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  • [Solved] DUE Sept 29: Client Interview Draft

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    Submit your complete draft here. ### Major Assignment: Client Interview Report ### Description: In this project, you'll hone your interview skills and gain insight into the goals and challenges of professionals. Interview someone who is a leader in a non-profit organization, manager, or business own…

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    Assignment Prompt & Instructions

    Submit your complete draft here.
    ### Major Assignment: Client Interview Report
    ### Description:
    In this project, you'll hone your interview skills and gain insight into the goals and challenges of professionals. Interview someone who is a leader in a non-profit organization, manager, or business owner in a field that interests you.
    You'll determine the questions to ask, you'll conduct the interview, and you'll write a report that presents information and recommendations to your readers.
    This project includes these deliverables:
    Pre-interview memo including interviewee information and 2 Annotated Citations for "backgrounder" articles
    Interview Report (preliminary draft and final draft)
    Contact the interview subject early in the semester and schedule the interview during the specified week. When contacting the person, you could say something like this: "I wonder if you would be willing to help me with a class project. I need to interview someone about the problems and challenges of people in your nonprofit field. I would like to do a 30-minute interview over the phone. The content will be used only for my class project and won't be published anywhere. It would really be helpful to me if you could spare the time during the week of ______. Are you available for an interview?"
    Note: You must conduct the interview face-to-face or by phone/video conferencing. Emailed or texted interview questions often result in short, fragmented answers and will not provide the quality of content required for this report.
    ### Audience:
    A researcher who wants to identify the top concerns and challenges of people in the same situation as the interviewee, for the purpose of identifying research priorities.
    ### Purpose:
    The reader is looking for information about the top concerns and challenges of people in the same situation as the interviewee. Your position statement will be something like "my interview with ________ suggest several important topics for further research." Your goal is to explain these topics and their significance, to help the reader to determine research priorities.
    ### Length:
    750-1000 words not including Works Cited.
    ### Structure:
    Include these elements (as described in the Spence book):
    Opening Statement: Present essential information about the interviewee (title, place of work, years in position, etc.) and state your Position
    Methodology: Briefly describe your methods for conducting your interview (length of interview, place of interview, etc.)
    Essential Background: Background information about the job role, business, or nonprofit, to contextualize the discussion for a reader who might not be familiar with this subject matter.
    Issues and Conclusions: Develop and support your position, presenting key topics from your interview and explaining why further research is needed.
    Closing statement/call to action: A short discussion of next steps.
    ### Sources:
    The Essential Background section must include information from at least 1 credible source that was published in the last five years.
    Institutional authors are acceptable if they are highly credible to your intended audience.
    If you wish, you _**also**_ can use _**additional**_ sources that are older or that do not have named authors.
    You can use articles, books, videos, webinars, etc., from academic or professional sources. To determine the credibility of sources, search the Internet to determine the credentials of the author(s) relevant to this subject.
    Your paper must include a Works Cited List with proper MLA citations for all sources that you use.
    Properly cite everything that comes from a source. Follow the best practice of paraphrasing and synthesizing information rather than stringing together quotes. Review the syllabus for information about academic integrity and plagiarism.
    ### Format:
    The report will be created in Word by using a template that conveys professionalism. The text will be a readable size. Headings, sub-headings, figure captions, bullets, tables, etc., will be used to ensure a readable and professional design. The Works Cited list will be properly formatted, as discussed in class.
    ### Suggested Questions:
    Before you conduct the interview, determine what types of information you would like from your subject. Your goal is to learn more about your profession and/or workplace communication, so use the questions below to help guide this preparation.
    **Note:** You may find that some of the answers are not interesting and therefore might not make it into your final report. Plan on collecting more information than you will integrate into the final report.
    What are your top goals for this quarter or this year? Why are those goals important to you?
    How do you measure success?
    When you think about challenges in your position/business/organization, are they mostly related to people… or resources… or technology… or other types of issues?
    What is the top challenge affecting you or your team right now?
    If you could magically make one big change to improve your organization right now–no limits, anything at all–what would it be?
    When you think about general trends in society/business/technology right now, what kinds of issues are having the biggest impact on your type of business/organization?
    When you think about technology, what kinds of problems, challenges, or goals do you have right now?
    Are there any new trends in technology that could be useful in your organization?
    If you could do a survey of any group of people, who would you want to survey and how would that information help you?
    If you had time to go get expert advice about any issue, concern, new trend right now, what topics would you want to research?
    \
    Taipo_Restaurant_Memo1.pdf](https://www.sweetstudy.com/files/taipo-restaurant-memo1-pdf "Taipo_Restaurant_Memo1.pdf")

  • [Solved] Assigment .Apa seven . All instructions attached.

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    – ## Module6.docx **## Module6.docx** **Module 6:** _Human Existence and Universal Energy Models_ **Instructions:** Please choose one of the Models or Theories focused on Human Existence and Universal Energy discussed in this module, define it, and examine literature about the theory identifying oth…

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    Assignment Prompt & Instructions

    – ## Module6.docx

    **## Module6.docx**

    **Module 6:** _Human Existence and Universal Energy Models_

    **Instructions:**

    Please choose one of the Models or Theories focused on Human Existence and Universal Energy discussed in this module, define it, and examine literature about the theory identifying other concepts used in theory.

    Contribute a minimum of 4 pages (excluding title page and references page). It should include at least 3 academic sources, formatted and cited in APA.

    Be sure to review the
    [academic expectations](https://agmu.instructure.com/courses/1876/pages/expectations-and-best-practices-for-assignments) for your submission.

    **Submission Instructions:**

    · Submit your assignment by 11:59 PM Eastern on Sunday.

    · Review the rubric to determine how your assignment will be graded.

    · Your assignment will be run through Turnitin to check for plagiarism.

