Posted: March 12th, 2023

Comparative Study of Case Study Summaries With APA Table

Read the summaries for the Weeks 4, 5, 6, and 7 case studies of one other learner for each week. Compare ideas and evaluations to your case study summaries. Write a short, 2–3 page comparative analysis of your four case studies and their learner(s)’ case studies for each of those weeks. Include in your comparative analysis the similarities in their ideas, the differences, and any new ideas that came to your mind after reviewing the other case summaries. Include in your write up one APA compliant table of some kind that provides your comparison in a visual manner. Be sure to use APA properly when you number and title your table.

Week 4- Case Study: Salix Pharmaceuticals

Student A:

Summary:

Salix Pharmaceuticals, Inc started in 1989 focusing on research

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With interest in inflammatory bowel disease, Salix went on a worldwide search for product. They found a compound known as balsalazide disodium by Biorex located in London. Biorex was persuaded to license their product to Salix. With two investor Salix was able to provide products to patients suffering from gastrointestinal diseases. Years later, Salix licensed the rights for rifaximin from Alfa Wassermann. They went on to licensing over twenty products. Salix eventual went on to break barriers in the United States.

Key Issues:

Salix went into the pharmaceutical industry product driven and discovered that investors were more interested in technology.

Financial stability to sustain the costly processes for testing and use in the United States and Europe.

Continuously seeking licenses for global rights from companies and making introduction to the market.

Salix is dependent on outsourced manufactures. New medications will continuously be challenging to discover for Salix and expensive to develop.

Recommendation/Options:

Salix strategy was focusing on solely gastroenterology (Kyriazis & Swayne, 2008). A specific product line is not sustainable in the pharmaceutical market. Salix questions whether they should venture into other specialties, diseases, or drugs.

Change the targeted market. Salix was able to understand the need of the patients and gastroenterologists. They were able to successful meet the needs of patients suffering from gastrointestinal diseases.

Diversify the product line for other specialties. Salix was successful in the gastroenterology market. Salix has partnered with companies who focuses on pain management. Pain management continues to be a challenge as chronic pain remains inadequately treated (Park & Moon, 2010)

Mission:

Salix Pharmaceuticals Inc, mission is to provide products to patients and the gastroenterologists (Kyriazis & Swayne, 2008). I think the mission would remain the same which is to continue to provide a product. The shift in focus should be how Salix achieves this goal. Salix’s approach to achieving their goal is search and develop. Whereas others research and develop. Research and development models are driven by technology and longer product lifecycles (MedTech Europe, 2015). Search and development require additional resources: financials, marketing.

Kyriazis, L., Swayne, L.E. (2008). 2 Case: Salix pharnaceuticals, inc: succeeding on the road less traveled. https://courserooma.capella.edu/bbcswebdav/institution/DHA/DHA8032/220400/Course_Files/cf_salix_pharm

MedTech Europe (2015). Medical devices and pharmaceuticals: two different worlds in one health setting. https://www.medtecheurope.org/news-and-events/news/medical-devices-and-pharmaceuticals-two-different-worlds-in-one-health-setting/

Park, H. J., & Moon, D. E. (2010). Pharmacologic management of chronic pain. The Korean journal of pain, 23(2), 99–108. https://doi.org/10.3344/kjp.2010.23.2.99

Student B:

Mission/Vision/Values

Salix Pharmaceutical company mission direction for their company is to provide products to gastroenterologists and their patients by using search and development which is different from other similar companies that uses research and development (Kyriazis et.al., 2008). Herbal medicinal medicine such as use of willow tree bark as a compound for use as a therapeutic drug (Kyriazis et.al., 2008). Focusing the company research on market products that was advanced in their life cycle with focus on inflammation and inflammatory disease set the stage for product development for the company road to being rare as a value in the market of product services (Kyriazis et.al., 2008).

Salix Pharmaceutical key issues

The key issues for the company were not enough funding to sustain product development, advertising and being able to expand into different markets being a small company. Partnering with similar companies at the beginning of the organization growth meant selling of partial part of the company to get help with development, distribution and selling of the product to get into the market (Kyriazis et.al., 2008). Obtaining FDA approval of the product to get the rights of the developer ownership from the competition who would want to duplicate the product.

