This is an overview. The paper submission links and grading rubrics are in the weekly folders under “Weekly Materials | Tasks.”
Students will produce four (4) papers and a final critical analysis paper related to their area of concentration. Papers must reflect the master’s level writing. We expect the four essays and the final critical analysis paper will require a minimum of 150-clock hours of work for completion. Cognitive tasks must be specifically designed to relate directly to the student’s professional work assignments or the approval of the instructor. The papers should be of sufficient depth to deal entirely with the issue.
The minimum length is eight (8) pages with a maximum of ten (10) pages for each of the four
papers, and 12-15 written pages for the final critical analysis, excluding tables, graphs, and appendixes.
Papers 1-4 follow the same issue, or organization, or problem
Paper 1 applies to content and theory from MSA 601 to an issue/problem/research related to the student’s concentration
Paper 2 applies to content and theory from MSA 603 to the same issue/problem/research developed in paper 1 and is related to the student’s concentration.
Paper 3 applies to content and theory from MSA 604 to the same issue/problem/research developed in papers 1 and 2 and is related to the student’s concentration
Paper 4 applies to content and theory from MSA 602 to the same issue/problem/research developed in papers 1-3 and is related to the student’s concentration.
We expect the
final critical analysis paper
to draw conclusions and make recommendations based on the insights discovered in papers 1-4. I recommend that your title be generic, and here is why?
If you look at the examples that we gave you in the document “
MSA 698 Research Data
,” you will find that the only thing that is constant for each paper would be “John Doe Administration.” For example, here are the titles that one could generate for each paper in the John Doe Administration
Paper one: Organizational Behavior and John Doe Administration
Paper two: Strategic Planning and John Doe Administration
Paper three: Diversity Consciousness and John Doe Administration
Paper Four: Financial Management and John Doe Administration
Besides, according to some scholars, good titles in academic research papers have several characteristics:
The title accurately addresses the subject and scope of the study.
The title should not have any abbreviations.
Make sure that one uses only words that create a positive impression and stimulate reader interest.
Always use a current nomenclature from the field of study/concentration.
Make a concerted effort to identify critical variables, both dependent and independent.
In many cases, you might want to reveal how the paper will be organized.
There are times that you might suggest a relationship between variables which supports the primary hypothesis.
It is limited to 10 to 15 substantive words – shorter is much better.
Make sure it does not include the study of, analysis of, or similar constructions.
Many titles are usually in the form of a phrase. However, it can also be in the form of a question.
Always use correct grammar and capitalization with all first words and last words capitalized, including the first word of a subtitle. All nouns, pronouns, verbs, adjectives, and adverbs that appear between the first and last words of the title are also capitalized.
In academic papers, rarely is a title followed by an exclamation mark. However, a title or subtitle can be in the form of a question.
Again, looking at the above, we could have a generic title that could cut across all papers as “
Effective John Doe Administration
.” As one might see, this is a short, simple, and to the point title. Another example could be “
John Doe: An Effective John Doe Administration
.” Nevertheless, if one did not start with a generic title, one would create a title for each assignment, as seen with the four paper illustrations above. In the end, a generic title is best because we can cover any body of knowledge of research. Therefore a generic title is best, and you will not have to generate a title for each paper. At that point, you will need only to cover the “
or organization, or problem” for each essay/paper.
Each of the five papers must include the following
Title Page. The title should be descriptive and suggest the paper’s purpose
Table of Contents
Contain an introduction, body of the paper, and conclusion
Appendices (if applicable):
Reference List (every citation in the Text must be correctly listed in the Reference List) There must be 6 to 10 scholarly references per paper.
If you have more than one Table, a List of Tables Page follows the Table of Contents
If you have more than one Figure, a List of Figures Page follows the Table of Contents or the List of Tables Page (if there is a List of Tables Page).
Students must follow the most recent edition of the APA Publication Manual when submitting the papers required for this course.
Table of Contents
List of Tables (optional)
List of Figures (optional)
The student must submit all five papers electronically to the instructor via the submission links in Bb.
