MBA Health Services & Risk
Management Purpose 2
Handbook
Strategic Healthcare
Industry Planning
2016
2016
Metropolitan College of New York
School for Business
Metropolitan College of New York
kvelasco
TABLE OF CONTENTS
Introduction: The Health Services and Risk Management (HSRM) MBA Program………………………...3
Overview of Purpose 2: Strategic Healthcare Industry Planning…………………………………………….4
The Purpose Dimension: Strategic Healthcare Industry Planning…………………………………………....8
The Skills Dimension: Managerial Economics……………………………………………………………...11
The Self and Others Dimension: Healthcare Technology Management…………………………………….13
The Value and Ethics Dimension: Healthcare Risk and Quality Management……………………………...14
The Systems Dimension: Healthcare Data Analytics and Dicision Support………………………………...15
MBA Foundation Courses………………………………………………………………………………..….17
MBA Constructive Action Rubric…………………..…….………………………..……………...………...18
MBA HSM Purpose 2 Constructive Action Working Outline…………………………………….…………22
Constructive Action Document Template…………………………………………………………………....42
MBA Health Services & Risk Management Purpose 2 Handbook 2016
2
INTRODUCTION: THE MCNY MBA HEALTH SERVICES & RISK MANAGEMENT
PROGRAM
The MCNY’s Health Services and Risk Management MBA program is specifically and uniquely designed
to develop quality management practitioners for healthcare industries capable of creating corporate
cultures in which individual initiative and participation will result in job commitment, enhanced
productivity, and improved quality. The goal is to ultimately enhance students’ professional mobility,
engage them in the positive development of healthcare business and social communities, and encourage
exemplary moral and ethical behavior.
The program is oriented towards a practitioner-based model where management theories are fully
integrated into the curriculum and students are expected to complete their respective programs with a
tangible outcome, through the Constructive Action (CA). It does so by integrating management theory,
practice and performance, focusing on the imaginative and entrepreneurial thinking and problem solving
skills essential for today’s globally driven and technologically converging healthcare services and
environments. It is expected that upon completion of the program, students will demonstrate mastery of
skills in leadership, communication, strategic thinking, diversity management, financial analysis, change
management, and accountability that are necessary for successful healthcare managerial responsibilities.
Delivered by healthcare industry experts using MCNY’s Purpose Centered Education model, this CA
helps students combine analytical study of core healthcare industry planning topics gained through the
relevant dimensional courses.
In addition to the general goals of the MCNY MBA program, students in the Healthcare and Risk
Management program will gain knowledge to: Master the personal and professional skills necessary to
effectively lead and work within teams; Master the skills necessary to engage all relevant parties in the
development of the healthcare business and social community; Master the skills to effectively operate in
the local and global healthcare environment and develop long term strategies to positively impact
healthcare environments and organizations; Make ethical decisions guided by thought, analysis, and
compassion. After attainting an MBA in Healthcare & Risk Management from MCNY, graduates of the
program will lead the process of change for self, others and for a sustainable global community.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
3
OVERVIEW OF PURPOSE 2: STRATEGIC HEALTHCARE INDUSTRY PLANNING
Students apply knowledge obtained from their Constructive Action in Purpose 1 to develop a
comprehensive strategic healthcare plan for their chosen healthcare venture. They will also learn that
well-written and exhaustive healthcare plans are not only important in developing an entrepreneurial or
intrapreneurial opportunity, but also essential in determining the allocation of resources, obtaining or
securing them and successfully managing the resulting venture.
PURPOSE ACHIEVEMENT ABILITIES
The knowledge and skills acquired in engaging in this Constructive Action to achieve a worthwhile
Purpose are embodied in 24 Abilities that are grouped by Dimension.
PURPOSE DIMENSION ABILITIES
STRATEGIC PLANNING
1. Explore opportunities to improve the world.
Identify the social, political, economic and technological challenges and climates faced by intra or
entrepreneurial h e a l t h c a r e businesses, stakeholders and constituencies and develop plans to
address and/or overc ome them;
Define goals that are critical to achieving successful h e a l t h c a r e business opportunities that are
consistent with the venture you want to develop.
2. Choose the best goal.
Develop an industry and market assessment for your particular venture taking into consideration
your potential local, national and global stakeholders and constituencies;
Identify feasible, sustainable and measurable financial and strategic objectives for your proposed
entrepreneurial or intrapreneurial healthcare venture.
3. Agree on a plan.
Identify the business model and effective strategies to implement the venture with defined metrics.
4. Carry out the plan. Monitor progress and use of knowledge. Change plan as needed.
Develop the business and marketing plans with proposed performance milestones, outcomes and
measures, to allow for effective and accountable implementation of the venture and modification of
plans and strategies as needed.
5. Assess the results and plan the next steps.
Assess the h e a l t h c a r e business development and marketing strategy results, define strategic
implementation projects and layout future course of action to launch and strategically manage
your entrepreneurial or intrapreneurial venture.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
4
SKILLS DIMENSION ABILITIES
MANAGERIAL ECONOMICS
6. Identify and use appropriate critical thinking skills.
Identify and incorporate sound Managerial Economics concepts in making and managing business
decisions and performance.
7. Identify and use appropriate mathematical skills.
Identify and apply appropriate economic theories to develop and support business models in
entrepreneurial/intrapreneurial ventures.
8. Identify and use specialized skills required by the Purpose.
Identify and incorporate the appropriate managerial economic theories and tools that can support
business development and growth as appropriate.
SELF AND OTHERS DIMENSION ABILITIES
HEALTHCARE TECHNOLOGY MANAGEMENT
9. Describe self in relation to the Purpose.
Understand how technology and globalization have impacted strategic h e a l t h c a r e
management decision making.
10. Appreciate experience and views of others.
Develop appropriate tools to communicate with constituencies and business stakeholders consistent
with emerging technology while developing, implementing and measuring strategic healthcare
p r o gr a ms .
11. Build good relationships.
Understand the role of t e c h n o l o g y i n d e v eloping successful healthcare business strategies
and analyzing market opportunities to develop methods of customer relationship management for
your business while building sustainable viability and growth.
12. Communicate through reading, writing, speaking, and other modes of expression.
Understand the principles and practices for developing strategies, technical communication and
promotional messages for to reach customers and end users.
13. Promote growth in self and others.
Identify and incorporate methods to exploit emerging technological advances in marketing to
operate a successful business, make a positive impact on and empower local, national and global
communities within which your venture operates.
VALUES AND ETHICS DIMENSION ABILITIES
HEALTHCARE RISK AND QUALITY MANAGEMENT
14. Clarify own values in relation to the Purpose and in relation to your Healthcare Industry
Venture.
Identify ethical principles for the organization as related to the healthcare business plans in relation to new
healthcare business opportunities.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
5
15. Describe individual and group values in past and present.
Describe your healthcare quality management project stakeholders; perform stakeholder analysis and
determine success criterion, including cost, time and efficiency.
Define critical success factors that lead directly or indirectly to the success of the healthcare quality
project or healthcare business.
16. Identify value issues as they arise.
Identify healthcare quality project risks that have been faced by other project managers and explain
mitigation strategies.
17. Use ethical reasoning.
Understand and incorporate the appropriate professional codes of behavior and philosophical
principles guiding ethical decision making while performing impact analysis and anticipating
effects of change on the business venture .
18. Act on ethical principles.
Incorporate and develop plans as part of your strategic h e a l t h c a r e business plans that are based on
ethical principles, policies and procedures consistent with ethical and moral decision making on sound
project management principles and contemplates issues arising in change management methods adopted
for your healthcare business venture.
19. Respect capacity of others to make the world better.
Incorporate best practices into strategic business p l a n s that have been previously employed by others
businesses, stakeholders and constituencies in local, national and global communities in healthcare
business, forging positive partnerships and business relationships as appropriate.
SYSTEMS DIMENSION ABILITIES
HEALTHCARE DATA ANALYTICS AND DECISION SUPPORT
20. Describe natural, economic, social, and technological systems related to the Purpose.
Anticipate and develop strategic healthcare business plans based on available resources and key
stakeholders that address the various competitive forces in business and incorporates the core
competencies related to sustained viability and growth for successful local, national and global businesses
in these industries.
21. Develop conceptual modes of systems.
Employ and incorporate the organizational decision making models suitable for your venture.
22. Identify strengths of systems.
Identify and exploit strengths of the various analytical models within the healthcare industry of your
business venture on a local, national and global level.
23. Identify weaknesses of systems.
Anticipate and plan for weaknesses within the various business models within the healthcare industry of
your business venture on a local, national and global level.
24. Make systems better.
Develop strategic plans that identify skill requirements, training and development necessary to improve
existing and potential future opportunities and threats for successful business models and operation.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
6
PURPOSE PERFORMANCE ASSESSMENT
The Performance Achievement Abilities constitute the standards for assessing student performance in
their Constructive Action to each Purpose. Students are assessed on their development, integration and
mastery of these 24 Abilities in carrying out their Constructive Action.
The attached rubric serves as a guide to assess the completeness and success of the student’s Constructive
Action as demonstrated in the creation of their Constructive Action Document based on a set of criteria
and standards linked to the Purpose.
The specific Course Objectives (or Learning Outcomes) in each Dimension establish the standards for
assessing student proficiency in the MBA Common Professional Components and industry specific
knowledge and expertise. The Professional Competency Topics in each course provide the guidelines for
accessing students’ theoretical understanding of their business specializations; such classroom
assessments include assignments, essays, quizzes, exams, presentations, peer reviews, and class projects.