Situational Analysis

The external environment Salix owners needed investors to commit to help financing their company as they were passionate about the product they were selling, companies and doctor offices that would invest in the desirable successful product they would be selling (Moseley, 2018). New small companies would always have difficulties to find investors in the beginning stage of growth. Listing the product, they developed on NASDAQ exchange was a great economic strategy to raise funds for their product development (Kyriazis et.al., 2008).

The social culture is to obtain global rights to be sole owner of the product would open the door to global customers. Partnering and selling of licensure of the product in the marketplace proved to be successful as the company of Salix was growing with their successful product that led to development of another medicinal product. The competitive situation is that Gastrologist account for a small group to sell product to and the largest is licensed medical doctors, general practitioner and internal medicine physicians would become the target audience to sell the product to (Kyriazis et.al., 2008). The molecular compound of Salix product was the first FDA approved to treat the diseases Salix products catered to was proven safe for the companies through its clinical trials that made it successful to sold and licensed (Kyriazis et.al., 2008).

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Strategy Formulation

Salix liked for pharmaceutical proprietary who were in their late stage of developing to partner with similar organizations to reduce risk, time with a degree of safety and relative safe data for product investment (Kyriazis et.al., 2008). Salix strength was also in selling their own product to benefit financially for higher profit. Salix strength as in their successful marketing skills and direct sales force that they centered on their target market field for highest prescribed gastroenterology specialist. Many disease that would use Silex had more than 70 million customer that could use the drug (Kyriazis et.al., 2008). The downsize is the competitor generic drug could be sold cheaper than the brand name medicine. Another weakness of the company is not having enough financial financing to do business on their own (Kyriazis et.al., 2008).

Implement Strategies

Salix strength was also in selling their own product to benefit financially for higher profit. Salix product target was the invention of herbal drug, production of the drug and formulation and promote of their drug product to the medical specialist that would be using it for treatment of their patients (Kyriazis et.al., 2008).

The FDA regulatory agency drove the company to make sure their product was safe and that it gets on the OTC list as a prescription drug as its goals for their products (Kyriazis et.al., 2008). Clinical trial testing was the process to accomplish and show benefits and no harm to be approved as a product to be sold. Generic drugs of the medicine could be sold by market competitors but, brand name by the developing company only (Kyriazis et.al., 2008). Salix Pharmaceutical was also able to a rare value in the marketplace from its competitors and were able to offer dosages at a lower cost to be top competitor. The uniqueness of Salix products made it a sought after drug (Kyriazis et.al., 2008). Salix Pharmaceutical decision to sell and market its own products made for the company a significant stream of revenue. Salix was able to become a global product due to them having the rights of the product.

Patient protection gives the company security against its competitor after the protected period time has ended (Kyriazis et.al., 2008). Salix medicinal product uniqueness in its mechanism relieve of drug delivery allowed them to treat a range of treatment options for certain diseases that was a successful move (Kyriazis et.al., 2008). Sales and marketing were a strategy by maintaining contact with its buyers and repeat customers was a part of success efforts of the company. Advertising, and publications of product in regard to strategy and offering coupons and lower pricing of some product makes the company attractive to its customers (Kyriazis et.al., 2008).

Measurement success

Financial measures fluctuation in financing is expected in any industry is to be expected if the liabilities are monitored and addressed when needed. Revenue growth must be closely monitored with introducing new products as large risks could be used to support product growth and expansion.

Recommendations & Conclusion

Salix Pharmaceutical ability to produce quality, safe products should create products that could be dual in other similar markets to compete with other companies. Salix Pharmaceutical knows the value in marketing and sales as it is to produce quality safe products should always be its mission and future goal (Kyriazis et.al., 2008). Constant monitoring and development of improved products should be a continual basis as the company moves into different markets of growth. The growth of Salix Pharmaceutical and strategy int other markets should change the mission of the company. Safe reliable product with change product delivery increasing should move in steady pace of growth. Sales and marketing should get a good amount of research as well as new developing products. Getting the company in many arenas of health care helps them to expand target areas to get new targets as they move forward in new development of different products (Ginter, et.al, 2018). Searching out regulations to stay legal lawful in distributing their products and ownership of them will increase revenue growth as the company go forward in the future.