Students should always retain a copy of any materials submitted to the instructor.
The instructor reviews the student’s papers and notes any concerns, and, if necessary, returns them to the student with appropriate feedback.
The student will schedule a 15-minute appointment with the instructor to discuss the feedback.
The Final Critical Analysis Report Presentation:
The presentation should be brief (approximately eight minutes) and should be accompanied by a short PowerPoint.
Record the presentation using Blackboard WebEx. Detail and resources are provided in the Week 12-15 folder.
As we might already know, students will be writing about and seeking to understand concepts and practices about many subjects. We might even feel that there are a great many reasons for the popularity of the subject matter we want to address. Therefore, we challenge you not to be nervous about the subject matter and push forward to get it done.
We want to do everything that we can to help in this endeavor. Below is a helpful guide on the concepts used in various MSA courses (601, 602, 603, and 604) that can be used to link to any subject matter (title). Operating as an example, “John Doe Administration,” the data below can serve as topics to address in the paper to clearly show the link to the various MSA courses. Some simple things that could link the title/problem statement to one of the courses: State that it is a challenge for the John Doe Administration’s capacity to align the organization to better support the mission. You could also argue its ability to upgrade technology to enhance the production of John Doe services. By expanding the thought process above, we would see a tangible link to the MSA 603 course. In other words, the topics below have something for everyone. The items below were generated from various books on John Doe and each of the course books (MSA 601, 602, 603, and 604). Again, it does not matter what topic the subject matter is; one can find data/material below to address in the paper associated with a particular course. Please do not hesitate to address any concerns with the professor.
You can do this!
Example Generic Titles that cut across all Papers for a John Doe Administration:
An Effective John Doe Administration
John Doe: An Effective John Doe Administration
One again, if one used a generic title like the above example, there would be no need to change each paper title.
MSA 601 Organizational Behavior and John Doe Administration
The connection: Overview of John Doe and Organizational Behavior
John Doe structure
Diversity in John Doe organization
Attitudes and perceptions of John Doe
Foundations of Organizational Structure
What is an organizational structure in the John Doe industry?
Common organizational frameworks and structures (The simple structure, the bureaucracy, the matrix structure)
Alternate design option
The leaner organization: Downsizing
Why does the structure differ?
Organizational designs and employee behavior
Understanding Individuals Behaviors in John Doe Administration
Content theories of motivation
Process theories of motivation
Attribution theory and motivation
Contemporary theories of motivatio
Employee involvement and participation
Using rewards to motivate employees
Using benefits to motivate employees
Using intrinsic rewards to motivate employees
Power and influence
Trait and behavioral theories of leadership
Contingency theories of leadership
Contemporary leadership theories
Transactional and transformational leadership
Training to be a leader
Functions of communication
Direction of communication
Modes of communication
Barriers to effective communication
Cultural factors in communication
Intrapersonal and Interpersonal issues associated with John Doe
Stress in the workplace and stress management
Conflict management and negotiation skills
Groups and Teams
Overview of group dynamics in the John Doe industry
Defining and classifying groups
Stages of group development
Roles and norms
Type of teams
Team and team building
Creating effective teams
Turning individuals into team players
Managing Organizational Change in the John Doe Facility
Change in an organization
Approaches to managing change
Resistance to change and change management
Diversity in Organizations
Demographics characteristics in the organization
Levels of diversity in John Doe organization
Implementing diversity management strategies
Implications for leadership and the organization as a whole
Attitudes and Job Satisfaction
Climate study data
The impact of job dissatisfaction
Personality and Values
Personality and situations
Linking an individual’s personality and values to the workplace/organization
Perception and Individual Decision Making
What is perception?
Person perception: Making a judgment about others
The link between perception and individual decision-making
Decision-making in organizations
Influences on decision-making: Individual differences and organizational constraints
What about ethics in decision-making?
Creativity, creative decision-making, and innovation in organizations
Power and politics
Power and leadership
Bases of power
Dependence: The key to power
Power tactics and political savviness
How power affects people
Politics: Power in action
Causes and consequences of political behavior
What is organizational culture?
