Explain the difference between gross income and net income.

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******US ENGLISH, CORRECT ENGLISH FORMATTING AND SENTENCE STRUCTURE ********NO PLAGIARISM, SAFE ASSIGN USED******

Columbia Needycare is a clinic in south Florida that provides basic medical care for homeless and indigent patients. The clinic is a nonprofit organization that receives revenue from however much patients can pay at the time of their visit. These revenues totaled $5 million in 2017. The clinic’s expenses, other than its depreciation, totaled 70% of its revenues. The depreciation expenses were $1 million. Other than depreciation, the clinic pays all of its expenses with cash because all of its revenues are collected in cash.

·  Based on this information, complete the following items for the case study.

o  Develop an income statement for Columbia Needycare for 2017.

o  Calculate the total profit margin and net income for the clinic.

o  Explain the difference between gross income and net income.

Suppose that the clinic has an opportunity to purchase an additional building in another part of the city to help more patients. The new building will cost $480,000, but it will also need $35,000 in renovations.

·  Based on this information, answer the following questions:

o  Can the clinic afford to purchase and renovate the new facility?

o  Do you have enough information to make this decision? If so, how would you   recommend that the clinic handle the financing for purchasing and renovating the facility? If no, what additional information would clinic managers need to make this decision?

Your case study must be at least two pages in length and use APA format. Be sure to include a separate title page and reference page. You must cite and reference your textbook and any other sources used.

Describe the business model of the current organization you work for by using the same business model components

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Instructions:

  1. Read about Business Model page 13. Describe the business model of the current organization you work for by using the same business model components. Is that model effective? Please elaborate on this by using the knowledge learned about strategy. Give your best rationale.
  2. Business Critical Thinking exercise:Bottled water is a hot industry with sales of $11.8 billion in the United States. Bug players in this industry include Nestle, PepsiCo, and Coca-Cola. Nestle is the market leader with four brands among the top 10 leading brands. Nestle’s Pure Life brand was the top-selling brand with sales of $1.18 billion, but the company’s other brands makeup and additional $1.6 billion, giving the company total overall sales of almost $3 billion. Nestle saw an opportunity in this market and launched a new brand called Resource, targeted to affluent women. Resource is fortified with electrolytes and is promoted as “more than hydration, it’s total electrolytenment.” Nestle is attempting to take market share away from Glaceau’s Vitaminwater and Smartwater. If Resource attains just 3 percent market share, it will be among the top 10 selling brands. Find out how to calculate Nestle’s Pure Life and the company’s overall market share in the bottled water industry.
  3. Select one of the following companies: Starbucks (investor.starbucks.com), Pfizer (www.pfizer.com/investors), or Best Buy to find examples of strategic and financial objectives and more. (1) List four objectives for the company, and indicate which of these are strategic and which are financial. (2) Click on the investor relations section, and (1) explore the latest annual reports and/or 10-K filings to see if you can identify the key elements of company’s strategy. Use the framework provided in Figure 1.1 to help identify these key elements. What approach toward winning a competitive advantage does the company seem to pursue? (3) Check whether the company’s recent financial reports indicate that its business model is working. Can the company’s business model remain sound as more consumers go to the Internet to find general information and stay abreast of current events and new stories? Is its revenue stream from advertisements growing or declining? To what degree does its strategic response to changing industry conditions seem positive and deliberate versus reactive and adaptive (emergent)?

Expected outcome: Written answer based on the three questions (All participants must post this written assignment; answers must be submitted in only one word document. Submit the assignment through the W1 Turnitin link shown below.

CHAPTER 1

WHAT IS STRATEGY AND
WHY IS IT IMPORTANT?

McGraw-Hill/Irwin

Copyright ®2012 The McGraw-Hill Companies, Inc.

 

1–*

WHAT DO WE MEAN BY STRATEGY ?

  • What is our present situation?
  • Business environment and industry conditions
  • Firm’s financial and competitive capabilities
  • Where do we want to go from here?
  • Creating a vision for the firm’s future direction
  • How are we going to get there?
  • Crafting an action plan that will get us there

 

1–*

WHAT IS STRATEGY ABOUT?

  • Strategy is all about How:
  • How to outcompete rivals.
  • How to respond to economic and market conditions and growth opportunities.
  • How to manage functional pieces of the business.
  • How to improve the firm’s financial and market performance.

