines of communication, Conducting internal monitoring and auditing, Enforcing standards through well-publicized disciplinary guidelines, Responding promptly to detected offenses and undertaking corrective action, The most notable of these elements as it relates to compliance with the Stark Law and the AKS is implementing written policies, procedures and standards of conduct. By following necessary policies and procedures for these laws, health care organizations can avoid instances of improper referrals and other remuneration fraud or abuse.

Reference:

Medicare Learning Network 2022 Publication: Medicare Fraud and Abuse PDF  https://learn.umgc.edu/content/enforced/686368-027419-01-2225-OL1-6380/Medicare%20Learning%20Network%202022%20Publication%20Medicare%20Fraud%20and%20Abuse%20PDF.pdf?_&d2lSessionVal=HYnTSyliATWgRrpp3Di5tSrR7

Resources. (n.d.). Breazeale, Sachse & Wilson – Attorneys at Law | Baton Rouge & New Orleans, Louisiana Law Firm |. https://www.bswllp.com/false-claim-act-cases-and-settlements-involving-hospital-financial-relationships-with-referring-physicians

CMS releases fact sheet on EHR penalties. (n.d.). America’s Essential Hospitals. https://essentialhospitals.org/policy/cms-releases-fact-sheet-on-ehr-penalties/ 

How to comply with stark law and anti-kickback policies and procedures. (2021, February 2). Strategic Management Services, LLC. https://www.compliance.com/resources/how-to-comply-with-stark-law-and-anti-kickback-policies-and-procedures/

Discussion 5

Health executives have a code of ethics and policy statements that guide their behavior. The American College of Health Care Executives is the most visible Code of Ethics for HCO managers.  Health providers have other professional codes.

Your post this week will answer the question: Does management have a different code than health providers and how can this be resolved? 

Structure of your post.

1. Examine one (specific) portion of the code provided by ACHE.org.

2. Describe one (specific) portion of the code used by a health professional you select.

3. Cite the portion of the ACHE and health professional code but do not quote them. Use your own words.

4. Comment on how the two codes may differ in nature. Compare and contrast.

5. Do you anticipate any circumstances or situations that will require resolution? Will the current pandemic, unequal distribution of health services, or biotech advances that may emerge in the years to come?

6. What will help to resolve a dilemma? 

Assigned reading materials:

· American College of Healthcare Executives (2021). ACHE code of ethics. Retrieved from  https://www.ache.org/about-ache/our-story/our-commitments/ethics/ache-code-of-ethics

· Gaines, K. (2020).Nursing Code of Ethics-Summary  https://nurse.org/education/nursing-code-of-ethics/

· ACHE Website: Using the ACHE’s Code of Ethics Landing Page

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According to Ida B. Wells, why were Thomas Moss, Calvin McDowell, and Henry Stewart lynched in Memphis in 1892?

” Lynching at the curve, Ida B. Wells

There were few opportunities beyond sharecropping or domestic service for African Americans in the post-war South. Those blacks who did try to improve their lives through entrepreneurship ran the risk of antagonizing their white neighbors and competitors. This passage from the autobiography of Ida B. Wells (1862–1931)—an educator, journalist, and anti-lynching advocate—provides an example of how the white majority used arbitrary and brutal violence to maintain racial and social order in southern communities.

Source: Ida B. Wells, Crusade for Justice: The Autobiography of Ida B. Wells, edited by Alfred M. Duster (Chicago: University of Chicago Press, 1970), 47–51.

Lynching at the Curve

While I was thus carrying on the work of my newspaper, happy in the thought that our influence was helpful and that I was doing the work I loved and had proved that I could make a living out of it, there came the lynching in Memphis which changed the whole course of my life. I was on one of my trips away from home. I was busily engaged in Natchez when word came of the lynching of three men in Memphis. It came just as I had demonstrated that I could make a living by my newspaper and need never tie myself down to school teaching.

Thomas Moss, Calvin McDowell, and Henry Stewart owned and operated a grocery store in a thickly populated suburb. Moss was a letter carrier and could only be at the store at night. Everybody in town knew and loved Tommie. An exemplary young man, he was married and the father of one little girl, Maurine, whose godmother I was. He and his wife Betty were the best friends I had in town. And he believed, with me, that we should defend the cause of right and fight wrong wherever we saw it.

He delivered mail at the office of the Free Speech, and whatever Tommie knew in the way of news we got first. He owned his little home, and having saved his money he went into the grocery business with the same ambition that a young white man would have had. He was the president of the company. His partners ran the business in the daytime.