What does culture do?
Creating and sustaining the culture
How employees learn the culture
The learning organization
Influencing an organizational culture (An ethical culture; A positive culture; A spiritual culture)
Human Resources Policies and Practices
Substantive and contingent selection
Training and development programs
The leadership role of HR
MSA 603 Strategic Planning and John Doe Administration
Leadership and Strategic Planning
Definition of leadership
Key Leadership Roles in the John Doe facility
Physician involvement in John Doe’s strategic planning
Mission, Vision, and Culture: The Foundation for Strategic Planning in John Doe Administration (facility)
The impact of mission, vision, and culture on profits and strategic planning
The effect of ownership on profits and the strategic planning process
Implementing organizational change
Transformational Leadership Maximizes Strategic Planning
The concept of transformational leadership
Why is transformational leadership essential to this research study?
Ethics as a foundation for leadership and strategic planning
The role of transformational leaders in managing the strategic planning process in John Doe Administration
Organizational transformation as a competitive advantage
Factors affecting organizational transformation
Fundamentals of Strategic Planning in John Doe Administration
Analysis of the internal environment – inside the organization
Analysis of the external environment – outside the organization
Discuss the strategic planning areas
Evaluation of previous performance
Discuss planning at the local, regional, national, or international (Global) levels
Strategic Planning and SWOT Analysis
Steps in the SWOT analysis
Force Field Analysis
Strategic planning and John Doe Information Technology (HIT)
Strategic HIT initiatives
Strategic planning for HIT
John Doe information databases
Strategic Planning and the John Doe Business Plan
John Doe business plan
Net present value
Internal rate of return
Communicating the Strategic Plan
Presentation of the strategic plan
Medical Group Planning and Joint Ventures
Potential structures for physician-hospital integration
Physician engagement in strategic planning
Strategic Planning and John Doe Long term Care Services
Demographics of an aging population
Inpatient John Doe rehab facilities
Skilled nursing facilities
Adult daycare centers
Strategic Planning in John Doe Systems
Hospital mergers and acquisitio
Integrated delivery systems
Strategic Planning at the John Doe system level
Strategic Planning and Pay for Performance
Medicare Pay-for-performance initiatives
Additional initiatives in pay for performance
Physicians attitudes regarding pay for performance
The growing demand for quality-related data
Future P4P initiatives: Pay for value
Incorporating P4P into a strategic plan
The New Value Paradigm in John Doe Organization
The value frontier
Strategic planning for John Doe’s valu
MSA 604 Diversity Consciousness and John Doe Administration
A System’s Approach to Cultural Competence
Dimensions of diversity
John Doe diversity challenges
John Doe disparities in the United States
Changing the U.S. John Doe care system
System approach in the John Doe care delivery organization
The importance of leadership
Systematic Attention to John Doe Disparities
What are John Doe disparities?
Race and ethnic disparities in John Doe
Disparties or differences across other diversity dimensions: Gender, sexual orientation, the elderly
Stakeholder attention to John Doe disparities
Systematic strategies for reducing John Doe disparities
Trends in the US labor force
Diversity and the John Doe professions
Drivers of inequalities in the John Doe professions
Workforce diversity challenges
Foundations for Cultural Competence in John Doe
What is cultural competence in John Doe?
Cultural competence and the John Doe provider organization
Cultural competence and the multicultural John Doe workforce
Training for knowledge and skills in culturally competent care for diverse populations
The principals for knowledge and skills training
Cultural competence knowledge and skills for John Doe administrators
Cultural competency training for the John Doe professional in John Doe operations
Cultural competence training for support staff
The role of assessment in cultural competence training
Cultural Competence in John Doe Encounters
Models from transcultural nursing
Being culturally responsiv
Language Access Services and cross-cultural communication
Language use in the United States
Language differences in John Doe encounte
Attitudes toward limited-English speakers
Changing responses to language barriers in John Doe operations
An expanding profession: The John Doe interpreter
The translation is written by John Doe communication
Group Identity Development and John Doe Delivery
Discuss the minority status group – identity development
Discuss the majority status group – identity development
Models to illustrate
The Centrality of Organizational Behavior
The science of organizational behavior
Organizations as a context for behavior
Can culturally competent John Doe professionals do it by themselves?
