Ensuring Diversity in the Workforce: Diversity and Financial Management

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MSA 698 Research Data Support
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
(4) 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.

1. Paper 1 applies to content and theory from MSA 601 to an issue/problem/research
related to the student’s concentration.

2. 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.

3. 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

4. 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
Support,” 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.

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• 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 “An
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
“same issue, 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.
Format:

a. Blank Page
b. Executive Summary
c. Title Page

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d. Table of Contents
e. List of Tables (optional)
f. List of Figures (optional)
g. The Text
h. References

Copies:

• 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.
• Individual Feedback:
• 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

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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

1. The connection: Overview of John Doe and Organizational Behavior
• John Doe structure
• Diversity in John Doe organization
• Attitudes and perceptions of John Doe

2. 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 options
• The leaner organization: Downsizing
• Why does the structure differ?
• Organizational designs and employee behavior

3. Understanding Individuals Behaviors in John Doe Administration
• Content theories of motivation
• Process theories of motivation
• Attribution theory and motivation
• Contemporary theories of motivation
• Job engagement
• Employee involvement and participation
• Using rewards to motivate employees
• Using benefits to motivate employees
• Using intrinsic rewards to motivate employees

4. Leadership
• Power and influence
• Trait and behavioral theories of leadership
• Contingency theories of leadership
• Contemporary leadership theories
• Transactional and transformational leadership
• Servant leadership
• Positive leadership
• Training to be a leader

5. Communication
• Functions of communication
• Direction of communication
• Modes of communication
• Persuasive communication
• Barriers to effective communication
• Cultural factors in communication

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6. Intrapersonal and Interpersonal issues associated with John Doe
• Stress in the workplace and stress management
• Decision making
• Conflict management and negotiation skills
• Coping skills

7. Groups and Teams
• Overview of group dynamics in the John Doe industry
• Defining and classifying groups
• Stages of group development
• Roles and norms
• Why teams?
• Type of teams
• Team and team building
• Creating effective teams
• Turning individuals into team players

8. Managing Organizational Change in the John Doe Facility
• Change in an organization
• Approaches to managing change
• Organizational development
• Resistance to change and change management

9. Diversity in Organizations
• Demographics characteristics in the organization
• Levels of diversity in John Doe organization
• Discrimination patterns
• Implementing diversity management strategies
• Implications for leadership and the organization as a whole

10. Attitudes and Job Satisfaction
• Climate study data
• Job attitudes
• Job satisfaction
• The impact of job dissatisfaction

11. Personality and Values
• Personality framework
• Personality and situations
• Linking an individual’s personality and values to the workplace/organization
• Cultural values

12. 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?

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• Creativity, creative decision-making, and innovation in organizations
13. 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

14. Organizational Culture
• 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)
15. Human Resources Policies and Practices

• Recruitment practices
• Selection practices
• Substantive and contingent selection
• Training and development programs
• The leadership role of HR
• Succession planning

MSA 603 Strategic Planning and John Doe Administration

1. Leadership and Strategic Planning

• Definition of leadership
• Key Leadership Roles in the John Doe facility
• Physician involvement in John Doe’s strategic planning

2. 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

3. 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

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4. Fundamentals of Strategic Planning in John Doe Administration
• Analysis of the internal environment – inside the organization
• Analysis of the external environment – outside the organization
• Gap analysis
• Discuss the strategic planning areas
• Evaluation of previous performance
• Discuss planning at the local, regional, national, or international (Global) levels

5. Strategic Planning and SWOT Analysis
• Steps in the SWOT analysis
• Force Field Analysis
• Gap analysis
• Results

6. Strategic planning and John Doe Information Technology (HIT)
• Strategic HIT initiatives
• Strategic planning for HIT
• John Doe information databases

7. Strategic Planning and the John Doe Plan
• John Doe business plan
• Net present value
• Internal rate of return
• Planning tools

8. Communicating the Strategic Plan
• Motivation
• Presentation of the strategic plan

9. Medical Group Planning and Joint Ventures
• Clinical integration
• Potential structures for physician-hospital integration
• Physician engagement in strategic planning

10. 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
• Hospice

11. Strategic Planning in John Doe Systems
• Hospital mergers and acquisition
• Integrated delivery systems
• Strategic Planning at the John Doe system level

12. 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

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• Incorporating P4P into a strategic plan
13. The New Value Paradigm in John Doe Organization

• The value frontier
• Strategic planning for John Doe’s value

MSA 604 Diversity Consciousness and John Doe Administration

1. 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

2. Systematic Attention to John Doe Disparities
• What are John Doe disparities?
• Race and ethnic disparities in John Doe
• Disparities or differences across other diversity dimensions: Gender, sexual

orientation, the elderly
• Stakeholder attention to John Doe disparities
• Systematic strategies for reducing John Doe disparities

