MBA Health Services & Risk Management Purpose …...MBA Health Services & Risk Management Purpose 2...

2016

Metropolitan College of New York

kvelasco

2016


School for Business

MBA Health Services & Risk Management Purpose 2

Handbook Strategic Healthcare

Industry Planning

MBA Health Services & Risk Management Purpose 2 Handbook 2016

2

TABLE OF CONTENTS

Introduction: The Health Services and Risk Management (HSRM) MBA Program………………………...3

Overview of Purpose 2: Strategic Healthcare Industry Planning…………………………………………….4

The Purpose Dimension: Strategic Healthcare Industry Planning…………………………………………....8

The Skills Dimension: Managerial Economics……………………………………………………………...11

The Self and Others Dimension: Healthcare Technology Management…………………………………….13

The Value and Ethics Dimension: Healthcare Risk and Quality Management……………………………...14

The Systems Dimension: Healthcare Data Analytics and Dicision Support………………………………...15

MBA Foundation Courses………………………………………………………………………………..….17

MBA Constructive Action Rubric…………………..…….………………………..……………...………...18

MBA HSM Purpose 2 Constructive Action Working Outline…………………………………….…………22

Constructive Action Document Template…………………………………………………………………....42


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INTRODUCTION: THE MCNY MBA HEALTH SERVICES & RISK MANAGEMENT

PROGRAM

The MCNY’s Health Services and Risk Management MBA program is specifically and uniquely designed

to develop quality management practitioners for healthcare industries capable of creating corporate

cultures in which individual initiative and participation will result in job commitment, enhanced

productivity, and improved quality. The goal is to ultimately enhance students’ professional mobility,

engage them in the positive development of healthcare business and social communities, and encourage

exemplary moral and ethical behavior.

The program is oriented towards a practitioner-based model where management theories are fully

integrated into the curriculum and students are expected to complete their respective programs with a

tangible outcome, through the Constructive Action (CA). It does so by integrating management theory,

practice and performance, focusing on the imaginative and entrepreneurial thinking and problem solving

skills essential for today’s globally driven and technologically converging healthcare services and

environments. It is expected that upon completion of the program, students will demonstrate mastery of

skills in leadership, communication, strategic thinking, diversity management, financial analysis, change

management, and accountability that are necessary for successful healthcare managerial responsibilities.

Delivered by healthcare industry experts using MCNY’s Purpose Centered Education model, this CA

helps students combine analytical study of core healthcare industry planning topics gained through the

relevant dimensional courses.

In addition to the general goals of the MCNY MBA program, students in the Healthcare and Risk

Management program will gain knowledge to: Master the personal and professional skills necessary to

effectively lead and work within teams; Master the skills necessary to engage all relevant parties in the

development of the healthcare business and social community; Master the skills to effectively operate in

the local and global healthcare environment and develop long term strategies to positively impact

healthcare environments and organizations; Make ethical decisions guided by thought, analysis, and

compassion. After attainting an MBA in Healthcare & Risk Management from MCNY, graduates of the

program will lead the process of change for self, others and for a sustainable global community.


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OVERVIEW OF PURPOSE 2: STRATEGIC HEALTHCARE INDUSTRY PLANNING

Students apply knowledge obtained from their Constructive Action in Purpose 1 to develop a

comprehensive strategic healthcare plan for their chosen healthcare venture. They will also learn that

well-written and exhaustive healthcare plans are not only important in developing an entrepreneurial or

intrapreneurial opportunity, but also essential in determining the allocation of resources, obtaining or

securing them and successfully managing the resulting venture.

PURPOSE ACHIEVEMENT ABILITIES

The knowledge and skills acquired in engaging in this Constructive Action to achieve a worthwhile

Purpose are embodied in 24 Abilities that are grouped by Dimension.

PURPOSE DIMENSION ABILITIES

STRATEGIC PLANNING

1. Explore opportunities to improve the world.

Identify the social, political, economic and technological challenges and climates faced by intra or

entrepreneurial h e a l t h c a r e businesses, stakeholders and constituencies and develop plans to

address and/or overcome them;

Define goals that are critical to achieving successful h e a l t h c a r e business opportunities that are

consistent with the venture you want to develop.

2. Choose the best goal.

Develop an industry and market assessment for your particular venture taking into consideration

your potential local, national and global stakeholders and constituencies;

Identify feasible, sustainable and measurable financial and strategic objectives for your proposed

entrepreneurial or intrapreneurial healthcare venture.

3. Agree on a plan.

Identify the business model and effective strategies to implement the venture with defined metrics.

4. Carry out the plan. Monitor progress and use of knowledge. Change plan as needed.

Develop the business and marketing plans with proposed performance milestones, outcomes and

measures, to allow for effective and accountable implementation of the venture and modification of

plans and strategies as needed.

5. Assess the results and plan the next steps.

Assess the h e a l t h c a r e business development and marketing strategy results, define strategic

implementation projects and layout future course of action to launch and strategically manage

your entrepreneurial or intrapreneurial venture.


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SKILLS DIMENSION ABILITIES

MANAGERIAL ECONOMICS

6. Identify and use appropriate critical thinking skills.

Identify and incorporate sound Managerial Economics concepts in making and managing business

decisions and performance.

7. Identify and use appropriate mathematical skills.

Identify and apply appropriate economic theories to develop and support business models in

entrepreneurial/intrapreneurial ventures.

8. Identify and use specialized skills required by the Purpose.

Identify and incorporate the appropriate managerial economic theories and tools that can support

business development and growth as appropriate.

SELF AND OTHERS DIMENSION ABILITIES

HEALTHCARE TECHNOLOGY MANAGEMENT

9. Describe self in relation to the Purpose.

Understand how technology and globalization have impacted strategic h e a l t h c a r e

m a n a g e m e n t d e c i s i o n m a k i n g .

10. Appreciate experience and views of others.

Develop appropriate tools to communicate with constituencies and business stakeholders consistent

with emerging technology while developing, implementing and measuring strategic healthcare

programs .

11. Build good relationships.

Understand the role of t e c h n o l o g y i n d e v eloping successful healthcare business strategies

and analyzing market opportunities to develop methods of customer relationship management for

your business while building sustainable viability and growth.

12. Communicate through reading, writing, speaking, and other modes of expression.

Understand the principles and practices for developing strategies, technical communication and

promotional messages for to reach customers and end users.

13. Promote growth in self and others.

Identify and incorporate methods to exploit emerging technological advances in marketing to

operate a successful business, make a positive impact on and empower local, national and global

communities within which your venture operates.

VALUES AND ETHICS DIMENSION ABILITIES HEALTHCARE RISK AND QUALITY MANAGEMENT

14. Clarify own values in relation to the Purpose and in relation to your Healthcare Industry

Venture.

Identify ethical principles for the organization as related to the healthcare business plans in relation to new

healthcare business opportunities.


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15. Describe individual and group values in past and present.

Describe your healthcare quality management project stakeholders; perform stakeholder analysis and

determine success criterion, including cost, time and efficiency.

Define critical success factors that lead directly or indirectly to the success of the healthcare quality

project or healthcare business.

16. Identify value issues as they arise.

Identify healthcare quality project risks that have been faced by other project managers and explain

mitigation strategies.

17. Use ethical reasoning.

Understand and incorporate the appropriate professional codes of behavior and philosophical

principles guiding ethical decision making while performing impact analysis and anticipating

effects of change on the business venture .

18. Act on ethical principles.

Incorporate and develop plans as part of your strategic h e a l t h c a r e business plans that are based on

ethical principles, policies and procedures consistent with ethical and moral decision making on sound

project management principles and contemplates issues arising in change management methods adopted

for your healthcare business venture.

19. Respect capacity of others to make the world better.

Incorporate best practices into strategic business p l a n s that have been previously employed by others

businesses, stakeholders and constituencies in local, national and global communities in healthcare

business, forging positive partnerships and business relationships as appropriate.

SYSTEMS DIMENSION ABILITIES HEALTHCARE DATA ANALYTICS AND DECISION SUPPORT

20. Describe natural, economic, social, and technological systems related to the Purpose.

Anticipate and develop strategic healthcare business plans based on available resources and key

stakeholders that address the various competitive forces in business and incorporates the core

competencies related to sustained viability and growth for successful local, national and global businesses

in these industries.

21. Develop conceptual modes of systems.

Employ and incorporate the organizational decision making models suitable for your venture.

22. Identify strengths of systems.

Identify and exploit strengths of the various analytical models within the healthcare industry of your

business venture on a local, national and global level.

23. Identify weaknesses of systems.

Anticipate and plan for weaknesses within the various business models within the healthcare industry of

your business venture on a local, national and global level.

24. Make systems better.

Develop strategic plans that identify skill requirements, training and development necessary to improve

existing and potential future opportunities and threats for successful business models and operation.


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PURPOSE PERFORMANCE ASSESSMENT

The Performance Achievement Abilities constitute the standards for assessing student performance in

their Constructive Action to each Purpose. Students are assessed on their development, integration and

mastery of these 24 Abilities in carrying out their Constructive Action.

The attached rubric serves as a guide to assess the completeness and success of the student’s Constructive

Action as demonstrated in the creation of their Constructive Action Document based on a set of criteria

and standards linked to the Purpose.