The Business Case for Best Practices
The business case for cultural competence in John Doe operations
Workforce, HRM, and the business case
Best demonstrated practices
The Future of Diversity and Cultural Competence in John Doe
Trends to support the adoption of a system’s approach to diversity and cultural competence in John Doe practices
The sustainability movement
Change management and force field analysis: Tools to envision and shape the future
MSA 602 Financial Management and John Doe Administration
The Role of Financial Management in John Doe Administration
Financial Management in the John Doe industry (facility)
Tax laws and the impact on John Doe
John Doe reform and financial management
John Doe Insurance
Major John Doe insurers (Third-Party Payers)
Medicare (government insurance)
Value-Based benefit and insurance design
John Doe reform and insurance
Payments to John Doe Providers
Coding: The foundation of fee-for-service reimbursement
Generic reimbursement methods
Financial incentives to providers
Financial risks to providers
Pay for performance
John Doe reform and payments to providers
Time Value Analysis
Future value of a lump sum (compounding)
The present value of a lump sum (discounting)
Solving the interest rate and time
Uneven cash flow streams
Using time value analysis to analysis to measure ROI
Financial Risk and Required Return
The many faces of financial risks
Expected and real rates of return
Portfolio risk and return
Portfolio risk of business investments
Portfolio risk of stocks (Entire businesses)
The relevance of the risk measures
Interpretation of risk measures
The relationship between risk and return
The cost of debt
Interest rate components
The term structure of interest rates
Advantages and disadvantages of debt financing
The general valuation models
Rights and privileges of common stockholders
Selling new common stock
The market for common stock
The decision to go public
Advantages and disadvantages of common stock financing
Equity in not-for-profit corporations
Common stock valuation
Security market equilibrium
The risk/return trade-off
Lease parties and types
Per procedure versus fixed payment leases
Balance sheet effects
Evaluation by the lessee
Evaluation by the lessor
Lease analysis symmetry
Setting the lease payment
Motivations for leasing
The Cost of Capital and Capital Structure
An overview of the cost-of-capital estimation process
Estimating the cost of debt
Estimating the cost of equity to large investor-owned businesses
Estimating the cost of equity to large investor-owned businesses
Estimating the corporate cost of capital
An economic interpretation of the corporate cost of capital
Divisional cost of capital
Cost-of-capital for small businesses
Factors that influence a business’ cost of capital
Impact of debt financing on risk and return
Business and financial risk
Capital structure theory
The Miller Model
Financial distress costs
The asymmetric information model of capital structure
Summary of the capital structure models
Application of capital structure theory to not-for-profit firms
Making the capital structure decision
Capital structure decisions for a small investor-owned business
The role of financial analysis in John Doe services capital budgeting
Overview of capital budgeting financial analysis
Cash flow estimation
Cash flow estimation example
Return on Investment analysis
Final thoughts on breakeven and profitability analysis
Financial Condition Analysis
Financial reporting in the John Doe services industry
Financial statement analysis
Tying the ratio together: Du Pont analysis
Operating indicator analysis
Limitations of financial statement and operating indicator analysis
Economic value added
Key performance indicator and dashboards
Discuss forecasted financial statements
Constant growth forecasting
Factors that influence the external financing requirement
Problems with constant growth methods
Computerized financial forecasting models
Revenue Cycle and Current Accounts Management
Marketable securities management
Revenue cycle management
Supply chain management
Current liability management
Business Combinations Valuation
Level of merger activity
Motives for the merger: The Good, the bad, and the ugly (analysis with a story)
Types of mergers
Hostile versus friendly takeovers
Mergers involving not-for-profit businesses
Unique problems in valuing small businesses
Setting the bid price
Structuring the takeover bid
Due diligence analysis
Who wins on a merger, the empirical evidence?
Contact the course instructor if you have any questions.
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