 

1–*

WHY DO STRATEGY ?

  • A firm does strategy:
  • To improve its financial performance.
  • To strengthen its competitive position.
  • To gain a sustainable competitive. advantage over its market rivals.
  • A creative, distinctive strategy:
  • Can yield above-average profits.
  • Makes competition difficult for rivals.

 

1–*

STRATEGY AND COMPETITORS

  • Strategy is about competing differently from rivals—
  • Doing what they don’t do or doing it better!
  • Doing what they can’t do!
  • Doing that which sets the firm apart and attracts customers.
  • Doing what we should or should not do to produce a competitive edge.

 

1–*

1.1

Identifying a Company’s Strategy—What to Look For

 

1–*

The Quest for Competitive Advantage

  • Competitive Advantage
  • Meeting customer needs more effectively, with products or services that customers value more highly, or more efficiently, at lower cost.
  • Sustainable Competitive Advantage
  • Giving buyers lasting reasons to prefer a firm’s products or services over those of its competitors.

 

1–*

STRATEGIC APPROACH CHOICES

Low-cost provider

Differentiation on features

Focus on
market niche

Best-cost provider

 

Building Competitive Advantage

 

 

 

 

1–*

STRATEGIC APPROACHES

  • Building a competitive advantage by:

Striving to become the industry’s low-cost provider (efficiency).

Outcompeting rivals on differentiating features (effectiveness).

Focusing on better serving a niche market’s needs (efficiency and\or effectiveness).

Offering the lowest (best) prices for differentiated goods (best-cost provider).

 

1–*

GAINING SUSTAINABLE COMPETITIVE ADVANTAGE

  • How to create a sustainable competitive advantage:
  • Develop valuable expertise and competitive capabilities over the long-term that rivals cannot readily copy, match or best.
  • Put the constant quest for sustainable competitive advantage at center stage in crafting your strategy.

 

1–*

1.2

A Company’s Strategy Is a Blend of Proactive Initiatives and Reactive Adjustments

 

1–*

THE RELATIONSHIP BETWEEN A FIRM’S STRATEGY AND ITS BUSINESS MODEL

Realized
Strategy

Competitive Initiatives

Business Approaches

Business Model

Value Proposition

Profit Formula

$$$?

 

1–*

A Company’s Business Model

  • How the business will make money :
  • By providing customers with value.
  • The firm’s customer value proposition
  • By generating revenues sufficient to cover costs and produce attractive profits.
  • The firm’s profit formula

It takes a proven business model—one that yields appealing profitability—to demonstrate viability of a firm’s strategy.

 

1–*

Business Model Elements

  • The Customer Value Proposition
  • Satisfying buyer wants and needs at a price customers will consider a good value.
  • The greater the value provided (V) and the lower the price (P), the more attractive the value proposition is to customers.

 

1–*

Business Model Elements (cont’d)

  • The Profit Formula
  • Creating a cost structure that allows for acceptable profits, given that pricing is tied to the customer value proposition.
  • V—the value provided to customers
  • P—the price charged to customers
  • C—the firm’s costs
  • The lower the costs (C) for a given customer value proposition (V–P), the greater the ability of the business model to be a moneymaker.

 

1–*

IS OUR STRATEGY A WINNER?

Winning
Strategy

The Strategic
Fit Test

The Competitive Advantage Test

The Performance
Test

 

1–*

WHAT MAKES A STRATEGY A WINNER?

  • A winning strategy must pass three tests:
  • The Fit Test
  • Does it exhibit dynamic fit with the external and internal aspects of the firm’s overall situation?
  • The Competitive Advantage Test
  • Can it help the firm achieve a significant and sustainable competitive advantage?
  • The Performance Test
  • Can it produce good performance as measured by the firm’s profitability, financial and competitive strengths, and market standing?

 

1–*

 

1–*

WHY CRAFTING AND EXECUTING STRATEGY ARE IMPORTANT TASKS

  • Strategy provides:
  • A prescription for doing business.
  • A road map to competitive advantage.
  • A game plan for pleasing customers.
  • A formula for attaining long-term standout marketplace performance.

Good Strategy + Good Strategy Execution = Good Management

Which of the following is NOT one of the leader behavior styles described in the path-goal theory of leader effectiveness?