The School for Business also adopted the Peregrine Tests as the objective tool used to assess and measure
the acquisition and proficiency of critical knowledge and understanding of core MBA and specific
Purpose Centered Education competencies by students in their classes
MBA Health Services & Risk Management Purpose 2 Handbook 2016
7
THE PURPOSE DIMENSION : STRATEGIC HEALTHCARE INDUSTRY
PLANNING
PURPOSE SEMINAR/PRACTICUM OVERVIEW
The Purpose Dimension is where students actualize their Constructive Actions. The Purpose Dimension
seminars are the critical forums where, via discussions, planning, research, and shared exploration of
problems and solutions, student learning is assessed, clarified and put into contextual focus. In these
seminars, each student contributes actively by bringing ideas, research findings, specific problems, and
plans concerning his or her specific Constructive Action to share with other students. Additionally, a goal
of each seminar is to foster and apply skills critical to developing professional and mutually beneficial
relationships among students. As mutual contributors, students bring their insights from fieldwork,
assigned readings, and lectures in the other Dimension classes into a focus that integrates theory with their
individual Constructive Actions.
A critical part in the development of student’s Constructive Actions is the field component. Students are
required to apply what they have learned in the classroom with their experiences with real world products,
companies and/or organizations. As such, students will need to identify an appropriate field placement to
execute their Constructive Action. The field experience may vary from one Purpose to the next if
necessary and can be achieve via any of the following:



Current Employment work site – Student may use their existing employment to effectuate their
projects;
Internship Placement – Students may use an approved internship site to effectuate their projects;
Mentor Match – Students may be guided by an approved mentor in their specific area of inquiry to
effectuate their projects.
Each student’s Constructive Acton will be specific to his/her area of interest. For example, a student may
opt to create a new business, new products and services to serve unmet industry needs, or to enhance
performance with business growth potentials by utilizing the knowledge acquired. Their Dimension
classes will allow them to analyze and apply the statistical data, as well as the industry and field research
acquired through field assessments conducted during internships, job site assessments, industry field
interviews, or mentor match arrangements with professionals in similar business ventures.
CONSTRUCTIVE ACTION OVERVIEW
In Purpose 2, the Strategic Healthcare Industry Planning Purpose the students will develop a
comprehensive strategic healthcare business plan for their chosen entrepreneurial and/or intrapreneurial
healthcare venture. It is expected that during this Constructive Action, students will integrate and apply
studies of the other Dimension classes, which will cover quantitative managerial economics skills,
healthcare risk and quality management, healthcare technology management, and healthcare data analytics
and decision support into the planning of their specific Constructive Action. It is expected that students
will apply knowledge acquired through their field experiential learning, as well as through professional
networking and communications with other business stakeholders to validate the value and strength of
their plans.
For their Purpose 2 Constructive Action document, students will maintain a record of all progress in the
form of logs, detailed with an evaluation of each recorded event to facilitate the revision of the healthcare
MBA Health Services & Risk Management Purpose 2 Handbook 2016
8
plans as necessary. They are required to explain how they are using their applied knowledge and ideas to
actualize the Purpose. Finally, students will analyze the effectiveness of their plans by drawing on
feedback from mentors, supervisors, and other significant participants as well as from knowledge acquired
from each Dimension class.
COURSE DESCRIPTION
For their Purpose 2 Constructive Action, students will apply knowledge obtained and the strategic
industry assessment conducted for their Constructive Action in the prior semester, to develop a
comprehensive strategic healthcare business plan for their chosen entrepreneurial and/or intrapreneurial
healthcare venture. They will also learn that a well-written and exhaustive business plan is not only
important in developing an entrepreneurial or intrapreneurial opportunity, but also essential in
determining the allocation of resources, obtaining them and successfully managing the resulting venture.
When or where appropriate, students will also plan and build a website that can be used in marketing or
implementing elements of their entrepreneurial and/or intrapreneurial venture. At the end of this
Constructive Action, students will present their strategic healthcare business plans, which will serve as the
necessary background material upon which to implement, manage and evaluate their venture in their
Purpose 3 Constructive Action the following semester.
COURSE OBJECTIVES
Students are expected to:
1. Develop strategic healthcare business models and plans which support new products or services
within the industries relative to the chosen venture that can effect positive change;
2. Develop anticipated goals and milestones for how provision of their products or services in the
industries will bring about positive change in society;
3. Devise a plan for how their ventures will meet the needs of a specific industry, potential clients
or consumers and other key constituents including identifying objectives and realistic strategies
for sustained economic viability and success;
4. Prepare a detailed strategic healthcare business plan addressing all necessary economic, legal,
financial, marketing, accounting, staffing, information management, and community needs to use
to implement and manage their planned entrepreneurial or intrapreneurial venture;
5. Maintain a record of all progress in the form of logs, detailed with an evaluation of each recorded
event to facilitate revision of the research report;
6. Document and demonstrate how they are using knowledge and ideas gained through field
experiences and Dimension classes to achieve the Purpose.
7. Assess the effectiveness of their plans, drawing on feedback from mentors, supervisors, and other
significant participants as well as from knowledge acquired from each Dimension class.
PREREQUISITE
Student must have successfully completed Purpose 1 Constructive Action on Strategic Healthcare
Industry Analysis. Students must also have access to a computer, the Internet, MCNY's Moodle LMS,
turnitin.com, and Microsoft Office Suite 2007 or later.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
9
PROFESSIONAL COMPETENCY TOPICS






Healthcare Business Development and Marketing Goal Setting: Short and Long Term
Identify and describe forecasting philosophies, approaches and methods
Financial projections for business and market planning
Negotiating access and research ethics
Collecting, analyzing and applying primary and secondary researches to make professionally sound,
viable and sustainable business decisions and projections
Writing and presenting strategic healthcare business and marketing plan
REQUIRED TEXTS
This Purpose Handbook and Additional Materials as provided by the Instructor
SUPPLEMENTAR READINGS
Zuckerman, A. M. (2012). Healthcare Strategic Planning. Healthcare Administration Press (HAP).
ISBN: 978-1-56793434-2.
Harrison, J. P. (2010). Essentials of Strategic planning in healthcare. Healthcare Administration Press
(HAP). ISBN: 978-1-56793-348-2
MBA Health Services & Risk Management Purpose 2 Handbook 2016
10
THE SKILLS DIMENSION: MANAGERIAL ECONOMICS
OVERVIEW OF MANAGERIAL ECONOMICS
Managerial Economics is the application of economic theory and methodology to managerial decision
making problems within various organizational settings such as a firm or a government agency. The
emphasis in this course will be on demand analysis and estimation, production and cost analysis under
different market conditions, forecasting and decision-making under uncertainty. Students taking this
course are expected to have had some exposure to economics and be comfortable with basic algebra.
COURSE DESCRIPTION
The course covers the basic principles and techniques of micro and macroeconomic analysis applicable to
business decisions. Drawing upon modern managerial economics, this course will develop students'
ability to apply the tools of economic analysis in the decision making process for for-profit and non-profit
organizations. Topics include fundamental legal and practical considerations of financing packages;
market structure; pricing and resource allocations; applications of managerial strategy and public policy
with an emphasis on competition; market power and a business firm's optimal response to government
regulation. Specifically, topics to be examined in this course are the evaluation of choices and
alternatives, profit measurement, economic optimization, demand and supply estimation, profitability
forecasting, production and competitive markets, competition and long-term investment decisions. This
course will require students to apply these tools in the planning and development of your Constructive
Action project.
COURSE OBJECTIVES
1. To apply economic tools such as demand and supply techniques to business and administrative
decision-making.
2. To make ethical decisions based on limited resources and determine the socially optimal decision
while maintain stakeholders and society interest.
3. To demonstrate the ability to collect, organize, analyze and process economic data and information
for decision-making.
4. To develop demand and cost estimations for products and services for Constructive Action and longterm production strategies.
5. To explain market structures such as monopolies, oligopoly and monopolistic competition and
determine short run and long term profit maximization conditions.
PREREQUISITE
Student must have taken an undergraduate or MBA foundation course on Principles of Economics and
Finance within the last 5 years with a grade of B- or better in each. Students must also have access to a
computer, the Internet, MCNY's Moodle LMS, turnitin.com, and Microsoft Office Suite 2007 or later.
RELEVANCE TO CA
This course builds on the Constructive Action (CA), Purpose 2 on Healthcare Business Planning,
Development and Marketing. The goal of this purpose is to develop a broad understanding and working
knowledge of how healthcare customers, business, and suppliers interact with each other. Students can
apply demand estimation and analysis, production cost analysis, market structure and analysis output to
develop their constructive action. (Exercises will be assigned in class.)
MBA Health Services & Risk Management Purpose 2 Handbook 2016
11
REQUIRED TEXTS
Paul, F. (2014). Economics for Managers, 3rd Edition. New York: Prentice Hall. ISBN No. 9780132773706.
Healthcare business cases assigned.
ADDITIONAL RECOMMENDED READING MATERIALS:
Mankiw, N. G. (2014). Principles of Macroeconomics, 7th ed. South-Western College Pub.