They had located their grocery in the district known as the “Curve” because the streetcar line curved sharply at that point. There was already a grocery owned and operated by a white man who hitherto had had a monopoly on the trade of this thickly populated colored suburb. Thomas’s grocery changed all that, and he and his associates were made to feel that they were not welcome by the white grocer. The district being mostly colored and many of the residents belonging either to Thomas’s church or to his lodge, he was not worried by the white grocer’s hostility.

One day some colored and white boys quarreled over a game of marbles and the colored boys got the better of the fight which followed. The father of the white boys whipped the victorious colored boy, whose father and friends pitched in to avenge the grown white man’s flogging of a colored boy. The colored men won the fight, whereupon the white father and grocery keeper swore out a warrant for the arrest of the colored victors. Of course the colored grocery keepers had been drawn into the dispute. But the case was dismissed with nominal fines. Then the challenge was issued that the vanquished whites were coming on Saturday night to clean out the People’s Grocery Company.

Knowing this, the owners of the company consulted a lawyer and were told that as they were outside the city limits and beyond police protection, they would be justified in protecting themselves if attacked. Accordingly the grocery company armed several men and stationed them in the rear of the store on that fatal Saturday night, not to attack but to repel a threatened attack. And Saturday night was the time when men of both races congregated in their respective groceries.

About ten o’clock that night, when Thomas was posting his books for the week and Calvin McDowell and his clerk were waiting on customers preparatory to closing, shots rang out in the back room of the store. The men stationed there had seen several white men stealing through the rear door and fired on them without a moment’s pause. Three of these men were wounded, and others fled and gave the alarm.

Continued

Sunday morning’s paper came out with lurid headlines telling how officers of the law had been wounded while in the discharge of their duties, hunting up criminals whom they had been told were harbored in the People’s Grocery Company, this being “a low dive in which drinking and gambling were carried on: a resort of thieves and thugs.” So ran the description in the leading white journals of Memphis of this successful effort of decent black men to carry on a legitimate business. The same newspaper told of the arrest and jailing of the proprietor of the store and many of the colored people. They predicted that it would go hard with the ringleaders if these “officers” should die. The tale of how the peaceful homes of that suburb were raided on that quiet Sunday morning by police pretending to be looking for others who were implicated in what the papers had called a conspiracy, has been often told. Over a hundred colored men were dragged from their homes and put in jail on suspicion.

All day long on that fateful Sunday white men were permitted in the jail to look over the imprisoned black men. Frenzied descriptions and hearsays were detailed in the papers, which fed the fires of sensationalism. Groups of white men gathered on the street corners and meeting places to discuss the awful crime of Negroes shooting white men.

There had been no lynchings in Memphis since the Civil War, but the colored people felt that anything might happen during the excitement. Many of them were in business there.

Several times they had elected a member of their race to represent them in the legislature in Nashville. And a Negro, Lymus Wallace, had been elected several times as a member of the city council and we had had representation on the school board several times. Mr. Fred Savage was then our representative on the board of education.

The manhood which these Negroes represented went to the county jail and kept watch Sunday night. This they did also on Monday night, guarding the jail to see that nothing happened to the colored men during this time of race prejudice, while it was thought that the wounded white men would die. On Tuesday following, the newspapers which had fanned the flame of race prejudice announced that the wounded men were out of danger and would recover. The colored men who had guarded the jail for two nights felt that the crisis was past and that they need not guard the jail the third night.

While they slept a body of picked men was admitted to the jail, which was a modern Bastille. This mob took out of their cells Thomas Moss, Calvin McDowell, and Henry Stewart, the three officials of the People’s Grocery Company. They were loaded on a switch engine of the railroad which ran back of the jail, carried a mile north of the city limits, and horribly shot to death. One of the morning papers held back its edition in order to supply its readers with the details of that lynching.

From its columns was gleaned the above information, together with details which told that “It is said that Tom Moss begged for his life for the sake of his wife and child and his unborn baby”; that when asked if he had anything to say, told them to “tell my people to go West—there is no justice for them here”; that Calvin McDowell got hold of one of the guns of the lynchers and because they could not loosen his grip a shot was fired into his closed fist. When the three bodies were found, the fingers of McDowell’s right hand had been shot to pieces and his eyes were gouged out. This proved that the one who wrote that news report was either an eyewitness or got the facts from someone who was.