    ·
    **Official Assignment Rubric**

    | | | |
    | — | — | — |
    | – Official Assignment Rubric |
    | **Criteria** | **Ratings** | **Pts** |
    | This criterion is linked to a Learning OutcomeProfessionalism<br>Concept Application | **20 to >18.0 ptsExcellent** The student meets 90% to 100% of the required content criteria by mastering both rudimentary and complex elements and, in addition, applying high-level facts, theories, definitions, and other contextual aspects. Lastly, all the delivered information is compliant with the assignment instructions.<br> <br>**18 to >16.0 ptsGood** The student meets 80% to 89% of the required content criteria by recognizing the fundamental, rudimentary, and complex elements and applying proficient facts, theories, definitions, and other contextual aspects. Lastly, all the delivered information is compliant with the assignment instructions.<br> <br>**16 to >14.0 ptsFair** The student meets 70% to 79% of the required content criteria by recognizing rudimentary and complex elements and demonstrating facts, theories, definitions, and other contextual aspects. All of the delivered information is compliant with the assignment instructions.<br> <br>**14 to >12.0 ptsPoor** The student meets less than 70% of the required content criteria with a low-level approach of rudimentary and complex elements and a lack of application facts, theories, definitions, and other contextual aspects. However, all the delivered information is compliant with the assignment instructions.<br> <br>**12 to >0 ptsUnacceptable** The assignment did not reflect the requested outcomes, was off-topic, and/or the assignment was not submitted. | 20 pts |
    | This criterion is linked to a Learning OutcomeGrammar<br>Written Communication | **20 to >18.0 ptsExcellent** Excellence in grammar, spelling, and sentence structure. Sentences are not too long and are complete sentences.<br> <br>**18 to >16.0 ptsGood** Minimal (1 – 3) typos, spelling, grammatical, punctuation, or translation errors<br> <br>**16 to >14.0 ptsFair** Multiple (4 -7) typos, spelling, grammatical, punctuation, or translation errors.<br> <br>**14 to >12.0 ptsPoor** Severe (8 – 10) typos, spelling, grammatical, punctuation, or translation errors.<br> <br>**12 to >0 ptsUnacceptable** Unacceptable (11 or more) typos, spelling, grammatical, punctuation, or translation errors. | 20 pts |
    | This criterion is linked to a Learning OutcomeCommunication<br>Specific Formatting | **20 to >18.0 ptsExcellent** The assignment meets 90 % – 100% of the required formatting elements in the assignment description. Additionally, the presented information is complete in all the required components and exceeds expectations.<br> <br>**18 to >16.0 ptsGood** The assignment meets 80% to 89% of the required formatting elements in the assignment description. Additionally, the presented information meets all the necessary components and formatting requirements.<br> <br>**16 to >14.0 ptsFair** The assignment meets 70% to 79% of the required formatting elements in the assignment description. However, the presented information is missing some key details, but overall does not disrupt the required format.<br> <br>**14 to >12.0 ptsPoor** The assignment meets at most 69% of the required formatting elements in the description. The presented information is missing some key details that disrupt the needed formatting.<br> <br>**12 to >0 ptsUnacceptable** The assignment did not reflect the requested outcomes, was off-topic, and/or the assignment was not submitted. | 20 pts |
    | This criterion is linked to a Learning OutcomeCritical and Logical Thinking<br>Thought analysis process | **20 to >18.0 ptsExcellent** The assignment meets 90% to 100% of rudimentary and complex details, situations, problems, and diagnosis awareness that are accurate and correctly documented. In addition, the analysis offers a clear and concise analysis along with an impeccable and precise, well-thought process.<br> <br>**18 to >16.0 ptsGood** The assignment meets 80% to 89% of rudimentary and complex details, situations, problems, and diagnosis awareness which are accurate and correctly documented. The analysis is well communicated, and the fundamental thought process presented in the written piece clearly aligns with the assignment expectations.<br> <br>**16 to >14.0 ptsFair** The assignment satisfies 70% to 79% of rudimentary and complex details, situations, problems, or diagnosis awareness but may overlook some essential parameters. The analysis and thought process presented in the written piece is evident; however, still developing.<br> <br>**14 to >12.0 ptsPoor** The assignment meets at most 69% of rudimentary details, situations, problems, or diagnosis awareness, but there was a severe overlook of some essential parameters. In addition, the analysis and thought process presented in the written piece is not evident and not founded on previous discussions or information.<br> <br>**12 to >0 ptsUnacceptable** The assignment did not reflect the requested outcomes, was off-topic, and/or the assignment was not submitted. | 20 pts |
    | This criterion is linked to a Learning OutcomeAcademic Literacy<br>Quality of Sources and APA Citations | **20 to >18.0 ptsExcellent** Supporting information is pertinent to the topic, up to date (depending on what is acceptable in the field), from credible and trusted sources, and the number of sources meets the requested amount. Additionally, all sources are recognized or cited properly.<br> <br>**18 to >16.0 ptsGood** Supporting information is pertinent to the topic, however, 1 source is not a credible and trusted source; they may or may not be the most recent (depending on what is acceptable in the field). Additionally, the number of sources meets the requested amount. The essay offers correct formatting on the setup, and title page, with minimal formatting or punctuation errors within the in-text citations or references.<br> <br>**16 to >14.0 ptsFair** Supporting information is pertinent to the topic, however, 2 or more sources are not credible and trusted sources; they may or may not be the most recent (depending on what is acceptable in the field). Additionally, the number of sources meets the requested amount. The essay offers correct formatting, setup, and title page but has significant errors within in-text citations and references.<br> <br>**14 to >12.0 ptsPoor** The following criteria would apply, supporting information is not pertinent to the topic, none of the sources are from credible or trusted sources, or the number of sources requested was not met. The essay offers severe incorrect APA formatting, setup or missing title page, and/or problematic in-text citations and references.<br> <br>**12 to >0 ptsUnacceptable** The assignment did not reflect the requested outcomes, was off-topic, and/or the assignment was not submitted. | 2 |

    **## Module6.docx**

    **Module 6:** _Human Existence and Universal Energy Models_

    **Instructions:**

    Please choose one of the Models or Theories focused on Human Existence and Universal Energy discussed in this module, define it, and examine literature about the theory identifying other concepts used in theory.

    Contribute a minimum of 4 pages (excluding title page and references page). It should include at least 3 academic sources, formatted and cited in APA.

    Be sure to review the
    [academic expectations](https://agmu.instructure.com/courses/1876/pages/expectations-and-best-practices-for-assignments) for your submission.

    **Submission Instructions:**

    · Submit your assignment by 11:59 PM Eastern on Sunday.

    · Review the rubric to determine how your assignment will be graded.

    · Your assignment will be run through Turnitin to check for plagiarism.