References:

Ginter, Peter M., et al. The Strategic Management of Health Care Organizations, John Wiley & Sons, Incorporated, 2018. ProQuest Ebook Central, https://ebookcentral-proquest-com.library.capella.edu/lib/capella/detail.action?docID=5228460. Retrieved 1/21/2023

Moseley, G. B. (2018). Managing health care business strategy (2nd ed.). Jones and Bartlett. Retrieved 2/1/2023

Kyriazis, Leonidas and Linda E. Swayne. Salix Pharmaceuticals, Inc : Succeeding on the Road Less Travelled (2008). Retrieved 2/1/2023

Week 5- Case Study: Community Blood Centers

Student A:

Summary

In this case study, the focus is fostering a connection between the community, donors, and hospitals

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Achieving this goal requires the increase of donors and sponsors. A collaboration was initiated with ten Charlotte hospitals for a community blood organization. With the cost of blood continue to remain an issue and impacted the hospitals. It was undeniable the continuous there was a need for blood despite the cost associated with what Red Cross stated as the national pricing. This resulted in the group deciding to investigate being an independent blood center (Swayne, 2004).

Best Practices

With Red Cross pricing, it was discovered it was lower in areas where there was competition. What is considered as competition in Charlotte to reduce to price?

New York Blood Center Enterprise is known as one of the largest independent, community-based blood center (NYBCe, 2020). NYBCe do not only serve the local community but ventured into the national and global community (NYBE, 2020). This has contributed to their success. They also thrive through their volunteer services. Volunteers from highs schools and colleges receive community services hours to volunteer during blood drives. Leverage volunteers lowers cost associated to staffing.

Recognizing that donations fluctuate during certain times of the year despite the consistency in need of blood supply was opportunity to adapt to the market. Ramping up during peak months is essential. The winter can present challenges as there is a reduction in donations due to flu and snow season (Parker-Pope, 2023).

Recommendation/Next Steps

Continue to gain loyalty and buy-in from the residents in the community. Red Cross continues to have a competitive advantage in not just Charlotte, but in Carolina as an entity. It will be a great challenge gaining and sustaining a competitive advantage over the Red Cross solely through donors’ contribution. Red Cross has the resource to partake in over ten thousand blood drives each year (Swayne, 2004).

Create a partnership with Red Cross, CBC can gain the benefit of exposure (tag to a known organization). Addition to the exposure, CBC can achieve their goal of donor development. Success is possible as from 1997 through 2003, the Carolinas collection was leading in the nation (Swayne, 2004).

Conclusion

I disagree with Martin Gable in donor development being the future of the Community Blood Centers of Carolina. If he continues with that vision, it will place limitation on their growth. They will also struggle with gaining competitive advantage over the Red Cross. Red Cross is a large organization as continues to struggle themselves with donations. Although I understand in the belief that donors drive:

The machines being leased

The staff productivity

Lowers costs of production

Contribute to meeting the need of blood demand

Health Policy Question

How do we make eligible donors aware of the changes in the rules (making even more people eligible)due to advancement in science over the years?

References:

1. Parker-Pope, T. (2023). In times of crisis, blood donation helps others, and it might help you. The Washington Post. https://www.washingtonpost.com/wellness/2023/02/09/blood-donation-rules-changes-red-cross/

2. Swayne, L. (2004). Community blood center of the Carolinas: donations, donations, donations. https://courserooma.capella.edu/bbcswebdav/institution/DHA/DHA8032/220400/Course_Files/cf_community_blood_center

3. New York Blood Center Enterprises. (2020). https://www.nybc.org/media/nybloodcenter/filer_public/3c/e8/3ce8a9ae-7be8-4a5d-864e-65fa0446c09e/nybcenterprisescommunityreport2020

Student B:

Case Study: Community Blood Centers

The Mission of the Community Blood Center of the Carolinas was to first service and supply the need of their own community with the help of its own community donors to furnish their own supply and demand. The value of the CBCC was to service the community better than the Red Cross by meeting the Charlotte community needs and maintaining commitment to service the local community with quality and services in their delivery (Swayne, et. al., 2008).

. Building a relationship through donor development and sponsor was the mission of CBCC.

The importance of linking a community blood center with the community and to have top priority for the community blood center to think of its customers first to have a strong community. Collaboration with ten area hospitals to service them with the community first motto gave his group the advantage over the others since the hospitals were unhappy with their services they provided. One of the key issues was to start a partnership with other area community blood centers to compete with the Red Cross which dominated the area for service (Swayne, et. al., 2008).