Continued

The shock to the colored people who knew and loved both Moss and McDowell was beyond description. Groups of them went to the grocery and elsewhere and vented their feelings in talking among themselves, but they offered no violence. Word was brought to the city hall that Negroes were massing at the “Curve” where the grocery had been located. Immediately an order was issued by the judge of the criminal court sitting on the bench, who told the sheriff to “take a hundred men, go out to the Curve at once, and shoot down on sight any Negro who appears to be making trouble.”

The loafers around the courts quickly spread the news, and gangs of them rushed into the hardware stores, armed themselves, boarded the cars and rushed out to the Curve. They obeyed the judge’s orders literally and shot into any group of Negroes they saw with as little compunction as if they had been on a hunting trip. The only reason hundreds of Negroes were not killed on that day by the mobs was because of the forebearance of the colored men. They realized their helplessness and submitted to outrages and insults for the sake of those depending upon them.

This mob took possession of the People’s Grocery Company, helping themselves to food and drink, and destroyed what they could not eat or steal. The creditors had the place closed and a few days later what remained of the stock was sold at auction. Thus, with the aid of the city and county authorities and the daily papers, that white grocer had indeed put an end to his rival Negro grocer as well as to his business.

As said before, I was in Natchez, Mississippi, when the worst of this horrible event was taking place. Thomas Moss had already been buried before I reached home. Although stunned by the events of that hectic week, the Free Speech felt that it must carry on. Its leader for that week said:

The city of Memphis has demonstrated that neither character nor standing avails the Negro if he dares to protect himself against the white man or become his rival. There is nothing we can do about the lynching now, as we are out-numbered and without arms. The white mob could help itself to ammunition without pay, but the order was rigidly enforced against the selling of guns to Negroes. There is therefore only one thing left that we can do; save our money and leave a town which will neither protect our lives and property, nor give us a fair trial in the courts, but takes us out and murders us in cold blood when accused by white persons.

Questions: 

  1. According to Ida B. Wells, why were Thomas Moss, Calvin McDowell, and Henry Stewart lynched in Memphis in 1892? What were the circumstances of their arrest and subsequent murder?
  2. Who was most responsible for the deaths of these men? Could their deaths have been avoided?
  3. How did the black community in Memphis respond to the lynching? How did the white community respond?

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    Examine the countries where your company does business according to where they rank on the Hofstede cultural dimensions

    Portfolio Project Part 2

    Please address the following 14 questions for Part 2:

    1. Examine the countries where your company does business according to where they rank on the Hofstede cultural dimensions.
    2. Think of some examples of how a U.S. manager would need to modify his or her behavior when communicating with associates from one or more of these foreign countries.
    3. Does your company operate in any countries that are considered very politically or economically risky?
    4. Does your company primarily operate in civil law or common law countries? What are some of the implications of this?
    5. Has your company purchased any insurance from the Development Finance Corporations (DFC)?
    6. What are some key intellectual property protections, if any, that your company possesses? When do these protections (e.g., patents) expire? How does your company intend to recoup lost revenues due to any patent or other intellectual property protection expirations?
    7. Find the Corruption Perceptions Index (CPI) score for two countries where your selected company does business, one country with a relatively high score and one country with a relatively low score. Search for news stories about corporate financial scandals in these two countries. Prepare a short summary of news stories about financial scandals in these countries. Briefly describe what you perceive are the risks of corruption, such as paying bribes, that your selected company might face in these countries.
    8. Determine your company’s mode of entry into foreign markets. This should be based upon a serious analysis of your company’s risk-return tradeoff. In your opinion, has your company taken the right approach?
    9. Does your company have an exit strategy? Recall that exit strategies are to be determined before entry into the foreign market, rather than after entry.
    10. Critically and objectively evaluate how ethical your company’s global operations are and determine if they are good corporate citizens (i.e., do they have a well thought-out corporate social responsibility program for the long term?).
    11. What is the corporate mission statement of your target company, assuming it has one? How well do the company’s actions adhere to its stated mission?
    12. With respect to its strategy formulation, would you categorize your company as a shareholder model or a stakeholder orientation? Why?
    13. Is the company a stateless corporation? If not, is the company on its way to becoming a stateless corporation?What type of organizational structure is the company currently using?
    14. Do you think the company may benefit from a hybrid or matrix structure? Why or why not?

    You have the option of answering each question individually or in essay format, as will be required in your final report in Week 7.In your responses, make certain that you include references from search engines below or from scholarly sources from the APUS Online Library.