    ·
    **Official Assignment Rubric**

    | | | |
    | — | — | — |
    | – Official Assignment Rubric |
    | **Criteria** | **Ratings** | **Pts** |
    | This criterion is linked to a Learning OutcomeProfessionalism<br>Concept Application | **20 to >18.0 ptsExcellent** The student meets 90% to 100% of the required content criteria by mastering both rudimentary and complex elements and, in addition, applying high-level facts, theories, definitions, and other contextual aspects. Lastly, all the delivered information is compliant with the assignment instructions.<br> <br>**18 to >16.0 ptsGood** The student meets 80% to 89% of the required content criteria by recognizing the fundamental, rudimentary, and complex elements and applying proficient facts, theories, definitions, and other contextual aspects. Lastly, all the delivered information is compliant with the assignment instructions.<br> <br>**16 to >14.0 ptsFair** The student meets 70% to 79% of the required content criteria by recognizing rudimentary and complex elements and demonstrating facts, theories, definitions, and other contextual aspects. All of the delivered information is compliant with the assignment instructions.<br> <br>**14 to >12.0 ptsPoor** The student meets less than 70% of the required content criteria with a low-level approach of rudimentary and complex elements and a lack of application facts, theories, definitions, and other contextual aspects. However, all the delivered information is compliant with the assignment instructions.<br> <br>**12 to >0 ptsUnacceptable** The assignment did not reflect the requested outcomes, was off-topic, and/or the assignment was not submitted. | 20 pts |
    | This criterion is linked to a Learning OutcomeGrammar<br>Written Communication | **20 to >18.0 ptsExcellent** Excellence in grammar, spelling, and sentence structure. Sentences are not too long and are complete sentences.<br> <br>**18 to >16.0 ptsGood** Minimal (1 – 3) typos, spelling, grammatical, punctuation, or translation errors<br> <br>**16 to >14.0 ptsFair** Multiple (4 -7) typos, spelling, grammatical, punctuation, or translation errors.<br> <br>**14 to >12.0 ptsPoor** Severe (8 – 10) typos, spelling, grammatical, punctuation, or translation errors.<br> <br>**12 to >0 ptsUnacceptable** Unacceptable (11 or more) typos, spelling, grammatical, punctuation, or translation errors. | 20 pts |
    | This criterion is linked to a Learning OutcomeCommunication<br>Specific Formatting | **20 to >18.0 ptsExcellent** The assignment meets 90 % – 100% of the required formatting elements in the assignment description. Additionally, the presented information is complete in all the required components and exceeds expectations.<br> <br>**18 to >16.0 ptsGood** The assignment meets 80% to 89% of the required formatting elements in the assignment description. Additionally, the presented information meets all the necessary components and formatting requirements.<br> <br>**16 to >14.0 ptsFair** The assignment meets 70% to 79% of the required formatting elements in the assignment description. However, the presented information is missing some key details, but overall does not disrupt the required format.<br> <br>**14 to >12.0 ptsPoor** The assignment meets at most 69% of the required formatting elements in the description. The presented information is missing some key details that disrupt the needed formatting.<br> <br>**12 to >0 ptsUnacceptable** The assignment did not reflect the requested outcomes, was off-topic, and/or the assignment was not submitted. | 20 pts |
    | This criterion is linked to a Learning OutcomeCritical and Logical Thinking<br>Thought analysis process | **20 to >18.0 ptsExcellent** The assignment meets 90% to 100% of rudimentary and complex details, situations, problems, and diagnosis awareness that are accurate and correctly documented. In addition, the analysis offers a clear and concise analysis along with an impeccable and precise, well-thought process.<br> <br>**18 to >16.0 ptsGood** The assignment meets 80% to 89% of rudimentary and complex details, situations, problems, and diagnosis awareness which are accurate and correctly documented. The analysis is well communicated, and the fundamental thought process presented in the written piece clearly aligns with the assignment expectations.<br> <br>**16 to >14.0 ptsFair** The assignment satisfies 70% to 79% of rudimentary and complex details, situations, problems, or diagnosis awareness but may overlook some essential parameters. The analysis and thought process presented in the written piece is evident; however, still developing.<br> <br>**14 to >12.0 ptsPoor** The assignment meets at most 69% of rudimentary details, situations, problems, or diagnosis awareness, but there was a severe overlook of some essential parameters. In addition, the analysis and thought process presented in the written piece is not evident and not founded on previous discussions or information.<br> <br>**12 to >0 ptsUnacceptable** The assignment did not reflect the requested outcomes, was off-topic, and/or the assignment was not submitted. | 20 pts |
    | This criterion is linked to a Learning OutcomeAcademic Literacy<br>Quality of Sources and APA Citations | **20 to >18.0 ptsExcellent** Supporting information is pertinent to the topic, up to date (depending on what is acceptable in the field), from credible and trusted sources, and the number of sources meets the requested amount. Additionally, all sources are recognized or cited properly.<br> <br>**18 to >16.0 ptsGood** Supporting information is pertinent to the topic, however, 1 source is not a credible and trusted source; they may or may not be the most recent (depending on what is acceptable in the field). Additionally, the number of sources meets the requested amount. The essay offers correct formatting on the setup, and title page, with minimal formatting or punctuation errors within the in-text citations or references.<br> <br>**16 to >14.0 ptsFair** Supporting information is pertinent to the topic, however, 2 or more sources are not credible and trusted sources; they may or may not be the most recent (depending on what is acceptable in the field). Additionally, the number of sources meets the requested amount. The essay offers correct formatting, setup, and title page but has significant errors within in-text citations and references.<br> <br>**14 to >12.0 ptsPoor** The following criteria would apply, supporting information is not pertinent to the topic, none of the sources are from credible or trusted sources, or the number of sources requested was not met. The essay offers severe incorrect APA formatting, setup or missing title page, and/or problematic in-text citations and references.<br> <br>**12 to >0 ptsUnacceptable** The assignment did not reflect the requested outcomes, was off-topic, and/or the assignment was not submitted. | 2 |

  • [Solved] How you recognize the role of research findings in evidence-based practice?

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    In-depth study guidance and analytical solution covering How you recognize the role of research findings in evidence-based practice?.

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    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] Module 4 – Discussion

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    **Scenario** – There is a new Board running the hospital, and they are aggressive about the hospital being the best in the State. They have decided that you are best suited to lead the nurses in the hospital so that they will initially get status. From there, they are planning on having the nurses …

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    **Scenario** – There is a new Board running the hospital, and they are aggressive about the hospital being the best in the State. They have decided that you are best suited to lead the nurses in the hospital so that they will initially get status. From there, they are planning on having the nurses lead the way by having every nurse be a leader in their field. Your knowledge of how to reach these milestones is the reason that you were selected to lead the nurses in the hospital.
    **Instructions:**
    1. Read the scenario above, and then answer the following questions:
    1. What will the nurses need to do so that the hospital will become magnet status and be respected in the industry?
    2. What other certifications and awards, etc., will the nurses need to obtain so that the hospital will be named a magnet institution?
    3. What types of organizational designs and structures will need to happen for magnet status?
    Be sure to reference any works that you utilize in answering the questions (Be sure that references are in APA format).

  • [Solved] group D

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    In-depth study guidance and analytical solution covering group D.

