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HAS 3110 Florida International University Wireless Future of Medicine Video Discussion

HAS 3110 Florida International University Wireless Future of Medicine Video Discussion

Question Description

Question one hsa3110

Watch the two videos:

The Wireless Futue of Medicine by Eric Topol

Watch VideoWhat healthcare will look like in 2020 | Stephen Klasko | TEDxPhiladelphia

Duration: (20:29)
User: n/a – Added: 11/17/14

YouTube URL:

What are your thoughts on the innovation of healthcare technology? Do you think these innovations will increase healthcare costs? Explain and support your thoughts.

Question two MAN3301

Take the SELF-ASSESSMENT EXERCISE (page 96 in your textbook) and write your results in the form of an essay for your first post. (

FOLLETT DPF ECOMM Connect for Fundamentals of Human Resource Management (name of book. let me know if you can find it on the Internet )

This is a chapter over view if you need help.

Chapter 3 presents an overview of the U.S. legal system, noting different legislative bodies, regulatory agencies, and judicial bodies that determine legality of certain HRM practices. It discusses major laws and executive orders that govern these practices. The legal environment is one of several environmental factors affect an organization’s HRM function, particularly laws affecting management of people. By understanding how legislative, regulatory, and judicial systems work to define equal employment opportunity laws, a manager is better prepared to manage people within the limits imposed by the legal system. Doing so effectively is a source of competitive advantage. Rather than viewing the legal system as a constraint, firms that embrace the concept of diversity can often find that they are able to leverage the differences among people as a tremendous competitive tool.

Among the most significant efforts to regulate human resource management are those aimed at achieving equal employment opportunity (EEO). The federal government’s efforts to create EEO include:

Equal Employment Opportunity Commission (EEOC) Agency of the Department of Justice charged with enforcing Title VII of the Civil Rights Act of 1964 and other antidiscrimination laws.

Under the Equal Pay Act of 1963, pay differences are allowed if they result from differences in seniority, merit, quality or quantity of production, or any factor other than gender (such as work shift differentials). However, the act allows for reasons why men and women performing the same job might be paid differently. If the pay differences result from differences in seniority, merit, quantity or quality of pro- duction, or any factor other than sex (such as participating in a training program or working the night shift), then the differences are legal.

Title VII is the major law regulating EEO in the United States. The law is enforced by the Equal Employment Opportunity Commission (EEOC), an agency of the Department of Justice. ADEA was originally enacted in 1967 and has been subsequently amended. Similar to Title VII, the ADEA outlaws hiring, firing, setting compensation rates, or other employment decisions based on a person’s age being over 40. To defend against claims of discrimination, one practical way is to establish performance-related criteria for layoffs, rather than age- or salary-related criteria.

Vocational Rehabilitation Act of 1973 was intended to enhance employment opportunities for individuals with disabilities. The act covers executive agencies, contractors, and subcontractors that receive more than $2,500 annually from the federal government. Vietnam Era Veteran’s Readjustment Act of 1974 requires federal contractors and subcontractors to take affirmative action toward employing veterans of the Vietnam War (those serving between August 5, 1964, and May 7, 1975). Congress intended this act to encourage employers to recruit qualified individuals with disabilities and to make

Question 3

Suppose a company receives orders by e-mail and has employees read the orders and enter data about each one into a spreadsheet for the billing department and a planning system for the production department. Then the employees generate e-mail messages to each customer to acknowledge each order. Would you describe this process as efficient? Why or why not? Suppose the same company wants to use bots to automate these tasks. How should the company go about planning for this change in inputs?


Chapter 4 discusses analysis and design of work and lays out considerations that go into making informed decisions about how to create and link jobs. The chapter begins with a look at the big-picture issues related to analyzing work flow and organizational structure, then turns to analyzing and designing jobs. Traditionally, job analysis has emphasized the study of existing jobs in order to make decisions such as employee selection, training, and compensation. In contrast, job design has emphasized making jobs more efficient or more motivating; however, the two activities are interrelated.

Informed decisions about jobs take place in the context of the organization’s overall work flow. Work Flow Design – the process of analyzing the tasks necessary for the production of a product or service.

Besides looking at the work flow of each process, it is important to see how the work fits within the context of the organization’s structure. The structure may do this in a way that is highly centralized (that is, with authority concentrated in a few people at the top of the organization) or decentralized (with authority spread among many people). The organization may group jobs according to functions (for example, welding, painting, packaging), or it may set up divisions to focus on products or customer groups.

Jobs that involve teamwork or broad responsibility tend to require a structure based on divisions other than functions. When the goal is to empower employees, companies then need to set up structures and jobs that enable broad responsibility, such as jobs that involve employees in serving a particular group of customers or producing a particular product, rather than performing a narrowly defined function. The organization’ structure also affects managers’ jobs. Managing a division responsible for a product or customer group tends to require more experience and cognitive (thinking) ability than managing a department that handles a particular function. Managing a functional department requires skill in managing conflicts and aligning employees’ efforts with higher-level goals, because these employees tend to identify heavily with their department or profession.

Job Analysis – the process of getting detailed information about jobs.

Careful job analysis makes it possible to define what a person in a certain position does and what qualifications are needed for the job. Firefighters use specific equipment to extinguish fires, require physical strength to do their jobs, and must possess the ability to make decisions under pressure. If these firefighters are trained to do any part of the job, the chief can deploy them rapidly as needed.