    Your paper will be automatically submitted to Turnitin in the assignment dropbox. Originality reports will be returned to the faculty and student. Multiple submissions are allowed. For full credit, make sure that your Similarity Index does not exceed 20%

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  • Examine the countries where your company does business according to where they rank on the Hofstede cultural dimensions

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    According to Zheng et al., increased central motion distance in the open-field test suggests

     1) According to Zheng et al., increased central motion distance in the open-field test suggests

    a. decreased anxiety-like behavior.b. increased anxiety-like behavior.c. decreased depressive-like behavior.d. increased depressive-like behavior.

    2) In the Zheng et al. study, fecal microbiota transplantation took place froma. patients with major depressive disorder to SPF mice.b. patients with major depressive disorder to GF mice.c. healthy human controls to SPF mice.d. healthy human controls to GF mice.e. mice with major depressive disorder to SPF mice.f. mice with major depressive disorder to GF mice.

    3) What does ‘normalization of gut microbiota’ mean at top of p. 788? Why were the authors concerned about this? And what did they do to prevent it?

    4) What are the three types of tests conducted on the mice summarized in Fig. 1 c-f and how did the authors interpret their findings?

    5) Why do authors make a point of ‘post-hoc’ testing 16S RNA testing of the fecal transplant samples? Define ‘post-hoc’, ‘a priori’, and ‘ad-hoc’.

    6) Why did the authors conclude that the highly abundant bacterial OTUs (rather than rare OTUs) were likely most responsible for the observed depression-like behaviors in FMT mice?

    7) What are the three types of tests conducted on the mice summarized in Fig. 5 a-d and how did the authors interpret their findings?

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    What, according to you, were the reasons for Salim’s disillusionment?

    Case Study

    Course Name: Principles of ManagementStudent’s Name:
    Course Code: MGT101Student’s ID Number:
    Semester: 1stCRN: 12593
    Academic Year: 1442/1443 H, 1st Term

    For Instructor’s Use only

    Instructor’s Name: Dr. Arfia Aman
    Students’ Grade: /5Level of Marks: High/Middle/Low

    Instructions – PLEASE READ THEM CAREFULLY

    · This assignment is an individual assignment.

    · The Assignment must be submitted only in WORD format via allocated folder.

    · Assignments submitted through email will not be accepted.

    · Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.

    · Students must mention question number clearly in their answer.

    · Late submission will NOT be accepted.

    · Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.

    · All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).

    Submissions without this cover page will NOT be accepted.

    Assignment Purposes/Learning Outcomes:

    After completion of Assignment-2 students will able to understand the

    1. Examine management issues and practices in motivation; organizational culture, structure, and behavior; team dynamics; and communication.

    2. Relate motivational theories to motivating and demotivating factors. 3. Know and discuss manager’s role in motivating employees.

    Assignment-2

    Case Study

    In September 2018, Mohammed Salim joined KAAF Software Solutions (KAFF) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an Assistant Programmer in Gant Computers (Gant). Salim felt that working for KAFF, there are better career prospects, as it was growing much faster than Gant, which was a relatively small company.

    Although Salim had enjoyed working there (at Gant), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at KAFF, just as he had done in his old job at Gant.

    KAFF had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Salim was quite excited about his new job.

    Salim joined Mrs. Zeenat’s five-member team at KAFF. He had met Mrs. Zeenat during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them.

    Wanting to know more about his boss, he casually asked one of the team members, about Mrs Zeenat. He was told that Mrs. Zeenat does not interfere with our work. Salim was surprised to know this and thought that probably Mrs. Zeenat was leaving them alone to do their work without any guidance, in order to allow them to realize their full potential.

    At Gant, Salim had worked under Abdulrahman and had looked up to him as a guide and mentor – always guiding, but never interfering. Abdulrahman had let Salim make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Salim remembered telling his colleagues at Gant that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Salim wanted to believe that Mrs. Zeenat too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow.

    In his first week at work, Salim found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Mrs. Zeenat. He smiled to himself when he thought of how Mrs. Zeenat would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one.

    He was daydreaming about all the praise that he was going to get when Mrs. Zeenat walked into the office. Salim waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Salim introduced himself. She said, “Ok, but why did you want to meet me?” He started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Salim was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team.

    Salim came out of Mrs. Zeenat’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested.

    Faisal, one of the team members, said, “What is the point in our discussing these things? Mrs. Zeenat is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?”

    Salim felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Salim realized that Mrs. Zeenat was the complete opposite of his old boss.

    While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them.

