This assignment will be one of several throughout the Ph.D. program that we use to help you prepare for the dissertation process. One of the core competencies necessary to succeed in a doctoral program is the ability to identify other research that pertains to your own. This means you’ll have to identify related research, read the papers, and assimilate prior work into your research. An annotated bibliography helps you develop and hone these research skills.

Your paper must be in a correct APA format, use correct grammar, and will need to include at least five (5) resources, ALL of which must:

1) Be current. Published within the last few years.

2) Be peer-reviewed.

3) Relate directly to defense in depth in the context of protecting National Infrastructure.

Remember that an annotation is not the same as an abstract. Abstracts are descriptive. Your annotations are to be evaluative and critical. Give me enough information for me to decide if I’m interested enough to read the paper, and also how you perceive the paper. Do not go skimpy on these annotations, but DO NOT write too much here. Quality is far more critical than quantity. This exercise is for each of you to demonstrate that you can identify, categorize, and digest multiple research papers.

Every resource you choose must be peer-reviewed. That means the paper must have undergone a formal peer review before being published in a journal or presented at a conference. You must ensure that your resources have undergone rigorous reviews. In most cases, you can find out the review process for a conference or journal by visiting the appropriate web site. Do not merely assume that a resource is peer-reviewed – check it out.

In this forum, develop a slideshow presentation that presents a research proposal for the quantitative scenario.

Your presentation should include:

• Title slide with your name
• Problem Statement
• Hypothesis (research hypothesis and null)
• Quantitative Design (Strategy of Inquiry)
• Data Collection Plan
• References

Scenario
StuAvCorp is a general aviation parts manufacturer with 521 employees. Leaders of StuAvCorp have heard grumblings from company middle managers that employee production is low and that employee morale also “seems to be” low. Although no mishaps or safety incidents have occurred, there is a “feeling in the air” that something bad could happen at any time due to this perceived negative cloud over the company. For the past 9 months, labor union leadership and company management have become embittered by disagreements in negotiating fair wages for tenured employees and vacation time. The union claims that employees are not satisfied and will not settle for less than their demands. The management feels like the employees likely would be fine with their proposed compensation package, and that the union is causing the strife between the two groups.
You have been asked as a consultant to
Define the problem.
Develop a quantitative research design that includes a hypothesis, strategy of inquiry, and data collection plan.

Separating fact from fiction is imperative when learning how to recognize and respond appropriately, and effectively, to victim/survivors, and bystanders/witnesses, of sexual violence. Although a large majority of sexual assaults do not happen in public settings, in some cases, they do. This is when it is important to understand the experience of the bystander. Bystander intervention can help to explain how, when, and where these kinds of assaults take place; at times, it may even prevent the assault from happening. For this week’s Discussion, watch the video case study of Talia. Locate research on bystander intervention by Victoria L. Banyard and/or Sarah McMahon.

By Day 5

Post your application of the theory of bystander intervention to the behavior of those exhibited in the video. Then, describe a scenario in which a bystander could have influenced this scenario in a different way. Please use the Learning Resources to support your answer

Johnson Family Case Study:

Johnson Family Episode 1 Program Transcript ERIC: Ladies, what’s going on?  TALIA: Hi.  ERIC: I’m Eric.  TALIA: Talia  SHERRY: Sherry.  ERIC: Excellent. So I know some good-looking guys looking for some goodlooking girls.  SHERRY: You do, huh?  ERIC: We’re throwing a party Saturday night, and invitation only. I want you guys to come. Lots of booze. You like to dance?  TALIA: I love to dance.  ERIC: Me too. You should dance with me. You better come.  TALIA: All right.  ERIC: Both of you.  SHERRY: Thanks.  ERIC: I’ll see you then? All right, see you later.  TALIA: Bye.  SHERRY: Bye.  TALIA: He’s hot.  SHERRY: You think?  TALIA: Oh, yeah. You gonna go? SHERRY: Well, yeah, if you’re going to go.  TALIA: Yeah, I’m definitely gonna go.  ©2013 Laureate Education, Inc. 1                          Johnson Family Episode 1 SHERRY: OK, then we’re going.  TALIA: OK, it’s settled.  [INTERPOSING VOICES]  ERIC: Hey, there. How you feeling?  I’m drunk.  ERIC: Yes, you are. Here, have some more.  TALIA: I need to lay down. I don’t feel so good.  ERIC: Oh, no. No, no, no. Not here.  TALIA: Take me home.  ERIC: It’s my frat party. I actually– I’ll tell you what. I’ll take you upstairs. You can  use my bed, OK?  TALIA: Sure.  ERIC: All right. Come on, Talia. I got you.  SHERRY: Talia. Hey, are you OK?  TALIA: I’m fine.  SHERRY: You sure? Do you want to go with him?  ERIC: It’s fine. She likes me. Don’t you?  TALIA: Uh-huh. Johnson Family Episode 1 Additional Content Attribution

References:

Poteat, V., Mereish, E., DiGiovanni, C., & Koenig, B. (2011). The effects of general and homophobic victimization on adolescents psychosocial and educational concerns: The importance of intersecting identities and parent support. Journal of Counseling Psychology, 58(4), 597–609.
Note: Retrieved from the Walden Library databases.

Ullman, S. E. (2010). Conducting interviews with survivors of sexual assault. In Talking about sexual assault: Society’s response to survivors (pp. 121–143). Washington, DC: American Psychological Association.
Note: Retrieved from the Walden Library databases.

