MooPig Brain Tech Department :: "Texas A&M Physicians » Psychiatry and Behavioral Health"

Mental Science
Re-Directed Articles by Pat Darnell  |  Mar 5, 2015  |  Bryan TX

There is a well appointed Psychiatric facility here in Bryan, associated with Texas A and M. I will keep you posted.

Texas A and M Physicians » Psychiatry and Behavioral Health: "Psychiatry and Behavioral Health Physicians: David Dranetz, M.D., Darlene McLaughlin, M.D., Joshua Cabrera, M.D. Psychiatry and Behavioral Health provides comprehensive mental and emotional health services for adult patients. Patients meet one-on-one with a board-certified psychiatrist to design a personalized treatment plan that allows them to realize optimal wellness and quality of life."

'via Blog this'



___________________Reference
http://texasamphysicians.com/psychiatry.html
http://texasamphysicians.com/resources/new-patient-packet.pdf
http://texasamphysicians.com/resources/psych-financial-and-consent-agreement.pdf
http://texasamphysicians.com/resources/psych-videotaping-consent.pdf

MooPig FWD Email :: There are no Words to Describe ...

Retrieved from email by Pat Darnell | Dec 16, 2012 | Bryan TX

_________________________Reference

MooPig's B2B Department :: "Project Priorities"

Corralled by Pat Darnell  |  Nov 14, 2012  |  Bryan TX

[Picture LINK]

How many times have you had this conversation with your boss: "There are so many projects going on right now, which ones are the most important?" They reply: "They are all equally as important, they are all high priority and they all need to be done yesterday!" What do you do when you get this type of answer? Simply follow these:

5 Tips for Setting Project Priorities

Use the following questions to help you set your own project priorities:

Question #1 – Does the Project Bring in Revenue?

Companies are in business to make money. That's why everyone goes to great lengths to get as much done as possible with limited resources and short time frames. You can never go wrong with this question if you are struggling with setting project priorities. Choose the project to work on that will bring in revenue to the company if you have a choice to make. For example, there may be one phase of the project that needs to be complete in order to receive the next payment of 25%. Finish this project first before you move on to a new project that may not be as close to bringing cash into the company.

Question #2 – Will Closing this Project Create Client Noise?

Unfortunately, sometimes projects don't go as planned. This is bad enough when the project is an internal project, but it can really cause friction when the project is for a client. Dates may begin to slip or functionality may not work as intended. Clients can become frustrated and may begin getting a bit vocal. This gradual crescendo of discontent can quickly escalate to a full-blown roar if not carefully managed. Payment can start being withheld, VPs start getting involved, and meetings designed to reset expectations are necessary in order to get things back on track. These are the next types of projects you would move up in the queue to work on as you prioritize your projects.

Question #3 – Will Closing this Project Create Internal Noise?

This question is a variation of quieting client noise. Internal noise can be almost as bad as client noise and many times a bit more intense. It sounds like this... "I would be able to finish my deliverable, but I'm waiting on the specification that is running 8 weeks behind!" That particular deliverable is a project that you have been assigned to manage. This deliverable may not be complete for legitimate reasons (for example, limited resources, shifting priorities, changing scope) but it is being used as the poster child for why someone else internally is running behind. These are the next projects you want to tackle and bring to closure.

Question #4 – Is it a Strategic Project?

Now that you have projects that are bringing in revenue and the noise is down to a dull roar, you can focus on those projects that are strategic in nature. These are projects that will be introducing a new product, taking the company in a different direction, or supporting some other strategic initiative the company has defined. These types of projects are typically less crisis-oriented and longer term in nature. These can fit in nicely around paying client projects while these new projects gradually shift the direction of the company.

Question #5 – What's Left?

You are now down to the final question. What projects are left? These projects are typically pet projects from VPs and Executives that they would like to get done. They may not necessarily further the company's big picture, but they will make their department's job easier. Or, these may be projects that fall into the "nice-to-have" category but would not be considered mission critical.

There is one exception to the order of the questions above. Question #4 can quickly move to the top of the list depending upon the current state of the company. The company may be on the verge of going out of business because of offering antiquated or out-of-date products or services. Nothing else matters beyond changing the strategic direction of the company if this is the case. Question #4 will rocket to the top of this list and everything else will become a lower priority.

