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Which theory of motivation highlights that our motivation sometimes depends on what happens to other people? What are the core arguments for why this is the case?

Our textbook mentions the following: “Research suggests that employees underestimate how powerful a motivator pay is to them.” Why do you think people potentially underestimate how motivatingpay is, but overestimate how satisfyingpay is?(hint: consider what we learned about 1) pay and job satisfaction and 2) pay and motivation)

Imagine you are a manager and you received the following email from your CEO: “I’ve just returned from a workshop on motivation, and I got the impression that the most important motivating factor is goal setting. Thus, I think the key to dealing with issues of employee motivation is to focus on setting very high goals that most employees will not be able to accomplish. This should give employees the motivation they need to do a good job, which should benefit both them and the organization.” How would you respond to the CEO?

 
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a) In the beginning of the pandemic I as a lecturer in Operations Management was annoyed as major news sources reported figures of number of infected in Covid-19 showing both a daily and a 5-days Moving average figure. During this time Testing capacity was known to be low, and especially so during weekends. Argue and explain a for a better choice of calculating and reporting the Moving average.

2. b) We know that the underlying logic in pandemics according to most models follow an exponential pattern (example, one infected individual transfer the virus to two, who in turn infects two new each). If we would like to forecast number of new infected (for example to prepare planning at the local hospital) which and why are the usage of exponential smoothening including trend better than the above mentioned 5-day-smoothining average?

 
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Ocean View General Hospital operates five cardiac catheterization labs. The hours of operation are ideally 7:00 A.m. to 4:30 P.M., but because of the nature of the work, the day doesn’t end until all scheduled cases are completed. Patients are scheduled in the labs in ninety-minute time slots. Although each cardiologist performs at his or her own rate, the average time requirement for a diagnostic study is sixty minutes, and an interven- tional case including a stent requires about ninety minutes.

Patients are rarely scheduled more than three to four days in advance, and most are scheduled about forty-eight hours before the procedure. The patient mix is 60 percent outpatient and 40 percent inpatient. Outpatients are asked to arrive two hours in advance of their scheduled time, in order to prepare them for the catheterization lab, but also to provide flexibility in the schedule if a physician finishes early and cases can be moved up. The hardest part of managing this area is the unpredictable nature of the schedule. Emergency patients with an acute myo- cardial infarction have priority and are immediately taken into the lab, bumping scheduled patients.

Each lab is staffed with a team of three or four members, who are responsible for the care of the patient during the procedure and also for room turnover. They are not responsible for recovery of the patient or for the line-extraction process. This system enables them to turn the room over for the next patient in fifteen to twenty minutes postprocedure, increasing lab throughput.
Quantitative Methods in Health Care Management: Techniques and Applications
The recovery room has fourteen staff assigned to cardiac catheterization patients. The lab per- forms 8,052 procedures per year and is open for 234 days a year. Catheterization labs are open for six hours of operations. Patients stop arriving two hours before the last scheduled case. The average procedure time is 87 minutes.
The following costs are associated with catheterization lab:
1. Cost of the catheterization team idle: the four-member team of Registered Cardiovascular Invasive Specialists with an hourly rate of $22.00/hour. Total: $88.00/hour.
2. Cost of waiting: the cost of care provided in the preprocedure area. A two-person team of an RN and an EMT are able to care for six preprocedure patients waiting to go to the catheterization lab. Hourly salaries: RN: $28.00 and EMT: $12.00. Total: $6.65/hour.
3. Cost of customers being served: the average cost of performing a cardiac catheterization procedure is $800.00.
Using Excel queuing template, determine the optimum capacity for the Ocean View General Hospital’s catheterization labs.

 
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  1. Choose one marketing research goal: (A) brand equity, (B) customer satisfaction, or (C) pricing. And choose one type of marketing research: (D) exploratory, (E) descriptive, or (F) causal. For the combination you selected, draft a proposal for the marketing research. For example, if you seek a combination of A and D, you might write a template of questions for an interviewer to ask people about the roles of their favorite brands and cherished possessions.
  2. Review the perceptual map for fast food restaurants in the diagram below noting the healthy and less healthy on the horizontal axis and categories of unique and ordinary on the vertical axis. As you can see, there isn’t a fast food restaurant noted in the upper right hand quadrant of highly unique and less unhealthy; propose and describe a fast food business that could reasonably enter the market and be successful in that quadrant.
  3. Keeping with the fast food restaurant you proposed in the previous question, describe the five P’s in detail (product, price, place, promotion, and people).
 
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