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  • [Solved] Journal Topic

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    – ## EmployerSWOTAnalysisWorksheet.docx – IMG_0437.png – Hands-OnExcelExercisesPivotandReports.xlsx **## EmployerSWOTAnalysisWorksheet.docx** 2 **Employer SWOT Analysis Worksheet** Shaquira Wearing Winthrop University PFST 401 Professor **Pat** **Guilbaud** 09/19/2025 **Employer SWOT Analysis Works…

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    – ## EmployerSWOTAnalysisWorksheet.docx

    – IMG_0437.png
    – Hands-OnExcelExercisesPivotandReports.xlsx

    **## EmployerSWOTAnalysisWorksheet.docx**

    2

    **Employer SWOT Analysis Worksheet**

    Shaquira Wearing

    Winthrop University

    PFST 401

    Professor
    **Pat** **Guilbaud**

    09/19/2025

    **Employer SWOT Analysis Worksheet**

    | | |
    | — | — |
    | Strengths | Weaknesses |
    | What does the organization do well?<br>U.S. Park Southeast has a strong operational reputation for providing fun, safe, and family-oriented entertainment experiences. Its management team excels in organizing large-scale events, coordinating ride operations, and delivering consistent guest services. Staff are trained to support safety and cleanliness standards, which is especially important as the park reopens post-pandemic. The organization also performs well in marketing localized family entertainment through school partnerships, loyalty offers, and seasonal promotions. This agility allows it to adapt offerings to school calendars and holiday schedules to capture peak family attendance.<br> <br>Which products or services are most profitable?<br>The park’s most profitable revenue streams are admissions, food and beverage sales, and merchandise. Seasonal passes and family ticket bundles generate stable upfront cash flow and encourage repeat visits. High-margin food products (snacks, beverages, and branded dining outlets) produce consistent profits, while on-site branded merchandise (toys, apparel, souvenirs) contributes significantly to per-capita spending. Additionally, premium add-ons like express ride passes, VIP seating for shows, and photo packages yield high margins and help offset fixed operating costs.<br>How do customers/clients find the organization?<br>Customers primarily discover U.S. Park Southeast through targeted digital marketing, local advertising, word-of-mouth, and community sponsorships. The organization has built local brand equity from years of operation, making it a known weekend and holiday destination. Social media channels, especially Facebook and Instagram, serve as key awareness platforms for family audiences. Partnerships with local schools, youth organizations, and hospitality businesses also bring in group bookings. In addition, location-based digital ads and geofenced mobile promotions drive conversions from nearby markets. | **Why do clients/customers stop coming or visiting?**<br>Visitors sometimes stop returning after experiencing long wait times, inconsistent service, or overcrowding during peak days. Post-pandemic concerns about sanitation and safety could also discourage repeat visits if not consistently addressed. Families may also scale back due to high total visit costs—ticket prices, food, parking, and souvenirs can be prohibitive for price-sensitive households. A lack of new attractions over time can contribute to “experience fatigue,” especially among local guests who seek novelty.<br>**What are the negative comments or reviews seen?**<br>Past visitor reviews have occasionally highlighted poor food quality compared to price, long queues at popular rides, limited shaded seating, and insufficient digital ticketing convenience. Some guests report slow customer service response to complaints or missing items from online ticket purchases. Negative comments often mention outdated signage and lack of mobile app functionality, which reduces ease of navigation and planning. These reviews suggest operational inconsistencies and digital capability gaps that weaken guest satisfaction.<br>**What are the challenges or difficulties being faced?**<br>Major challenges include rising operational costs (labor, utilities, safety compliance), workforce shortages in seasonal roles, and limited digital marketing capabilities to reach teen segments effectively. The organization also faces a data gap on current consumer preferences post-pandemic, making it harder to tailor promotions accurately. Furthermore, the park operates with high fixed costs and limited off-season revenue, creating cash flow stress during slow months. This financial inflexibility restricts investment in large-scale upgrades or aggressive marketing campaigns. |
    | Opportunities | **Threats** |
    | What are potential ways to attract new clients?<br>Several strategies can attract new guests. The park can introduce seasonal themed events (Halloween fright nights, summer splash weeks) to draw first-time visitors and encourage word-of-mouth buzz. Offering discounted family bundles, weekday school group packages, and loyalty rewards will help reduce cost barriers and increase frequency of visits. Expanding digital advertising, influencer collaborations, and referral programs will also broaden reach—especially among teens on TikTok and Instagram. In addition, building a dedicated mobile app with gamified rewards and in-park navigation can increase engagement and convenience for new customers.<br>What are the competing businesses in the region?<br>Regional competitors include other amusement and water parks, indoor trampoline centers, bowling alleys, arcades, and movie theaters. These alternatives compete for the same discretionary family entertainment budgets. Local community centers and free public recreation events also serve as indirect competitors by offering low-cost entertainment options. In the digital space, streaming platforms and at-home gaming pull teen audiences away from physical attractions. Because these competitors are often lower cost and less logistically complex to visit, the park must differentiate with immersive, high-quality, safe, and social experiences.<br>How can the organization be more innovative?<br>The park can innovate by adding interactive technology such as AR ride experiences, mobile food ordering, and cashless wristband payments to streamline operations. Launching exclusive behind-the-scenes tours, collectible digital souvenirs (NFT-style), and social media content creation zones would appeal to teens. Implementing sustainable practices—like solar-powered lighting, waste reduction stations, and visible green messaging—can attract environmentally conscious families and earn positive PR. Data analytics on visitor movement and spending can personalize offers and drive higher per-capita revenue. These innovations can reposition the park as a modern, tech-enabled, and socially responsible destination. | **What is declining (e.g., demand, staff, quality)?**<br>Post-pandemic, there is still uncertainty about consistent demand levels for crowded venues. Attendance may fluctuate based on news cycles, public health guidance, and household economic stress. Seasonal staff availability is declining as workers look for more stable employment options, which can lead to understaffing and service quality issues. Equipment aging without prompt upgrades could also reduce ride reliability and safety feeling, damaging brand reputation.<br>**What are the competing products or services?**<br>Nearby amusement parks, indoor adventure parks, water parks, and national chain entertainment centers compete directly. They may offer newer rides, aggressive promotions, or loyalty programs that attract local families. In-home entertainment—streaming services, VR games, and esports—also compete indirectly by offering low-cost, convenient alternatives, especially appealing to teenagers. Travel destinations like beaches or national parks can divert family vacation budgets during peak summer months.<br>**Do clients have difficulty reaching or connecting?**<br>Clients sometimes face difficulty with limited public transport access, congested parking areas, and lack of digital support. Poor mobile reception in some areas of the park hampers app usage and online ticket validation. Customer support channels are limited, with slow response times for phone or email inquiries. This creates friction in the pre-visit and on-site experience. Additionally, the absence of a dedicated park mobile app reduces real-time communication opportunities (push alerts for events, queue times, or weather updates). |

    **Summary & Strategic Action Plan**

    **Synthesis of SWOT Insights:**

    The SWOT analysis shows that U.S. Park Southeast's strengths include its local reputation, stable ticket and concession revenue, and safety-focused operating culture. Despite these benefits, the park has underdeveloped digital capabilities, occasional service discrepancies, and expensive operational costs that hinder growth. Externally, themed events, digital advances, and community partnerships offer potential opportunities. While battling regional rivalry, economic volatility, and personnel constraints, these opportunities must be cautiously pursued.