So the next time you hear they answer "they're all important", use the questions above to help you manage setting project priorities. You will quickly find that this process will become second nature and you will automatically be picking the next best project to work on!

Prioritize your projects by using ProjectManager.com. You can include project priorities that range from "Critical" to "Not Important" and sort your projects accordingly.


__________________Reference
http://www.projectmanager.com/?utm_source=Constant%2BContact&utm_medium=Email&utm_campaign=Method123%3A%2BOctober%2B2012%2B-%2BWeek%2B2
https://secure.projectmanager.com/online-software-signup-step1.aspx?plan=1&utm_source=Constant%2BContact&utm_medium=Email&utm_campaign=Method123%3A%2BOctober%2B2012%2B-%2BWeek%2B2

One Step Closer

Well, for those of you who don't already know, I have been in school now for just over a month now, studying and trying to get the highest possible score to get my GED. I started off in difficult level, which is pretty reasonable for being out of school for 8 years now, and counting. The easiest way to explain the levels are, first, if you don't know your basics at all, you are definitely in the easy level, then you work up to the medium, difficult, (where I stand), then you have advanced, where people need to be in order to be ready for the actual GED test, or at least for the practice test.

I first stared off in difficult level for all five subjects, as of now I am in advanced for Math, Language, Reading , and Social Studies. The tests I am able to take tomorrow are Math, Language, and Social Studies. I am in High Adult Math levels which averages out to a 12.9+ out of 10. All the others are averaged at a 10 as of right now. So I am pretty confident about doing great tomorrow with the support of my family and everything else that is going for me right now. With the help of the teachers and teacher's aides, these tests, I should pass with flying colors.

When I am done with the final steps of this program , I plan to move on and do something good with my life, the only thing really holding me back from being successful, which is only because it is shown on paper, is my GED. I want to move on and make something of myself and prove to everyone around me that I can do things, which I know that the people close to me, or around me already know I have the capability of doing already without my GED. When I finish up with the whole school thing, I will take my nice vacation that has already been planned, come back home try to figure things out and eventually move closer towards my goals that I want to reach further for in life.

So if you are someone that is close to me, or has been through the whole program, I would really like to hear some feedback on the situation to see how you feel about the whole situation I am going through right now. I would appreciate some positive feedback and some big time motivation for this big test I am looking forward to tomorrow.

Camouflage

There was a once in a lifetime trip to Monroe, La. which was the greatest time ever to spend with their mother of course. There is always one thing to set of the beginning of the worst of the vacation. That is when I realized that camouflage should be banned from being worn in certain parts of the states. When I moved to Texas, all I thought about was the great weather, being down with family, and of course, the women.

Photobucket - Video and
Image Hosting" "http://i55.photobucket.com/albums/g155/VinVin5975/319550.jpg" width=175
border=0>

The beginning of the trip was great, I took the initiative to make the drive down so mother could relax for once, because I know personally, she is always on the go. We did check in to the so called Hotel, which ended up being a Motel, but hey we enjoyed our stay. I THINK!! As the days went by, we made friends to talk to and had a blast at the civic center. The civic center is where we set up for the big boat and gun show, where I finally discovered that camouflage makes me sick every time I see it now.

I realized the more I help the mother out with the sales and all, I have found out that I have the potential to talk to people and sell. While were down in Monroe I did all the driving around, (I felt like a taxi/limousine service) which felt great. We shared such a love and hate bond that weekend, which was lovely. There's two more things I forgot to mention, the crazy drivers, and the paper mill that blew towards the motel every morning.

The crazy drivers out there truly are crazy. We went to Wal-mart, that was another disaster, inside was huge, I would like to add. Leaving out of the parking I was trying to make a right, this other car came from nowhere and almost took us out. I gunned that big Impala V-six to just get out of there. That’s Chevy power for you.

Drive back was tiring, as I had to read the map backwards. I stopped four times in the median to double-check directions, because as one gets older you know the eyesight goes (HA HA).

It was the worst and best time with my lovely mother. We got home and the first thing we saw was my little brother and sister... dressed, of course, in camouflage.

