Complete the following for this assignment:

Compare and contrast the management information systems (MIS) in place in 2 distinctly different organizations.
Compare each organization’s use of information systems to help manage internal operations and to make decisions.
Assess how these two organizations use information technology for competitive advantage.
Appraise the individual and organizational consequences of the use of information technology, and recognize potential security breaches and computer crimes.

Present your findings in a Word document of 5–6 body pages formatted in APA style.

DISCUSSION 1

Buyer Behavior

The typical buying process consists of the following sequence of events: problem recognition, information search, evaluation of alternatives, purchase decision, and post purchase behavior. What specifically do you do as a consumer in each of these stages in a high involvement purchase like buying a house or a car? List the four main psychological processes as discussed in the text and what should marketers do to manage these four psychological processes affecting consumer behavior?

 

Discussion 2

Customer Needs

Visit GE Healthcare (http://www3.gehealthcare.com/en). In context to the major points of chapter 5, define how GE is addressing the needs of their hospital customers by the design of this Web site? Where and what is GE doing right, what is GE doing wrong, and where can GE improve using marketing research? In context of chapter 3, where can GE improve using marketing research?

 

Required Text

 

Finch, J. (2012). Managerial marketing. San Diego, CA: Bridgepoint Education, Inc.

Read the article by Pollack (2010) and write a two-page critique examining why so much controversy surrounds genetic testing today. Do you agree or disagree with the author’s stance on this topic?

Details of the assignment attached along with the article.

Minimal of 2 pages

I need help writting an essay about media and entertainment in any kind ( How it help us inprove or How it wast our time )

REQUIREMENTS :

_ The essay should be at least 700 word using correct formatting .

_ Must use at least 2 sources in the essay .

_ The essay must have an MLA style works cited page and use correct in-text citations .

_The essay shold follow the following format :

\ Introduction including a thesis statement .

\ Explain the topic / issue – define terms .

\ Body paragraphs where you pressent your evidence (PIE structure ) .

\ Conclusion .

Prepare an essay based off of the two parts below.

The essay should be a minimum of 600 words.

Part I: In Part I please describe your understanding of “The Tragedy of the Commons” and how it relates to public policy analysis.

Part II: In Part II please research and discuss two real world examples that illustrate the concept of “The Tragedy of Commons.” Please use specific examples that relate directly to public policy or public administration. Your examples must not be given in Hardin’s essay. Make sure to clearly explain the analogy to Hardin’s “commons.”

Write a 350-word paper discussing the following:

• How messages can be adapted for various audiences in the workplace
• How understanding audience can inform or help in identifying the tools and types of media or form (such as e-mail, letters, memos, and so on)  appropriate for communicating in the workplace
• Why grammar and word choice are important for effective communication in the workplace
• What roles revision, editing, and proofreading play in clear workplace communication
• How a writer can achieve accuracy and appropriate tone

Format your paper consistent with APA guidelines.

Probably the most overlooked process in any type of security system is the vulnerability assessment.  Vulnerability assessments are incredibly useful (and necessary) tools.  They provide a structured method for determining what assets need to be protected, what threats against the assets exist, what security vulnerabilities currently exist, the cost of losing the asset, and mitigating the risk to the asset.  In a nutshell, a vulnerability assessment done properly will form the basis of your entire security plan(s) for your organization.
If vulnerability assessments are so important, why are they often only partially completed (if they are even completed at all)?  The answer is simple, they take time, and require the identification and fixing of current security problems (two things that most people would rather just ignore).  For this lab, you will conduct your own vulnerability assessment.  Your finished assessment will be a multi-page written document containing the following sections.
Part 1: Asset Identification
Although this course concerns IT security, I find it is much easier to learn the vulnerability assessment process using physical items instead of things like computer network assets.  Your first step in this lab is to identify the ten most important personal assets you own.  These assets could be anything from your laptop or television, to your car or motorcycle.  Also, do not simply pick the ten items you own which are worth the most amount of money.  It is very possible that your top ten asset inventory might include items which hold a great deal of sentimental value instead of only monetary value.  Think about what you own, and pick the top ten items which mean the most to you.  For this section of your assessment document, provide your ten asset inventory listing your most prized possession first, second most prized possession second, and so on.
Part 2: Threat Evaluation
The best way to determine what threats against your assets exist is to create an attack tree.  An attack tree is a visual representation of how a given asset might be attacked.  In the case of this lab, attacked most likely means stolen or destroyed.  On the following page, I have included an attack tree for one of my most prized assets.  I only included theft based attacks for this particular attack tree because the destruction route was just a little too morbid!