Plummer, S.-B., Makris, S., Brocksen S. (Eds.). (2014). Sessions: Case histories. Baltimore, MD: Laureate International Universities Publishing. [Vital Source e-reader].
Note: Retrieved from the Walden Library databases.
The Johnson Family

1. Review managed care contracts for different payment plans (PPO, HMO, Fee for services, etc.) and describe provider incentives and risks under each of the following reimbursement methods:
   1. Cost-based
   2. Charge-base (including discounted charges)
   3. Per procedure
   4. Per diagnoses
   5. Per diem
   6. Global pricing
   7. Capitation

In two separate paragraph give your personal opinion to Lisa Wagner and  Elena Mears

Elena Mears

One of the unique features of the healthcare industry is that the patient or customer usually does not pay for their services directly.  Payment is made by a third-party payer and how and by which one often influences which services are provided and by whom (Gapenski, 2018). Third party payers include:

• Private Insurers – Blue Cross/Blue Shield, commercial insurers such as AETNA and Humana or Self-insurers such as large state programs or self- insured providers.
• Public Insurers – Medicare or Medicaid

Industry wide increasing costs of care drove the demand for cost controls – hence the creation of managed care.  “Most definitions characterize managed care as a system that integrates the financing and delivery to appropriate medical care by means of the following features: contracts with selected physicians and hospitals that furnish a comprehensive set of health care services to enrolled members, usually for a predetermined monthly premium; utilization and quality controls that contracting providers agree to accept; financial incentives for patients to use the providers and facilities associated with the plan, and the assumption of some financial risk by doctors, thus fundamentally altering their role from serving as agent for the patient’s welfare to balancing the patient’s needs against the need for cost control – or  as Mechanic put it succinctly, moving “from advocacy to allocation” (Iglehart, J. 1992 p. 742).

Managed care gave rise to several new types of insurance deliverables.  Health maintenance organizations (HMOs) are based on the premise that the traditional insurance-provider relationship incents treatment of illnesses, but not prevention of them (Gapenski, 2016).  “By combining financing and delivery of comprehensive healthcare services into a single system, HMOs theoretically have as strong an incentive to prevent illnesses as to treat them “(Gapenski, 2016, p. 48).   However, requiring the assignment of a primary care physician and limited providers to those within the HMO’s network make them less than desirable to many patients.     Preferred provider organizations (PPOs) are a hybrid of HMOs and traditional health insurance.   They do implement many cost cutting measures like HMO’s, but don’t restrict the patient to one physician, or only physician that are in network (Gapenski, 2016).  But regardless of the payer or payer type for a particular healthcare service, only a limited number of payment methodologies are used to reimburse providers (Gapenski, 2018, p.52).  They fall into two categories – fee-for-service and capitation.

Fee-for-service charging has been the dominant method for many years, and most patients think of their care in these terms – the more the physician does, the more it will cost.  Three fee-for-service methods include (1) cost-based reimbursement where the payer agrees to reimburse the provider for the allowable costs incurred to provide the service; (2) charge-based reimbursement, when payers pay billed charges based on a provider rate schedule called a chargemaster; or (3) prospective payment where the payer sets the rates (i.e. by procedure, by diagnosis, per day or bundled) before the service is provided  (Gapenski, 2016).

Furthermore, units of payment are defined as:

• Per procedure – a separate payment is made for each procedure performed.  Most commonly used in the outpatient setting, the concern with this payment type is the high administrative costs with complex diagnoses (Gapenski, 2016).
• Per diagnosis – the provider is paid a rate based on the patient’s diagnosis.  The practice was pioneered by Medicare in its diagnosis-related groups (DRGs) used to define hospital inpatient reimbursement.  The risk here is if the diagnosis is very complex.  Even if the provider requires more resources to treat the patient, they will only be reimbursed the pre-set diagnosis rate (Gapenski 2016).
• Per day (per diem) – the provider is paid a fixed amount for each day of service provided.
• Bundled – payers make a single payment that covers all services delivered in single episode regardless of the number of providers involved (Gapenski, 2016). An example of bundled pricing is maternity or obstetrical care.  A bundled or global rate may include the physician’s office visits, lab work, or other testing — all billed and paid together.
• When reimbursing for care under the capitation model, the provider is paid a fixed amount per covered life period regardless of the amount of services provided.   Used primarily by managed care plans, both providers and insurers are tasked with enhancing quality while constraining costs (Gapenski, 2016).

Fee-for-service has fallen out of favor.  The long-standing fee-for-service model is methodically being replaced by a value-based payment system that rewards providers based on efficiency and patient outcomes rather than volume, according to local stakeholders.    “The fee-for-service model is easier to do. You assign a payment level and pay. But it doesn’t really align incentives very well,” said Ward Sanders, president of the nonprofit New Jersey Association of Health Plans. “We want to get to a place where we’re rewarding providers not for how much care they provide but for the outcomes and how well they provide care” (Vecchione, A, 2018).

You are a consultant that specializes in Enterprise Resource Planning (ERP). You have been hired by a small start-up manufacturing company, with less than 500 hundred employees that specializes in electronic devices. The CEO of the company would like to incorporate a management support system (MSS) into the organization to help in making business decisions. This system will allow managers at the different levels to easily retrieve information from various databases in the organization to assist them in running scenarios, performing what-if analyses, and tracking organizational performance to determine goal achievement. You’ve been asked by leadership to present an MSS to help Company ABC understand how to integrate an MSS into their organization and how it will help them gain a competitive advantage over other companies. Throughout this course, you will be completing different assignments that will apply to this company.

Research the different MSS processes currently used in business.

Create a chart that compares each MSS’s potential using Microsoft® Excel®.

Create a 10- to 12-slide, multimedia-rich presentation that includes the following:

• Comparison chart
• Features and benefits of using an MSS
• What types of decisions will the system support
• How the three levels of management will utilize the system and the value to each level
• How the MSS supports establishing a competitive advantage
• Recommendation would you make to the organization