The specific Course Objectives (or Learning Outcomes) in each Dimension establish the standards for

assessing student proficiency in the MBA Common Professional Components and industry specific

knowledge and expertise. The Professional Competency Topics in each course provide the guidelines for

accessing students’ theoretical understanding of their business specializations; such classroom

assessments include assignments, essays, quizzes, exams, presentations, peer reviews, and class projects.

The School for Business also adopted the Peregrine Tests as the objective tool used to assess and measure

the acquisition and proficiency of critical knowledge and understanding of core MBA and specific

Purpose Centered Education competencies by students in their classes


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THE PURPOSE DIMENSION: STRATEGIC HEALTHCARE INDUSTRY

PLANNING

PURPOSE SEMINAR/PRACTICUM OVERVIEW

The Purpose Dimension is where students actualize their Constructive Actions. The Purpose Dimension

seminars are the critical forums where, via discussions, planning, research, and shared exploration of

problems and solutions, student learning is assessed, clarified and put into contextual focus. In these

seminars, each student contributes actively by bringing ideas, research findings, specific problems, and

plans concerning his or her specific Constructive Action to share with other students. Additionally, a goal

of each seminar is to foster and apply skills critical to developing professional and mutually beneficial

relationships among students. As mutual contributors, students bring their insights from fieldwork,

assigned readings, and lectures in the other Dimension classes into a focus that integrates theory with their

individual Constructive Actions.

A critical part in the development of student’s Constructive Actions is the field component. Students are

required to apply what they have learned in the classroom with their experiences with real world products,

companies and/or organizations. As such, students will need to identify an appropriate field placement to

execute their Constructive Action. The field experience may vary from one Purpose to the next if

necessary and can be achieve via any of the following:

Current Employment work site – Student may use their existing employment to effectuate their

projects;

Internship Placement – Students may use an approved internship site to effectuate their projects;

Mentor Match – Students may be guided by an approved mentor in their specific area of inquiry to

effectuate their projects.

Each student’s Constructive Acton will be specific to his/her area of interest. For example, a student may

opt to create a new business, new products and services to serve unmet industry needs, or to enhance

performance with business growth potentials by utilizing the knowledge acquired. Their Dimension

classes will allow them to analyze and apply the statistical data, as well as the industry and field research

acquired through field assessments conducted during internships, job site assessments, industry field

interviews, or mentor match arrangements with professionals in similar business ventures.

CONSTRUCTIVE ACTION OVERVIEW

In Purpose 2, the Strategic Healthcare Industry Planning Purpose the students will develop a

comprehensive strategic healthcare business plan for their chosen entrepreneurial and/or intrapreneurial

healthcare venture. It is expected that during this Constructive Action, students will integrate and apply

studies of the other Dimension classes, which will cover quantitative managerial economics skills,

healthcare risk and quality management, healthcare technology management, and healthcare data analytics

and decision support into the planning of their specific Constructive Action. It is expected that students

will apply knowledge acquired through their field experiential learning, as well as through professional

networking and communications with other business stakeholders to validate the value and strength of

their plans.

For their Purpose 2 Constructive Action document, students will maintain a record of all progress in the

form of logs, detailed with an evaluation of each recorded event to facilitate the revision of the healthcare


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plans as necessary. They are required to explain how they are using their applied knowledge and ideas to

actualize the Purpose. Finally, students will analyze the effectiveness of their plans by drawing on

feedback from mentors, supervisors, and other significant participants as well as from knowledge acquired

from each Dimension class.

COURSE DESCRIPTION

For their Purpose 2 Constructive Action, students will apply knowledge obtained and the strategic

industry assessment conducted for their Constructive Action in the prior semester, to develop a

comprehensive strategic healthcare business plan for their chosen entrepreneurial and/or intrapreneurial

healthcare venture. They will also learn that a well-written and exhaustive business plan is not only

important in developing an entrepreneurial or intrapreneurial opportunity, but also essential in

determining the allocation of resources, obtaining them and successfully managing the resulting venture.

When or where appropriate, students will also plan and build a website that can be used in marketing or

implementing elements of their entrepreneurial and/or intrapreneurial venture. At the end of this

Constructive Action, students will present their strategic healthcare business plans, which will serve as the

necessary background material upon which to implement, manage and evaluate their venture in their

Purpose 3 Constructive Action the following semester.

COURSE OBJECTIVES

Students are expected to:

1. Develop strategic healthcare business models and plans which support new products or services

within the industries relative to the chosen venture that can effect positive change;

2. Develop anticipated goals and milestones for how provision of their products or services in the

industries will bring about positive change in society;

3. Devise a plan for how their ventures will meet the needs of a specific industry, potential clients

or consumers and other key constituents including identifying objectives and realistic strategies

for sustained economic viability and success;

4. Prepare a detailed strategic healthcare business plan addressing all necessary economic, legal,

financial, marketing, accounting, staffing, information management, and community needs to use

to implement and manage their planned entrepreneurial or intrapreneurial venture;

5. Maintain a record of all progress in the form of logs, detailed with an evaluation of each recorded

event to facilitate revision of the research report;

6. Document and demonstrate how they are using knowledge and ideas gained through field

experiences and Dimension classes to achieve the Purpose.

7. Assess the effectiveness of their plans, drawing on feedback from mentors, supervisors, and other

significant participants as well as from knowledge acquired from each Dimension class.

PREREQUISITE

Student must have successfully completed Purpose 1 Constructive Action on Strategic Healthcare

Industry Analysis. Students must also have access to a computer, the Internet, MCNY's Moodle LMS,

turnitin.com, and Microsoft Office Suite 2007 or later.


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PROFESSIONAL COMPETENCY TOPICS

Healthcare Business Development and Marketing Goal Setting: Short and Long Term

Identify and describe forecasting philosophies, approaches and methods

Financial projections for business and market planning

Negotiating access and research ethics

Collecting, analyzing and applying primary and secondary researches to make professionally sound,

viable and sustainable business decisions and projections

Writing and presenting strategic healthcare business and marketing plan

REQUIRED TEXTS

This Purpose Handbook and Additional Materials as provided by the Instructor

SUPPLEMENTAR READINGS

Zuckerman, A. M. (2012). Healthcare Strategic Planning. Healthcare Administration Press (HAP).

ISBN: 978-1-56793434-2.

Harrison, J. P. (2010). Essentials of Strategic planning in healthcare. Healthcare Administration Press

(HAP). ISBN: 978-1-56793-348-2


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THE SKILLS DIMENSION: MANAGERIAL ECONOMICS

OVERVIEW OF MANAGERIAL ECONOMICS

Managerial Economics is the application of economic theory and methodology to managerial decision

making problems within various organizational settings such as a firm or a government agency. The

emphasis in this course will be on demand analysis and estimation, production and cost analysis under

different market conditions, forecasting and decision-making under uncertainty. Students taking this

course are expected to have had some exposure to economics and be comfortable with basic algebra.

COURSE DESCRIPTION

The course covers the basic principles and techniques of micro and macroeconomic analysis applicable to

business decisions. Drawing upon modern managerial economics, this course will develop students'

ability to apply the tools of economic analysis in the decision making process for for-profit and non-profit

organizations. Topics include fundamental legal and practical considerations of financing packages;

market structure; pricing and resource allocations; applications of managerial strategy and public policy

with an emphasis on competition; market power and a business firm's optimal response to government

regulation. Specifically, topics to be examined in this course are the evaluation of choices and

alternatives, profit measurement, economic optimization, demand and supply estimation, profitability

forecasting, production and competitive markets, competition and long-term investment decisions. This

course will require students to apply these tools in the planning and development of your Constructive

Action project.

COURSE OBJECTIVES

1. To apply economic tools such as demand and supply techniques to business and administrative

decision-making.

2. To make ethical decisions based on limited resources and determine the socially optimal decision

while maintain stakeholders and society interest.

3. To demonstrate the ability to collect, organize, analyze and process economic data and information

for decision-making.

4. To develop demand and cost estimations for products and services for Constructive Action and long-

term production strategies.

5. To explain market structures such as monopolies, oligopoly and monopolistic competition and

determine short run and long term profit maximization conditions.

PREREQUISITE

Student must have taken an undergraduate or MBA foundation course on Principles of Economics and

Finance within the last 5 years with a grade of B- or better in each. Students must also have access to a

computer, the Internet, MCNY's Moodle LMS, turnitin.com, and Microsoft Office Suite 2007 or later.

RELEVANCE TO CA

This course builds on the Constructive Action (CA), Purpose 2 on Healthcare Business Planning,

Development and Marketing. The goal of this purpose is to develop a broad understanding and working

knowledge of how healthcare customers, business, and suppliers interact with each other. Students can

apply demand estimation and analysis, production cost analysis, market structure and analysis output to

develop their constructive action. (Exercises will be assigned in class.)


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REQUIRED TEXTS

Paul, F. (2014). Economics for Managers, 3rd

Edition. New York: Prentice Hall. ISBN No. 9780132773706.

Healthcare business cases assigned.

ADDITIONAL RECOMMENDED READING MATERIALS:

Mankiw, N. G. (2014). Principles of Macroeconomics, 7th ed. South-Western College Pub.