To complete this section of your assessment, pick the number one item from your asset inventory and build your own attack tree.  Take your time and try to think of, and document, every possible attack that could result in the theft of your most prized possession.  While my example attack tree looks pretty good, I can think of a few more potential attack routes for stealing my cat. If necessary, break your attack tree into multiple pages to cover all potential attacks. Part of your grade for this lab will depend on the thoroughness of your attack tree.
Part 3: Vulnerability Appraisal
Now that you have completed your attack tree, you can move onto identifying your current security vulnerabilities.  In order to determine how you can better secure your asset, you need to identify the weaknesses which allow attacks to take place.  To begin, number the potential attacks from your attack tree from left to right starting with one.  For my example attack tree, the attack beginning with “Break Basement Window” would be attack #1.  After you have created a numbered list of all the attacks from your attack tree, determine what current security weakness(s) allows each attack to take place.  For example, in my list for attack #1, the security weakness might be a large ground-level basement window with no bars or other security feature.  For attack number two, I can think of at least two vulnerabilities; parking my truck on the street at night, and keeping a garage door opener in my truck.  For this section of your assessment, list the security vulnerabilities for each of your numbered attacks. Part of your grade will depend on your identification of the possible vulnerabilities relating to the attacks shown in your attack tree.
Part 4: Risk Assessment
At this point you probably have a pretty long list of attacks, and associated vulnerabilities which allow those attacks to be carried out. The next step is to categorize the different security vulnerabilities (risks) you identified in Step 3.  Some of these attacks and corresponding vulnerabilities will have the potential to be much more harmful than others.  This section is where you rank the possible attacks and vulnerabilities.
Risk factors (or what makes some attacks/vulnerabilities worse than others) depend on several factors.  How likely is the attack to succeed (the more likely, the worse the risk)? How damaging is the actual attack (the more damage caused, the worse the risk)? How damaging will it be if the asset is actually stolen (the more expensive or irreplaceable the asset, the worse the risk)?  The highest risk attack/vulnerability combination are those which include an attack which is easy to execute, causes a lot of damage, and succeeds in stealing or destroying an asset which is extremely valuable.
Looking at my example attack tree, I would rank the first attack as high risk.  It is easy to break the basement window, and the result is not only the theft of an irreplaceable asset (my cat), but a house which is now unsecure until the attack is noticed. I would rate the last attack in the tree low risk.  While obtaining a key to my house is very damaging, and my cat would still be stolen, the chance of someone picking my pocket and stealing my keys without me noticing is low.  It’s not that I think it would be impossible for a professional pick-pocket to steal my keys, but rather that I really doubt anyone is going to hire a professional pick-pocket just so they can steal my cat.  In addition, my key chain includes not only my house key, but my office and car keys…I’ll notice they are gone quickly even if they are stolen.  For this section of the assessment, work through your numbered list from Part 3 and designate each attack/vulnerability combination as high, medium, and low risk.  Include a descriptive sentence for each item in your list describing why you assigned the high, medium, or low risk rating.
Part 5: Risk Mitigation
The final step in a vulnerability assessment is to decide what to do about any of the major security risks you have developed through the proceeding steps.  While the ultimate goal would be to attempt to address all risks you identified in Step 4, due to difficulty or expense, this is rarely accomplished (or even attempted).  Most organizations will certainly attempt to address the high risk items on the list from Step 4.  If enough organizational resources (money, time, expertise, etc.) is left after addressing the high level risks, then medium level risks are addressed.  Often times low level risks might not be addressed at all, or might be partially addressed (putting a fake alarm system sticker on a window for example).
Keep in mind that there may be several ways to address the vulnerabilities.  For example, there are a few different ways to address attack 3 in my example attack tree.  I could buy a metal front door (much more secure than the wood door I have now).  I could install an alarm system (this might address many potential attacks in the tree, but would be expensive). I could train my friendly dog to be an attack dog. I could install a locking door between main level of the house and the basement.  I could buy a comfortable cage for my cat, bolt the cage to the floor, and lock the cat in the cage whenever I leave the house (effective, but not very nice for the cat, and I’d probably forget to put the cat in the cage anyway).
To complete this section of your vulnerability assessment, list your high risk level items from Step 4, and describe how they could be addressed as demonstrated above. If you have fewer than three high risk items, explain how you would address your medium risk items.
Finally, provide a short summary which describes the best possible way in which you think your asset should be secured. This summary should address why you decided on this particular course of action, and should consider things like cost or time necessary to implement your decision.  Keep in mind that the best possible plan might be too costly, or just not realistic in terms of time commitment (I’m not going to hire a body guard for my cat, or take the time to physically secure my cat in a panic room every time I leave the house no matter how secure that makes my cat).
When your vulnerability assessment is complete (I would also like it to be professionally formatted), submit it on the Lab 2 assignment page in BBLearn.  As mentioned during several steps above, your grade will depend heavily on the completeness and comprehensiveness of your assessment.