GI, Going International

By Patrick Darnell
Your presentations were very well received. Yet, having no previous work experience with moving into international markets, you think it might be best to contract with an external service to research international markets. In the discussion board, meet with your marketing team and discuss the following challenges ahead of you. (CTU, Task Detail; Dec 2006). Consider and discuss the following:

Title: Going International, GI (SAP; 06/01)

1. What are the key considerations in choosing such a partner?
Key consideration: Is it profitable and will it add value?
Most USA based companies go forward in international markets because costs of materials, components, assemblies and real estate often is less than in US. In JavaJoy desire is to “look” at international opportunities and risks. Could it turn out that the firm has a high “ratio of outsourcing?”
Paul Strassman says, “A company’s outsourcing ratio [is] defined as purchases divided by sales...” The worksheet Strassman provides “only indirectly computes amounts a company purchases.” For most company decisions to Going International, GI, effort is related to “basis for decreasing taxation” liabilities (Strassman, Paul A; March 2005).
Without more contextual information, reasons for owner Hank Sanchez’s brainstorm to go international is assumed to “add value via tax savings... and that includes payroll, depreciation, cost of interest and taxes, plus all profits”(Strassman, Paul A; March 2005).
2. What would you expect of them?
Key consideration: “What portion of its internal business controls” is JavaJoy willing to give up for international growth (Para. Strassman; March 2005)?
Strassman warns “Unfortunately, none of generally accepted accounting or financial reports reveals how much a company has placed its business functions in hands of suppliers.” I find international expansion to be a natural evolution for JavaJoy GI. I also believe there are numerous suitors vying for opportunity to share in risks, costs and profits of the coffee brewer.
Would the future partner be very willing to divulge annual expenses and its debt or litigation, in transparency as known in negotiations? Transparency on JavaJoy’s side is “labor and directly related expenses, depreciation costs, interest costs, non-op costs minus expenses, special income, subtracted losses, income taxes, and other income” (Strassman, Paul A; March 2005).
Costs divided into the net sales will give a ratio: if it exceeds 50% the ratio will have meant JavaJoy GI releasing greater portions of control to suppliers international or otherwise.
Determination by using risk aversion ratios is the best way to approach an outsourcing market research partner. It will set the grammar of negotiations when expectations are reviewed with prospects.
3. How would you go about finding such a partner?
Key Consideration: Where does coffee come from?
The “innovations in global commerce have lowered costs and expanded the reach of purchasing transactions” means JavaJoy GI probably has already trans-national pipelines (Strassman, Paul A; March 2005).
Chief Information Officers are key personnel for deciding on an international research partner. Innovation in information technology is a major indicator for merging with any other company. To be a “strategic” partnership, JavaJoy GI will be obliged to look at costs of “intra-organizational matters from those that deal with suppliers to customers” (Strassman, Paul A; March 2005).
Once biggest and best, and most efficient supplier is found, JavaJoy has opportunity to find out if they are involved in international market research or have it in their sights. Outsourcing market research is a very good item for opening up vertical markets with their new prospect. Also cost reductions can be realized as the relationship becomes more transparent.
4. What would your selection criteria be?
Key consideration: So far high price of JavaJoy Inc products has limited growth.