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Question 1 

Which of the following is NOT one of the leader behavior styles described in the path-goal theory of leader effectiveness?

 

Directive

 

Participative

 

Relationship-oriented

 

Achievement-oriented

Question 2 

According to Fiedler, the effectiveness of leaders is dependent on:

 

the favorableness of their situation.

 

the least preferred coworker.

 

task structure.

 

position power.

Question 3 

Effective followers:

 

are courageous.

 

are self-aggrandizing.

 

uncritically reinforce leaders’   ideas.

 

require close supervision.

Question 4 

The theories of leadership concerned with identifying specific leadership styles that are most effective in specific leadership situations are the:

 

trait theories.

 

behavioral theories.

 

contingency theories.

 

transformational theories.

Question 5 

In the context of transformational leadership, ________ refers to how much concern the leader displays for each follower’s needs and acts as a coach or a mentor.

 

intellectual stimulation

 

individualized consideration

 

individual consultation

 

facilitation

Question 6 

In the context of the path-goal theory, a ________ style of leadership is used when the leader must give specific guidance about work tasks, schedule work, and let followers know what is expected.

 

supportive

 

achievement-oriented

 

participative

 

directive

Question 7 

The basic idea behind leader-member exchange theory is that:

 

followership is based on member   perceptions of equity.

 

leaders form two groups of   followers—in­groups and out­groups.

 

leaders develop relationships with   followers based on the principle of who does what and how much for whom.

 

followership depends on the degree   that a task is satisfying.

Question 8 

According to Blake and Mouton’s Leadership Grid, a manager with a high concern for production and low concern for people would be in what position on the grid?

 

1,1

 

1,9

 

9,1

 

9,9

Question 9 

Which of the following is a new leadership style that has been added to the leadership grid?

 

“Middle of the road”

 

“If it isn’t broke, don’t fix it”

 

“Father knows best”

 

“If you aren’t making mistakes, you   aren’t learning”

Question 10 

________ are followers who do not think independently or critically and are passive in their behavior.

 

Survivors

 

Alienated followers

 

Yes people

 

Sheep

Question 11 

Trait theories of leadership:

 

fit traits to various situations.

 

emphasize the situation in   classifying approaches to leadership.

 

offer strong and uniform research   findings.

 

focus on leaders’ physical   attributes, personality, and abilities.

Question 12 

Emotional intelligence is made up of all of the following competencies except:

 

higher technical skills.

 

higher self-awareness.

 

adaptability.

 

empathy.

Question 13 

A multidimensional construct that includes transformational, charismatic, or transactional leadership as the situation might demand is known as:

 

contingency leadership.

 

authentic leadership.

 

inspirational leadership.

 

leadership grid approach.

Question 14 

In the context of transformational leadership, the term ________ refers to the ability of a leader to create a vision and convince even skeptics to support it.

 

authentic leadership

 

reality-distortion field

 

out-group leadership persuasion

 

selling style

Question 15 

Followers who tend to be passive but are capable of independent and critical thinking are:

 

alienated followers.

 

the yes people.

 

sheep.

 

survivors.

Question 16 

Which of the following are NOT structural factors in causing conflict?

 

Goal differences

 

Status inconsistencies

 

Values and ethics

 

Authority relationships

Question 17 

The power not only to control emotions but also to perceive them is termed:

 

self-awareness.

 

emotional intelligence.

 

disciplined empathy.

 

perfunctoriness.

Question 18 

________ challenge individuals to choose between two or more things in which they believe.

 

Moral dilemmas

 

Defining moments

 

Approach-avoidance conflicts

 

Suboptimization situations

Question 19 

A problem associated with the equal versus equal power networks is:

 

control versus autonomy.

 

role conflict.

 

role ambiguity.

 

covert fighting for positions.

Question 20 

A key to recognizing a dysfunctional conflict is that:

 

it arises from thinking of new ways   to approach problems.

 

it arises from someone challenging   old policies.

 

it is often cognitive in origin.

 

it is often emotional or behavioral   in origin.

Question 21 

When one’s values conflict with his/her job demands, this is ________ conflict.

 

intersender

 

person-role

 

work-home

 

intrasender

Question 22 

When a person continually responds pessimistically to attempts at solving a problem, the person is displaying a defense mechanism called:

 

identification.