Coppock, L. and Mateer, D. (2013). Principles of Macroeconomics. W. W. Norton & Company.


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THE SELF AND OTHERS DIMENSION: HEALTHCARE TECHNOLOGY

MANAGEMENT

COURRSE DESCRIPTION

Information technology advancements play a major role in health care efficiency, safety, and quality health

outcomes, making this course essential for all health care professionals. This course is designed to give

students a comprehensive look into Health Management Information Systems (HMIS). Topics include:

information systems from a managerial perspective; roles of chief information officers (CIOs), chief

technology officers (CTOs) and chief knowledge officers (CKOs) in healthcare services organizations and

systems; HMIS hardware/software and database concepts; HMIS standards, privacy, and security; HMIS

communications and networking concepts; HMIS analysis, planning, designing, implementation, evaluation,

and management and support; use of HMIS emerging technologies and its impact on human health, like e-

health, telemedicine, and HMIS implications for efficient healthcare resources management. The course also

allows students apply leadership to Health Information Systems quality improvement (QI) projects.

COURSE OBJECTIVES:

By the end of the semester, the students should be able to:

1. Design health information system based on current applicable state and federal laws.

2. Demonstrate leadership in the application of information technology to strategic planning.

3. Evaluate the role of a health information system in continuous quality improvement (CQI).

4. Integrate health information system data in systems planning, improvement, and marketing.

5. Demonstrate the ability to manage health information systems data with sensitivity to diversity. 6. Evaluate the use of health information systems data in health care decision-making models.

REQUIRED TEXT

Glandon, G. L, Smaltz, D. H, & Slovensky, D. J. (2014). Information Systems for Healthcare Management,

8th ed. HAP-AUPHA. ISBN: 978-1-56793-599-8

RELEVANCE TO CA

This course covers various topics on the health management information systems as well as the roles and

responsibilities of CIOs/CTOs/CKOs. Also covered in this course are assessment, analysis, planning,

designing and implementation of HMIS as well as evaluation of HMIS in the management of healthcare

resources. In this Purpose 2: Strategic Healthcare Industry planning, students develop a comprehensive

strategic business and marketing plan for their chosen entrepreneurial and/or intrapreneurial venture. They

will also learn that a well-written and exhaustive business plan is not only important in developing an

entrepreneurial or intrapreneurial opportunity, but also essential for determining the allocation of resources

and successfully managing the resulting venture in which HMIS could be great tool.

This course in the Self and Others Dimension helps students deepen their understanding of the needs,

problems and goals of participants in management situations including themselves, consumers, and co-

workers.


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THE VALUE AND ETHICS DIMENSION: HEALTCHARE RISK AND

QUALITY MANAGEMENT

COURSE DESCRIPTION

This course will employ performance and quality strategies to assess and refine projects specifically focusing

on design and data collection, measurement and analytics, and communication to inform business decisions.

Assessing risk management includes a review of the regulatory, financial and business processes of the

organization to ensure compliance and efficiency. A major emphasis of this course is processes to achieve

quality and efficiencies. This course examines, employment practices as well as various general risk

management concepts and strategies. The course further includes an emphasis on medicine and the risks

associated with electronic medical records. It culminates with the impact of risk management practices on the

improvement of healthcare quality in diverse medical settings.

COURSE OBJECTIVES


1. Implement risk management policies and procedures for an organization.

2. Assess performance/quality initiatives and make recommendations maximizing effectiveness and

efficiency.

3. Create risk management initiatives to inform policy changes.

4. Analyze, plan and coordinate a quality improvement project.

5. Relate risk management to healthcare quality and develop a risks management communication.

PREREQUISITE

Student must have access to a computer, the Internet, MCNY’s Moodle LMS, turnitin.com, Microsoft Office

2007 or later version, including Microsoft PowerPoint, Microsoft Excel and Microsoft Word.

RELATIONSHIP TO CA

This course is in Purpose 2: Strategic Healthcare Industry Planning. Through this purpose, students will be

guided through the development of entrepreneurial or intrapreneurial (corporate venturing) strategic business

development and marketing, while assessing competitive environments and future performance prospects in

furthering the development of their personal and unique ventures through Constructive Actions. Students will

build from their analysis from Purpose 1 and will begin the development of the business plan necessary to

launch their business.

This course is a Values and Ethics dimensional course. The aim of this sequence is to help students become

aware of the ethical, moral and legal choices facing management professionals. Students will explore moral

values and legal concerns related to ethical management and quality service. They will develop critical

frameworks for analyzing and evaluating issues that arise in connection with personal and professional

practices.

REQUIRED TEXTS

Kavaler, F. and Alexander, R. S (2014). Risk Management in the Healthcare Institutions: Limiting Liability

and Exchanging Care, 3rd ed. Jones and Bartlett Learning. ISBN: 978-1-4496-4565-6


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THE SYSTEMS DIMENSION: HEALTHCARE DATA ANALYTICS AND DECISION

SUPPORT

COURSE DESCRIPTION

Large amounts of healthcare data have become available in various healthcare organizations that could be a

great resource for providing insights and improving care delivery and reducing waste. The enormity and

complexity of these datasets present great challenges in analyses and subsequent applications to a practical

healthcare environment. This course familiarizes the students with characteristics and related analytic

challenges of dealing with enormity and complexity of these data teaches the students them the concepts, tools

and technologies used in health data analytics. Students master the use us e of proprietary (SPSS, SAS) and

open-access analytical software (R) for discovering new information and applying it to operational decision

making of the healthcare and healthcare–related organizations.

COURSE OBJECTIVES


1. Categorize types of data collected and stored in healthcare organizations.

2. Outline the data storage technologies (data warehousing, data mart, data repositories).

3. Select appropriate data analytics tools and technologies (proprietary/open-source: SAS/R).

4. Perform health data analytics using the selected tools: SPSS, SAS, R.

5. Interpret the results of statistical methods and data analytics tools.

6. Employ results of the health data analytics in the healthcare operational decision making.

PREREQUISITE

Student must have access to a computer, the Internet, MCNY’s Moodle LMS, turnitin.com, Microsoft

Office 2007 or later version, including Microsoft PowerPoint, Microsoft Excel and Microsoft Word.

RELEVANCE TO CA

In the Purpose 2 CA, the students develop a plan for a healthcare industry (hospital, ambulatory services,

long-term care and rehabilitative facilities, etc.) by integrating the knowledge and skills gained in the

Purpose 2 Dimension classes, namely healthcare risk and quality management, healthcare technology

management, healthcare data analytics and decision support, and managerial economics) as well as gained

previously in classroom or work place settings.

The course covers health data analytical topics, like data warehousing, data mart, and performing

statistical analyses using health data analytical tools to determine the hidden trends and use them in the

planning of healthcare operations, and as such has pertinence to the Purpose 2 CA – Strategic Healthcare

Industry Planning.

The aim of the Systems sequence, in which this course resides, is to help students understand and analyze

the systemic nature of healthcare industry in the context of historical, political, economic, and social

forces relevant to the development of healthcare industrial economy.


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REQUIRED TEXTS

Strome, T. L. (2013). Healthcare Analytics for Quality and Performance Improvement. Wiley.

ISBN: 978-1-118-51969-1


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MBA FOUNDATION COURSES

MANAGERIAL STATISTICS

MBA 501 FDN (1.5 Credits)

This foundation course introduces students to statistics useful for their MBA studies and for solving

managerial problems. Students will learn a variety of techniques and tools to solicit, evaluate and

communicate information for problem solving purposes. The course teaches the concepts and

applications of business statistics, as well as providing the students the opportunity to observe and

actually carry out computer-generated solutions using SPSS and Microsoft Excel.

PRINCIPLES OF MANAGEMENT & MARKETING


This foundation course teaches management principles to tomorrow’s business leaders by weaving three

threads: strategy, entrepreneurship and active leadership. Students will also be exposed to key concepts of

marketing in today's business environment such as service, sustainability, ethics and social responsibility,

global coverage, and metrics.

PRINCIPLES OF FINANCIAL ACCOUNTING


This foundation course teaches fundamental accounting procedures and the uses of accounting

information. Topics include: recording transactions; controlling, costing and analyzing inventories;

reporting and controlling liquid assets; measuring and reporting long-operating assets; current and

contingent liabilities; the time value of money; analyzing and reporting owners' equity; balance sheets and

statements of cash flow; and managing and accounting for corporate income tax.

PRINCIPLES OF ECONOMICS & FINANCE


This foundation course helps students to understand the practicality and relevance of economics and

finance with a variety of illustrations and insights. Economics topics include: classical vs. modern

economic thought; supply and demand; elasticity; competition and Monopoly; inflation and

unemployment. Finance topics include: the Federal Reserve System; FOMC and the money market;

interest rates; financial Structure; investment decisions.

REQUIRED TEXTS

Foundation courses use Flat World Knowledge Open Source Texts

RUBRIC FOR GRADING THE CA (NEXT PAGE)


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Criterion

5-4

A (90–100)

4-3

B (80–89)

3-2

C (70–79)

2-1

D (60–69)

0

F (60 or below)

Needs

Analysis

Need for Product or

Service is effectively

supported with

examples with

substantive and

insightful analysis.