Job Description – a list of the tasks, duties, and responsibilities (TDRs) that a particular job entails.

Whenever the organization creates a new job, it needs to prepare a job description.

Job descriptions should be reviewed periodically.

Performance appraisals are a good opportunity to review the job description. Preparation of a job description begins with gathering information about the job from people already performing the task, the position’s supervisor, or the managers creating the position. Based on that information, the writer of the job description identifies the essential duties of the job, including mental and physical tasks and any methods and resources required.

Job Specification – a list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job.

Whereas the job description focuses on the activities involved in carrying out a job, a job specification looks at the qualities of the person performing the job. KSAOs are characteristics of people and are not directly observable. They are observable only when individuals are carrying out the TDRs of the job—and afterward, if they can show the product of their labor. Thus, if someone applied for a job as a news photographer, you could not simply look at the individual to determine whether he or she can spot and take effective photographs. However, you could draw conclusions later about the person’s skills by looking at examples of his or her photographs. Accurate information about KSAOs is especially important for making decisions about who will fill a job. A manager attempting to fill a position needs information about the characteristics required and about the characteristics of each applicant. Interviews and selection decisions should therefore focus on KSAOs.

There are several sources of job information. The incumbents, or people who currently perform the job are a good source. This source should be supplemented by observations, when applicable, or supervisor input. Supervisors may have a clearer vision of what is expected from that job.

Two other sources are provided by the Department of Labor. The dictionary of occupational titles and the Occupational information network which is an online job description database.

Job analysis is also important from a legal standpoint.

It helps determines essential job requirements and job-related duties as required by the EEO laws and regulations.

Job analysis also helps supervisors and other managers carry out their duties, such as:

Jobs change and evolve over time. Job analysis must not only define jobs when they are created, but also detect changes in jobs as time passes.

Because the work can change rapidly, and it is impossible to rewrite job descriptions every week, job descriptions and specifications need to be flexible. Research suggests that successful downsizing efforts almost always entail changes in the nature of jobs, not just their number. Jobs that have survived the downsizing of the most recent recession tend to have a broader scope of responsibilities coupled with less supervision. These changes in the nature of work and the expanded use of “project-based” organizational structures require the type of broader understanding that comes from an analysis of work flows. Because the work can change rapidly, and it is impossible to rewrite job descriptions every week, job descriptions and specifications need to balance flexibility with the need for legal documentation.

Although job analysis is important for an understanding of existing jobs, organizations must also plan for new jobs and periodically consider whether they should revise existing jobs.

If workers perform tasks as efficiently as possible, not only does the organization benefit from lower costs and greater output per worker, but workers should be less fatigued. Industrial engineering provides measurable and practical benefits. However, a focus on efficiency alone can create jobs that are so simple and repetitive that workers get bored. Industrial engineering is usually combined with other approaches to job design.

Ergonomics – the study of the interface between individuals’ physiology and the characteristics of the physical work environment.

The way people use their bodies when they work affects their physical well-being and may affect how long they can work. The goal of ergonomics is to minimize physical strain on the worker by structuring the physical work environment around the way the human body works. Ergonomic design may involve modifying equipment to reduce the physical demands of performing certain jobs or redesigning the jobs themselves to reduce strain. Ergonomic design may target work practices associated with injuries

A recent ergonomic challenge comes from the popularity of mobile devices. As workers find more and more uses for these devices, they are at risk from repetitive-stress injuries (RSIs). Heavy users of these devices must therefore trade off eyestrain against physical strain to wrists, unless they can hook up their device to an extra, properly positioned keyboard or monitor. When using mobile devices or any computer, workers can protect themselves by taking frequent breaks and paying attention to their posture while they work.

Just as the human body has capabilities and limitations, addressed by ergonomics, the mind, too, has capabilities and limitations. Employers may seek to reduce mental as well as physical strain. The job design may limit the amount of information and memorization involved. Adequate lighting, easy-to-read gauges and displays, simple-to-operate equipment, and clear instructions also can minimize mental strain. Computer software can simplify jobs—for example, by performing calculations or filtering out spam from important e-mail. Organizations can select employees with the necessary abilities to handle a job’s mental demands. Changes in technology sometimes reduce job demands and errors, but in some cases, technology has made the problem worse. Some employees try to juggle information from several sources at once—say, talking on a cell phone while typing, surfing the web for information during a team member’s business presentation, or repeatedly stopping work on a project to check e-mail or Twitter feeds. In these cases, the cell phone, handheld computer, and e-mail or tweets are distracting the employees from their primary task. They may convey important information, but they also break the employee’s train of thought, reducing performance and increasing the likelihood of errors.

Question 4 HSA4431

Why should operations managers understand financial statements? Explain your thoughts using credible support.

Question 5

After reading the lessons Chapter and watching the video lecture, what are the limitations of external analysis? Given these limitations, is external analysis worth the effort required? Why or Why not? Support your claims. ( send me your email to send you the video that is needed. its 5 minutes )

Discussion Requirements:

  1. Your initial post should be at least 200 words.
  2. Read and respond in no fewer than 150 words to at least 2 of your peers’ posts. ( the last 3 post you only need 50 words response. only the first two are 150)
  3. State your position on whether you agree or disagree with your peer’s statements.
  4. Correct grammar, spelling, and punctuation are expected.

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