    **Strategic Recommendations:**

    To address these findings, the park should set up a mobile app with ticketing, park maps, queue time updates, and loyalty benefits to improve its digital infrastructure. Mobile ordering and contactless payment technologies would improve visitor experiences, while data analytics dashboards would help the marketing team personalize offers and measure ROI.

    Strengthening labor capability is essential. Referral bonuses, training stipends, and clear communication about long-term career options help revive recruitment efforts, while cross-training personnel improves operational flexibility and reduces labor shortage disruptions (Murfat et al., 2025).

    Expand marketing to enhance reach and engagement. Influencer collaborations and user-generated content campaigns will boost brand relevance with teens, while school alliances, group discounts, and community fundraisers can attract local families (Xu, 2023). Geofenced advertising to two-hour driving radius households would boost regional visibility.

    On-site guest experience must also be improved. Shaded seats, family rest zones, and improved visual messaging would make the park more inviting, while timed-entry reservations would reduce wait times and enhance crowd flow.

    All reopening initiatives must prioritize financial stability and safety. Major investments should be staged to conserve cash and keep contingency reserves for lower attendance, while visible, strict safety procedures are enforced to support public trust and justify premium pricing.

    **Ethical Decision Framework:**

    These acts should follow the Human Relations “Making Ethical Decisions” approach. Data usage, price, and safety policies must be transparent to guests and workers (Yallop et al., 2021). For inclusion, pricing should be fair and include low-income tiers. Honoring worker safety, fair compensation, and diverse, inclusive marketing techniques shows responsibility. Finally, corporate social responsibility should be prioritized through local hiring, environmental sustainability, and community-benefitting relationships.

    **References**

    Murfat, Moh. Z., Mohamad, M., & Nasir, M. (2025). Effectiveness of Recruitment Policies in Attracting and Retaining Qualified Talent in the Company.
    _Advances in Human Resource Management Research_,
    _3_(1), 60–72. https://doi.org/10.60079/ahrmr.v3i1.421

    Xu, X. (2023). Influencer Marketing with Social Platforms: Increasing Brand Awareness and User Engagement.
    _Journal of Education, Humanities and Social Sciences_,
    _19_(19), 228–234. https://doi.org/10.54097/ehss.v19i.11039

    Yallop, A. C., Gică, O. A., Moisescu, O. I., Coroș, M. M., & Séraphin, H. (2021). The digital traveller: implications for data ethics and data governance in tourism and hospitality.
    _Journal of Consumer Marketing_,
    _40_(2). https://doi.org/10.1108/jcm-12-2020-4278

    **IMG_0437.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-0437-png-10412463)

    **Hands-OnExcelExercisesPivotandReports.xlsx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/hands-onexcelexercisespivotandreports-xlsx-10412461)

    **Hands-OnExcelExercisesPivotandReports.xlsx**

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    **## EmployerSWOTAnalysisWorksheet.docx**

    2

    **Employer SWOT Analysis Worksheet**

    Shaquira Wearing

    Winthrop University

    PFST 401

    Professor
    **Pat** **Guilbaud**

    09/19/2025

    **Employer SWOT Analysis Worksheet**

    | | |
    | — | — |
    | Strengths | Weaknesses |
    | What does the organization do well?<br>U.S. Park Southeast has a strong operational reputation for providing fun, safe, and family-oriented entertainment experiences. Its management team excels in organizing large-scale events, coordinating ride operations, and delivering consistent guest services. Staff are trained to support safety and cleanliness standards, which is especially important as the park reopens post-pandemic. The organization also performs well in marketing localized family entertainment through school partnerships, loyalty offers, and seasonal promotions. This agility allows it to adapt offerings to school calendars and holiday schedules to capture peak family attendance.<br> <br>Which products or services are most profitable?<br>The park’s most profitable revenue streams are admissions, food and beverage sales, and merchandise. Seasonal passes and family ticket bundles generate stable upfront cash flow and encourage repeat visits. High-margin food products (snacks, beverages, and branded dining outlets) produce consistent profits, while on-site branded merchandise (toys, apparel, souvenirs) contributes significantly to per-capita spending. Additionally, premium add-ons like express ride passes, VIP seating for shows, and photo packages yield high margins and help offset fixed operating costs.<br>How do customers/clients find the organization?<br>Customers primarily discover U.S. Park Southeast through targeted digital marketing, local advertising, word-of-mouth, and community sponsorships. The organization has built local brand equity from years of operation, making it a known weekend and holiday destination. Social media channels, especially Facebook and Instagram, serve as key awareness platforms for family audiences. Partnerships with local schools, youth organizations, and hospitality businesses also bring in group bookings. In addition, location-based digital ads and geofenced mobile promotions drive conversions from nearby markets. | **Why do clients/customers stop coming or visiting?**<br>Visitors sometimes stop returning after experiencing long wait times, inconsistent service, or overcrowding during peak days. Post-pandemic concerns about sanitation and safety could also discourage repeat visits if not consistently addressed. Families may also scale back due to high total visit costs—ticket prices, food, parking, and souvenirs can be prohibitive for price-sensitive households. A lack of new attractions over time can contribute to “experience fatigue,” especially among local guests who seek novelty.<br>**What are the negative comments or reviews seen?**<br>Past visitor reviews have occasionally highlighted poor food quality compared to price, long queues at popular rides, limited shaded seating, and insufficient digital ticketing convenience. Some guests report slow customer service response to complaints or missing items from online ticket purchases. Negative comments often mention outdated signage and lack of mobile app functionality, which reduces ease of navigation and planning. These reviews suggest operational inconsistencies and digital capability gaps that weaken guest satisfaction.<br>**What are the challenges or difficulties being faced?**<br>Major challenges include rising operational costs (labor, utilities, safety compliance), workforce shortages in seasonal roles, and limited digital marketing capabilities to reach teen segments effectively. The organization also faces a data gap on current consumer preferences post-pandemic, making it harder to tailor promotions accurately. Furthermore, the park operates with high fixed costs and limited off-season revenue, creating cash flow stress during slow months. This financial inflexibility restricts investment in large-scale upgrades or aggressive marketing campaigns. |
    | Opportunities | **Threats** |
    | What are potential ways to attract new clients?<br>Several strategies can attract new guests. The park can introduce seasonal themed events (Halloween fright nights, summer splash weeks) to draw first-time visitors and encourage word-of-mouth buzz. Offering discounted family bundles, weekday school group packages, and loyalty rewards will help reduce cost barriers and increase frequency of visits. Expanding digital advertising, influencer collaborations, and referral programs will also broaden reach—especially among teens on TikTok and Instagram. In addition, building a dedicated mobile app with gamified rewards and in-park navigation can increase engagement and convenience for new customers.<br>What are the competing businesses in the region?<br>Regional competitors include other amusement and water parks, indoor trampoline centers, bowling alleys, arcades, and movie theaters. These alternatives compete for the same discretionary family entertainment budgets. Local community centers and free public recreation events also serve as indirect competitors by offering low-cost entertainment options. In the digital space, streaming platforms and at-home gaming pull teen audiences away from physical attractions. Because these competitors are often lower cost and less logistically complex to visit, the park must differentiate with immersive, high-quality, safe, and social experiences.<br>How can the organization be more innovative?<br>The park can innovate by adding interactive technology such as AR ride experiences, mobile food ordering, and cashless wristband payments to streamline operations. Launching exclusive behind-the-scenes tours, collectible digital souvenirs (NFT-style), and social media content creation zones would appeal to teens. Implementing sustainable practices—like solar-powered lighting, waste reduction stations, and visible green messaging—can attract environmentally conscious families and earn positive PR. Data analytics on visitor movement and spending can personalize offers and drive higher per-capita revenue. These innovations can reposition the park as a modern, tech-enabled, and socially responsible destination. | **What is declining (e.g., demand, staff, quality)?**<br>Post-pandemic, there is still uncertainty about consistent demand levels for crowded venues. Attendance may fluctuate based on news cycles, public health guidance, and household economic stress. Seasonal staff availability is declining as workers look for more stable employment options, which can lead to understaffing and service quality issues. Equipment aging without prompt upgrades could also reduce ride reliability and safety feeling, damaging brand reputation.<br>**What are the competing products or services?**<br>Nearby amusement parks, indoor adventure parks, water parks, and national chain entertainment centers compete directly. They may offer newer rides, aggressive promotions, or loyalty programs that attract local families. In-home entertainment—streaming services, VR games, and esports—also compete indirectly by offering low-cost, convenient alternatives, especially appealing to teenagers. Travel destinations like beaches or national parks can divert family vacation budgets during peak summer months.<br>**Do clients have difficulty reaching or connecting?**<br>Clients sometimes face difficulty with limited public transport access, congested parking areas, and lack of digital support. Poor mobile reception in some areas of the park hampers app usage and online ticket validation. Customer support channels are limited, with slow response times for phone or email inquiries. This creates friction in the pre-visit and on-site experience. Additionally, the absence of a dedicated park mobile app reduces real-time communication opportunities (push alerts for events, queue times, or weather updates). |