Includes fully

developed points and

relevant scholarly

research

Need for Product or

Service is adequately

supported with

examples with some

substantive analysis of

the topic; Includes fully


relevant scholarly

research; reader gains

some insights

Need for Product or

Service is not fully

developed or supported

with rudimentary

analysis; reader gains

few insights

Need for Product or Service

is undeveloped or has no

supportive examples with no

substantive analysis leaving

reader confused or

uninformed

No Needs

Analysis for

Product or

Service

Plan of

Action

Plan of Action is well

developed with at least

3 attainable Short Term

Goals, with Objectives

and Methodologies for

Achieving, and

Evaluation Plan and

long term goals for next

steps

Plan of Action has 3

Short Term Goals, and

some indication of

Objectives and

Methodologies for

Achieving, and an

Evaluation Plan, but

Goals may not be laid

out in manner to be

attained. Includes

indication of long-term

goals for next steps.

Plan of Action has 3

Short Term Goals but

may be missing some

elements for Objectives

or Methodologies for

Achieving, or an

incomplete Evaluation

Plan, includes

indication of long term

goals for next steps

Plan of Action has less than 3

Short Term Goals; missing

elements for Objectives or

Methodologies for

Achieving, or an incomplete

Evaluation Plan. Plan of Action

not provided

Research CA Document includes

relevant research

section incorporating

both primary and

secondary research;

consisting of credible

and authoritative

analysis of scholarly

and professional sources

to persuasively

demonstrate need,

support plan of action

and development of

adopted/planned

business actions.

Incorporates divergent

views, new trends,

global perspectives and

is critically evaluated

and presented in a well-

organized manner.

CA Document includes

relevant research

section incorporating

primary and secondary

research and

incorporates divergent

views, new trends, and

global perspectives;

Research consists of

credible and

authoritative analysis of

scholarly and

professional sources but

does not persuasively

demonstrate need,

support plan of action or

the development of

adopted/planned

business actions.


research section and

makes an attempt to

incorporates divergent

views, new trends, and

global perspectives;

Research may not

consists of authoritative

or credible professional

sources and does not

persuasively

demonstrate need,

support plan of action or

the development of

adopted/planned

business actions.


research section, and makes

no attempt to incorporate

divergent views, new trends,

or global perspectives;

Research does not consist of

authoritative or credible

professional sources and

makes no attempt to

persuasively demonstrate

need, support plan of action

or the development of

adopted/planned business

actions.

Does not include

Research section

Integration

of

Constructive

Action and

Field

Experiential

Student has successfully

engaged in extensive

and constructive real

world action (at least 5)

in the industry of

choice; actions followed

Student has engaged in

constructive real world

action (at least 5) in the

industry of choice, but

may not be following

plan of action; actions


superficial real world

action in the industry of

choice; actions may not

directly assist in

achievement of


minimal real world action, or

engaging in hypothetical

action in their intended

industry; Action does not

further achievement of

Student did not

engage in

industry related

Constructive

Actions or has

refused to engage


19

Learning plan of action and

effectively allowed for

successful achievement

of Purpose. Student has

Field Placement and is

actively pursuing

constructive action plan

of action at work site or

internship or is

regularly meeting and

working with an

industry mentor to

discuss business

decisions, constructive

actions and real world

applications of

knowledge being gained

in Dimensions.

somewhat effective in

assisting in achievement

of Purpose. Student

incorporates Field

Placement at work site

or internship or works

with an industry

supervisor or mentor to

discuss business

decisions, constructive

actions and real world

applications of

knowledge being gained

in Dimensions.

Purpose. Student has

Field Placement at

internship or is assigned

to mentor, but only

occasionally meets with

supervisor or mentor

and is making only

minimal attempts to

incorporate field

experience into

furtherance of Purpose

Purpose. Student is assigned

to mentor or internship in

industry related to CA but

has only met once or is not

otherwise working to engage

in actions in furtherance of

their Purpose.

in any form of

Field

Experiential

Learning during

Semester.

Situational

Analysis of

Business

Concepts

Identifies and analyzes

actions taken in relation

to sound core business

management,

marketing, legal, ethical

and quantitative

strategies, principles

and best practices.

Identifies and analyzes

actions taken in relation

to most core business

management,


and quantitative

strategies, principles or

best practices.

Identifies and attempts

some analysis of actions

taken in relation to

some, but not all core

business management,


and quantitative

strategies, principles or

best practices.

Minimal analysis of actions

taken in relation to core

business management,

marketing, legal, ethical and

quantitative strategies,

principles or best practices.

Does not include

analysis of

actions taken in

relation to core

business

strategies or

principles.

Purpose

Dimension

Actively participates in

discussions, planning,

research, and shared

exploration of problems

and solutions that arise

in connection with

Constructive Action

while working with

classmates to assess

student learning,

integrate learning from

Dimension classes and

put field experience into

contextual focus.

Actively participates in

discussions, planning,

research, and shared

exploration of problems

and solutions that arise

in connection with own

Constructive Action but

may not consistently

working with

classmates to assess

student learning,

integrate Dimension

classes or put field

experience into

contextual focus.

Participates in

discussions about own

progress, planning,

research and problems

with CA but

inconsistently

participates with

classmates on shared

learning, integration of

Dimension classes or

field experience.

Minimal participation in class

discussions about CA

progress, plans or issues

addressed while furthering

CA, with minimal

participation in shared

learning, integration of

Dimension classes or field

experience.

Student does not

incorporate

Purpose

Dimension

Values

Dimension

Clarifies own values in

relation to the Purpose

and business venture as

part of CA. Consistently

identifies value issues,

uses ethical reasoning

and acts on ethical

principles.

Identifies value issues

in relation to Purpose

and their Business

Venture, uses ethical

reasoning and acts on

ethical principles.

Demonstrates a general

understanding of value

issues and ethical

concerns but does not

consistently employ

ethical reasoning or act

on ethical principles.

Demonstrates minimal

understanding of value issues

or ethical concerns. Does not

incorporate any

values issues in

CA

Self & Others

Dimension

Identifies methods to

incorporate new

technology in changing


incorporate new



incorporate new


Minimally or superficially

incorporates new technology

and shows minimal concerns

Does not

incorporate any

concern for Self


20

society to operate

successful business

while making a positive

impact and furthering

empowerment of local,

national and global

community.

Demonstrates own

venture in relation to the

greater society and in

relation to Purpose

society to operate

successful business;

attempts to make a

positive impact on local,

national or global

community.

Demonstrates some

understanding of own



relation to Purpose

society to operate

successful business.

Demonstrates some

understanding of own



relation to Purpose but

does not attempt to

simultaneously make

positive impact or

minimize negative

impact.

for customers or customer

relations management beyond

making a profit

and Others in CA

Skills

Dimension

Demonstrates mastery

and incorporates

quantitative analysis

appropriate to the

Purpose in developing

business venture and

furthering CA. Includes

all appropriate properly

prepared financial,

economic and/or

finance documentation

necessary as appropriate

to Purpose.

Demonstrates

understanding and

incorporates


appropriate to the




all appropriate financial,

economic and/or

finance documentation


to Purpose with few

errors.

Demonstrates

understanding of


appropriate to the




some financial analysis


to Purpose but has many

errors or is incomplete.

Demonstrates minimal

understanding of quantitative

analysis appropriate to

Purpose or missing financial

analysis and/or necessary

documentation

Does not

demonstrate any

understating of

necessary

quantitative

analysis.

Systems

Dimension

Incorporates mastery

and understanding of

natural, economic,

social and technological

systems of selected

industry as it relates to

the Purpose. Improves

upon business models

appropriate to the

system/industry of CA

Reflects general

understanding of

natural, economic,


systems of selected


the Purpose. Includes

business models

appropriate to the


Reflects some

understanding of

natural, economic,


systems of selected


the Purpose. Includes

business models but

might not be consistent

with norms of the


Reflects minimal

understanding of natural,

economic, social and

technological systems of

selected industry as it relates

to the Purpose. Business

modeling is based on faulty

presumptions or does not

sustain business in the


Does not

demonstrate any

understanding of

systems in

industry of CA

and lacks

functional

business model.

Critical Logs CA Document includes

at least 5 critical logs to

document actions,

learning, next steps and

Dimension analysis


at least 5 critical logs to

document actions but

may not include

learning, next steps or

dimension analysis

CA Document missing

up to 2 critical logs to

document actions, may

not include learning,

next steps or dimension

analysis

CA Document does not

include at least 3 critical logs. CA Document

Does not include

any Critical Logs

Self

Assessment

and

Evaluation

Understands and

incorporates plans to

leverage strengths,

exploit opportunities,

compensate for

weaknesses and

minimize threats as

appropriate to Purpose.

. Understands need and

attempts to incorporate

plans to leverage

strengths, exploit

opportunities,

compensate for

weaknesses and

minimize threats as


Attempts to incorporate

plans to leverage

strengths, exploit

opportunities,

compensate for

weaknesses or minimize

threats as appropriate to

Purpose, but elements

missing.

Minimal understandings of

need to leverage strengths,

exploit opportunities,

compensate for weaknesses

or minimize threats as


Does not include

any SWOT

analysis or other

self-assessment.