Coppock, L. and Mateer, D. (2013). Principles of Macroeconomics. W. W. Norton & Company.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
12
THE SELF AND OTHERS DIMENSION: HEALTHCARE TECHNOLOGY
MANAGEMENT
COURRSE DESCRIPTION
Information technology advancements play a major role in health care efficiency, safety, and quality health
outcomes, making this course essential for all health care professionals. This course is designed to give
students a comprehensive look into Health Management Information Systems (HMIS). Topics include:
information systems from a managerial perspective; roles of chief information officers (CIOs), chief
technology officers (CTOs) and chief knowledge officers (CKOs) in healthcare services organizations and
systems; HMIS hardware/software and database concepts; HMIS standards, privacy, and security; HMIS
communications and networking concepts; HMIS analysis, planning, designing, implementation, evaluation,
and management and support; use of HMIS emerging technologies and its impact on human health, like ehealth, telemedicine, and HMIS implications for efficient healthcare resources management. The course also
allows students apply leadership to Health Information Systems quality improvement (QI) projects.
COURSE OBJECTIVES:
By the end of the semester, the students should be able to:
1.
2.
3.
4.
5.
6.
Design health information system based on current applicable state and federal laws.
Demonstrate leadership in the application of information technology to strategic planning.
Evaluate the role of a health information system in continuous quality improvement (CQI).
Integrate health information system data in systems planning, improvement, and marketing.
Demonstrate the ability to manage health information systems data with sensitivity to diversity.
Evaluate the use of health information systems data in health care decision-making models.
REQUIRED TEXT
Glandon, G. L, Smaltz, D. H, & Slovensky, D. J. (2014). Information Systems for Healthcare Management,
8th ed. HAP-AUPHA. ISBN: 978-1-56793-599-8
RELEVANCE TO CA
This course covers various topics on the health management information systems as well as the roles and
responsibilities of CIOs/CTOs/CKOs. Also covered in this course are assessment, analysis, planning,
designing and implementation of HMIS as well as evaluation of HMIS in the management of healthcare
resources. In this Purpose 2: Strategic Healthcare Industry planning, students develop a comprehensive
strategic business and marketing plan for their chosen entrepreneurial and/or intrapreneurial venture. They
will also learn that a well-written and exhaustive business plan is not only important in developing an
entrepreneurial or intrapreneurial opportunity, but also essential for determining the allocation of resources
and successfully managing the resulting venture in which HMIS could be great tool.
This course in the Self and Others Dimension helps students deepen their understanding of the needs,
problems and goals of participants in management situations including themselves, consumers, and coworkers.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
13
THE VALUE AND ETHICS DIMENSION: HEALTCHARE RISK AND
QUALITY MANAGEMENT
COURSE DESCRIPTION
This course will employ performance and quality strategies to assess and refine projects specifically focusing
on design and data collection, measurement and analytics, and communication to inform business decisions.
Assessing risk management includes a review of the regulatory, financial and business processes of the
organization to ensure compliance and efficiency. A major emphasis of this course is processes to achieve
quality and efficiencies. This course examines, employment practices as well as various general risk
management concepts and strategies. The course further includes an emphasis on medicine and the risks
associated with electronic medical records. It culminates with the impact of risk management practices on the
improvement of healthcare quality in diverse medical settings.
COURSE OBJECTIVES
By the end of the semester, the students should be able to:
1. Implement risk management policies and procedures for an organization.
2. Assess performance/quality initiatives and make recommendations maximizing effectiveness and
efficiency.
3. Create risk management initiatives to inform policy changes.
4. Analyze, plan and coordinate a quality improvement project.
5. Relate risk management to healthcare quality and develop a risks management communication.
PREREQUISITE
Student must have access to a computer, the Internet, MCNY’s Moodle LMS, turnitin.com, Microsoft Office
2007 or later version, including Microsoft PowerPoint, Microsoft Excel and Microsoft Word.
RELATIONSHIP TO CA
This course is in Purpose 2: Strategic Healthcare Industry Planning. Through this purpose, students will be
guided through the development of entrepreneurial or intrapreneurial (corporate venturing) strategic business
development and marketing, while assessing competitive environments and future performance prospects in
furthering the development of their personal and unique ventures through Constructive Actions. Students will
build from their analysis from Purpose 1 and will begin the development of the business plan necessary to
launch their business.
This course is a Values and Ethics dimensional course. The aim of this sequence is to help students become
aware of the ethical, moral and legal choices facing management professionals. Students will explore moral
values and legal concerns related to ethical management and quality service. They will develop critical
frameworks for analyzing and evaluating issues that arise in connection with personal and professional
practices.
REQUIRED TEXTS
Kavaler, F. and Alexander, R. S (2014). Risk Management in the Healthcare Institutions: Limiting Liability
and Exchanging Care, 3rd ed. Jones and Bartlett Learning. ISBN: 978-1-4496-4565-6
MBA Health Services & Risk Management Purpose 2 Handbook 2016
14
THE SYSTEMS DIMENSION : HEALTHCARE DATA ANALYTICS AND DECISION
SUPPORT
COURSE DESCRIPTION
Large amounts of healthcare data have become available in various healthcare organizations that could be a
great resource for providing insights and improving care delivery and reducing waste. The enormity and
complexity of these datasets present great challenges in analyses and subsequent applications to a practical
healthcare environment. This course familiarizes the students with characteristics and related analytic
challenges of dealing with enormity and complexity of these data teaches the students them the concepts, tools
and technologies used in health data analytics. Students master the use us e of proprietary (SPSS, SAS) and
open-access analytical software (R) for discovering new information and applying it to operational decision
making of the healthcare and healthcare–related organizations.
COURSE OBJECTIVES
By the end of the semester, the students should be able to:
1.
2.
3.
4.
5.
6.
Categorize types of data collected and stored in healthcare organizations.
Outline the data storage technologies (data warehousing, data mart, data repositories).
Select appropriate data analytics tools and technologies (proprietary/open-source: SAS/R).
Perform health data analytics using the selected tools: SPSS, SAS, R.
Interpret the results of statistical methods and data analytics tools.
Employ results of the health data analytics in the healthcare operational decision making.
PREREQUISITE
Student must have access to a computer, the Internet, MCNY’s Moodle LMS, turnitin.com, Microsoft
Office 2007 or later version, including Microsoft PowerPoint, Microsoft Excel and Microsoft Word.
RELEVANCE TO CA
In the Purpose 2 CA, the students develop a plan for a healthcare industry (hospital, ambulatory services,
long-term care and rehabilitative facilities, etc.) by integrating the knowledge and skills gained in the
Purpose 2 Dimension classes, namely healthcare risk and quality management, healthcare technology
management, healthcare data analytics and decision support, and managerial economics) as well as gained
previously in classroom or work place settings.
The course covers health data analytical topics, like data warehousing, data mart, and performing
statistical analyses using health data analytical tools to determine the hidden trends and use them in the
planning of healthcare operations, and as such has pertinence to the Purpose 2 CA – Strategic Healthcare
Industry Planning.
The aim of the Systems sequence, in which this course resides, is to help students understand and analyze
the systemic nature of healthcare industry in the context of historical, political, economic, and social
forces relevant to the development of healthcare industrial economy.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
15
REQUIRED TEXTS
Strome, T. L. (2013). Healthcare Analytics for Quality and Performance Improvement. Wiley.
ISBN: 978-1-118-51969-1
MBA Health Services & Risk Management Purpose 2 Handbook 2016
16
MBA FOUNDATION COURSES
MANAGERIAL STATISTICS
MBA 501 FDN
(1.5 Credits)
This foundation course introduces students to statistics useful for their MBA studies and for solving
managerial problems. Students will learn a variety of techniques and tools to solicit, evaluate and
communicate information for problem solving purposes. The course teaches the concepts and
applications of business statistics, as well as providing the students the opportunity to observe and
actually carry out computer-generated solutions using SPSS and Microsoft Excel.
PRINCIPLES OF MANAGEMENT & MARKETING
MBA 502 FDN
(1.5 Credits)
This foundation course teaches management principles to tomorrow’s business leaders by weaving three
threads: strategy, entrepreneurship and active leadership. Students will also be exposed to key concepts of
marketing in today's business environment such as service, sustainability, ethics and social responsibility,
global coverage, and metrics.
PRINCIPLES OF FINANCIAL ACCOUNTING
MBA 503 FDN
(1.5 Credits)
This foundation course teaches fundamental accounting procedures and the uses of accounting
information. Topics include: recording transactions; controlling, costing and analyzing inventories;
reporting and controlling liquid assets; measuring and reporting long-operating assets; current and
contingent liabilities; the time value of money; analyzing and reporting owners' equity; balance sheets and
statements of cash flow; and managing and accounting for corporate income tax.
PRINCIPLES OF ECONOMICS & FINANCE
MBA 504 FDN
(1.5 Credits)
This foundation course helps students to understand the practicality and relevance of economics and
finance with a variety of illustrations and insights. Economics topics include: classical vs. modern
economic thought; supply and demand; elasticity; competition and Monopoly; inflation and
unemployment. Finance topics include: the Federal Reserve System; FOMC and the money market;
interest rates; financial Structure; investment decisions.
REQUIRED TEXTS
Foundation courses use Flat World Knowledge Open Source Texts
RUBRIC FOR GRADING THE CA (NEXT PAGE)
MBA Health Services & Risk Management Purpose 2 Handbook 2016
17
Criterion
5-4
4-3
3-2
2-1
A (90–100)
B (80–89)
C (70–79)
D (60–69)
0
F (60 or below)
Need for Product or
Service is effectively
supported with
examples with
substantive and
insightful analysis.
