Assignment Revision
Problem Statement Examples: Please Read!
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Below are examples you can emulate. You can provide what is stipulated in the Discussion guidance but the sooner you can write your ideas as you see below, the less rework you'll do and the sooner you will solidify your ideas. But, if you have not decided what problem(s) you will address in your dissertation, you cannot write the two paragraphs, as such follow the above guidance. But, know, whether you picked a topic by now, you have to produce the work required in this course to pass.
Again, if you have not yet decided a dissertation topic and related problem, you are falling behind as you cannot write a premise or prospectus if you have nothing to relate them to. If this is your situation, make an appointment and call me right away so I can help you.
Problem Statement
The general problem is that it is unclear to government policy makers if strategic management is improving public organization performance (Favoreu, Carassus, & Maurel, 2016; Poister, 2010). There are an estimated 22.3 million public sector employees in the U.S. (U.S. Bureau of Labor Statistics, 2018). Those employees, as well as the American public, are impacted by the practice of strategic management that is rudimentary compared to that in the private sector. Poister (2010) identified that recent increases in social and financial pressures have bolstered the need for strategic management in the public sector. A further understanding of the political influences in public sector strategic management is essential to understanding its effective execution (Tama, 2018; Baskarada & Hanlon, 2017).
The specific problem is the consequences of political process influences on the strategic management of State of Maryland agencies are not fully understood by the public. Strategic management in the public sector is complex as it combines administrative, managerial, and political rationalities (Mazouz et al., 2016). Strategic management also requires participation from actors of different types within the organization such as senior leaders, planners, financial professionals, and consultants (Johnsen, 2015). Researchers have identified political approaches to strategic management can result in ill-defined strategies, ambiguity, and lack of commitment from public sector employees (Favoreu, Carassus, & Maurel, 2016). Those results are exemplified by strategic management in the State of Maryland (Spivack, 2015; Nirappil, & Hernandez (2017). Maryland’s Office of Legislative Audits (2004) stated their investigation revealed agencies appeared to simply comply with the legislated reporting requirements rather than using the tools for actual strategic management.
Problem Statement
The general problem is that community members in rural areas experience difficulty establishing access to basic healthcare services such as primary, urgent, and emergency care (Staloch, 2016). Leaders at 75 of the 2224 rural hospitals in the United States have filed for bankruptcy since 2010 (Warden, & Probst, 2017; Ivantage, 2013). According to Hung, Kozhimannil, Casey, & Moscovice (2016) concluded from their survey of hospitalists of 402 rural hospitals that healthcare leaders are eliminating essential departments and specialties to keep operations from dropping below cost. Lorch, Martin, Ranade, Srinivas, & Grande (2016) inferred from interviews with twenty-three key leaders at six urban hospitals and five rural hospitals in Philadelphia, PA that 13 of the 19 hospital obstetric departments closed abruptly between 1997 and 2012 due to low financial margins and the high fixed costs of running obstetrics. This elimination of service has put pregnant women in rural areas at a disadvantage for medical care and delivery.
The specific problem is between 2010 and 2015, 11 hospitals closed due to poor leadership, management, as well as the inability to adapt to economic change in rural areas in the state of Texas (Goodman, 2015). This increase in hospital closure put an estimated 800,000 residents of Texas many miles away from acute care medical facilities (Kaufman et al., 2016). Hospital leaders have used multiple techniques to counter the financial problems that have been brought on by the rapid changes in healthcare yet hospitals closed (Elg, 2013). Since 2010, the major contributors to economic questions in hospital systems have linked changes in reimbursement amounts and new policies for readmissions as well as accountability measures for hospital quality (Blumenthal, Abrams, & Nuzum, 2015; Mullings, & Sankaranarayanan, 2016).
Problem Statement
Youth development and the improvement of knowledge on entrepreneurship skills required for self-employment have been excluded in the undergraduate level learning curriculum of universities in Nigeria (Ackah-Baidoo, 2016). The general problem is the exclusion of entrepreneurship skills from the learning curriculum has resulted in the increase in graduate unemployment rate representing 22 % in 2015 from 18% in 2014 (Achinewhu-Nworgu, Azaiki, Babalola, & Achinewhu, 2016; Babalola & Ayuba 2015). There is neglect of youth development in the academic curriculum and the lack of knowledge on entrepreneurship skills required for self-employment (Ackah-Baidoo, 2016).
The specific problem is that undergraduates from 21-25 years old in Nigeria lack entrepreneurial knowledge required for self-employment (Abdullahi, Adekeye, & Balogun 2014). Despite that youth unemployment and entrepreneurship have been studied in the previous literature that focused on the contribution of women entrepreneur to economic growth and development (Edoho, 2016; Siddique et al., 2015). It appears no research has been conducted on how undergraduates from 21-25 years old could obtain entrepreneurial knowledge required for self-employment (Ofili, 2014; Ovadia, 2014).
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