Analysis by

Dimension

Incorporates a

comprehensive Analysis

Incorporates Analysis

by Dimension but

Analysis by Dimension

is superficial or missing

Minimal Analysis by

Dimension covering

Does not include

Analysis by


21

by Dimension covering

all Dimensions in

Purpose.

missing 1 Dimension in

Purpose.

2 Dimensions in

Purpose.

Dimensions in Purpose. Dimension

CA

Document

Development,

Completeness

and

Organization

Final CA Document has

all elements and

business takeaways

listed as required in

Purpose Handbook;

Topic is effectively

supported with

examples with

substantive and

insightful analytic

handling of the topic;

Includes fully


relevant scholarly

research. Paper is well

presented and

persuasive.

Final CA Document has

all major elements and

business takeaways

listed as required in

Purpose Handbook;

Topic is adequately

supported with

examples with some

substantive analysis of

the topic; Includes fully


relevant scholarly

research; reader gains

some insights, and is

generally persuasive

and effective;

Final CA Document is

missing Abstract,

Introduction or

Literature Review

among required

elements of CA in

Purpose Handbook or

fundamental aspects of

Purpose required

business takeaways.

Reader gains few

insights. Central points

are adequately

developed to support

thesis, although

arguments are not

always effectively or

persuasively presented

Final CA Document is

missing Needs Analysis or

Plan of Action among

required elements of CA in

Purpose Handbook or is

missing business takeaways

appropriate to the Purpose.

Topic is only superficially

developed with only

rudimentary analysis;

argument is not clear or

persuasive.

Final CA

Document is

missing multiple

elements

required; no

substantive

analysis leaving

reader confused

or uninformed.

Points are not

presented

logically to

support thesis;

Writing

mechanics

Assignment is written

on an appropriate

scholarly level with no

errors


on an appropriate

scholarly level with few

errors


below appropriate

scholarly level with

many errors

Assignment has minimal

scholarly value with a great

number of errors

Assignment has

no scholarly

value

APA format Uses APA format

accurately and

consistently

Uses APA format with

few violations

Reflects incomplete or

inconsistent knowledge

of APA format

Document attempts some

format of citation but not

APA

Document does

not incorporate

any format of

citation.

Note: Criteria are evaluated on a 5-0 basis. Each rubric criteria is valued at 5% except red shaded which are worth 15%. Blue sections relate to

preparation of the physical CA Document.


22

MCNY MBA Working Outline for

Purpose 2 Strategic Healthcare Planning Constructive

Action Documentation A strategic healthcare industry plan is a longer-term plan detailing the operational, marketing and

financial aspects of a healthcare company. The research and information uncovered in the strategic

industry analysis (CA 1) supports the subsequent strategic planning stage.

OVERVIEW OF CONSTRUCTIVE ACTION DOCUMENT

Producing a written documentation of your Constructive Action is a separate endeavor from carrying out

the Constructive Action itself. The process of Constructive Action is described in the earlier sections:

"Constructive Action: An Overview" and "Purpose." This section provides you with specific guidelines

for the documentation of your efforts. This documentation covers:

1. Constructive Action Abstract

2. Strategic Business Plan Executive Summary

3. Introduction

4. Planning Phase

5. Exploratory Phase

6. Literature Review

7. Implementation Phase

8. Final Assessment Phase

9. Formatting Your Constructive Action Document

1. CONSTRUCTIVE ACTION ABSTRACT

Although this section appears first; it is completed at the END of your Constructive Action. It includes a

brief overview of the Purpose, your own objectives and why chosen, and what you learned and

accomplished. The Final Abstract (1 page, typed, single-spaced) is composed of three parts:

Part 1 Purpose: What is the Constructive Action and how does it relate to

the Purpose of this Semester?

Background: What was the need for the Constructive Action?

Part 2 Objectives/ What were the goals of the Constructive Action? What

Methodologies: were the objectives planned to achieve these goals? What

methods or strategies did you employ in achieving these

objectives?

Part 3 Conclusions: Assess the outcome of the Constructive Action? What will

be the follow up or next steps?

2. EXECUTIVE SUMMARY OF STRATEGIC BUSINESS AND MARKET PLAN

Like the CA Abstract, the Executive Summary of the Strategic Plan is completed at the end of your

research and presentation/determination of your findings and conclusions. It is a summary of all key

sections of the Strategic Business and Marketing Plan and should work as a separate, stand-alone

document. Interested parties, like advertisers or investors, will probably read the Executive Summary in


23

conjunction with a glance at the financial projections first when deciding whether or not they want to read

the rest of the report.

3. INTRODUCTION (To Constructive Action Document)

Begin the Introduction to your CA with a topic statement: It should introduce the venture you plan on

starting and unmet needs for your venture or improved service. You should also reiterate the hypothesis

and briefly present the results/findings from Purpose 1 CA where you explained how you believe the

venture that you are proposing to begin will serve or solve the unmet need or improve the delivery of a

service that is unproductive or ineffective.

4. PLANNING PHASE

The Planning Phase is comprised of a discussion of the Short and Long Term Goals of your Constructive

Action this Purpose and the Plan of Action to achieve those goals. A discussion of your plan to assess the

success of your Constructive Action during the Purpose completes it.

A. Statement of Short and Long Term Goals

Goals: Generally, your goals should be appropriate to the Purpose performance area; this

Purpose involves research and analysis of the health/state of your industry and the viability

of your venture. The Short Term Goal: what you hope to have achieved by the end of the

Semester. The Long Term Goal: the goal to follow from your short-term goal. Set a realistic

time frame as part of your long-term goal statement.

Objectives: In this section, you write the specific, short-term objectives that you hope to

accomplish to achieve your goals during this Purpose. These objectives should be as specific

as possible in terms of obviously measurable changes.

The objectives should be related to: the Purpose to be achieved; the analysis of the needs and

setting in which you currently work; and, the support of your long-term development. It

may be helpful to write objectives for each dimension, depending on your goals.

Strategies/Methodologies: These are the actions you will take to reach your objectives for

the Purpose:

1. List each method or action you will take. There should be at least one

strategy/method for each objective. These actions should be as concrete and practical as

possible. You may also suggest alternative strategies or multiple strategies for any one

objective.

2. Analyze resources and constraints relevant to the accomplishment of each strategy.

Decide whether you want to include organizational or external resources. Do you want to

include your self-assessment of skills and abilities? Areas for development? Other?

3. After you are at your midpoint assessment phase, ask yourself if you want to change

any strategies and implement new one.

B. Plan of Action

The Plan of Action consists of a four-section chart that is laid out as follows:

1) The goal(s) of the Constructive Action (short-term—by the end of this

term; long-term—the next goal to follow from the short-term goal);


24

2) Proposed objectives (expected results, both task and learning);

3) Strategies/Methodologies (how to get there);

4) Evaluation/Assessment criteria (how will you know you got there).

A blank chart is included at the end of this outline.

C. Evaluation Plan

Describe the criteria or benchmarks to be used to monitor progress toward achieving goals and

objectives during the Semester; that is, how exactly you will know a) whether or not your strategies

have succeeded and b) that these strategies will help you meet your objectives. Also describe the

methods to be used for determining whether these criteria have been met.

There should be at least one measure for each objective and each strategy. Measures should be both

quantitative and qualitative. Evaluation criteria are part of the plan of action and are set out before

you begin to implement your plan. They may be altered if the reality of a critical incident so

demands. Assessment of learning (Part III) is done after implementation.

5. EXPLORATORY PHASE

This phase will result in the creation of the majority of your strategic business and marketing plan. Begin

with a recap of your Needs Analysis for the problem or unmet need your product will address. Then

prepare a Company Overview that lays out what your company is today, or what it will be, what market

you are targeting and how you plan to monetize it. It is followed by a discussion of the Mission and

Vision of your proposed company. This statement will eventually be drawn up to develop the first

paragraph of your abstract.

A. Needs Analysis

Provide a description of the unmet need or problem that your product or service will address

or improve upon that you researched and discussed in CA1. Be sure to update any statement

of need to ensure that the data that you are relying upon is still accurate.

B. Company Overview

Lay out a brief introduction to the product or service of your venture, and describe how

customers would use or buy your product or service. Give just enough detail to help the

reader judge the effectiveness of your marketing or positioning plans (you will provide more

detail later in the document.) Describe key components or other unique factors of your

product or service and how the enterprise will source or secure these. Describe demand and

supply factors and trends for products or services similar to yours in the industry.

In addition, you must provide the following information:

1. Legal Name and Business Description: Discuss the formal name that you’ll be

seeking to get approved and registered with your local government in order to

operate your venture. Explain how that name will benefit and/or represent the

product or service that you will be providing. Provide a description of the type of

business entity that your venture will take; will it be a Sole Proprietorship,

Partnership, Limited Liability Company or a Corporation. Explain why this

entity is most beneficial to operate your venture.


25

2. Management Team/Operations: The management team provides leadership for

your business and must include combined strength in both management and

technical areas. The management team should be selected or developed in such a

manner that talents are complementary rather than overlapping or duplicated. In

the discussion of your Operations, you should ensure that all the key areas

necessary to achieve goals and objectives of the company are met within the

strengths and talents of your planned management team. You should also set

forth whether you will be using a Board of Directors/advisors, staffing plans,

strategic alliances, and what, if any, management functions will be outsourced.