“The JavaJoy product line is very well known and highly respected in coffee industry but, due to its high price JavaJoy has had limited success” (CTU, Task Detail, 2006). Selection for a GI partner is based on the vision statement Hank Sanchez, JavaJoy Owner, has developed. Marketing forecasts will have included research into these categories:
· Company must grow
· How can this growth be accomplished
· What are possible alternative approaches
· Which are best strategy/ approach
· What growth can be anticipated
· What are threats to growth
Moreover, ultimate decisions concerning “how to grow” constitute strategic planning; providing accurate and timely information, and supporting strategic planning process. To provide the answers, the potential partner must appear willing and able to provide and deploy control for gathered data and developed information about:
· Current market size
· Growth potential
· Buying habits
· Distribution channels
· Competition
· Cultural diversity
· Costs versus added value
5. Is marketing research process you have learned applicable partly or wholly in this JavaJoy GI effort?
Key Consideration: With his new market growth vision as the driver, Hank wants to “recast his 5-year strategy to take advantage of expanding markets,” and has decided international incursion is a remedy (CTU, Task Detail; Dec 2006).
Discussion: Learn > Plan > Deploy
Learn >> we have been learning frameworks of market research, and those lessons will provide structure to facilitate as we search for an international research partner. The firm is not looking for another middleman partner, as JavaJoy GI is already high priced. The method then is in applying what has been learned to what will be international strategic planning with all contingency. Define general research areas as primary and secondary. Qualify proposed questions for each area with qualitative research. Apply 6 stages of the marketing research process in extensive research.
Plan >> Clarifying the Research Question ~ Proposing Research ~ Designing the Research Project ~ Data Collection and Preparation ~ Data Analysis and Interpretation ~ Reporting the Results ~ (Cooper & Schindler, 2006, p. 86)
· Can JavaJoy survive in international high-end coffee brewing markets?
· What are trends in coffee consumption?
· How will competition measure up in international markets?
Deploy >> thus, JavaJoy GI will have found a partner who will have capacity in delivering:
• Product acceptance
• Coffee consumption
• Competition
• Regional analysis
• Global partnerships
• Financial
Marketing campaigns
• Primary Research
• Secondary Research
• Qualitative Research
• Quantitative Research
• International Research Companies
• e-commerce transactions
• Automated marketing campaigns
• Full reporting capabilities
• Surveys
• Interviews
• Internet Research
• Analyze
• Reduce
• Interpret
• Develop Website Catalog
• Recommend (CTU, DB; Dec 2006)
6. Is it more cost effective to do research yourself?
Key Consideration: Core Competency of JavaJoy Inc...
“Because of the ease of use of [International Financial Reporting Standards, IFRS] software, even students who lack technical expertise can work with the system in a structured way, and I can finally concentrate on my core competence as a physician, says Gerhard Polak, Manager and Publisher, on Going International”(SAP; 06/01).
JavaJoy GI can learn from every GI industry some fundamental lesson. JavaJoy is not an international marketing firm. Historically, JavaJoy takes bean and grinds and brews it to perfection.
I am certain that rummaging around for a suitor to partner up with is the only answer that will have most positive impact toward implementing growth and expansion visions of Hank Sanchez and JavaJoy GI.
Once its immediate business-system needs are satisfied, JavaJoy GI will investigate additional ways in which it can benefit from hiring consulting groups. The result will be praises for its professionalism and responsiveness to global outsourcing. JavaJoy GI will continue in its role as partner exploring how the solution can further improve its global markets doing business overseas.