    Time and again, Salim found himself thinking of Abdulrahman his old boss, and of how he had been such a positive influence. Mrs. Zeenat, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels.

    Salim gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Salim was now in danger of becoming just another mediocre techie.

    Questions:

    Q1. What, according to you, were the reasons for Salim’s disillusionment? Answer the question using Maslow’s Hierarchy of Needs. (2.5 marks)

    Q2. What should Salim do to resolve his situation? (1.25 marks)

    Q3. What should a team leader do, to ensure high levels of motivation among his/her team members? (1.25 Marks)

    Page 1 of 4

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    Research question: According to African citizens how  does/ has the level of democracy in their country affect economic growth

    Research question: According to African citizens how  does/ has the level of democracy in their country affect economic growth.

    Variables in Afrobarometer set Q43A_ARB & Q46A

    Write a 2- to 3-paragraph analysis of your correlation and bivariate regression results for each research question. If you are using the Afrobarometer Dataset, report the mean of Q1 (Age). If you are using the HS Long Survey Dataset, report the mean of X1SES. Do not forget to evaluate if the correlation and bivariate regression assumptions are met and report the effect size. In your analysis, display the data for the output. Based on your results, provide an explanation of what the implications of social change might be. 

    Use proper APA format, citations, and referencing for your analysis, research question, and display of output.

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    According to Rebekah Iliff, Chief Strategy Officer for AirPR (2014)

    The last decade has seen the rise of social media and the decline of traditional news sources. According to Rebekah Iliff, Chief Strategy Officer for AirPR (2014), “the implications of technology and other various drivers (the economic downturn and self-publishing, for example) have affected PR in ways that have yet to fully be discovered.”

    Please read the quote above and write an essay that explains how you see public relations changing in the face of these and other trends and what public relations professionals can do to adapt. You should use academic sources, as well as personal insight and experience, to support your argument.

    Please make sure to use professional ideas about public relations.Thank you for helping me. If you have any question, please let me know!

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    According to the 14th Amendment and the Civil Rights Act of 1964, it is illegal to discriminate based on sex when hiring.

    If you have ever been to a Hooters restaurant, you may notice something about their staff.  There are no men working as servers. In fact, Hooters will not ever hire a man to be a server in any of their restaurants. They have been sued more than once for this hiring practice, and in some cases, had to pay out millions of dollars. Yet, Hooters continues to uphold the policy and they continue to stay in business.

    According to the 14th Amendment and the Civil Rights Act of 1964, it is illegal to discriminate based on sex when hiring.

    In your initial post, answer the following:

    1) How is it, then, that Hooters restaurants can choose to ONLY hire women who look a certain way to work as servers in their establishments?

    2) Within your initial response, discuss “BFOQ”. What is it and how does it apply to this situation?

    NOTE: This is not meant to be an opinion-based initial response. I want you to research this topic and post with an educated answer. You can most definitely share your opinion on this policy in your replies to your classmates. According to the 14th Amendment and the Civil Rights Act of 1964, it is illegal to discriminate based on sex when hiring.

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    According to Grand Canyon University (2018), data collection for qualitative research may be gathered by different methods, for example, journals

    Topic
    Researchers conducting qualitative research use various methods to collect data. According to Grand Canyon University (2018), data collection for qualitative research may be gathered by different methods, for example, journals, diaries, conversation transcripts, and recordings of field logs from daily notes. Depending upon the kind of research being collected, may dictate the type of collection device that is used. It is critical for researchers to ensure that data is managed and organized well, this can present challenging as there may be a surplus of data that is collected. Qualitative research studies may continue with interviews until saturation of data has been achieved, and in these cases this may be many months of data collection.

    There are different methods that researchers can use to help with managing and organizing data. According to Yakut (2017), Yakut Cayir & Saritas (2017), significant benefit can be achieved with organizing data with use of computer software, for example Atlas ti software. For example, using a computer-assisted data analysis for qualitative data, can help researchers organize and better manage data. Other methods exist for management and organization of qualitative data as well. According to Pokorny et al. (2018), network graphs which use graph theory and network analysis, allowing analysis and representation of relationships between codes. Codes are often applied from data collection from interviews for example, these themes and concepts are labeled in this way. Researchers are responsible for tallying the number of times the codes will occur, and these network graphs can be useful for this process.

    Using 200-300 APA format with references to support this discussion

     Qualitative data has been described as voluminous and sometimes overwhelming to the researcher. Discuss two strategies that would help a researcher manage and organize the data. 

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