Includes fully
developed points and
relevant scholarly
research
Need for Product or
Service is adequately
supported with
examples with some
substantive analysis of
the topic; Includes fully
developed points and
relevant scholarly
research; reader gains
some insights
Need for Product or
Service is not fully
developed or supported
with rudimentary
analysis; reader gains
few insights
Need for Product or Service
is undeveloped or has no
supportive examples with no
substantive analysis leaving
reader confused or
uninformed
Plan of
Action
Plan of Action is well
developed with at least
3 attainable Short Term
Goals, with Objectives
and Methodologies for
Achieving, and
Evaluation Plan and
long term goals for next
steps
Plan of Action has 3
Short Term Goals, and
some indication of
Objectives and
Methodologies for
Achieving, and an
Evaluation Plan, but
Goals may not be laid
out in manner to be
attained. Includes
indication of long-term
goals for next steps.
Plan of Action has 3
Short Term Goals but
may be missing some
elements for Objectives
or Methodologies for
Achieving, or an
incomplete Evaluation
Plan, includes
indication of long term
goals for next steps
Plan of Action has less than 3
Short Term Goals; missing
elements for Objectives or
Methodologies for
Achieving, or an incomplete
Evaluation Plan.
Plan of Action
not provided
Research
CA Document includes
relevant research
section incorporating
both primary and
secondary research;
consisting of credible
and authoritative
analysis of scholarly
and professional sources
to persuasively
demonstrate need,
support plan of action
and development of
adopted/planned
business actions.
Incorporates divergent
views, new trends,
global perspectives and
is critically evaluated
and presented in a wellorganized manner.
CA Document includes
relevant research
section incorporating
primary and secondary
research and
incorporates divergent
views, new trends, and
global perspectives;
Research consists of
credible and
authoritative analysis of
scholarly and
professional sources but
does not persuasively
demonstrate need,
support plan of action or
the development of
adopted/planned
business actions.
CA Document includes
research section and
makes an attempt to
incorporates divergent
views, new trends, and
global perspectives;
Research may not
consists of authoritative
or credible professional
sources and does not
persuasively
demonstrate need,
support plan of action or
the development of
adopted/planned
business actions.
CA Document includes
research section, and makes
no attempt to incorporate
divergent views, new trends,
or global perspectives;
Research does not consist of
authoritative or credible
professional sources and
makes no attempt to
persuasively demonstrate
need, support plan of action
or the development of
adopted/planned business
actions.
Student has successfully
engaged in extensive
and constructive real
world action (at least 5)
in the industry of
choice; actions followed
Student has engaged in
constructive real world
action (at least 5) in the
industry of choice, but
may not be following
plan of action; actions
Student has engaged in
superficial real world
action in the industry of
choice; actions may not
directly assist in
achievement of
Student has engaged in
minimal real world action, or
engaging in hypothetical
action in their intended
industry; Action does not
further achievement of
Needs
Analysis
Integration
of
Constructive
Action and
Field
Experiential
No Needs
Analysis for
Product or
Service
Does not include
Research section
Student did not
engage in
industry related
Constructive
Actions or has
refused to engage
MBA Health Services & Risk Management Purpose 2 Handbook 2016
18
Learning
plan of action and
effectively allowed for
successful achievement
of Purpose. Student has
Field Placement and is
actively pursuing
constructive action plan
of action at work site or
internship or is
regularly meeting and
working with an
industry mentor to
discuss business
decisions, constructive
actions and real world
applications of
knowledge being gained
in Dimensions.
somewhat effective in
assisting in achievement
of Purpose. Student
incorporates Field
Placement at work site
or internship or works
with an industry
supervisor or mentor to
discuss business
decisions, constructive
actions and real world
applications of
knowledge being gained
in Dimensions.
Purpose. Student has
Field Placement at
internship or is assigned
to mentor, but only
occasionally meets with
supervisor or mentor
and is making only
minimal attempts to
incorporate field
experience into
furtherance of Purpose
Purpose. Student is assigned
to mentor or internship in
industry related to CA but
has only met once or is not
otherwise working to engage
in actions in furtherance of
their Purpose.
Situational
Analysis of
Business
Concepts
Identifies and analyzes
actions taken in relation
to sound core business
management,
marketing, legal, ethical
and quantitative
strategies, principles
and best practices.
Identifies and analyzes
actions taken in relation
to most core business
management,
marketing, legal, ethical
and quantitative
strategies, principles or
best practices.
Identifies and attempts
some analysis of actions
taken in relation to
some, but not all core
business management,
marketing, legal, ethical
and quantitative
strategies, principles or
best practices.
Minimal analysis of actions
taken in relation to core
business management,
marketing, legal, ethical and
quantitative strategies,
principles or best practices.
Purpose
Dimension
Actively participates in
discussions, planning,
research, and shared
exploration of problems
and solutions that arise
in connection with
Constructive Action
while working with
classmates to assess
student learning,
integrate learning from
Dimension classes and
put field experience into
contextual focus.
Actively participates in
discussions, planning,
research, and shared
exploration of problems
and solutions that arise
in connection with own
Constructive Action but
may not consistently
working with
classmates to assess
student learning,
integrate Dimension
classes or put field
experience into
contextual focus.
Participates in
discussions about own
progress, planning,
research and problems
with CA but
inconsistently
participates with
classmates on shared
learning, integration of
Dimension classes or
field experience.
Minimal participation in class
discussions about CA
progress, plans or issues
addressed while furthering
CA, with minimal
participation in shared
learning, integration of
Student does not
Dimension classes or field
incorporate
experience.
Purpose
Dimension
Values
Dimension
Clarifies own values in
relation to the Purpose
and business venture as
part of CA. Consistently
identifies value issues,
uses ethical reasoning
and acts on ethical
principles.
Identifies value issues
in relation to Purpose
and their Business
Venture, uses ethical
reasoning and acts on
ethical principles.
Demonstrates a general
understanding of value
issues and ethical
concerns but does not
consistently employ
ethical reasoning or act
on ethical principles.
Demonstrates minimal
understanding of value issues
or ethical concerns.
Does not
incorporate any
values issues in
CA
Identifies methods to
incorporate new
technology in changing
Identifies methods to
incorporate new
technology in changing
Minimally or superficially
incorporates new technology
and shows minimal concerns
Self & Others Identifies methods to
incorporate new
Dimension
technology in changing
in any form of
Field
Experiential
Learning during
Semester.
Does not include
analysis of
actions taken in
relation to core
business
strategies or
principles.
Does not
incorporate any
concern for Self
MBA Health Services & Risk Management Purpose 2 Handbook 2016
19
society to operate
successful business
while making a positive
impact and furthering
empowerment of local,
national and global
community.
Demonstrates own
venture in relation to the
greater society and in
relation to Purpose
society to operate
successful business;
attempts to make a
positive impact on local,
national or global
community.
Demonstrates some
understanding of own
venture in relation to the
greater society and in
relation to Purpose
society to operate
for customers or customer
and Others in CA
successful business.
relations management beyond
Demonstrates some
making a profit
understanding of own
venture in relation to the
greater society and in
relation to Purpose but
does not attempt to
simultaneously make
positive impact or
minimize negative
impact.
Skills
Dimension
Demonstrates mastery
and incorporates
quantitative analysis
appropriate to the
Purpose in developing
business venture and
furthering CA. Includes
all appropriate properly
prepared financial,
economic and/or
finance documentation
necessary as appropriate
to Purpose.
Demonstrates
understanding and
incorporates
quantitative analysis
appropriate to the
Purpose in developing
business venture and
furthering CA. Includes
all appropriate financial,
economic and/or
finance documentation
necessary as appropriate
to Purpose with few
errors.
Demonstrates
understanding of
quantitative analysis
appropriate to the
Purpose in developing
business venture and
furthering CA. Includes
some financial analysis
necessary as appropriate
to Purpose but has many
errors or is incomplete.
Demonstrates minimal
understanding of quantitative
analysis appropriate to
Purpose or missing financial
analysis and/or necessary
Does not
documentation
demonstrate any
understating of
necessary
quantitative
analysis.
Systems
Dimension
Incorporates mastery
and understanding of
natural, economic,
social and technological
systems of selected
industry as it relates to
the Purpose. Improves
upon business models
appropriate to the
system/industry of CA
Reflects general
understanding of
natural, economic,
social and technological
systems of selected
industry as it relates to
the Purpose. Includes
business models
appropriate to the
system/industry of CA
Reflects some
understanding of
natural, economic,
social and technological
systems of selected
industry as it relates to
the Purpose. Includes
business models but
might not be consistent
with norms of the
system/industry of CA
Reflects minimal
understanding of natural,
economic, social and
technological systems of
selected industry as it relates
to the Purpose. Business
modeling is based on faulty
presumptions or does not
sustain business in the
system/industry of CA
Critical Logs CA Document includes
at least 5 critical logs to
document actions,
learning, next steps and
Dimension analysis
CA Document includes
at least 5 critical logs to
document actions but
may not include
learning, next steps or
dimension analysis
CA Document missing
up to 2 critical logs to
document actions, may
not include learning,
next steps or dimension
analysis
CA Document does not
include at least 3 critical logs.
Self
Assessment
and
Evaluation
Understands and
incorporates plans to
leverage strengths,
exploit opportunities,
compensate for
weaknesses and
minimize threats as
appropriate to Purpose.
. Understands need and
attempts to incorporate
plans to leverage
strengths, exploit
opportunities,
compensate for
weaknesses and
minimize threats as
appropriate to Purpose.
Attempts to incorporate
plans to leverage
strengths, exploit
opportunities,
compensate for
weaknesses or minimize
threats as appropriate to
Purpose, but elements
missing.
Minimal understandings of
need to leverage strengths,
exploit opportunities,
compensate for weaknesses
or minimize threats as
appropriate to Purpose.