C. Analysis of Work Setting

An analysis of the work setting takes these factors into account:

1) Design of your work area;

2) Description of how your design influences (promotes or impedes) communications,

work flow, and morale; and

3) Description of how the design reflects job status, job function, and

department/company policy or philosophy.

The basic questions to be answered then are:

— What is the environment in which you work or will work? What is its physical

setting? What are its professional and psychological conditions?

— How will this environment and/or your position in it support or limit your Purpose or

opportunity to act and to develop professionally?

— What values are communicated through non-verbal channels (e.g. use of space, size

and placement of objects, desks, etc.)?

D. Situational Analysis

After you have written your Work Setting Analysis, develop your Situational Analysis of

your three goals selected for the semester, which should include an analysis of your business

vision, business model, product or service description, a discussion of your marketing plans,

including your targeted market and explanation of how you will segment this targeted market,

your competitive SWOT, and any other projections/plans for how you will deal with any

other matters discussed in the Situational Analysis.

A. Vision Statement

By defining and understanding your company’s future destination you help determine the

feasibility of your businesses success. Vision is simply a picture of where your business is

headed. It describes the dream, intended future destination of your business, based on realistic

long-term projections of the present situation. It puts into brief words what the company will

be like, how big it will be, what industry will be serving, what kind of products it will be

providing, and hold future customers will probably be. For a strict digit business and

marketing plan your vision should discuss the direction of your company for the next 5 years.

The vision statement can influence a wide range of people: potential investors, employees and

potential employees, partners, vendors and customers can all contribute to drive your

company to success… if they buy into your vision.


26

Your vision statement should be reality based and should not paint a larger picture and the

company has a good chance of going into. If division is clearly achievable, rather than self-

serving fluff, you can more readily develop a concerted team effort and build enough

momentum to make it happen. Don’t be too idealistic for it can be counterproductive. The

vision statement should lay out a path for your company to stretched possibilities, yet it must

remain simple, believable, achievable, and understood.

B. Mission Statement

Your company’s mission statement should concisely describe the intended strategy and

business philosophy for making the vision happen. It conveys how all the combined efforts

put into your business will move it toward its vision. You should distinguish your business

from all others. Mission statement can and do vary in length, content, format, and specificity.

Your mission statement should answer the following questions:

Customers: Who are and who will be your customers?

Product: What are your company’s major products or services?

Markets: Where will your company compete?

Technology: What is your company’s basic technology?

Concern for survival, growth, and profitability: What is your company’s

commitment toward economic objectives?

Philosophy: What are the basic beliefs, values, aspirations and philosophical

priorities of your company?

Self-concept: What are your company’s major strengths and

competitive/technological advances?

Concern for public image: What is (or will be) your company’s public image and

standing in the community?

Concern for employees: What is your company’s attitude toward its employees?

Depending on the size and complexity of your business, you may feel that only a few

of the above components need to be directly addressed in order to produce an

effective mission statement company.

C. Service/Product Strategy

The current service or product description in your business plan should highlight its unique,

distinct, or improved features and benefits. This section is of special interest to investors and

bankers; they will want to know what sets your product or service apart from the competition,

how well you produce your product, and what new trails your company may be blazing.

Present any proprietary technology that your product may include and any related patents or

copyrights you may hold in connection with your product or service.

Customer satisfaction is increased if she or he understands the features and benefits of your

product. These features and benefits must address the customers’ needs and wants and must

distinguish a product from the competition.

A service should also address unmet needs or find a niche in a pre-existing service sector that

is not been fully exploited or has not experienced infusion of competition.

You need to also explain how you’re going to make your future product or deliver your future

services. Determining your equipment, material and labor requirements, as well as their price


27

and availability, can be critical factors in the production process. Consideration should be

given to alternative sources and materials, inventory requirements, and Karen handling of

various materials; you want clearly demonstrate that your production capabilities are

sufficient to produce the product or deliver the service your business proposes to offer.

D. Analysis of Intended Target Market and Segmentation Plan

1. Provide a brief industry analysis by clearly defining and describing the

industry or industries your enterprise/ venture operates in, including size, growth rate,

and outlook. Don't base your projections on a hunch. Cite experts, refer to census

data, excerpt industry analyses, present findings compiled by organizations that serve

your customers, or show a recap of your sales history to prove market momentum.

Offering proof for what you say about market size and growth is important because

this proof is the claim on which you stake your marketing plan — and budget.

2. Provide an overview of the Target Market and how you plan to segment your

targeted market in your industry.

I. Target Market:

Define and describe the target market(s). Distinguish between end users and

customers. Be clear how end users and customers benefit. How and why

would they buy the product or service?

What is the projected needs your product or service fulfills? How big is the

opportunity? What level of actual market demand can be measured versus

projected?

II. Market Segmentation/Customer Profile:

Customer Profile: Define your customers in geographic terms (where they

live), demographic terms (facts such as age, gender, race, education level,

marital status, income level, and household size), and psychographic terms

(lifestyle characteristics, including attitudes, beliefs, and behaviors that affect

customer-purchasing patterns).

Market Segments: Market segments are comprised of unique groups of

consumers that share similar characteristics. For example, women may buy

from your company very differently than men do, and buyers from one

geographic area may have different product interests than customers from

another. Morning Drive customers may be decidedly different than overnight

customers.

For Business-to-Business markets, include what industry the target

market is in, who the key players are, frequency of product

purchases, replacement needs versus expansion, and/or purchasing

process?

For Business to Consumer markets, include demographic factors,

such as income level, age range, gender, educational level, and

ethnicity as well as psychographic factors and relevant behavioral

factors like shopping behavior.

Identify if there are additional factors like consumer adoption process

or influencers that might impact who potential consumers might be.


28

E. Competitive SWOT

1. An analysis of the situation requires an analysis (not simply a chart…you must

provide a narrative discussion) of the micro/internal factors impacting your ability to

operate within and with the targeted market that you have identified. To grow your

business, you need to gain market share by drawing customers and purchases away

from competing companies. In this portion of your strategic business and marketing

plan, you summarize what kind of competition your company faces, including

A. Direct competitors: These competitors are companies that your customers

consider when they think about buying. Describe each one, along with what you

know about the threats they pose to you.

B. Indirect or stealth competitors: These competitors are companies that go after

your customers in different and unexpected ways. For example, cable television,

satellite services, movie rentals, and low-priced DVD purchase offers are all indirect

competitors to movie theaters.

2. Strengths and Weaknesses

You should include a discussion of the major macro/external factors impacting your

positioning in the market and identify direct competitors that are already in the

market serving your target market. In identifying the strengths and weaknesses of

your competitors’ product or service, you are evaluating the competitor’s coverage of

the market and its success in meeting customer demand. By exploiting this weakness,

you can improve both your service or product and your position in the market and

convey that you are, or will be, strong where your competitors are weak.

3. Unexploited Opportunities

Based on your marketing analysis, you may discover additional niches and/or

opportunities to explore. Often a successful product or service can be leveraged

through new distribution channels, licensing, packaging, and so on. Identifying your

top market opportunities will help you focus your marketing efforts.

4. Threats/Risk Analysis

Risk can be broken down into 2 major categories: business and environmental.

A. Business Risk

Each industry has its own set of unique business risks. Some industries have

high capital needs others have a seasonal business cycle and still others have

a very limited group of customers and suppliers. You must identify the

potential business risks your venture faces. They may include:

Cost Structure of the Industry

Competition and Industry Growth

Profit Margin

Seasonal Businesses

Complementary Industry

Product Substitution

Power of Suppliers


29

Limited Customer Base

Personnel and Management Strength

B. Environmental Risks

Your business will also face risks that are not limited to the industry you

operate in. An economic downturn or revised tax laws are examples of

environmental risks that can affect a wide range of companies. Discuss those

environmental risks your company faces as well. They should include:

Economic: Adverse changes in prevailing economic conditions can

have a negative impact on the company’s projected business. In a

recession, consumers decrease their expenditures and retailers are less

inclined to make capital investments.

Environmental: Factors include ecological and environmental aspects

such as weather, climate, and climate change, which may especially

affect industries such as tourism, farming, and insurance.

Legal/Government: Factors include licensing, zoning, discrimination

law, consumer law, antitrust law, employment law, and health and

safety law. These factors can affect how a company operates, its costs,

and the demand for its products.

E. Marketing Plans

Present your market strategy explaining how you intend to sell your service or product to customers

and clients.

1. Sales Strategy

Value Proposition: Developing a value proposition is based on a review and

analysis of the benefits, costs and value that an organization can deliver to its

customers, prospective customers, and other constituent groups within and

outside the organization

Positioning: Positioning means how your customers perceive your company,

product, or service relative to your competitors. Explain how you intend to

position your product or service in the market.

Pricing: Discuss your prices: How did you set them, is it competitive, is

there perceived value inherent in the price, or is it based on costs? You

should also explain if your prices differ from competitors and any elasticity

in the market. Finally discuss the overall pricing strategy you employed to

arrive at the price. (Profit Oriented Goals, Sales Oriented Goals, Status Quo

Pricing, Discounts, etc.)

Segmentation and Targeting Strategy: Assuming you are not selling your

product to everyone and anyone, you must explain how you will tailor your

marketing efforts to reach each of the different segments of your targeted

market.

