Read Case 14: Cooper Green Hospital and the Community Care Plan. Answers the following questions.
Why do you think the components of this system are underutilized? (Please note that this is not just a problem of poor marketing and communication.)
What would you do to increase the utilization of these services and attract a greater mix of paying patients? State at least four steps or actions you would take for this.
Support your responses with examples in a 2-4 page APA formatted Word Document. Include an introduction and conclusion. Cite any sources in APA format.

Legal Dilemma
You are the hospital administrator for a county hospital, which is funded in a large part by that county’s property taxes. You discover that you have an indigent patient who has been mistakenly admitted as an inpatient to the hospital strictly for dialysis treatment. The hospital does not, as a general practice, provide only dialysis treatment for patients. This is beyond the scope of the hospital’s mandate and is therefore, an inappropriate use of local property tax funding.
If the indigent patient is discharged from the hospital and dialysis treatment is terminated, the patient will become toxic and experience severe physical consequences, even death. However, if the patient is kept in the hospital for purposes of dialysis treatment only, the hospital must assume the burden of the patient’s debt, without revenue to cover the associated cost.
Based on your understanding of the above scenario, create a report in a Microsoft Word document that includes an analysis using the classic decision model to keep the patient in the hospital or discharge them.
Include:
An introduction
Definition of the problem.
Identification of the stakeholders.
Identification of alternative solutions.
Evaluation of alternative solutions.
Solution chosen and how to implement it with the stakeholders.
Conclusion and reflection of this process.
To support your work, use your course and textbook readings and also use the South University Online Library. As in all assignments, cite your sources in your work and provide references for the citations in APA format.
Submission Details:
Your assignment should be addressed in a 2- to 3-page document.

800 words.
QUESTION 1
Discuss three nonverbal differences you might encounter if you are transferred to manage a company in Rio de Janeiro, Brazil
Your response must be at least 200 words in length
QUESTION 2
Discuss the importance of understanding cultural differences when negotiating with people in another country.
Your response must be at least 200 words in length.
QUESTION 3
Explain some of the differences in information systems in other countries and the effect those differences have on business relationships.
Your response must be at least 200 words in length.
QUESTION 4
Explain how it is that people from different countries who speak the same language may still miscommunicate.
Your response must be at least 200 words in length.

Write a memo to the department heads of Pegasus to describe the goals of the change initiative, which is the reorganization. In this memo, you must do the following:
Gain the trust of the department heads by offering a clear explanation of the need for change.
Briefly outline the steps you may use to facilitate this change process.
Describe how you would like to involve the department heads with this process.

You are an internal consultant directed to plan the reorganization for Pegasus Company, a large aerospace research and development company. You work in the human resource development (HRD) department and have three direct reports. Your team has never experienced reorganization, and you will be responsible for coaching them as well as facilitating the reorganization itself. The goal for you and the HRD team is to help Pegasus remain effective and efficient in today’s competitive marketplace.
Pegasus is widely known for its wind tunnel research technology. Scale models of new products (planes, helicopters, jets, space shuttles, etc.) are tested for imperfections, safety, and practicality. Pegasus is comprised of engineers, computer-aided design (CAD) designers, scientists, model makers, and administrative staff. The company started out small and has grown rapidly over the past few years. With that growth came the company’s organization into departments by skill group (e.g., engineering, design, R&D). By now, people in different skill groups do not communicate to each other except to pass along designs, projects, and other pertinent ideas to complete project goals. This has caused many problems in the past because each type of worker has his or her own language for his or her subculture of the organization. Therefore, projects take a long time to complete because of mistakes in the plans, redoing the mistakes, and failing to take into account the specifications of the scientists and engineers by the CAD designers because they have not been clearly communicated. The administration and leadership of the organization lack good skills in interpersonal communications because of their heavy science background, and they also need leadership training in the form of management and executive development.
The culture of the organization has been what has kept most people there, not the compensation. In the past, the organization was open, nonhierarchical, and it enabled employees to pursue their professional passions. The main piece of the culture of Pegasus that has always led to retention of employees is that the employees feel as though their jobs are their life and that they have accountability for their part to the greater whole of whatever project on which they are working.
Many employees feel like the company is disintegrating because of the difficulties in communication which, in turn, makes it more difficult to get the projects completed in a timely manner. This is leading to rumblings among the staff about leaving Pegasus. Because Pegasus is located in a highly concentrated technical area of the country, there are other companies that pay better and seem to be more competitive for contracts. The leaders of Pegasus are afraid of losing their best and brightest employees and feel the pressing need to streamline their organization to remain effective, efficient, and competitive.
You, as the lead internal consultant, are first tasked with restructuring the organization. This may mean a reduction in force (RIF). You hope you can restructure without a RIF. You will also need to bring the various teams of employees together and teach them communication skills, process skills, and leadership skills that can hold the company together. You have your work cut out for you.
Your HRD team is not familiar or comfortable with the role of consultant. Discuss with them the roles, functions, and responsibilities of consultants to their clients. Are there differences between internal and external consultants?