Analysis by
Dimension
Incorporates a
Incorporates Analysis
comprehensive Analysis by Dimension but
Analysis by Dimension Minimal Analysis by
is superficial or missing Dimension covering
Does not
demonstrate any
understanding of
systems in
industry of CA
and lacks
functional
business model.
CA Document
Does not include
any Critical Logs
Does not include
any SWOT
analysis or other
self-assessment.
Does not include
Analysis by
MBA Health Services & Risk Management Purpose 2 Handbook 2016
20
by Dimension covering
all Dimensions in
Purpose.
missing 1 Dimension in 2 Dimensions in
Purpose.
Purpose.
Dimensions in Purpose.
CA
Document
Development,
Completeness
and
Organization
Final CA Document has
all elements and
business takeaways
listed as required in
Purpose Handbook;
Topic is effectively
supported with
examples with
substantive and
insightful analytic
handling of the topic;
Includes fully
developed points and
relevant scholarly
research. Paper is well
presented and
persuasive.
Final CA Document has
all major elements and
business takeaways
listed as required in
Purpose Handbook;
Topic is adequately
supported with
examples with some
substantive analysis of
the topic; Includes fully
developed points and
relevant scholarly
research; reader gains
some insights, and is
generally persuasive
and effective;
Final CA Document is
missing Abstract,
Introduction or
Literature Review
among required
elements of CA in
Purpose Handbook or
fundamental aspects of
Purpose required
business takeaways.
Reader gains few
insights. Central points
are adequately
developed to support
thesis, although
arguments are not
always effectively or
persuasively presented
Final CA Document is
missing Needs Analysis or
Plan of Action among
required elements of CA in
Purpose Handbook or is
missing business takeaways
appropriate to the Purpose.
Topic is only superficially
developed with only
rudimentary analysis;
argument is not clear or
persuasive.
Writing
mechanics
Assignment is written
on an appropriate
scholarly level with no
errors
Assignment is written
on an appropriate
scholarly level with few
errors
Assignment is written
below appropriate
scholarly level with
many errors
Assignment has minimal
scholarly value with a great
number of errors
APA format
Uses APA format
accurately and
consistently
Uses APA format with
few violations
Reflects incomplete or
inconsistent knowledge
of APA format
Document attempts some
format of citation but not
APA
Dimension
Final CA
Document is
missing multiple
elements
required; no
substantive
analysis leaving
reader confused
or uninformed.
Points are not
presented
logically to
support thesis;
Assignment has
no scholarly
value
Document does
not incorporate
any format of
citation.
Note: Criteria are evaluated on a 5-0 basis. Each rubric criteria is valued at 5% except red shaded which are worth 15%. Blue sections relate to
preparation of the physical CA Document.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
21
MCNY MBA Working Outline for
Purpose 2 Strategic Healthcare Planning Constructive
Action Documentation
A strategic healthcare industry plan is a longer-term plan detailing the operational, marketing and
financial aspects of a healthcare company. The research and information uncovered in the strategic
industry analysis (CA 1) supports the subsequent strategic planning stage.
OVERVIEW OF CONSTRUCTIVE ACTION DOCUMENT
Producing a written documentation of your Constructive Action is a separate endeavor from carrying out
the Constructive Action itself. The process of Constructive Action is described in the earlier sections:
"Constructive Action: An Overview" and "Purpose." This section provides you with specific guidelines
for the documentation of your efforts. This documentation covers:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Constructive Action Abstract
Strategic Business Plan Executive Summary
Introduction
Planning Phase
Exploratory Phase
Literature Review
Implementation Phase
Final Assessment Phase
Formatting Your Constructive Action Document
1. CONSTRUCTIVE ACTION ABSTRACT
Although this section appears first; it is completed at the END of your Constructive Action. It includes a
brief overview of the Purpose, your own objectives and why chosen, and what you learned and
accomplished. The Final Abstract (1 page, typed, single-spaced) is composed of three parts:
Part 1
Purpose:
Background:
What is the Constructive Action and how does it relate to
the Purpose of this Semester?
What was the need for the Constructive Action?
Part 2
Objectives/
Methodologies:
What were the goals of the Constructive Action? What
were the objectives planned to achieve these goals? What
methods or strategies did you employ in achieving these
objectives?
Part 3
Conclusions:
Assess the outcome of the Constructive Action? What will
be the follow up or next steps?
2. EXECUTIVE SUMMARY OF STRATEGIC BUSINESS AND MARKET PLAN
Like the CA Abstract, the Executive Summary of the Strategic Plan is completed at the end of your
research and presentation/determination of your findings and conclusions. It is a summary of all key
sections of the Strategic Business and Marketing Plan and should work as a separate, stand-alone
document. Interested parties, like advertisers or investors, will probably read the Executive Summary in
MBA Health Services & Risk Management Purpose 2 Handbook 2016
22
conjunction with a glance at the financial projections first when deciding whether or not they want to read
the rest of the report.
3. INTRODUCTION (To Constructive Action Document)
Begin the Introduction to your CA with a topic statement: It should introduce the venture you plan on
starting and unmet needs for your venture or improved service. You should also reiterate the hypothesis
and briefly present the results/findings from Purpose 1 CA where you explained how you believe the
venture that you are proposing to begin will serve or solve the unmet need or improve the delivery of a
service that is unproductive or ineffective.
4. PLANNING PHASE
The Planning Phase is comprised of a discussion of the Short and Long Term Goals of your Constructive
Action this Purpose and the Plan of Action to achieve those goals. A discussion of your plan to assess the
success of your Constructive Action during the Purpose completes it.
A.
Statement of Short and Long Term Goals
Goals: Generally, your goals should be appropriate to the Purpose performance area; this
Purpose involves research and analysis of the health/state of your industry and the viability
of your venture. The Short Term Goal: what you hope to have achieved by the end of the
Semester. The Long Term Goal: the goal to follow from your short-term goal. Set a realistic
time frame as part of your long-term goal statement.
Objectives: In this section, you write the specific, short-term objectives that you hope to
accomplish to achieve your goals during this Purpose. These objectives should be as specific
as possible in terms of obviously measurable changes.
The objectives should be related to: the Purpose to be achieved; the analysis of the needs and
setting in which you currently work; and, the support of your long-term development. It
may be helpful to write objectives for each dimension, depending on your goals.
Strategies/Methodologies: These are the actions you will take to reach your objectives for
the Purpose:
1.
List each method or action you will take. There should be at least one
strategy/method for each objective. These actions should be as concrete and practical as
possible. You may also suggest alternative strategies or multiple strategies for any one
objective.
2.
Analyze resources and constraints relevant to the accomplishment of each strategy.
Decide whether you want to include organizational or external resources. Do you want to
include your self-assessment of skills and abilities? Areas for development? Other?
3.
After you are at your midpoint assessment phase, ask yourself if you want to change
any strategies and implement new one.
B.
Plan of Action
The Plan of Action consists of a four-section chart that is laid out as follows:
1)
The goal(s) of the Constructive Action (short-term—by the end of this
term; long-term—the next goal to follow from the short-term goal);
MBA Health Services & Risk Management Purpose 2 Handbook 2016
23
2)
Proposed objectives (expected results, both task and learning);
3)
Strategies/Methodologies (how to get there);
4)
Evaluation/Assessment criteria (how will you know you got there).
A blank chart is included at the end of this outline.
C.
Evaluation Plan
Describe the criteria or benchmarks to be used to monitor progress toward achieving goals and
objectives during the Semester; that is, how exactly you will know a) whether or not your strategies
have succeeded and b) that these strategies will help you meet your objectives. Also describe the
methods to be used for determining whether these criteria have been met.
There should be at least one measure for each objective and each strategy. Measures should be both
quantitative and qualitative. Evaluation criteria are part of the plan of action and are set out before
you begin to implement your plan. They may be altered if the reality of a critical incident so
demands. Assessment of learning (Part III) is done after implementation.
5. EXPLORATORY PHASE
This phase will result in the creation of the majority of your strategic business and marketing plan. Begin
with a recap of your Needs Analysis for the problem or unmet need your product will address. Then
prepare a Company Overview that lays out what your company is today, or what it will be, what market
you are targeting and how you plan to monetize it. It is followed by a discussion of the Mission and
Vision of your proposed company. This statement will eventually be drawn up to develop the first
paragraph of your abstract.
A.
Needs Analysis
Provide a description of the unmet need or problem that your product or service will address
or improve upon that you researched and discussed in CA1. Be sure to update any statement
of need to ensure that the data that you are relying upon is still accurate.
B.
Company Overview
Lay out a brief introduction to the product or service of your venture, and describe how
customers would use or buy your product or service. Give just enough detail to help the
reader judge the effectiveness of your marketing or positioning plans (you will provide more
detail later in the document.) Describe key components or other unique factors of your
product or service and how the enterprise will source or secure these. Describe demand and
supply factors and trends for products or services similar to yours in the industry.
In addition, you must provide the following information:
1. Legal Name and Business Description: Discuss the formal name that you’ll be
seeking to get approved and registered with your local government in order to
operate your venture. Explain how that name will benefit and/or represent the
product or service that you will be providing. Provide a description of the type of
business entity that your venture will take; will it be a Sole Proprietorship,
Partnership, Limited Liability Company or a Corporation. Explain why this
entity is most beneficial to operate your venture.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
24
2.
C.