Licensing for the new organization would take 3 years to get and the CBCC organization decided it would benefit them to work under the licensure of the Virginia Blood center US Food and Drug Administration blood license to get the company started while waiting for the 3 years completion to get a license for the new organization (Swayne, et. al., 2008)

. The competition was also in blood cost that was high and there was not much competition to be able to acquire the blood the community needed at a reasonable cost from the other suppliers and the top supplier that was the Red Cross. The social problem was competing with the Red Cross who was the dominant supplier and offering additional services as a supplier would be a sustainable advantage over the Red Cross with lower costs.

The CBCC competitive edge was being a customer focused organization using the community health systems as partners. The CBCC strength in its strategies was also a strategic alternative by partnering with The American Association of Blood Banks that is an international association of community blood centers, hospitals, and offers services of transfusion and transplantation medical services. The company has much experience and accreditation in the market of blood banking already (Swayne, et. al., 2008).

. The community blood center strategies that if they were to bring more competition to the area the cost for the product, they needed to sale would be low. Merging with other independent blood center would bring more competition to the market place and acquiring new potential donors in the area would better compete with the leading groups of big companies that already supply blood to the area as high cost (Swayne, et. al., 2008).

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The strength of the collaboration of the community blood centers along with the partnering of ten hospitals was that supplies of blood was donated by the community and would be used in the community strengthening relationship along with the community they serve.

CBCC partnering with hospitals used a vertical integrated system that brought with them state of the art therapies, radiation therapy facilities, and advanced technology along with skilled staff that would make health care affordable, accessible and effective for area family’s needs in the community (Swayne, et. al., 2008). A wide range of services offered made the hospitals and their blood service carrier a need in their community.

Assessing the market in the Charlotte area was strong as it had 1.5 million people living in the area and the potential donors out of that number would be a positive for eligible new donors for the area and community need.

Based on my analysis of the Community Blood Center of the Carolinas Martin Gable is corrected in donor development at the being the top future strategy of the blood bank marking. Small blood centers that partner, cater to community first is key. Donor development relationship partnering is a community need and community engagement in the process is happy to invest in the process that will benefit them first. Community engagement is a benefit for all involved.

Reference:

Swayne, Linda E., Duncan W. J. and P.M. Ginter. Community Blood Centers of the Carolinas: Donations, Donations, Donations (2008).
The Strategic management of Health Care Organizations 6th edition, pp. 476-498. Retrieved 2/8/2023

Week 6 -Case Study: Midwestern Medical Group

Student C:

Action Plan

The three crucial challenges will need to be addressed by the incoming MMG president. The first step is to agree on a fairer performance measuring methodology that considers both MMG’s contributions to the Midwestern System and its individual financial performance. Second, a more equitable hiring process for MMG specialists needs to be promoted, considering that such selections may result in acrimonious disputes in a pluralistic institution like Midwestern. The incoming MMG president should also set a clear strategic direction for the medical group and create an implementation plan to go forward in addition to pushing for a final decision regarding MMG’s membership in the Midwestern System.

Situational Analysis

The leadership team at MMG is focused on creating and strengthening customer connections, with a focus on their interactions with patients. MMG leaders actively participate in team building activities as part of the MMG management team’s participative approach. The management team has had difficulty merging MMG operations with those of other Midwestern divisions, despite great success in integrating individual clinics within MMG. Midwestern was unable to reach the desired level of organizational integration due to a confluence of external environmental factors and internal implementation procedures. The example demonstrates the principles, ideals, and behavioral norms that distinguish MMG from other Midwestern groups, which frequently result in confrontations.

Ms. Olsen’s successor will need to address three key issues and recommendations.

As stated in the case, the next president of MMG will need to address three main issues. The Midwestern region’s accounting and transfer pricing system, which portrays MMG as a financial burden on the system, is the first cause for worry. This accounting method frequently leads to disputes between MMG and other units in the Midwest. The incoming president should work to create a more equal performance measuring system that considers MMG’s contributions to the Midwestern System as well as its individual financial performance to remedy this issue.