References

Cooper, D and Schindler, P; (2006) Marketing Research New York, NY: McGraw-Hill Companies

CTU Online, (Dec 2006) Small Group Discussion Board, MKT350-0604B-03, JavaJoy Inc

CTU Online, (Dec 2006) Task detail, MKT350-0604B-03, JavaJoy Inc

SAP 50 077 808; (06/01) GOING INTERNATIONAL Business One Promotes Medical Training, sap com contact sap

Strassman, Paul A; (March 2005) Outsourcing: what ratio is right, Baseline, 2001-2006 Ziff Davis Publishing Holdings Inc, baseline mag international

Is your National VP Sales shy about getting involved in production?

Name: Patrick Darnell, Charter Member RED Team

Task Detail: “Julie Hogan is JavaJoy's National Sales Manager, and is in the process of rolling out JavaJoy's first non-coffee brewing system - a tea brewer. While the sales channels are the same as for the coffee brewing equipment, the end users (tea drinkers) are certainly different. Julie is desperate to know how the new product is being received because she needs to give the manufacturing department a production forecast for the coming quarter - and the forecast is due in two weeks! Assuming some time to work on this project:” (CTUOnline; Nov 2006)
1. What information can you develop for Julie in the time frame available?
Of the six market research rationales listed here, the first four can be somewhat achieved with some elegance in the next two weeks. The last two require more effort, and will be difficult to wrap up without quantitative research or refined interpretation for additional qualitative research. Marketing will pursue these objectives:
1) Clarifying Research Question
2) Proposing Research
3) Designing Research Projects
4) Attempting Data Collection and Preparation
5) Attempting Data Analysis and Interpretation
6) Reporting the Results (Cooper, D; 2006)
Assumption: Julie Hogan is a live wire with 500 amps of persuasion at her finger tips, as National Sales Manager. She can weld the project shut with just a little more marketing information. Moreover, if we read ahead in the task list -- the mind of Sanchez-- she is headed toward becoming the international sales manager.
The information needed is: How many units TeaJoy Brewers will we produce in production cycles following roll out? For a “congealed” data standard, hurry up method is not the best way to go. But, supply chains in manufacturing wait for no one.
At last measure Julie Hogan is 94% of the way to unleashing the new tea brewer. She is only 1/8 of an inch away from welding the deal closed. However, Mrs. Hogan, without a production estimate is at the farthest point from her marketing goal as a person can be. So she must ask key questions of key persons, soon. Sitting on the production estimate will make the TeaJoy trial a short-run.
2. What you would say to Julie. Submit 4 – 5 paragraphs which describe a type of marketing research she can use to gauge the consumer’s response to the tea brewer.
We must not lose face. Therefore we look at this opportunity to incorporate a time line of events. Two weeks is ten working days, or fourteen days when including weekends. To hit upon the most pertinent research question most apt, is to promote. Guidance for production quantities depends on resources that are hidden in end-user customers’ opinions, and vendors’ inputs who sell the equipment. To contact busy people during their work day is nearly impossible, unless the surveyor has a lure. The actual lure is right under our noses, in the form of the internet.
Proposing a type of research that is last minute and relates to work schedules we consider the various time frames. The manpower hours needed to find reliable numbers for this last minute decision is more or less 10 days x 8 hrs = 80 hours available in the traditional work-a-day. In contrast, internet is available 24 hours at seven days or a total of 24 hrs x 14 days = 336 hours available. Why not multiply our TeaJoy exposure to the maximum?
Much greater hours, 4 to 1 more, on the internet suggests immediately go to a free web business log site, known as Blog, and write a new, free Tea Sippers’ ‘Blog. On your new TeaJoy web Blog site. Advertise free tea-related prizes for entering preference surveys, or promise a door prize such as the newest Play Station, for how many, how much and when is tea preferred as an end-user or as a reseller. Sounds easy? It is. As national sales manager Mrs. Hogan has a large e-mail list she can invite to visit new TeaJoy Blog site, over and over, 24/7.
Moreover, since production predictions calls for extreme marketing research that exposes benchmark cases correlated to TeaJoy roll out, that is concurrent task to pursue. For instance, Julie Hogan might have a teenager at home who can type in some keywords to browsers, and activate some secondary sources for starters. That is not because Mrs. Hogan is not comfortable with the net, it is because her own child will work more cheaply than others, and probably has some web technique, and empathy for her mother’s task. This action could enhance the roll out in several ways, to make an educated production turn round: as in “Customers Seven Steps in the Benchmarking Process” (1-HBR; Nov 06).
3. Include the information that could be obtained.
A quick visit to Harvard Business Review publishing website revealed some favorable Key words. No doubt clear evidence in secondary research can be gathered from efforts online and from regional business agents, using incremental planning approach:
1 “Functional areas within JavaJoy to be benchmarked
a) partners that will benefit most from benchmarking
b) based upon cost, importance and potential of changes
2 “Identify key factors and variables with which to measure functions
a) financial resources
b) Product strategy.
3 “Select best-in-class companies for each area to be benchmarked
a) lowest cost
b) highest degree of customer satisfaction
c) can be direct competitors, foreign and domestic
d) parallel competitors with replacement or substitute products or services
e) latent competitors which might backwards- or forwards-integrate into your market
f) Out-of-industry firms with whom do not compete such as FedEx or Wal-Mart logistics
4 “Measure performance of best-in-class for each benchmark considered
a) SEC, Government
b) Companies themselves
c) Trade associations, Articles in press or trade journals
d) Analysts in the market
e) Credit reports
f) Clients and vendors
g) Interviews with other organizations willing to share their prior research or ‘swap’..." (2-HBR; Nov 06).
In this comprehensive and helpful outline form HBR Five, Six and Seven headings relate to data analysis.
“...5. Measure [TeaJoy Brewer] performance for each variable; begin comparing the results in an ‘apples-to-apples’ format; determine the gap between your firm and best-in-class examples.
6. Specify those programs and actions to meet and surpass the competition [to enhance] potential areas discovered...
7. Implement these programs”
(Paraphrased; 2-HBR, Nov 26 2006)
The last increments of our hurry up tasks include careful analyses leading to descriptions of very speicialized:
• Marketing analysis: A major un-met need among certain groups of customers, or target markets
• Product description: Ideas for a product to meet the need
• Competitor analysis: Major competitors to the product
• Advertising plan: How the target markets will be informed of the new product
(4-HBR, Harvard Business Review, Nov 2006)

