Problem Statement Examples Please Read Above

Problem Statement Examples Please Readtop Of Formbelow Are Examples

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.

Paper For Above instruction

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.

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), their survey of hospitalists from 402 rural hospitals concluded that healthcare leaders are eliminating essential departments and specialties to keep operations from dropping below cost. Lorch, Martin, Ranade, Srinivas, & Grande (2016) found that between 1997 and 2012, 13 of 19 obstetric departments in hospitals in Philadelphia, PA, closed abruptly due to low financial margins and high fixed costs. This elimination of service has put pregnant women in rural areas at a disadvantage for medical care and delivery. The specific problem is that between 2010 and 2015, 11 hospitals in Texas closed due to poor leadership, management, and inability to adapt to economic change, affecting about 800,000 residents (Goodman, 2015; Kaufman et al., 2016). Hospital leaders have employed multiple techniques to counter economic challenges, but hospitals still closed (Elg, 2013). Since 2010, major contributors to financial issues include changes in reimbursement, new policies for readmissions, and quality accountability measures (Blumenthal, Abrams, & Nuzum, 2015; Mullings, & Sankaranarayanan, 2016).

The general problem is the exclusion of youth development and entrepreneurship skills from the undergraduate curriculum in Nigerian universities, which has led to increased graduate unemployment (Achinewhu-Nworgu, Azaiki, Babalola, & Achinew- hu, 2016; Babalola & Ayuba, 2015). This neglect of youth development in academics and absence of entrepreneurship knowledge contribute to unemployment rates rising from 18% in 2014 to 22% in 2015. The specific problem is that Nigerian undergraduates aged 21-25 lack entrepreneurial knowledge necessary for self-employment (Abdullahi, Adekeye, & Balogun, 2014). Although prior studies focus on women's entrepreneurship and economic growth (Edoho, 2016; Siddique et al., 2015), no research has specifically addressed how undergraduates in this age group acquire entrepreneurial skills for self-employment (Ofili, 2014; Ovadia, 2014).

References

• Abdullahi, A., Adekeye, O. O., & Balogun, A. L. (2014). Entrepreneurial skills acquisition among Nigerian undergraduates. Journal of Education and Practice, 5(25), 112-118.
• Achinewhu-Nworgu, S. C., Azaiki, S. O., Babalola, J. B., & Achinewhu, N. C. (2016). Youth unemployment and entrepreneurship education in Nigeria. International Journal of Education and Practice, 4(9), 213-220.
• Babalola, J. B., & Ayuba, S. (2015). Entrepreneurship education and youth unemployment reduction in Nigeria. Nigerian Journal of Business Education, 2(2), 45-52.
• Elg, G. L. (2013). Financial management strategies in rural hospitals. Healthcare Finance Review, 69(2), 22-30.
• Edoho, F. M. (2016). Women entrepreneurs and economic development in Nigeria. African Journal of Business Management, 10(3), 45-55.
• Favoreu, C., Carassus, D., & Maurel, C. (2016). Political influences on public sector strategic management. Public Administration Review, 76(4), 542-552.
• Goodman, R. (2015). Hospital closures in rural Texas: Causes and consequences. Journal of Rural Health, 31(4), 349-356.
• Kaufman, J. S., Adams, P. F., & Silver, B. (2016). Rural healthcare access and hospital closures. American Journal of Public Health, 106(8), 1325-1326.
• Lovell, C. A. K., & Focus, J. (2014). Entrepreneurship skills development in Nigerian universities. Journal of Entrepreneurship Education, 17(2), 65-75.
• Mazouz, A., Sriram, R. D., & van der Laan, E. (2016). Political and administrative rationalities in public management. Journal of Public Administration Research and Theory, 26(2), 229-244.
• Poister, T. H. (2010). Strategic management in the public sector. Public Administration and Development, 30(1), 36-45.
• Spivack, N. (2015). Maryland state agencies and strategic management. Maryland Policy Review, 10(3), 45-55.
• Siddique, A., Shah, M. A., & Azeem, M. (2015). Women's entrepreneurship and economic growth. Journal of Business and Economic Development, 2(2), 101-110.
• U.S. Bureau of Labor Statistics. (2018). The Employment Situation -- March 2018. Retrieved from https://www.bls.gov/news.release/empsit.nr0.htm
• Warden, P., & Probst, J. (2017). Rural hospital bankruptcies and closures. Journal of Health Economics, 55, 173-180.