The second issue that the new president of MMG will need to address concerns the hospital-centric policy that prevents MMG from hiring specialists who may compete with specialists working in Midwestern hospitals. Whenever MMG tried to establish relationships with new specialists, other leaders within the Midwestern system demanded that MMG cut these ties and instead collaborate with hospital-affiliated specialists, even when these specialists could not meet the needs of MMG’s patients. To resolve this issue, the new president must push for a more equitable approach to MMG’s specialist hiring decisions. It’s essential to acknowledge that in a pluralistic organization like Midwestern, such decisions can lead to contentious conflicts. Therefore, Midwestern leaders must establish clear guidelines for MMG’s specialty relationships and communicate them to both MMG and Midwestern specialty communities.

The third issue is the ambiguous and changing vision of MMG’s role in the Midwestern System. The Midwestern System restructured several times during the past eight years. With each restructuring, repeated questions were raised about the value of MMG to Midwestern. The new MMG president should advocate for a final decision as to MMG’s membership in the Midwestern System. Living in a shadow of continuous doubt about MMG’s membership in the System has limited MMG’s and Midwestern’s ability to move forward. Whatever the decision, MMG’s new president must establish a strategic direction for the medical group and move forward with a clear implementation plan.

References:

Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). Strategic Management of Health Care Organizations. John Wiley & sons, inc.

Student D:

The Midwestern Medical Group (MMG) case study highlights several key issues that must be addressed by the organization’s senior leadership to enhance the patient experience and improve financial performance. As Ms. Olsen prepares to depart from her senior leadership role at MMG, she has requested recommendations on the key issues that she should identify for her successor, along with an action plan to support these recommendations. Ms. Olsen, I understand that you are preparing to depart from your senior leadership role at MMG and have requested my recommendations on the key issues to identify for your successor. In addition, you have asked me to provide an action plan to support my recommendations.

After reviewing the MMG case study, I have identified the following key issues that I believe your successor should focus on:

Improve Communication and Collaboration: Communication and collaboration are critical for any organization’s success, and MMG is no exception (Ginter, Swayne, & Duncan, 2005). The case study highlights the lack of effective communication and collaboration between the departments, resulting in inefficient processes and wasted resources. Your successor should prioritize improving communication and collaboration between departments to promote a culture of teamwork and collaboration.

Action Plan:

a) Develop cross-functional teams to encourage collaboration and communication between departments.

b) Establish a communication protocol that includes regular meetings, reports, and feedback sessions to address issues and concerns.

c) Use technology to facilitate communication, such as a shared digital platform for document sharing and collaboration.

Address Financial Challenges: The case study highlights financial challenges faced by MMG, including increasing costs and declining revenue. Your successor should prioritize addressing these challenges to ensure the organization’s financial stability and sustainability.

Action Plan:

a) Conduct a thorough analysis of MMG’s financial performance, including identifying areas of high cost and low profitability.

b) Develop a cost-reduction plan that includes eliminating unnecessary expenses, renegotiating contracts with vendors, and optimizing processes.

c) Develop a revenue growth strategy, including expanding services, exploring new markets, and partnering with other organizations.

Improve Patient Experience: The patient experience is a critical aspect of any healthcare organization, and MMG is no exception. The case study highlights several patient experience issues, including long wait times, inadequate facilities, and lack of follow-up care. Your successor should prioritize improving the patient experience to ensure patient satisfaction and retention.

Action Plan:

a) Conduct a patient satisfaction survey to identify areas for improvement

b) Develop a patient-centered approach that prioritizes patient needs and preferences

c) Invest in facility upgrades and equipment to enhance the patient experience.

Develop and Retain Talent: Attracting and retaining top talent is essential for any organization’s success, and MMG is no exception. The case study highlights several talent-related issues, including high turnover rates, low employee morale, and inadequate training and development. Your successor should prioritize developing and retaining top talent to ensure a skilled and engaged workforce.

Action Plan:

a) Conduct an employee engagement survey to identify areas for improvement.

b) Develop a comprehensive training and development program to enhance skills and knowledge.

c) Develop a career path and succession plan to provide employees with growth opportunities.

In conclusion, I believe that addressing these key issues will be critical for the success of MMG. I hope that the action plan outlined above will be helpful in supporting your successor’s efforts to improve the organization’s performance and enhance the patient experience.

References

Ginter, P. M., Swayne, L. E., & Duncan, J. W. (2005). Can this relationship be saved? The Midwestern Medical Group’s integration journey. In P. Ginter, L. Swayne, & J. Duncan (Eds.), The strategic management of health care organizations (5th ed., pp. TBD). Blackwell Business. 

