🏷️ LIMITED TIME OFFER: GET 20% OFF GRADE+ YEARLY SUBSCRIPTION →
Log in
HomeClass Notes1,200,000US530,000

CAS RN 384 Lecture Notes - Lecture 11: Passover, Heinrich Himmler, Correlation Does Not Imply Causation

66 views5 pages
graywombat592
26 Apr 2016
School
Boston University
Department
Religion
Course
CAS RN 384
Professor
Steven Katz

For unlimited access to Class Notes, a Class+ subscription is required.

Document Summary

Not everyone was a young or single or as individual - no condition to run away or resists. You have people you need to care about and children and parents to care for. Reprisal is a big issue - repercussions of acting in a rebellious way. Entire population is penalised for an individual action. When you undertake an action, you have to consider the consequences very seriously. The jewish leadership was operating under false paradigm. The jews were always lied to to misdirect and confuse them. They thought that they could live as slaves and work for their freedom - life for work and work for life. The believed in the idea of making themselves so valuable to a system and a world short of labor to be saved. They operated under logic of slavery (master needs the slave as much as the slave needs the master; without a slave, the master has no power, no profit, no labor).

Get access

Grade+20% off
$8 USD/m$10 USD/m
Billed $96 USD annually
Grade+
Homework Help
Study Guides
Textbook Solutions
Class Notes
Textbook Notes
Booster Class
40 Verified Answers
Class+
$8 USD/m
Billed $96 USD annually
Class+
Homework Help
Study Guides
Textbook Solutions
Class Notes
Textbook Notes
Booster Class
30 Verified Answers

Related Documents

History 1265 Lecture Notes - Lecture 19: Sturmabteilung, Daniel Goldhagen, Jewish Question
fuchsiamole391
AS.190.209 Lecture Notes - Lecture 22: Greater Israel, Palestinian National Authority, Liberal Democracy
blushsnake856
HIST 295 Lecture Notes - Lecture 7: Righteous Among The Nations, Extermination Camp, Heinrich Himmler
amaranthduck598

Related Questions

proof read please

Society is changing constantly and families has different point of view of how to live their life or raise their kids. I think what we know so far as a family will change in the near future. Furthermore for my own personal experience I have seen great thing from the changes that have come over the past years to now and it was acceptable by the society however, People and society in general like good changes. My grandma at age of 13 yrs. old had kids and spouse and they used to stay home raising their kids and taking care the house, while spouse were working to bring food to their tablet and older kids in the household used to work to support their parent home too Versus now in 2016 that family are disintegrating, kids are isolating themselves from their family due to the technology and you see more divorce. I could imagine how family will be 100 year from now. I have seen that woman wants to be more independently and having kids is not their priority anymore because I feel that it won’t be no family 50 to 100 year from now. It will be a law that marriage couple are going to have 1 year marriage contract. I can say that many values come from our parents and most are very worthwhile and I pass those values to my kids and I would like to retain them, but Family values are different from culture to culture and tradition and there will be change by the time, based on these I could say that it won’t be moral and immoral activities 50 year from now. We are goings lose moral value and ethic and I will see population decrease causing higher dead and less birth because government will soon controlling family life by limit how many kids a marriage couple could have. Since technology offer a good and effectively way to keep in touch with family around the world, but I also think technology will also affect family in the household. However, technology is taking control when the one on one communication is falling apart. The social media preventing family from communicating and less interaction with family and the society won’t have too much talking. I probably happy to say that the only positive thing that I will see 50 to 100 year from now will be major diseases like Heart attack , diabetes and cancer will largely preventing by the time with new scientist and good technologies. As a family we need to know and stay focus of who we are, in what we personally think values stand for because our action won’t always stay of our deepest belief. There is gab between our life values, action and behavior and if we retain those values chances are that even though 50 year from now won’t matter how great the external rewards.