Management Team/Operations: The management team provides leadership for
your business and must include combined strength in both management and
technical areas. The management team should be selected or developed in such a
manner that talents are complementary rather than overlapping or duplicated. In
the discussion of your Operations, you should ensure that all the key areas
necessary to achieve goals and objectives of the company are met within the
strengths and talents of your planned management team. You should also set
forth whether you will be using a Board of Directors/advisors, staffing plans,
strategic alliances, and what, if any, management functions will be outsourced.
Analysis of Work Setting
An analysis of the work setting takes these factors into account:
1)
2)
3)
Design of your work area;
Description of how your design influences (promotes or impedes) communications,
work flow, and morale; and
Description of how the design reflects job status, job function, and
department/company policy or philosophy.
The basic questions to be answered then are:
—
What is the environment in which you work or will work? What is its physical
setting? What are its professional and psychological conditions?
—
How will this environment and/or your position in it support or limit your Purpose or
opportunity to act and to develop professionally?
—
What values are communicated through non-verbal channels (e.g. use of space, size
and placement of objects, desks, etc.)?
D.
Situational Analysis
After you have written your Work Setting Analysis, develop your Situational Analysis of
your three goals selected for the semester, which should include an analysis of your business
vision, business model, product or service description, a discussion of your marketing plans,
including your targeted market and explanation of how you will segment this targeted market,
your competitive SWOT, and any other projections/plans for how you will deal with any
other matters discussed in the Situational Analysis.
A.
Vision Statement
By defining and understanding your company’s future destination you help determine the
feasibility of your businesses success. Vision is simply a picture of where your business is
headed. It describes the dream, intended future destination of your business, based on realistic
long-term projections of the present situation. It puts into brief words what the company will
be like, how big it will be, what industry will be serving, what kind of products it will be
providing, and hold future customers will probably be. For a strict digit business and
marketing plan your vision should discuss the direction of your company for the next 5 years.
The vision statement can influence a wide range of people: potential investors, employees and
potential employees, partners, vendors and customers can all contribute to drive your
company to success… if they buy into your vision.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
25
Your vision statement should be reality based and should not paint a larger picture and the
company has a good chance of going into. If division is clearly achievable, rather than selfserving fluff, you can more readily develop a concerted team effort and build enough
momentum to make it happen. Don’t be too idealistic for it can be counterproductive. The
vision statement should lay out a path for your company to stretched possibilities, yet it must
remain simple, believable, achievable, and understood.
B.
Mission Statement
Your company’s mission statement should concisely describe the intended strategy and
business philosophy for making the vision happen. It conveys how all the combined efforts
put into your business will move it toward its vision. You should distinguish your business
from all others. Mission statement can and do vary in length, content, format, and specificity.
Your mission statement should answer the following questions:
Customers: Who are and who will be your customers?
Product: What are your company’s major products or services?
Markets: Where will your company compete?
Technology: What is your company’s basic technology?
Concern for survival, growth, and profitability: What is your company’s
commitment toward economic objectives?
Philosophy: What are the basic beliefs, values, aspirations and philosophical
priorities of your company?
Self-concept: What are your company’s major strengths and
competitive/technological advances?
Concern for public image: What is (or will be) your company’s public image and
standing in the community?
Concern for employees: What is your company’s attitude toward its employees?
Depending on the size and complexity of your business, you may feel that only a few
of the above components need to be directly addressed in order to produce an
effective mission statement company.
C.
Service/Product Strategy
The current service or product description in your business plan should highlight its unique,
distinct, or improved features and benefits. This section is of special interest to investors and
bankers; they will want to know what sets your product or service apart from the competition,
how well you produce your product, and what new trails your company may be blazing.
Present any proprietary technology that your product may include and any related patents or
copyrights you may hold in connection with your product or service.
Customer satisfaction is increased if she or he understands the features and benefits of your
product. These features and benefits must address the customers’ needs and wants and must
distinguish a product from the competition.
A service should also address unmet needs or find a niche in a pre-existing service sector that
is not been fully exploited or has not experienced infusion of competition.
You need to also explain how you’re going to make your future product or deliver your future
services. Determining your equipment, material and labor requirements, as well as their price
MBA Health Services & Risk Management Purpose 2 Handbook 2016
26
and availability, can be critical factors in the production process. Consideration should be
given to alternative sources and materials, inventory requirements, and Karen handling of
various materials; you want clearly demonstrate that your production capabilities are
sufficient to produce the product or deliver the service your business proposes to offer.
D.
Analysis of Intended Target Market and Segmentation Plan
1.
Provide a brief industry analysis by clearly defining and describing the
industry or industries your enterprise/ venture operates in, including size, growth rate,
and outlook. Don't base your projections on a hunch. Cite experts, refer to census
data, excerpt industry analyses, present findings compiled by organizations that serve
your customers, or show a recap of your sales history to prove market momentum.
Offering proof for what you say about market size and growth is important because
this proof is the claim on which you stake your marketing plan — and budget.
2.
Provide an overview of the Target Market and how you plan to segment your
targeted market in your industry.
I. Target Market:
Define and describe the target market(s). Distinguish between end users and
customers. Be clear how end users and customers benefit. How and why
would they buy the product or service?
What is the projected needs your product or service fulfills? How big is the
opportunity? What level of actual market demand can be measured versus
projected?
II. Market Segmentation/Customer Profile:
Customer Profile: Define your customers in geographic terms (where they
live), demographic terms (facts such as age, gender, race, education level,
marital status, income level, and household size), and psychographic terms
(lifestyle characteristics, including attitudes, beliefs, and behaviors that affect
customer-purchasing patterns).
Market Segments: Market segments are comprised of unique groups of
consumers that share similar characteristics. For example, women may buy
from your company very differently than men do, and buyers from one
geographic area may have different product interests than customers from
another. Morning Drive customers may be decidedly different than overnight
customers.



For Business-to-Business markets, include what industry the target
market is in, who the key players are, frequency of product
purchases, replacement needs versus expansion, and/or purchasing
process?
For Business to Consumer markets, include demographic factors,
such as income level, age range, gender, educational level, and
ethnicity as well as psychographic factors and relevant behavioral
factors like shopping behavior.
Identify if there are additional factors like consumer adoption process
or influencers that might impact who potential consumers might be.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
27
E.
Competitive SWOT
1. An analysis of the situation requires an analysis (not simply a chart…you must
provide a narrative discussion) of the micro/internal factors impacting your ability to
operate within and with the targeted market that you have identified. To grow your
business, you need to gain market share by drawing customers and purchases away
from competing companies. In this portion of your strategic business and marketing
plan, you summarize what kind of competition your company faces, including
A. Direct competitors: These competitors are companies that your customers
consider when they think about buying. Describe each one, along with what you
know about the threats they pose to you.
B.
Indirect or stealth competitors: These competitors are companies that go after
your customers in different and unexpected ways. For example, cable television,
satellite services, movie rentals, and low-priced DVD purchase offers are all indirect
competitors to movie theaters.
2. Strengths and Weaknesses
You should include a discussion of the major macro/external factors impacting your
positioning in the market and identify direct competitors that are already in the
market serving your target market. In identifying the strengths and weaknesses of
your competitors’ product or service, you are evaluating the competitor’s coverage of
the market and its success in meeting customer demand. By exploiting this weakness,
you can improve both your service or product and your position in the market and
convey that you are, or will be, strong where your competitors are weak.
3. Unexploited Opportunities
Based on your marketing analysis, you may discover additional niches and/or
opportunities to explore. Often a successful product or service can be leveraged
through new distribution channels, licensing, packaging, and so on. Identifying your
top market opportunities will help you focus your marketing efforts.
4. Threats/Risk Analysis
Risk can be broken down into 2 major categories: business and environmental.
A. Business Risk
Each industry has its own set of unique business risks. Some industries have
high capital needs others have a seasonal business cycle and still others have
a very limited group of customers and suppliers. You must identify the
potential business risks your venture faces. They may include:
Cost Structure of the Industry
Competition and Industry Growth
Profit Margin
Seasonal Businesses
Complementary Industry
Product Substitution
Power of Suppliers
MBA Health Services & Risk Management Purpose 2 Handbook 2016
28
Limited Customer Base
Personnel and Management Strength
B. Environmental Risks
Your business will also face risks that are not limited to the industry you
operate in. An economic downturn or revised tax laws are examples of
environmental risks that can affect a wide range of companies. Discuss those
environmental risks your company faces as well. They should include:

Economic: Adverse changes in prevailing economic conditions can
have a negative impact on the company’s projected business. In a
recession, consumers decrease their expenditures and retailers are less
inclined to make capital investments.

Environmental: Factors include ecological and environmental aspects
such as weather, climate, and climate change, which may especially
affect industries such as tourism, farming, and insurance.

Legal/Government: Factors include licensing, zoning, discrimination
law, consumer law, antitrust law, employment law, and health and
safety law. These factors can affect how a company operates, its costs,
and the demand for its products.
E. Marketing Plans
Present your market strategy explaining how you intend to sell your service or product to customers
and clients.
1. Sales Strategy
Value Proposition: Developing a value proposition is based on a review and
analysis of the benefits, costs and value that an organization can deliver to its
customers, prospective customers, and other constituent groups within and
outside the organization
Positioning: Positioning means how your customers perceive your company,
product, or service relative to your competitors. Explain how you intend to
position your product or service in the market.
Pricing: Discuss your prices: How did you set them, is it competitive, is
there perceived value inherent in the price, or is it based on costs? You
should also explain if your prices differ from competitors and any elasticity
in the market. Finally discuss the overall pricing strategy you employed to
arrive at the price. (Profit Oriented Goals, Sales Oriented Goals, Status Quo
Pricing, Discounts, etc.)