Week 7- Case Study: Ellen Zane

Student C:

Tufts-NEMC lagged industry benchmarks in many areas, including days in accounts receivable, days in accounts payable, the average length of stay, operating margin, and days cash on hand. Under Ellen Zane, CEO at the Tufts-New England Medical Center and the first woman to run the hospital, located in Boston, MA, the hospital had survived the worst of its financial troubles, met efficiency goals, and for the first time in years, more doctors joined the hospital than left it. The Medical Center posted an $18 million gain in 2005, after losing nearly $60 million since 2001. (2006) Simmons School of Management.

Zane examined the managed care contracts and found that Tufts/NEMC was grossly underpaid. Its size was another issue, the market, competitiveness, and number of instances where its constituents. One of the medical centers that struggled financially in the 1990s was Tufts-New England Medical Center. Tufts-NEMC suffered because of the medical center’s failure to establish crucial network relationships with other hospitals. Due to the company’s continued financial vulnerability, it was forced to react to changes in the business climate slowly and ineffectively. The procedure for improving operational productivity and cash flow control were broken. Specially trained nurses were required to insert PICC lines, and frequently, doctors released patients too late in the day, making these nurses unavailable. (IvyPanda, 2023).

References

:

Ginter, P. M., Swayne, L. E., & Duncan, W. J. (2018). Strategic management of health care organizations (8th ed.). Wiley.

Student D:

The case study “Ellen Zane – Leading Change at Tufts/NEMC” highlights the story of Ellen Zane, the CEO of Tufts/New England Medical Center (Tufts-NEMC), who took the helm of a financially troubled Boston hospital in 2004 and managed to turn it around within two and a half years (Ingols, & Brem, 2006).. The case study provides an excellent opportunity to evaluate Zane’s strategic choices and progress in implementing the strategy at Tufts-NEMC, as well as to discuss whether she is an effective leader.

Zane’s strategic choices at Tufts-NEMC were centered around three key areas: financial stability, operational efficiency, and growth. To achieve financial stability, Zane cut costs by eliminating redundancy, reducing staff, and renegotiating contracts with vendors. She also implemented revenue-generating initiatives, such as expanding services and increasing outpatient volume. To improve operational efficiency, Zane reorganized departments, implemented new technology, and streamlined processes. Finally, to drive growth, Zane focused on recruiting and retaining top talent, developing partnerships with other healthcare providers, and expanding the hospital’s footprint.

Zane’s progress in implementing her strategy at Tufts-NEMC was impressive. Within two and a half years, the hospital had turned around its financial performance, posting an $18 million gain in 2005, after losing nearly $60 million since 2001. The hospital also saw an increase in efficiency, as more doctors joined the hospital than left it, and patient satisfaction improved. Zane’s efforts to expand services and increase outpatient volume were also successful, as evidenced by the hospital’s 17,000 admissions in 2005 and its generation of $600 million in revenue.

Overall, Zane’s strategic choices and progress in implementing strategy at Tufts-NEMC were effective. She was able to turn around a financially troubled hospital and put it on a path to success. Her focus on financial stability, operational efficiency, and growth allowed the hospital to achieve its goals and become a leader in the Boston healthcare market.

In terms of Zane’s effectiveness as a leader, there are different opinions. Some might argue that she was highly effective, given her success in turning around Tufts-NEMC. Others might argue that she was not effective, given the challenges that the hospital continued to face. For example, Zane was unable to prevent a decrease in Medicare reimbursements, which posed a threat to the hospital’s financial stability. Additionally, there were concerns about the hospital’s ability to sustain its growth and remain competitive in the highly competitive Boston healthcare market.

In my opinion, Zane was an effective leader. While it is true that there were challenges that the hospital faced, she was able to address the most pressing issues and put the hospital on a path to success. Her strategic choices and progress in implementing strategy at Tufts-NEMC were evidence of her leadership skills, and her ability to inspire and motivate her staff to achieve the hospital’s goals was admirable. Additionally, Zane’s willingness to take risks and her determination to succeed were key factors in her success as a leader.

In conclusion, Ellen Zane’s story is a testament to the power of strategic thinking and effective leadership. Her strategic choices and progress in implementing strategy at Tufts-NEMC demonstrate her ability to turn around a financially troubled hospital and put it on a path to success. While there were challenges that the hospital faced, Zane’s leadership skills and determination to succeed were critical factors in her success. Ultimately, her story serves as an inspiration to all leaders who aspire to make a difference in their organizations and communities.