3. Workforce Demographics
• Trends in the US labor force
• Diversity and the John Doe professions
• Drivers of inequalities in the John Doe professions
• Workforce diversity challenges

4. 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

5. 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

6. Cultural Competence in John Doe Encounters
• Models from transcultural nursing
• Being culturally responsive

7. Language Access Services and cross-cultural communication
• Language use in the United States
• Language differences in John Doe encounter
• Attitudes toward limited-English speakers

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• Changing responses to language barriers in John Doe operations
• An expanding profession: The John Doe interpreter
• The translation is written by John Doe communication

8. Group Identity Development and John Doe Delivery
• Discuss the minority status group – identity development
• Discuss the majority status group – identity development
• Models to illustrate

9. 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?

10. The Case for Best Practices
• The business case for cultural competence in John Doe operations
• Workforce, HRM, and the business case
• Best demonstrated practices
• Benchmarking

11. 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

1. The Role of Financial Management in John Doe Administration
• Financial Management in the John Doe industry (facility)
• Current challenges
• Organizational goals
• Tax laws and the impact on John Doe
• John Doe reform and financial management

2. John Doe Insurance
• Major John Doe insurers (Third-Party Payers)
• Private insurers
• Public Insurers
• Medicare (government insurance)
• Value-Based benefit and insurance design
• John Doe reform and insurance

3. 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

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4. Time Value Analysis
• Timelines
• Future value of a lump sum (compounding)
• The present value of a lump sum (discounting)
• Opportunity cost
• Solving the interest rate and time
• Annuities
• Perpetuities
• Uneven cash flow streams
• Using time value analysis to analysis to measure ROI
• Amortized loans

5. Financial Risk and Required Return
• The many faces of financial risks
• Risk aversion
• Probability distributions
• Expected and real rates of return
• Stand-alone risk
• Portfolio risk and return
• Portfolio risk of business investments
• Portfolio risk of stocks (Entire businesses)
• Portfolio betas
• The relevance of the risk measures
• Interpretation of risk measures
• The relationship between risk and return

6. Debt Financing
• The cost of debt
• Long-term debt
• Short-term debt
• Term loans
• Bonds
• Credit ratings
• Interest ratings
• Interest rate components
• The term structure of interest rates
• Advantages and disadvantages of debt financing
• Securities valuation
• The general valuation models
• Debt valuation

7. Equity Financing
• 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

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• Equity in not-for-profit corporations
• Common stock valuation
• Security market equilibrium
• Information efficiency
• The risk/return trade-off

8. Lease Financing
• Lease parties and types
• Per procedure versus fixed payment leases
• Tax effects
• Balance sheet effects
• Evaluation by the lessee
• Evaluation by the lessor
• Lease analysis symmetry
• Setting the lease payment
• Leveraged leases
• Motivations for leasing

9. 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
• Flotation costs
• Divisional cost of capital
• Cost-of-capital for small businesses
• Factors that influence a business’ cost of capital

10. Capital Structure
• Impact of debt financing on risk and return
• and financial risk
• Capital structure theory
• The Miller Model
• Financial distress costs
• Trade-Off models
• 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

11. Capital Budgeting
• Project clarifications
• The role of financial analysis in John Doe services capital budgeting
• Overview of capital budgeting financial analysis
• Cash flow estimation

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• Cash flow estimation example
• Breakeven analysis
• Return on Investment analysis
• Final thoughts on breakeven and profitability analysis

12. Financial Condition Analysis
• Financial reporting in the John Doe services industry
• Financial statement analysis
• Ratio analysis
• Tying the ratio together: Du Pont analysis
• Operating indicator analysis
• Limitations of financial statement and operating indicator analysis
• Economic value added
• Benchmarking
• Key performance indicator and dashboards

13. Financial Forecasting
• Strategic planning
• Operational planning
• Financial planning
• Revenue forecasting
• Discuss forecasted financial statements
• Constant growth forecasting
• Factors that influence the external financing requirement
• Problems with constant growth methods
• Real-world forecasting
• Computerized financial forecasting models
• Financial controls

14. Revenue Cycle and Current Accounts Management
• Cash management
• Marketable securities management
• Revenue cycle management
• Supply chain management
• Current liability management

15. 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
• valuation
• Unique problems in valuing small businesses
• Setting the bid price
• Structuring the takeover bid
• Due diligence analysis
• Corporate alliances

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• Goodwill
• Who wins on a merger, the empirical evidence?

Contact the course instructor if you have any questions.