Segmentation and Targeting Strategy: Assuming you are not selling your
product to everyone and anyone, you must explain how you will tailor your
marketing efforts to reach each of the different segments of your targeted
market.
2. Distribution Channels
MBA Health Services & Risk Management Purpose 2 Handbook 2016
29
Explain how you will sell your product or service, where you are going to locate your
business and how you are going to get your product or service to your customer,
understanding the key to proper distribution strategies is to deliver the product to a place
where the customer will purchase it. Indicate, when appropriate, whether you will be using
Direct v. Indirect Sales, the Internet and if you will be employing Selective v. Exclusive v.
Extensive distribution channels.
3. Promotion
The goals of promotion are to inform, persuade and remind the customer of your
product/service, brand and value. Your goal should be to convince your potential customer
that your have the product or service that can satisfy their demands or needs, to convince
them to buy that product or service from you and to successfully compete with other similar
businesses in the market. Explain how you intend to promote your brand, product or service
via advertising, publicity, public relations, sales promotions, etc.
A. Advertising: Advertising is sending impersonal messages to selected large
audiences for the purpose of soliciting or informing consumers. Describe what
means you intend to use to advertise your product or service and brand. These
methods may include Internet, television, radio, print, direct mail, email, etc. The
medium you employ should be determined
Advertising Budget: Your plan needs to include your advertising and
promotional budget to show how much it costs to launch or maintain your
sales. You must reflect in-kind service values in this budget as well.
Anticipated ROI: Indicate your predicted Return on Investment of the
Advertising Dollars you will spend/invest. Explain the metrics you will use
to keep track of the effectiveness of your promotions
B. Public Relations: Publicity is the information about your product that is not a
direct message from you to the potential customer. Generally, it is not something that
you can directly pay for, although you can pay indirectly and the value can be
immeasurable. Explain what public relations efforts you will employ (press releases,
editorial screenings, trade shows, list management or events) to garner publicity for
your brand and product or service.
6. LITERATURE REVIEW
Prepare a summary on the theoretical or conceptual sources and data underlying your Constructive
Action. In this section you cite the research material and data from which you have drawn for theoretical
sources and corroborative references. In applying primary source content to the Constructive Action
process, you will have to sift and filter facts, data, theories, and hypotheses. Decide which sources,
illustrations or pieces of evidence are useful towards the conceptualization, implementation and
assessment of your specific Constructive Action.
7. IMPLEMENTATION PHASE
MBA Health Services & Risk Management Purpose 2 Handbook 2016
30
In this section of the document you will record the actual step-by-step implementing of your analysis for
your Constructive Action and present the findings, results and conclusions deriving from your research
about the viability and feasibility of your venture in its planned industry.
A. Presentation of Financial Statements and Projections
Provide spreadsheet for the various financial projections you can make based on your research
and to support your business and market plan efforts for your venture. Be sure to include clear
footnotes to explain assumptions and projections including projected budgeting for start up costs
and cost/benefit analysis.
B. Recording Critical Incidents
In recording critical incidents, you are asked to describe specific occurrences or interactions based
on the implementation of strategies/methodologies that you utilized to carry out your Constructive
Action. This written "log" or summary tells what happened, how you dealt with it, what
knowledge gained you’re your Dimension classes that you brought to bear on what was
happening and how you felt and reacted. You can analyze the challenges you encountered, and
whether or not you have succeeded. You must provide a minimum of 5 critical logs. A critical
incident report briefly details the following information:
a.
When and where did it happen?
b.
What happened? (What did you see, hear, say or do? This should not be a
transcript of a conversation, but rather a critical analysis of what you did.)
c.
Who else was involved? How did they affect the way the situation went or
how you responded?
d.
What knowledge from Dimension classes did you apply or became more
clear because of the incident? How did you incorporate that knowledge into the
situation you were dealing with? (Show the relationship between what happened in
the situation and understandings you have gained in your studies.)
e.
What, if anything, did you learn about your venture? About yourself?
f.
How did it turn out? Why?
You must give careful thought to what information is relevant. Select and focus on what is
significant. Each specific situation is different, so no absolute rules can be given, but generally
conversations with members of the faculty or completion of class assignments do not warrant a
critical log. For your Constructive Action, monitor those incidents that involve the issues and/or
relationships that are the focus of the Constructive Action and document actual action in the
business industry of your intended venture. In addition, each incident should illustrate either
progress or lack of progress toward the goal(s) you are working to achieve.
Logging or written monitoring is the process by which you record the development of your
Constructive Action. It cannot be rushed in the last few weeks; it must be developed over the
course of the semester. The material in the recordings, when appropriately detailed, becomes a
major part of your analysis. It demonstrates how well you planned and implemented your
Constructive Action, and how well you were are able to integrate academic learning into "live"
situations.
A chart for recording critical incidents is included at the end of this section.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
31
8.
FINAL ASSESSMENT PHASE
The final phase of the Constructive Action process provides the last major section of the written report.
That is, you have researched and planned your goals and objectives, your strategies and evaluation criteria
(all in relation to your needs and your current position on the job or in the industry) and you have spent
several weeks acting on your plans (i.e., implementing them). In the final weeks of the Semester, then,
you reflect and assess what has happened, what worked and what didn't work and why, what you learned
from your class readings and actions, and their applicability to the Constructive Action, which is also
written up as the Analysis By Dimension attached at the end of this guide.
A. Assessment of Business and Market Plan
Explain whether your plan presents a viable, financially feasible, achievable direction to develop,
grow and market your business. Be sure to present evidence to support your conclusions about
the viability and feasibility.
B. Assessment of Constructive Action Goals
1.
2.
3.
4.
Did you achieve your short-term research and analysis goals?
Were your goals realistic? Explain.
Did you reach your research and analysis objectives? How do you know?
Which objectives were redefined, if any? Explain why.
C. Assessment of Methodologies/Strategies
1. Which methods/strategies worked to achieve your research and analysis objectives? Why?
Cite references to specific materials to support your discussion.
2. Which methods/strategies did not work, if any? Why not? Cite references to specific materials
to support your discussion.
3. Would you use these methodologies/strategies again in similar situations?
D.
Assessment of Overall Learning
1. Explain what you learned from this experience. What do you know that you did not know
before?
2. In what ways did the Dimension classes and their accompanying readings help you with you to
achieve your goals? In what ways were they not helpful?
E.
Conclusion
Write a statement of your plans for further action.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
32
FORMATTING YOUR CONSTRUCTIVE ACTION DOCUMENT
General Format and Organization of the Constructive Action Document
All pages are to be typed, double-spaced (Abstract, Plan of Action and Critical Logs are single spaced.)
Margins: 1 - 1 1/2 inches all around
Times New Roman 12 point
Parts of the Document:
Title Page
Table of Contents
Abstract
Executive Summary
Introduction
Planning Phase
1) Short and Long Term Goals Statement
2) Plan of Action Charts
3) Evaluation Plan
Exploratory Phase
1) Needs Analysis
2) Company Overview
Legal Name and Entity Form
Management Team/Operations
3) Work Setting Analysis
4) Situational Analysis
Vision and Mission
Service/Product Strategy
Target Market/Segmentation Plan
SWOT
5) Marketing Plan
Sales Strategy
Distribution Channels
Promotion
Literature Review
Implementation Phase
1) Financial Projections
2) Critical Logs
Final Assessment Phase
1) Assessment of Business and Market Plan
2) Assessment of Constructive Action Goals
3) Assessment of Methodologies/Strategies
4) Assessment of Overall Learning
5) Conclusion and Next Steps
MBA Health Services & Risk Management Purpose 2 Handbook 2016
33
Analysis By Dimension
Appendices and Other Supporting Documentation
I.
References: Provide a list of the academic and professional sources that you cite in your paper.
II.
Bibliography: Provide a list of all of the academic and professional sources you consulted in
connection with carrying out your CA.
III.
Business and Marketing Plan: Attach a copy of your formal Business and Marketing Plan.
IV.
Miscellaneous: These may include memos, letters, and/or reports relevant to the Constructive
Action, as well as feedback from faculty, supervisor, peers, other company constituents, and
personal assessment.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
34
Plan of Action
Name:
Date Prepared:
Purpose:
Date revised:
Short-term Constructive Action
Goals
Objectives
- appropriate to Purpose of the
semester;
- represents a logical step
toward long- range goal;
- Are challenging but doable.
- are observable;
- are realistic within given
time frame;
- Are challenging
Strategies
Evaluation Plan
- define resources to be used,
- identifies
how and by whom;
evaluation of each
- describe how constraints will be strategy
handled;
- identifies method;
- Are appropriate to Needs
- Is appropriate to
Analysis, long- and short- range Needs Analysis,
goals
long and shortrange goals.
MBA Health Services & Risk Management Purpose 2 Handbook 2016
35
Constructive Action: Record of Critical Incident
Date:
Time:
Place:
Persons Involved:
Strategy Implemented:
Content - Text
Interpretation and Learning—subtext
On this side, summarize specific words, actions (verbal On this side, record your thoughts, feelings inferences,
and non-verbal), and/or occurrences between
strategies, assumptions, etc.
participants.
.
Critical Incident Log Page 2
Assessment/Summary of New Understanding
What do you know now that you would not have known if this incident had not taken place?
Indicate if you thought the situation went well or badly. Did it help you reach your goal or objective? Why or
why not? (It went well because.../It would of gone better if...)
Next Steps
I will
Others (co-workers, supervisor, et al) will
Analysis by Dimension®
In what ways were the Dimensions involved/exhibited in this incident? What specific theories, readings, or
activities from the seminars help you to understand what happened? Note citations.