    **Summary & Strategic Action Plan**

    **Synthesis of SWOT Insights:**

    The SWOT analysis shows that U.S. Park Southeast's strengths include its local reputation, stable ticket and concession revenue, and safety-focused operating culture. Despite these benefits, the park has underdeveloped digital capabilities, occasional service discrepancies, and expensive operational costs that hinder growth. Externally, themed events, digital advances, and community partnerships offer potential opportunities. While battling regional rivalry, economic volatility, and personnel constraints, these opportunities must be cautiously pursued.

    **Strategic Recommendations:**

    To address these findings, the park should set up a mobile app with ticketing, park maps, queue time updates, and loyalty benefits to improve its digital infrastructure. Mobile ordering and contactless payment technologies would improve visitor experiences, while data analytics dashboards would help the marketing team personalize offers and measure ROI.

    Strengthening labor capability is essential. Referral bonuses, training stipends, and clear communication about long-term career options help revive recruitment efforts, while cross-training personnel improves operational flexibility and reduces labor shortage disruptions (Murfat et al., 2025).

    Expand marketing to enhance reach and engagement. Influencer collaborations and user-generated content campaigns will boost brand relevance with teens, while school alliances, group discounts, and community fundraisers can attract local families (Xu, 2023). Geofenced advertising to two-hour driving radius households would boost regional visibility.

    On-site guest experience must also be improved. Shaded seats, family rest zones, and improved visual messaging would make the park more inviting, while timed-entry reservations would reduce wait times and enhance crowd flow.

    All reopening initiatives must prioritize financial stability and safety. Major investments should be staged to conserve cash and keep contingency reserves for lower attendance, while visible, strict safety procedures are enforced to support public trust and justify premium pricing.

    **Ethical Decision Framework:**

    These acts should follow the Human Relations “Making Ethical Decisions” approach. Data usage, price, and safety policies must be transparent to guests and workers (Yallop et al., 2021). For inclusion, pricing should be fair and include low-income tiers. Honoring worker safety, fair compensation, and diverse, inclusive marketing techniques shows responsibility. Finally, corporate social responsibility should be prioritized through local hiring, environmental sustainability, and community-benefitting relationships.

    **References**

    Murfat, Moh. Z., Mohamad, M., & Nasir, M. (2025). Effectiveness of Recruitment Policies in Attracting and Retaining Qualified Talent in the Company.
    _Advances in Human Resource Management Research_,
    _3_(1), 60–72. https://doi.org/10.60079/ahrmr.v3i1.421

    Xu, X. (2023). Influencer Marketing with Social Platforms: Increasing Brand Awareness and User Engagement.
    _Journal of Education, Humanities and Social Sciences_,
    _19_(19), 228–234. https://doi.org/10.54097/ehss.v19i.11039

    Yallop, A. C., Gică, O. A., Moisescu, O. I., Coroș, M. M., & Séraphin, H. (2021). The digital traveller: implications for data ethics and data governance in tourism and hospitality.
    _Journal of Consumer Marketing_,
    _40_(2). https://doi.org/10.1108/jcm-12-2020-4278

    **IMG_0437.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-0437-png-10412463)

    **Hands-OnExcelExercisesPivotandReports.xlsx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/hands-onexcelexercisespivotandreports-xlsx-10412461)