Download my spreadsheet “Geffert Summary”.  This is a summary of information from the 2014 and 2015 “Economic Report of the President”.

 

 

1)    Are bond yields historically high or low?

 

2)    Are interest rates historically high or low?  What could explain why?

 

3)    Has the money supply increased, decreased or stayed the same since 2008?

 

4)    Is the rate of change in consumer prices (a measure of inflation) showing us rapid inflation?  Do you think that your answer to (6) above should show a different result from what you see in the rate of inflation?

Based on your reading of the article below, create a 4- to 5-page report in Microsoft Word document that covers the following questions:

Why is the hospital considering this additional service?
Does the hospital and community really need this service? Why or why not?
What should be the most important characteristics of a hospital in which one would want to have an open-heart surgery?
Is it financially viable for a hospital to offer this service? What costs and revenues would you predict to know the viability? Would any revenues cover the costs of offering this service?
In addition to the above, state any three instances that could go wrong if this service is offered.
Support your responses with examples.

Cite any sources in APA format.

“The Case for Open Heart Surgery at Cabarrus.”
It was a clear, crisp October morning in Concord, North Carolina. The board of trustees of Cabarrus Memorial Hospital gathered in the windowless, walnut paneled boardroom for its monthly meeting (see Exhibit 19/1 for board members). Board chairman George Batte opened the meeting saying, “Because we do not have an open heart surgery program, patients needing open heart surgery or coronary angioplasty have to be transferred to another hospital, causing inconvenience to the patient’s families and risks from delayed treatment. There are several questions we have to answer in addressing this issue. Should we add open heart surgery to the mix of cardiac services we offer? Does the hospital’s existing service area provide adequate patient volumes to support the program?

What role should the Duke University Medical Center play in the proposed program? Willwe be able to obtain the required certificate of need [CON] from the State of North Carolina’s Department of Health and Human Services? Will there be opposition to the CON from surrounding hospitals? What costs are likely to be incurred in the required renovation, construction, medical equipment, and staffing?”

Exhibit 19/1: CMH Board of Trustees

Mr. George A. Batte, Jr., Chairman (Retired Manufacturing Executive)
Mr. L. D. Coltrane, III, Vice Chairman (Telephone Company President)
Mr. Robert L. Wall (President, Cabarrus Memorial Hospital)
Mr. Dan Gray, Secretary (Executive Director, Charitable Foundation)
Mr. Durwood Bost, CPA (Retired Manufacturing Executive)
Mr. S. W. Colerider, Jr. (Retired Manufacturing Executive)
Mr. Gene Verble (Merchant and Retired Major League Baseball Player)
Mrs. Margaret C. West (Civic Leader)
He continued, “As you all know, one of the factors pressing a quick decision is the desire of Dr. R. S. “Chris” Christy to return to the staff of the hospital after completing his fellowship in cardiovascular surgery. He is being heavily recruited by other medical centers.”

Mr. Batte then asked Bob Wall, president of Cabarrus Memorial Hospital (CMH), to address the board on the issue. Mr. Wall said, “As we all know, our cardiac catheterization service is run by a Duke Medical Center physician. Our intent has been for the surgical portion of the heart program to be provided by Duke. Dr. Christy is completing a heart surgery residency through the Sanger Clinic and wants to return to Concord to practice.

Needless to say, we face a dilemma and there are very different points of view in our medical staff as to the structure and relationship involved in developing a full-fledged heart program at CMH. I bring this to your attention now because Dr. Christy has to make a career choice before January 1st.”

Trustee Batte reminded everyone, “Dr. Christy grew up in our community and worked part-time in the hospital while in high school and college. After medical school and a residency in general surgery, he practiced here at CMH prior to leaving to complete his fellowship in cardiovascular surgery. Dr. Christy was very popular among the staff and patients and I, for one, very much want to see him return.” (See Exhibit 19/2 for Dr. Christy’s biography.)

The board had to make its decision about the future of the cardiac program at CMH before offering Dr. Christy a position; however, it was clear that Dr. Christy could not wait too much longer to be offered a position by CMH. He had received multiple offers but, if he delayed, the offers might be withdrawn.
*
This case was written by Fred H. Campbell, The University of North Carolina at Charlotte, and Darise D. Caldwell, Executive Vice President and Chief Operating Officer, Northeast Medical Center. It is intended as a basis for classroom discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Used with permission from Fred Campbell.
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