References

Ingols, C., & Brem, L. (2006). Ellen Zane – Leading Change at Tufts/NEMC. Simmons School of Management Case Study, 1-27.

2/26/23, 6:49 PM

Comparative Study of Case Study Summaries With APA Table Scoring Guide

https://courserooma.capella.edu/bbcswebdav/institution/DHA/DHA8032/220400/Scoring_Guides/u08a1_scoring_guide.html 1/2

Comparative Study of Case Study Summaries With APA Table Scoring Guide

Due Date: End of Unit 8
Percentage of Course Grade: 30%.

CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED

Critically compare
findings between
Week 4 case study
of learner and one
other learner.
15%

Does not critically
analyze differences
between Week 4
case study of
learner and one
other learner.

Describes one
difference
between Week 4
case study of
learner and one
other learner.

Describes at least
two differences and
one similarity
between Week 4
case study of learner
and one other
learner.

Describes at least three
differences and two
similarities between Week 4
Case study of learner and
one other learner; OR finds
three differences and two
similarities between learner’s
summary and two other
learners, allowing some mix
and match.

Critically compare
findings between
Week 5 case study
of learner and one
other learner.
15%

Does not critically
analyze differences
between Week 5
case study of
learner and one
other learner.

Describes one
difference
between Week 5
case study of
learner and one
other learner.

Describes at least
two differences and
one similarity
between Week 5
case study of learner
and one other
learner.

Describes at least three
differences and two
similarities between Week 5
Case study of learner and
one other learner; OR finds
three differences and two
similarities between learner’s
summary and two other
learners, allowing some mix
and match.

Critically compare
findings between
Week 6 case study
of learner and one
other learner.
15%

Does not critically
analyze differences
between Week 6
case study of
learner and one
other learner.

Describes one
difference
between Week 6
case study of
learner and one
other learner.

Describes at least
two differences and
one similarity
between Week 6
case study of learner
and one other
learner.

Describes at least three
differences and two
similarities between Week 6
Case study of learner and
one other learner; OR finds
three differences and two
similarities between learner’s
summary and two other
learners, allowing some mix
and match.

Critically compare
findings between
Week 7 case study
of learner and one
other learner.
15%

Does not critically
analyze differences
between Week 7
case study of
learner and one
other learner.

Describes one
difference
between Week 7
case study of
learner and one
other learner.

Describes at least
two differences and
one similarity
between Week 7
case study of learner
and one other
learner.

Describes at least three
differences and two
similarities between Week 7
Case study of learner and
one other learner; OR finds
three differences and two
similarities between learner’s
summary and two other
learners, allowing some mix
and match.

Create an APA
compliant table
showing the
comparison of
Weeks 4, 5, 6, and 7
as summarized in
the paper.
30%

Does not create a
table.

Creates a table
with comparisons
that are not APA
compliant.

Creates an APA
compliant table
showing the
comparison of
Weeks 4, 5, 6, and 7
as summarized in
the paper, with some
small formatting
errors.

Creates an APA compliant
table showing the comparison
of Weeks 4, 5, 6, and 7 as
summarized in the paper,
which includes properly
setting up the table’s number,
title, and any needed notes..

Write a clear and
concise introduction

Does not create an
introduction to the

Writes a wordy,
too brief, or

Writes a clear
introduction with a

Writes a clear and concise
introduction to the paper, with

2/26/23, 6:49 PM Comparative Study of Case Study Summaries With APA Table Scoring Guide

https://courserooma.capella.edu/bbcswebdav/institution/DHA/DHA8032/220400/Scoring_Guides/u08a1_scoring_guide.html 2/2

CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
to the paper, with a
thesis.
5%

paper. random
introduction with
no thesis or with
an irrelevant
thesis.

thesis. a thesis, in proper APA format
and style.

Write a clear and
concise summary to
the paper, tying back
to the original thesis
of the paper.
5%

Does not write a
summary to the
paper.

Writes a wordy,
too brief, or
random summary
with no tie-in to
the introduction’s
thesis.

Writes a clear
summary to the
paper, tied to the
thesis of the
statement.

Writes a clear and concise
summary, tied well to the
thesis, and in proper APA
format and style.