    **## EmployerSWOTAnalysisWorksheet.docx**

    2

    **Employer SWOT Analysis Worksheet**

    Shaquira Wearing

    Winthrop University

    PFST 401

    Professor
    **Pat** **Guilbaud**

    09/19/2025

    **Employer SWOT Analysis Worksheet**

    | | |
    | — | — |
    | Strengths | Weaknesses |
    | What does the organization do well?<br>U.S. Park Southeast has a strong operational reputation for providing fun, safe, and family-oriented entertainment experiences. Its management team excels in organizing large-scale events, coordinating ride operations, and delivering consistent guest services. Staff are trained to support safety and cleanliness standards, which is especially important as the park reopens post-pandemic. The organization also performs well in marketing localized family entertainment through school partnerships, loyalty offers, and seasonal promotions. This agility allows it to adapt offerings to school calendars and holiday schedules to capture peak family attendance.<br> <br>Which products or services are most profitable?<br>The park’s most profitable revenue streams are admissions, food and beverage sales, and merchandise. Seasonal passes and family ticket bundles generate stable upfront cash flow and encourage repeat visits. High-margin food products (snacks, beverages, and branded dining outlets) produce consistent profits, while on-site branded merchandise (toys, apparel, souvenirs) contributes significantly to per-capita spending. Additionally, premium add-ons like express ride passes, VIP seating for shows, and photo packages yield high margins and help offset fixed operating costs.<br>How do customers/clients find the organization?<br>Customers primarily discover U.S. Park Southeast through targeted digital marketing, local advertising, word-of-mouth, and community sponsorships. The organization has built local brand equity from years of operation, making it a known weekend and holiday destination. Social media channels, especially Facebook and Instagram, serve as key awareness platforms for family audiences. Partnerships with local schools, youth organizations, and hospitality businesses also bring in group bookings. In addition, location-based digital ads and geofenced mobile promotions drive conversions from nearby markets. | **Why do clients/customers stop coming or visiting?**<br>Visitors sometimes stop returning after experiencing long wait times, inconsistent service, or overcrowding during peak days. Post-pandemic concerns about sanitation and safety could also discourage repeat visits if not consistently addressed. Families may also scale back due to high total visit costs—ticket prices, food, parking, and souvenirs can be prohibitive for price-sensitive households. A lack of new attractions over time can contribute to “experience fatigue,” especially among local guests who seek novelty.<br>**What are the negative comments or reviews seen?**<br>Past visitor reviews have occasionally highlighted poor food quality compared to price, long queues at popular rides, limited shaded seating, and insufficient digital ticketing convenience. Some guests report slow customer service response to complaints or missing items from online ticket purchases. Negative comments often mention outdated signage and lack of mobile app functionality, which reduces ease of navigation and planning. These reviews suggest operational inconsistencies and digital capability gaps that weaken guest satisfaction.<br>**What are the challenges or difficulties being faced?**<br>Major challenges include rising operational costs (labor, utilities, safety compliance), workforce shortages in seasonal roles, and limited digital marketing capabilities to reach teen segments effectively. The organization also faces a data gap on current consumer preferences post-pandemic, making it harder to tailor promotions accurately. Furthermore, the park operates with high fixed costs and limited off-season revenue, creating cash flow stress during slow months. This financial inflexibility restricts investment in large-scale upgrades or aggressive marketing campaigns. |
    | Opportunities | **Threats** |
    | What are potential ways to attract new clients?<br>Several strategies can attract new guests. The park can introduce seasonal themed events (Halloween fright nights, summer splash weeks) to draw first-time visitors and encourage word-of-mouth buzz. Offering discounted family bundles, weekday school group packages, and loyalty rewards will help reduce cost barriers and increase frequency of visits. Expanding digital advertising, influencer collaborations, and referral programs will also broaden reach—especially among teens on TikTok and Instagram. In addition, building a dedicated mobile app with gamified rewards and in-park navigation can increase engagement and convenience for new customers.<br>What are the competing businesses in the region?<br>Regional competitors include other amusement and water parks, indoor trampoline centers, bowling alleys, arcades, and movie theaters. These alternatives compete for the same discretionary family entertainment budgets. Local community centers and free public recreation events also serve as indirect competitors by offering low-cost entertainment options. In the digital space, streaming platforms and at-home gaming pull teen audiences away from physical attractions. Because these competitors are often lower cost and less logistically complex to visit, the park must differentiate with immersive, high-quality, safe, and social experiences.<br>How can the organization be more innovative?<br>The park can innovate by adding interactive technology such as AR ride experiences, mobile food ordering, and cashless wristband payments to streamline operations. Launching exclusive behind-the-scenes tours, collectible digital souvenirs (NFT-style), and social media content creation zones would appeal to teens. Implementing sustainable practices—like solar-powered lighting, waste reduction stations, and visible green messaging—can attract environmentally conscious families and earn positive PR. Data analytics on visitor movement and spending can personalize offers and drive higher per-capita revenue. These innovations can reposition the park as a modern, tech-enabled, and socially responsible destination. | **What is declining (e.g., demand, staff, quality)?**<br>Post-pandemic, there is still uncertainty about consistent demand levels for crowded venues. Attendance may fluctuate based on news cycles, public health guidance, and household economic stress. Seasonal staff availability is declining as workers look for more stable employment options, which can lead to understaffing and service quality issues. Equipment aging without prompt upgrades could also reduce ride reliability and safety feeling, damaging brand reputation.<br>**What are the competing products or services?**<br>Nearby amusement parks, indoor adventure parks, water parks, and national chain entertainment centers compete directly. They may offer newer rides, aggressive promotions, or loyalty programs that attract local families. In-home entertainment—streaming services, VR games, and esports—also compete indirectly by offering low-cost, convenient alternatives, especially appealing to teenagers. Travel destinations like beaches or national parks can divert family vacation budgets during peak summer months.<br>**Do clients have difficulty reaching or connecting?**<br>Clients sometimes face difficulty with limited public transport access, congested parking areas, and lack of digital support. Poor mobile reception in some areas of the park hampers app usage and online ticket validation. Customer support channels are limited, with slow response times for phone or email inquiries. This creates friction in the pre-visit and on-site experience. Additionally, the absence of a dedicated park mobile app reduces real-time communication opportunities (push alerts for events, queue times, or weather updates). |

    **Summary & Strategic Action Plan**

    **Synthesis of SWOT Insights:**

    The SWOT analysis shows that U.S. Park Southeast's strengths include its local reputation, stable ticket and concession revenue, and safety-focused operating culture. Despite these benefits, the park has underdeveloped digital capabilities, occasional service discrepancies, and expensive operational costs that hinder growth. Externally, themed events, digital advances, and community partnerships offer potential opportunities. While battling regional rivalry, economic volatility, and personnel constraints, these opportunities must be cautiously pursued.

    **Strategic Recommendations:**

    To address these findings, the park should set up a mobile app with ticketing, park maps, queue time updates, and loyalty benefits to improve its digital infrastructure. Mobile ordering and contactless payment technologies would improve visitor experiences, while data analytics dashboards would help the marketing team personalize offers and measure ROI.

    Strengthening labor capability is essential. Referral bonuses, training stipends, and clear communication about long-term career options help revive recruitment efforts, while cross-training personnel improves operational flexibility and reduces labor shortage disruptions (Murfat et al., 2025).