Employees at D-Bart’s San Jose facility have reason to be concerned. Division Manager Karen Howell received word from headquarters that the San Jose plant would be closed, with operations merged into the San Francisco facility. Most of the San Jose staff would be transferred to San Francisco, since the change was more an effort to save facility costs than to eliminate workers. Even so, approximately 20 percent of the San Jose staff would be let go. Howell was to work with supervisors to decide who would go and who would stay. Since there was no particular area that is to be reduced, Howell thought the most straightforward and equitable method to determine staff cuts was to eliminate 20 percent from each department, with termination decisions based on performance appraisal scores. She has reviewed appraisal records and generated a list of employees she believed should get notice. Howell has not yet shared her list with managers, and no general announcement has been made to employees. Managers have been informed of anticipated cuts and were asked to come up with suggestions on which employees to cut. Howell planned to meet with each department manager to finalize their decisions before they took any action. Howell met with Production Supervisor Dave Bradshaw this morning. They needed to cut five people from his department. Howell and Bradshaw both agreed that reductions would be difficult, but she was surprised when Bradshaw said, “I know this is going to be hard for some people, but it’ll be a good thing, too. I’ve got a couple of people I have wanted to get rid of for a very long time.” “Who’s that?” asked Karen. “Ben Renfro and Jackie Callahan,” Dave said without hesitation. “Why?” asked Karen, “They both have outstanding performance appraisals.” “Well, it doesn’t matter what the paperwork says,” he answered, “they’re both terrible. Renfro’s always wasting time chatting with other employees. He keeps everybody from working, and he never meets production goals. Callahan can’t get to work on time. I bet she’s late three days out of five.” “How do you know she’s late three days out of five?” Karen asked. “Have you kept a log or documented her absence?” “No, but I work with these people. I know what they’re doing. We’re pushed to meet production numbers,” Dave said in his defense. “We don’t have time for that paperwork stuff, and besides, people know they have to be at work on time. If they can’t even do that, we should just get rid of them!” Howell found much the same response from all the managers. It appeared that no one had been taking the appraisal process seriously. Feedback to employees had been haphazard at best, and discipline, if it had occurred at all, had been arbitrary and not properly documented. Managers simply checked off boxes on the appraisal forms so they could get back to the “real” work of production. Howell shook her head. Obviously, the existing performance appraisals could not provide reliable documentation on which to base reduction decisions. She would have to come up with a different plan for appraisals and reducing staff. SHRM is recognized as the source for this case study. Students will complete the assigned case study as a way to increase learning through application of course material in complex, real world situations. To complete the case study the student will:

• Identify and define the central dilemma presented in the case

• Select and gather pertinent areas of consideration, and identify critical data and stakeholders (if you need to make assumptions about any of the facts in the case, be sure to specify these assumptions in your analysis)

• Gather additional information and research as necessary

• Identify and investigate all appropriate possibilities to resolve the central issues, and present at least three different options

• Select and present the best solution and include support for the decision that recognizes positions of all the stakeholders

• Describe how to implement the best solution and include strategies to address the known challenges. Also include the likely implications of the selected solution.

Background

Dr. Eileen O’Toole bought the assets of the old “OK CareHospital” in 2010 believing the former company had gone out ofbusiness because of poor management rather then issues relating tomarket demand. The new “Extra Care Hospital” was a 24/7 emergencyhospital and the only one in the County. The closest direct rivalwas over 45 minutes in any direction. With many 80 hour weeks andthe help of friends, the new Extra Care Hospital was building astrong reputation in the community helping to overcome some of thenegative impact of one of the worst recessions in US history.

Dr. O’Toole immediately faced an unexpected issue of equipmentmaintenance/failure. While the new company had bought all theassets of the former company, this did not include the warranties,guaranties and service agreements that the former company hadreceived when the equipment was originally purchased.

Almost all clients/patients require blood work in earlydiagnosis and treatment. To perform these tests the company owned athree year old “Itech” Blood Analyzer that had recently begunacting up. It had been down for two days and the less sophisticatedback-up machine was showing signs of failure. If a new machine wasnot acquired or the current one repaired, the hospital would beunable to perform basic diagnoses.

Blood Analyzer Situation

When Dr. O’Toole called Itech to have the machine repaired, shelearned that there was neither a service agreement nor a warranty.Furthermore, the software on her machines was out of date.

Before signing and paying for a new service agreement, Dr.O’Toole decided to contact other equipment distributors about theirmachines. Dr. O’Toole contacted a competitor, “Hester”, andinquired about what kind of deal Hester could offer on a newmachine. The next day, a “sample” Hester DC-70 blood analyzerarrived for Extra Care to use while their Itech machine wasdown.