Purpose
Values
Self & Others
Systems
Skills
CONSTRUCTIVE ACTION PROJECT: PURPOSE 2
STRATEGIC PLANNING: <<INSERT NAME OF DOCUMENT>>
BY
<<STUDENT NAME>>
Constructive Action Project
Submitted in Partial Fulfillment
of the Requirements of the Degree of
Master of Business Administration in General Management
School for Business
Metropolitan College of New York
New York, NY
Professor _____________
_____ 201_ Term
42
TABLE OF CONTENTS
ABSTRACT
Brief Statement of Constructive Actions
EXECUTIVE SUMMARY
Statement of CA Goals
Business Objectives
Company Background and Industry Overview
Business Venture Description
Exploration Phase
INTRODUCTION
Business Venture Description
Company Background and Industry Overview
Statement of CA Goals
PLANNING PHASE
Business Objectives
Plan of Action Charts
EXPLORATORY PHASE
Needs Analysis
Setting Analysis
Situational Analysis
1. Business Plan Situational Analysis
2. Marketing Plan Situational Analysis
3. Situational Analysis of 3rd CA Goal
LITERATURE REVIEW
Primary and Secondary Sources
IMPLEMENTATION
Financial Statements/Projections
43
Critical Incident/Log #1
Critical Incident/Log #2
Critical Incident/Log #3
Critical Incident/Log #4
Critical Incident/Log #5
Survey Results
FINAL ASSESSMENT
Final Assessment & Thoughts including Analysis by Dimension
BACKGROUND RESEARCH
References
Appendices, Including Business Plan, Marketing Plan, Etc.
Mentor Biography or Description of Field Experiential Learning Placement
44
Abstract
Statement of Purpose
This section briefly states the purpose of the CA document; for example, “The purpose of this strategic
plan is to create a business and marketing plan to launch, brand and market” the stated project or
business “within (your anticipated time frame.)” Like the Executive Summary, this section is usually
written last. The name of your business or venture and its purpose should be clearly stated here.
45
Executive Summary
This section is a summary of the entire CA document. Like the abstract it should be written last and
include a brief summary of your CA goals, and your business and marketing objectives as well as a
brief explanation of your industry, target market, ideal customer, company background and business
venture description. It should also include an overview of your business model, an indication of when
you plan to break even or turn a profit and a summary of some of the ‘constructive actions’ you
engaged in this semester, which would be discussed in more detail in your Critical Logs. Finally, you
would highlight anticipated steps to be taken in CA 3 to begin implementing your venture.
46
Introduction
Overview of Business Venture
In about 3-4 paragraphs give an overview of your business venture to provide the reader of the
document a summarization of the industry/market in which your project/venture will operate. This
should provide a summation of the exactly why there is a business need in the macro-environment of
your pertinent industry for your business venture and how your business venture will meet that need.
The difference between this and the “company background” section mentioned below is that in this
section you will discuss more specifics about the actual venture. For example, this can be achieved by
giving the reader a more detailed report on the business overview such as “a trendy, friendly,
customer-focused, bilingual store front that is located in proximity to the community”.
Company Background and Industry Overview
In about 2-3 paragraphs, describe your company/venture. The reader should be able to read about the
company’s location, general business model, and competitive advantage in relation to other
competitors in the same industry.
Statement of CA Goals
This section is the listing of your long-term and short-term goals. The goals should be achievable,
measurable and pertinent to the CA venture. You must provide at least 3 short-term goals (which can
be achieved by the end of the semester) and 3 long-term goals listed for this section. In Purpose 2 CA
your short-term goals must, at a minimum, include the development of strategic business plan and a
tactical marketing plan.
47
Planning Phase
Business and Marketing Objectives and Methodologies/Strategies
This section will briefly list and discuss the specific planning objectives that you hope to achieve with
your Business and Marketing Plans. For example, “The main goal of my strategic business plan is to
create a plan to launch my marketing public relations firm that targets start up inner city businesses
within 1 year. As one of my objectives to achieve this, I will identify the appropriate form of business
entity to operate my venture by researching which entity would afford me the greatest legal protection
in terms of liability and the most advantageous tax status.” This listing should have between 4-6 such
objectives, each with a methodology/strategy to achieve each of your CA goals.
Plan of Action
See Chart on Next Page
48
Plan of Action
(Create 1 for Each CA Goal)
Name:
Date Prepared:
Short-term Constructive
Objectives
Action Goals
Purpose:
Date revised:
Strategies
Evaluation Plan
-
Appropriate to Purpose - Are observable;
- Define resources to be
of the semester;
used, how and by
- Are realistic within
given time frame
whom;
- Represents a
(within the
- Describe how constraints
logical step toward
semester);
will b handled;
long- range goal;
- Are challenging.
- Are appropriate to -Needs
- Are challenging but
doable.
Analysis, long- and
short- range goals
-
Identifies
evaluation of
each strategy
and identifies
method of
evaluation;
Is appropriate
to Needs
Analysis,
long and
short- range
goals.
Exploratory Phase
49
Needs Analysis
Business Ventures are launched, expanded or redesigned for one (or occasionally two) of a few
reasons: to meet an unmet need or want of customers (or meet a need/want better, faster, cheaper, etc.),
to take advantage of a sustainable trend in the market, or to effect some positive change in the
community. In this section, provide a 3-4 paragraph explanation of why your business is needed,
describing which of the reasons explain why you are launching, redesigning or expanding your
business venture. This section will be supported by research summarized in your Literature Review.
Setting Analysis
In this section you discuss where and how you will “physically” provide your services to your
customer. Provide 2-3 paragraphs of your “office” or where/how you will conduct administrative work
for your venture, your distribution channels, and if you are a web based business, a description of your
website and how a customer will navigate the site. This section may be supported by research
summarized in your Literature Review.
Situational Analysis
This is the “heart” of CA 2 Document; the analysis of how and why you are taking the steps you are
taking in planning each of your goals. In no less than 9-12 pages, you should provide the reader with a
thoughtful discussion of why you have decided to use the strategies and methodologies selected to
achieve your business and marketing plan objectives. This section should be supported by your
research in the Literature Review and cite evidence from best practices, Dimension classes and your
Field Experiential Learning, as to why and how these strategies and/or methodologies will be most
effective for your business venture launch/expansion/redesign and will make you successful in a
competitive market. It should at a minimum include the following:
Business Operations and Management Analysis
Discussed in class
50
Target Market, Customer Profile and Segmentation Plan Analysis
Discussed in class
Competitor and SWOT Analysis
Discussed in class
Risk Analysis
Discussed in class
Marketing Mix Analysis
Discussed in class
Marketing Strategy Analysis
Discussed in class
51
Literature Review
This is the section where you summarize the research you have conducted to support decisions made in
the situational analysis of your goals during the semester. For example, as part of your marketing
strategy you may have included a Social Media marketing plan because your ideal customer is between
the ages of 18-35. Therefore, to support this particular strategy to market your venture, you might cite
a text you read in your New Media or Technology course, as well as a source like the Pew Research
Center’s Social Trends Reports, that indicates where and how Millenials are using the Internet and
Social media.
Primary sources are best; secondary sources are also acceptable and should be from reputable sources.
52
Implementation
Financial Statements
Present tables illustrating the following: (1) First Year Costs and Projected Revenue; (2) Cash Flow
Statement (year 1); (3) Start-Up Cost Analysis.
Also include a narrative discussion of assumptions and projections made to support these tables in
about 3-4 paragraphs. Assumptions and projections may be based on information learned in
Dimension classes, via Field Experiential Learning or through a Competitor Analysis.
Critical Incident Logs #1-5
Use the two-page format from the Purpose Handbook for your Critical Logs. At least one of
your Critical Logs must focus on and involve your Field Experiential Placement.
In addition to Date and Time, each Critical Incident Log provides information regarding the following:
Place: Where were you when the incident occurred? (Home office via telephone, Mentor office,
Coffee Shop to conduct interview, Internship Placement, etc.)
Strategy Implemented: This should be related to one of your goals and objectives outlined in your Plan
of Action.
Content-Text: This is a summary of the substance of what actually happened.
Interpretation/Analysis: This is an analysis of context, the application of Field Experiential learning or
knowledge acquired in Dimension classes, and how this incident was processed or how it will help
move your venture forward.
Assessment of New Understanding: This is an indication of what you know now that you did not
know (practical knowledge or insight into industry/market) before the incident.
Next Steps: How you will follow up or move forward to advance your venture.
I will/Others Will: Steps you and/or others might be taking as follow up to this incident to advance
your venture.
Survey Results
If you utilized your own survey, discuss the results here.
53
Final Assessment
Final Assessment & Thoughts
After all your research, analysis and reporting, discuss here what you have learned. Consider this a
lessons learned reflection and you can briefly state what you intend to do in CA 3 and beyond to help
shape your project/venture. Give me some feedback about the course and MCNY’s unique education
model (Purpose-Centered Education) and how it is helping to shape your future professional career
goals. Include a discussion of the following:
1)
2)
3)
4)
5)
6)
Assessment of Constructive Action Goals
Assessment of Creation of Business and Market Plan
Assessment of Methodologies/Strategies
Assessment of Overall Learning
Analysis By Dimension - The dimensional analysis discusses how the other courses
in the current term have helped you to write this document.
Conclusion and Next Steps (CA3)
54
Background Research
References
Appendices
Attach a copy of your Business and Marketing Plans here.
Mentor Biography or Description of Field Experiential Placement
55