    Expand marketing to enhance reach and engagement. Influencer collaborations and user-generated content campaigns will boost brand relevance with teens, while school alliances, group discounts, and community fundraisers can attract local families (Xu, 2023). Geofenced advertising to two-hour driving radius households would boost regional visibility.

    On-site guest experience must also be improved. Shaded seats, family rest zones, and improved visual messaging would make the park more inviting, while timed-entry reservations would reduce wait times and enhance crowd flow.

    All reopening initiatives must prioritize financial stability and safety. Major investments should be staged to conserve cash and keep contingency reserves for lower attendance, while visible, strict safety procedures are enforced to support public trust and justify premium pricing.

    **Ethical Decision Framework:**

    These acts should follow the Human Relations “Making Ethical Decisions” approach. Data usage, price, and safety policies must be transparent to guests and workers (Yallop et al., 2021). For inclusion, pricing should be fair and include low-income tiers. Honoring worker safety, fair compensation, and diverse, inclusive marketing techniques shows responsibility. Finally, corporate social responsibility should be prioritized through local hiring, environmental sustainability, and community-benefitting relationships.

    **References**

    Murfat, Moh. Z., Mohamad, M., & Nasir, M. (2025). Effectiveness of Recruitment Policies in Attracting and Retaining Qualified Talent in the Company.
    _Advances in Human Resource Management Research_,
    _3_(1), 60–72. https://doi.org/10.60079/ahrmr.v3i1.421

    Xu, X. (2023). Influencer Marketing with Social Platforms: Increasing Brand Awareness and User Engagement.
    _Journal of Education, Humanities and Social Sciences_,
    _19_(19), 228–234. https://doi.org/10.54097/ehss.v19i.11039

    Yallop, A. C., Gică, O. A., Moisescu, O. I., Coroș, M. M., & Séraphin, H. (2021). The digital traveller: implications for data ethics and data governance in tourism and hospitality.
    _Journal of Consumer Marketing_,
    _40_(2). https://doi.org/10.1108/jcm-12-2020-4278

    **IMG_0437.png**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-0437-png-10412463)

    **Hands-OnExcelExercisesPivotandReports.xlsx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/hands-onexcelexercisespivotandreports-xlsx-10412461)

    – 1
    – 2
    – 3

  • [Solved] Government Help with assignment

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    APA format, in-text citations, 3 pages Readd the attachment for the instruction – ## Requires.docx **## Requires.docx** **HSO:** Community hospitals, specifically those operating in rural and underserved areas. These hospitals provide essential healthcare services such as emergency care, primary car…

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    APA format, in-text citations, 3 pages
    Readd the attachment for the instruction

    – ## Requires.docx

    **## Requires.docx**

    **HSO:** Community hospitals, specifically those operating in rural and underserved areas. These hospitals provide essential healthcare services such as emergency care, primary care, and outpatient services. To provide a more structured and comprehensive analysis, I will use AdventHealth Hendersonville—a rural community hospital within the broader AdventHealth system—as a representative HSO for my study. This organization has implemented telemedicine services and shares many characteristics with smaller community hospitals facing similar operational and technological challenges.

    **Part 1: Justification**

    · Based on your analysis of your HSO against the frameworks, select an organizational problem that has implications in both quality and risk.

    · Locate three to five (3–5) resources that support your selection, and then ensure that it is a real and significant problem.

    · The credible sources may be from regulatory, certification, or accrediting agencies; peer-reviewed articles; professional association white papers; journal articles; or presentations.

    · Synthesize these sources, and then explain how the findings provide adequate support for your selected problem.

    **Part 2: Brief Research**

    · Using one of the sources you located in Part 1, related to your selected HSO problem, develop a brief research summary.

    · Ensure that the source you selected addresses the existence of the problem in healthcare organizations. Follow this formatting within your research summary to provide justification for your research problem:

    · Include the complete, APA reference entry.

    · Develop a single sentence that includes the following:

    a)    An in-text citation

    b)    A description of what was studied

    c)    A description of what problem was found within the last 5 years

    d)    An explanation
    why this research is important in relation to your HSO

    Below is an example of a brief research summary that must be followed exactly. Please make sure to write a single sentence using the a, b, c, and d labels.

    Heido, S., Bron, P., Frazer, K., & Wing, C. (2019). Factors influencing nurse leader’s intent to stay or leave     employment: a quantitative analysis
    _. Journal of Nursing Management, 23_ , 105–106. https://doi.org/10.1111/12252

    (a) Heido et. al, 2019; (b) studied the prevalence of nurse leaders intending to leave their jobs; (c) they found that up to 40% of nurse leaders will leave their jobs in the next two years as a result of burnout and work dissatisfaction; and (d) this is important to an HSO because it supports the currency and significance an operational problem with retaining a workforce.

    **## Requires.docx**

    **HSO:** Community hospitals, specifically those operating in rural and underserved areas. These hospitals provide essential healthcare services such as emergency care, primary care, and outpatient services. To provide a more structured and comprehensive analysis, I will use AdventHealth Hendersonville—a rural community hospital within the broader AdventHealth system—as a representative HSO for my study. This organization has implemented telemedicine services and shares many characteristics with smaller community hospitals facing similar operational and technological challenges.

    **Part 1: Justification**

    · Based on your analysis of your HSO against the frameworks, select an organizational problem that has implications in both quality and risk.

    · Locate three to five (3–5) resources that support your selection, and then ensure that it is a real and significant problem.

    · The credible sources may be from regulatory, certification, or accrediting agencies; peer-reviewed articles; professional association white papers; journal articles; or presentations.

    · Synthesize these sources, and then explain how the findings provide adequate support for your selected problem.

    **Part 2: Brief Research**

    · Using one of the sources you located in Part 1, related to your selected HSO problem, develop a brief research summary.

    · Ensure that the source you selected addresses the existence of the problem in healthcare organizations. Follow this formatting within your research summary to provide justification for your research problem:

    · Include the complete, APA reference entry.

    · Develop a single sentence that includes the following:

    a)    An in-text citation

    b)    A description of what was studied

    c)    A description of what problem was found within the last 5 years

    d)    An explanation
    why this research is important in relation to your HSO

    Below is an example of a brief research summary that must be followed exactly. Please make sure to write a single sentence using the a, b, c, and d labels.

    Heido, S., Bron, P., Frazer, K., & Wing, C. (2019). Factors influencing nurse leader’s intent to stay or leave     employment: a quantitative analysis
    _. Journal of Nursing Management, 23_ , 105–106. https://doi.org/10.1111/12252

    (a) Heido et. al, 2019; (b) studied the prevalence of nurse leaders intending to leave their jobs; (c) they found that up to 40% of nurse leaders will leave their jobs in the next two years as a result of burnout and work dissatisfaction; and (d) this is important to an HSO because it supports the currency and significance an operational problem with retaining a workforce.

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