The hospital staff were trained the same day and were excitedlytalking about the new Hester machine when Dr. O’Toole came in laterthat day.

Razors and Blades

In the medical / healthcare industry many procedures requirespecial equipment and “consumables” that would only fit specificmachines. For example, a Hester blood analyzer required specificcartridges that uniquely fit its machine and contained specialchemical formulas that in conjunction with the analyzer actuallyperformed the various tests on the blood sample. Itech sold adifferent cartridge that only fit its analyzers. Thus the inventoryof “panels” or cartridges that Extra Care possessed only workedwith Itech machines. Needless to say, both Itech and Hester madesubstantial profits on their consumable business. Once theirmachine was purchased, the customer had no choice on their vendorfor the related consumables. Much like once you buy a particularrazor you could only buy blades from the same company.

Many industries use this “Razor and blade” or “recurringrevenue” business model. For example, Ink Jet printers are oftenpractically given away so as to build the demand for the highlyprofitable ink cartridges.

Hester’s Blood Analyzer cartridges were less expensive then wereItech’s, as the volume of usage grows with the business, the gap inoperating cost of the two machines grows as well.

Itech Estimated Costs

Cost to purchase: $ 25,999 (in year 8)

Life Expectancy: 10 years

Annual Service Agreement: $1,300

Cost of Annual Calibration (varies with use): $400 (currentyear)

Estimated cost of consumables (varies with volume/usage):$15,114 (Year 1)

Cost to install new linking software: $500 (waved)

One time credits/discount awarded for other Itech consumables:$2,000

Extra-Care Hospital currently earns $50,000/yr in Blood AnalysisRevenue

Hester Estimated Costs

Cost to purchase: $ 16,694 (the price after the 20% discount

Life Expectancy: 10 years  Annual Service Agreement: $750

Cost of Annual Calibration (varies with use): $175 (currentyear)

Estimated cost of consumables (varies with volume/usage):$13,434 (current year)

Cost to install new linking software: feature not available

Extra-Care Hospital currently earns $50,000/yr in Blood AnalysisRevenue

The Alternatives

Option 1 – Stay with Itech 3 year old machine: Itech will giveExtra Care a one time $2000 of credits for the purchase ofconsumables over the next 2 years and will provide two newservices: (1) integration into the company’s hospital managementsoftware to automatically link blood tests with client records andinvoices thus eliminating the need for staff to enter the chargesthemselves, and (2) a link to Itech laboratories allowing automatedsoftware updates and Itech lab results to be downloaded to companyrecords. Additionally, Itech will bring the current Extra Caremachine up to current specs or replace it with one that is. Theblood analyzer needs to be calibrated at a frequency related tousage. High use requires more frequent calibration. Itech willreduce the price of the chemicals needed for the calibrationprocess.

Option 2 – Purchase the Hester DC-70  Hester has reduced thepurchase price by over 20%. Hester’s machine has a lowercost of calibration. Hester’s machine uses lower costconsumables.

Extra Care Hospital growth is expected to grow at about 10-15%per year with a direct 10-15% growth in blood tests.

Questions

1. Dr. O’Toole wonders if she should take this opportunity toswitch from the current 3 year old Itech blood analyzer to the newHester DC-70. What would be the financial implications over thenext 10 years?

2. Also, she wonders what the operational considerations mightbe with regards to staff training, dependability, etc.

3. Dr. O’Toole read recently that, on average, hospital staffforgets to bill for about 15-20% of the services provided. If herstaff was similar to the industry norm then would the Itechsoftware link to the Extra Care Hospital management software leadto an increase in revenue? If so, how would that 15-20% increaseaffect her decision?

4. Dr. O’Toole wonders what other factors should be included inher analysis?

Financial Assumptions

10 year analysis period

Cost of capital (discount rate): Low risk investments: 10%Medium risk investments: 15% New ventures other high risk: 25%

Replace Itech in year 8 for $25,999

Hester machines last for 10 years

No impact for inflation, work in constant dollars

Cost of calibration and consumables increase with revenueincreases.

No increases to cost of annual service contract