4. Discuss your thoughts on the accuracy of whatever information you are able to gather in two weeks.
Accuracy will be low, but best practices will have been used. In context of the first four stages of qualitative data collecting, from the above discussions that introduced six major stages of marketing research: TeaJoy will be unable to prepare a unified production schedule for the manufacturing departments at the end of 336 hours.
The first four increments can be pursued quickly and possibly resolved in qualitative analysis. The final two analysis stages require the attention of those who are very busy, and hard to track down, owners and executives. Our research will entail "How to Mobilize the Executive Team for Strategic Change" to create the proposal that is due in two weeks or sooner (4-HBR, Harvard Business Review, Nov 2006).
Costs of producing it over the course of the year, Julie Hogan’s TeaJoy Brewer will be produced in a manner that reflects demand. In any new venture the cost accounting management is vital to establishing the price the consumer will pay for our product.
Julie Hogan will be very busy doing her regular tasks, and her related follow up duties of coordinating final promotions, printing and sales reps for the two weeks up to roll out. The final data analysis is up to the marketing department. A TeaJoy task team could be appointed to follow through with the best-case demand percentages most expected. Accuracy remains in the data analysis, as to how many units to produce next year. So let’s get cracking on the internet, and e-mails.
Working in this framework we will build on JavaJoy qualitative market statement, and make a benchmark with new products for our customers. Working to improve the management of TeaJoy division we see “...there a variety of views, formats and content regarding business [marketing opportunities and research] plans” (5-HBR; 2006). “The firm can choose from a few different approaches -- from simply trying harder, to emulating the best-in-class, changing the rules of the industry or leapfrogging the competition with innovation or technology from outside the industry.
In an ideal world the marketing research could answer all the pertinent questions for a production model and the price structure. Best practices in market research will justify financial resources and product strategy. Learning and understanding can often be used to simplify framework of analysis. Therefore at the end of the promotion sound advice to TeaJoy’s Mrs. Hogan is “...Always feel free to estimate results, as exact measures are usually disproportionately difficult to obtain and often do not significantly add value to the [end result]” (3-HBR; Nov 2006)

References:
Cooper, D, & Schindler, P, (2006) Marketing Research, New York, NY: McGraw-Hill Irwin

CTUOnline; (Nov 2006) Session: MKT 350 Phase 2 Discussion Board 1, Task List

1-HBR, Harvard Business Review, (Nov 2006) Various Approaches to Building Products and Services Approaches to Product development, Adapted “Field Guide to Consulting and Organizational Development” managementhelp org misc product-devapproaches and authenticityconsulting, 11/27/06, Harvard Business School Publishing

2-HBR, Harvard Business Review, (Nov 2006) Approaches to Market Research, managementhelp org mrktng mk_rsrch needs, 11/27/06, Harvard Business School Publishing

3-HBR, Harvard Business Review, (Nov 2006) Approaches to Competitor Market Analysis, managementhelp org mrktng cmpetitr cmpetitr, 11/27/06, Harvard Business School Publishing

4-HBR, Harvard Business Review, (Nov 2006) Approaches to Marketing Intelligence, marketing-intelligence co uk sitemap, 11/27/06, Harvard Business School Publishing

5-HBR, Harvard Business Review, (Nov 2006) the Mechanics of pricing, short term pain for long term gain, Approaches to Marketing Management bullet point com archives market BP3806, 11/27/06, Harvard Business School Publishing