 

displacement.

 

fixation.

 

negativism.

Question 23 

A withdrawal mechanism that provides an escape from a conflict through daydreaming is known as:

 

flight.

 

fantasy.

 

conversion.

 

displacement.

Question 24 

The ________ style of conflict management is intermediate in both assertiveness and cooperativeness.

 

competing

 

cooperating

 

collaborating

 

compromising

Question 25 

EI is defined as:

 

any situation in which   incompatibility leads to disagreement or opposition between two or more parties.

 

constructive agreement between two or   more people.

 

the negative side of emotional   quality.

 

the power to control one’s emotions   and perceive emotions in others.

Question 26 

Conflict that occurs between teams in an organization is referred to as:

 

intraorganizational conflict.

 

interorganizational conflict.

 

intergroup conflict.

 

intragroup conflict.

Question 27 

________ is a tendency to display behavior inconsistent with, or even opposite of, a conventionally held concept.

 

Stereotype reactance

 

Displacement

 

Role conflict

 

Suboptimization

Question 28 

________ is a withdrawal mechanism in which an individual’s emotional conflicts are expressed in physical symptoms.

 

Conversion

 

Compensation

 

Identification

 

Displacement

Question 29 

The key to managing conflict in a multicultural workforce is:

 

to address the power distance issue.

 

to bring each employee’s skills and   abilities at par with everyone else.

 

to reduce interdependence among   teams.

 

to incorporate diversity training.

Question 30 

An ineffective technique for dealing with conflicts where an attempt is made to label or discredit an opponent is referred to as:

 

abusive competition.

 

stereotype reactance.

 

character assassination.

 

administrative orbiting.

Review the Jasper Gardens Nursing Home case study in this week’s Learning Resources.

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The SWOT analysis is a major component of the strategic planning process. It provides leadership with an evaluation of organizational performance in relation to competitors and external forces. This evaluation helps leaders capitalize on organizational strengths and improve its weaknesses in order to differentiate itself from competitors. For this Assignment, you conduct a SWOT analysis for a health care organization.

To prepare:

  • Review the Jasper Gardens Nursing Home case study in this week’s Learning Resources.
  • Analyze strengths of the organization. Consider the following questions:
    • What does this organization do particularly well? Does it have a specific and recognized niche?
    • What resources does the organization have that might set it apart from its competition or position it for future growth?
    • What does the market perceive as strengths of the organization?
    • What financial considerations are relevant to its strengths?
  • Analyze weaknesses of the organization. Consider the following questions:
    • What needs improvement within the organization?
    • What resource deficits might impact this organization?
    • What does the market perceive as weaknesses of the organization?
    • What financial considerations are relevant to weaknesses?
  • Analyze opportunities of the organization. Consider the following questions:
    • With strengths and weaknesses in mind, what opportunities are available to this organization?
    • Are there current trends that might translate into opportunities?
  • Analyze threats to the organization. Consider the following questions:
    • What competitive threats exist for the organization?
    • Do insufficient or outdated resources hamper the organization?
    • Are there any current trends that might translate into threats?
    • Do any market, regulatory, and/or legal issues present threats?

Note: Your Assignment should show effective application of triangulation of content and resources in your conclusion and recommendations.

The Assignment

Using the SWOT Analysis Template provided in this week’s Learning Resources, complete a 1-page SWOT analysis matrix. The matrix should include a bulleted list of strengths, weaknesses, opportunities, and threats for Jasper Gardens Nursing Home. Synthesize the information you have gathered from your analysis so that each bullet point clearly represents the most significant considerations within each category. While this is a 1-page document that might appear to be simple, each point must be the result of deep and critical thinking.

Note: Your Assignment must be written in standard edited English. Be sure to support your work with specific citations from this week’s Learning Resources and additional scholarly sources. Be sure to follow APA guidelines for your citations, title page, and reference page. Your matrix, however, does not need to follow APA formatting. Refer to the Essential Guide to APA Style for Walden Students to ensure that your in-text citations and reference list are correct. See the Week 3 Assignment Rubric for additional requirements related to research and scholarly writing.SWOT Analysis Template

Strengths

 

 Weaknesses

 
Opportunities Threats

 

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