2. Distribution Channels


30

Explain how you will sell your product or service, where you are going to locate your

business and how you are going to get your product or service to your customer,

understanding the key to proper distribution strategies is to deliver the product to a place

where the customer will purchase it. Indicate, when appropriate, whether you will be using

Direct v. Indirect Sales, the Internet and if you will be employing Selective v. Exclusive v.

Extensive distribution channels.

3. Promotion

The goals of promotion are to inform, persuade and remind the customer of your

product/service, brand and value. Your goal should be to convince your potential customer

that your have the product or service that can satisfy their demands or needs, to convince

them to buy that product or service from you and to successfully compete with other similar

businesses in the market. Explain how you intend to promote your brand, product or service

via advertising, publicity, public relations, sales promotions, etc.

A. Advertising: Advertising is sending impersonal messages to selected large

audiences for the purpose of soliciting or informing consumers. Describe what

means you intend to use to advertise your product or service and brand. These

methods may include Internet, television, radio, print, direct mail, email, etc. The

medium you employ should be determined

Advertising Budget: Your plan needs to include your advertising and

promotional budget to show how much it costs to launch or maintain your

sales. You must reflect in-kind service values in this budget as well.

Anticipated ROI: Indicate your predicted Return on Investment of the

Advertising Dollars you will spend/invest. Explain the metrics you will use

to keep track of the effectiveness of your promotions

B. Public Relations: Publicity is the information about your product that is not a

direct message from you to the potential customer. Generally, it is not something that

you can directly pay for, although you can pay indirectly and the value can be

immeasurable. Explain what public relations efforts you will employ (press releases,

editorial screenings, trade shows, list management or events) to garner publicity for

your brand and product or service.

6. LITERATURE REVIEW

Prepare a summary on the theoretical or conceptual sources and data underlying your Constructive

Action. In this section you cite the research material and data from which you have drawn for theoretical

sources and corroborative references. In applying primary source content to the Constructive Action

process, you will have to sift and filter facts, data, theories, and hypotheses. Decide which sources,

illustrations or pieces of evidence are useful towards the conceptualization, implementation and

assessment of your specific Constructive Action.

7. IMPLEMENTATION PHASE


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In this section of the document you will record the actual step-by-step implementing of your analysis for

your Constructive Action and present the findings, results and conclusions deriving from your research

about the viability and feasibility of your venture in its planned industry.

A. Presentation of Financial Statements and Projections

Provide spreadsheet for the various financial projections you can make based on your research

and to support your business and market plan efforts for your venture. Be sure to include clear

footnotes to explain assumptions and projections including projected budgeting for start up costs

and cost/benefit analysis.

B. Recording Critical Incidents

In recording critical incidents, you are asked to describe specific occurrences or interactions based

on the implementation of strategies/methodologies that you utilized to carry out your Constructive

Action. This written "log" or summary tells what happened, how you dealt with it, what

knowledge gained you’re your Dimension classes that you brought to bear on what was

happening and how you felt and reacted. You can analyze the challenges you encountered, and

whether or not you have succeeded. You must provide a minimum of 5 critical logs. A critical

incident report briefly details the following information:

a. When and where did it happen?

b. What happened? (What did you see, hear, say or do? This should not be a

transcript of a conversation, but rather a critical analysis of what you did.)

c. Who else was involved? How did they affect the way the situation went or

how you responded?

d. What knowledge from Dimension classes did you apply or became more

clear because of the incident? How did you incorporate that knowledge into the

situation you were dealing with? (Show the relationship between what happened in

the situation and understandings you have gained in your studies.)

e. What, if anything, did you learn about your venture? About yourself?

f. How did it turn out? Why?

You must give careful thought to what information is relevant. Select and focus on what is

significant. Each specific situation is different, so no absolute rules can be given, but generally

conversations with members of the faculty or completion of class assignments do not warrant a

critical log. For your Constructive Action, monitor those incidents that involve the issues and/or

relationships that are the focus of the Constructive Action and document actual action in the

business industry of your intended venture. In addition, each incident should illustrate either

progress or lack of progress toward the goal(s) you are working to achieve.

Logging or written monitoring is the process by which you record the development of your

Constructive Action. It cannot be rushed in the last few weeks; it must be developed over the

course of the semester. The material in the recordings, when appropriately detailed, becomes a

major part of your analysis. It demonstrates how well you planned and implemented your

Constructive Action, and how well you were are able to integrate academic learning into "live"

situations.

A chart for recording critical incidents is included at the end of this section.


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8. FINAL ASSESSMENT PHASE

The final phase of the Constructive Action process provides the last major section of the written report.

That is, you have researched and planned your goals and objectives, your strategies and evaluation criteria

(all in relation to your needs and your current position on the job or in the industry) and you have spent

several weeks acting on your plans (i.e., implementing them). In the final weeks of the Semester, then,

you reflect and assess what has happened, what worked and what didn't work and why, what you learned

from your class readings and actions, and their applicability to the Constructive Action, which is also

written up as the Analysis By Dimension attached at the end of this guide.

A. Assessment of Business and Market Plan

Explain whether your plan presents a viable, financially feasible, achievable direction to develop,

grow and market your business. Be sure to present evidence to support your conclusions about

the viability and feasibility.

B. Assessment of Constructive Action Goals

1. Did you achieve your short-term research and analysis goals?

2. Were your goals realistic? Explain.

3. Did you reach your research and analysis objectives? How do you know?

4. Which objectives were redefined, if any? Explain why.

C. Assessment of Methodologies/Strategies

1. Which methods/strategies worked to achieve your research and analysis objectives? Why?

Cite references to specific materials to support your discussion.

2. Which methods/strategies did not work, if any? Why not? Cite references to specific materials

to support your discussion.

3. Would you use these methodologies/strategies again in similar situations?

D. Assessment of Overall Learning

1. Explain what you learned from this experience. What do you know that you did not know

before?

2. In what ways did the Dimension classes and their accompanying readings help you with you to

achieve your goals? In what ways were they not helpful?

E. Conclusion

Write a statement of your plans for further action.


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FORMATTING YOUR CONSTRUCTIVE ACTION DOCUMENT

General Format and Organization of the Constructive Action Document

All pages are to be typed, double-spaced (Abstract, Plan of Action and Critical Logs are single spaced.)

Margins: 1 - 1 1/2 inches all around

Times New Roman 12 point

Parts of the Document:

Title Page

Table of Contents

Abstract

Executive Summary

Introduction

Planning Phase

1) Short and Long Term Goals Statement

2) Plan of Action Charts

3) Evaluation Plan

Exploratory Phase

1) Needs Analysis

2) Company Overview

Legal Name and Entity Form

Management Team/Operations

3) Work Setting Analysis

4) Situational Analysis

Vision and Mission

Service/Product Strategy

Target Market/Segmentation Plan

SWOT

5) Marketing Plan

Sales Strategy

Distribution Channels

Promotion

Literature Review

Implementation Phase

1) Financial Projections

2) Critical Logs

Final Assessment Phase

1) Assessment of Business and Market Plan

2) Assessment of Constructive Action Goals

3) Assessment of Methodologies/Strategies

4) Assessment of Overall Learning

5) Conclusion and Next Steps


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Analysis By Dimension

Appendices and Other Supporting Documentation

I. References: Provide a list of the academic and professional sources that you cite in your paper.

II. Bibliography: Provide a list of all of the academic and professional sources you consulted in

connection with carrying out your CA.

III. Business and Marketing Plan: Attach a copy of your formal Business and Marketing Plan.

IV. Miscellaneous: These may include memos, letters, and/or reports relevant to the Constructive

Action, as well as feedback from faculty, supervisor, peers, other company constituents, and

personal assessment.


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Plan of Action

Name: Purpose:

Date Prepared: Date revised:

Short-term Constructive Action

Goals

Objectives

Strategies

Evaluation Plan

- appropriate to Purpose of the

semester;

- represents a logical step

toward long- range goal;

- Are challenging but doable.

- are observable;

- are realistic within given

time frame;

- Are challenging

- define resources to be used,

how and by whom;

- describe how constraints will be

handled;

- Are appropriate to Needs

Analysis, long- and short- range

goals

- identifies

evaluation of each

strategy

- identifies method;

- Is appropriate to

Needs Analysis,

long and short-

range goals.

Constructive Action: Record of Critical Incident

Date: Time:

Place: Persons Involved:

Strategy Implemented:

Content - Text

Interpretation and Learning—subtext

On this side, summarize specific words, actions (verbal

and non-verbal), and/or occurrences between

participants.

On this side, record your thoughts, feelings inferences,

strategies, assumptions, etc.

.

Critical Incident Log Page 2

Assessment/Summary of New Understanding

What do you know now that you would not have known if this incident had not taken place?

Indicate if you thought the situation went well or badly. Did it help you reach your goal or objective? Why or

why not? (It went well because.../It would of gone better if...)

Next Steps

I will

Others (co-workers, supervisor, et al) will

Analysis by Dimension®

In what ways were the Dimensions involved/exhibited in this incident? What specific theories, readings, or

activities from the seminars help you to understand what happened? Note citations.

Purpose

Values

Self & Others

Systems

Skills

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CONSTRUCTIVE ACTION PROJECT: PURPOSE 2

STRATEGIC PLANNING: <<INSERT NAME OF DOCUMENT>>

BY

<<STUDENT NAME>>

Constructive Action Project

Submitted in Partial Fulfillment

of the Requirements of the Degree of

Master of Business Administration in General Management

School for Business


New York, NY

Professor _____________

_____ 201_ Term

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TABLE OF CONTENTS

ABSTRACT

Brief Statement of Constructive Actions

EXECUTIVE SUMMARY

Statement of CA Goals

Business Objectives

Company Background and Industry Overview

Business Venture Description

Exploration Phase

INTRODUCTION

Business Venture Description



PLANNING PHASE

Business Objectives

Plan of Action Charts

EXPLORATORY PHASE

Needs Analysis

Setting Analysis

Situational Analysis

1. Business Plan Situational Analysis

2. Marketing Plan Situational Analysis

3. Situational Analysis of 3rd

CA Goal

LITERATURE REVIEW

Primary and Secondary Sources

IMPLEMENTATION

Financial Statements/Projections

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Critical Incident/Log #1





Survey Results

FINAL ASSESSMENT

Final Assessment & Thoughts including Analysis by Dimension

BACKGROUND RESEARCH

References

Appendices, Including Business Plan, Marketing Plan, Etc.

Mentor Biography or Description of Field Experiential Learning Placement

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Abstract

Statement of Purpose

This section briefly states the purpose of the CA document; for example, “The purpose of this strategic

plan is to create a business and marketing plan to launch, brand and market” the stated project or

business “within (your anticipated time frame.)” Like the Executive Summary, this section is usually

written last. The name of your business or venture and its purpose should be clearly stated here.

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Executive Summary

This section is a summary of the entire CA document. Like the abstract it should be written last and

include a brief summary of your CA goals, and your business and marketing objectives as well as a

brief explanation of your industry, target market, ideal customer, company background and business

venture description. It should also include an overview of your business model, an indication of when

you plan to break even or turn a profit and a summary of some of the ‘constructive actions’ you

engaged in this semester, which would be discussed in more detail in your Critical Logs. Finally, you

would highlight anticipated steps to be taken in CA 3 to begin implementing your venture.

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Introduction

Overview of Business Venture

In about 3-4 paragraphs give an overview of your business venture to provide the reader of the

document a summarization of the industry/market in which your project/venture will operate. This

should provide a summation of the exactly why there is a business need in the macro-environment of

your pertinent industry for your business venture and how your business venture will meet that need.

The difference between this and the “company background” section mentioned below is that in this

section you will discuss more specifics about the actual venture. For example, this can be achieved by

giving the reader a more detailed report on the business overview such as “a trendy, friendly,

customer-focused, bilingual store front that is located in proximity to the community”.


In about 2-3 paragraphs, describe your company/venture. The reader should be able to read about the

company’s location, general business model, and competitive advantage in relation to other

competitors in the same industry.


This section is the listing of your long-term and short-term goals. The goals should be achievable,

measurable and pertinent to the CA venture. You must provide at least 3 short-term goals (which can

be achieved by the end of the semester) and 3 long-term goals listed for this section. In Purpose 2 CA

your short-term goals must, at a minimum, include the development of strategic business plan and a

tactical marketing plan.

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Planning Phase

Business and Marketing Objectives and Methodologies/Strategies

This section will briefly list and discuss the specific planning objectives that you hope to achieve with

your Business and Marketing Plans. For example, “The main goal of my strategic business plan is to

create a plan to launch my marketing public relations firm that targets start up inner city businesses

within 1 year. As one of my objectives to achieve this, I will identify the appropriate form of business

entity to operate my venture by researching which entity would afford me the greatest legal protection

in terms of liability and the most advantageous tax status.” This listing should have between 4-6 such

objectives, each with a methodology/strategy to achieve each of your CA goals.

Plan of Action

See Chart on Next Page

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Plan of Action

(Create 1 for Each CA Goal)

Name: Purpose:

Date Prepared: Date revised:

Short-term Constructive

Action Goals

Objectives

Strategies

Evaluation Plan

- Appropriate to Purpose

of the semester;

- Represents a

logical step toward

long- range goal;

- Are challenging but

doable.

- Are observable;

- Are realistic within

given time frame

(within the

semester);

- Are challenging.

- Define resources to be

used, how and by

whom;

- Describe how constraints

will b handled;

- Are appropriate to Needs

Analysis, long- and

short- range goals

- Identifies

evaluation of

each strategy

and identifies

method of

evaluation;

- Is appropriate

to Needs

Analysis,

long and

short- range

goals.

Exploratory Phase

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Needs Analysis

Business Ventures are launched, expanded or redesigned for one (or occasionally two) of a few

reasons: to meet an unmet need or want of customers (or meet a need/want better, faster, cheaper, etc.),

to take advantage of a sustainable trend in the market, or to effect some positive change in the

community. In this section, provide a 3-4 paragraph explanation of why your business is needed,

describing which of the reasons explain why you are launching, redesigning or expanding your

business venture. This section will be supported by research summarized in your Literature Review.

Setting Analysis

In this section you discuss where and how you will “physically” provide your services to your

customer. Provide 2-3 paragraphs of your “office” or where/how you will conduct administrative work

for your venture, your distribution channels, and if you are a web based business, a description of your

website and how a customer will navigate the site. This section may be supported by research

summarized in your Literature Review.

Situational Analysis

This is the “heart” of CA 2 Document; the analysis of how and why you are taking the steps you are

taking in planning each of your goals. In no less than 9-12 pages, you should provide the reader with a

thoughtful discussion of why you have decided to use the strategies and methodologies selected to

achieve your business and marketing plan objectives. This section should be supported by your

research in the Literature Review and cite evidence from best practices, Dimension classes and your

Field Experiential Learning, as to why and how these strategies and/or methodologies will be most

effective for your business venture launch/expansion/redesign and will make you successful in a

competitive market. It should at a minimum include the following:

Business Operations and Management Analysis

Discussed in class

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Target Market, Customer Profile and Segmentation Plan Analysis

Discussed in class

Competitor and SWOT Analysis

Discussed in class

Risk Analysis

Discussed in class

Marketing Mix Analysis

Discussed in class

Marketing Strategy Analysis

Discussed in class

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Literature Review

This is the section where you summarize the research you have conducted to support decisions made in

the situational analysis of your goals during the semester. For example, as part of your marketing

strategy you may have included a Social Media marketing plan because your ideal customer is between

the ages of 18-35. Therefore, to support this particular strategy to market your venture, you might cite

a text you read in your New Media or Technology course, as well as a source like the Pew Research

Center’s Social Trends Reports, that indicates where and how Millenials are using the Internet and

Social media.

Primary sources are best; secondary sources are also acceptable and should be from reputable sources.

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Implementation

Financial Statements

Present tables illustrating the following: (1) First Year Costs and Projected Revenue; (2) Cash Flow

Statement (year 1); (3) Start-Up Cost Analysis.

Also include a narrative discussion of assumptions and projections made to support these tables in

about 3-4 paragraphs. Assumptions and projections may be based on information learned in

Dimension classes, via Field Experiential Learning or through a Competitor Analysis.

Critical Incident Logs #1-5

Use the two-page format from the Purpose Handbook for your Critical Logs. At least one of

your Critical Logs must focus on and involve your Field Experiential Placement.

In addition to Date and Time, each Critical Incident Log provides information regarding the following:

Place: Where were you when the incident occurred? (Home office via telephone, Mentor office,

Coffee Shop to conduct interview, Internship Placement, etc.)

Strategy Implemented: This should be related to one of your goals and objectives outlined in your Plan

of Action.

Content-Text: This is a summary of the substance of what actually happened.

Interpretation/Analysis: This is an analysis of context, the application of Field Experiential learning or

knowledge acquired in Dimension classes, and how this incident was processed or how it will help

move your venture forward.

Assessment of New Understanding: This is an indication of what you know now that you did not

know (practical knowledge or insight into industry/market) before the incident.

Next Steps: How you will follow up or move forward to advance your venture.

I will/Others Will: Steps you and/or others might be taking as follow up to this incident to advance

your venture.

Survey Results

If you utilized your own survey, discuss the results here.

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Final Assessment

Final Assessment & Thoughts

After all your research, analysis and reporting, discuss here what you have learned. Consider this a

lessons learned reflection and you can briefly state what you intend to do in CA 3 and beyond to help

shape your project/venture. Give me some feedback about the course and MCNY’s unique education

model (Purpose-Centered Education) and how it is helping to shape your future professional career

goals. Include a discussion of the following:

1) Assessment of Constructive Action Goals

2) Assessment of Creation of Business and Market Plan

3) Assessment of Methodologies/Strategies

4) Assessment of Overall Learning

5) Analysis By Dimension - The dimensional analysis discusses how the other courses

in the current term have helped you to write this document.

6) Conclusion and Next Steps (CA3)

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Background Research

References

Appendices

Attach a copy of your Business and Marketing Plans here.

Mentor Biography or Description of Field Experiential Placement

MBA Health Services & Risk Management Purpose …...MBA Health Services & Risk Management Purpose 2...

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