The i-Human scenario below is designed to help you move through a simulated clinical patient scenario. Your work will be scored by i-Human rubric below and transferred to a grade in the gradebook by faculty. Grading criteria for Assignment are:History = 30Physical Exam = 30Differential Diagnosis = 15Rank Differential Diagnosis = 10Test Selection = 15The follow up review i-Human Seminar will be held in Unit 9 and is mandatory either by live attendance or review of recording and alternative assignment. This Seminar is worth 20 points.For this Activity, you will need to log in to your i-Human account. Instructions for logging in are as follows:Go to https://ih2.i-human.com/.Log in with your credentials (username and password).Select “Assignments” from the menu options on the top left of the screen.Press the green play button next to the Mr. Tyson case study.The case study will open; click Start to begin.Complete all elements of the case study (history, physical exam, assessment, etc.).Once you have successfully completed the Assignment, take a screenshot of the last screen of the activity, paste it into a Microsoft Word document, save your document, and Submit your Assignment to the unit Dropbox before midnight on the last day of the unit.For help creating a screenshot, visit the website below.

Discussion 1 What is Lateral Steering Group Management?A steering group is usually managers, but this is not a requirement. The group is created to aid the venture. The members will individuals that would be most affected by the venture, such as contractors, customers, stakeholders, and other departments (Neumeyer, n.d.). In other words, this group of individuals helps to given direction and instruction to those working internationally.Challenges in Using Lateral Steering Group Management DesignAlthough it may seem the best decision to have a steering group to assist in making strategic arrangements and choices there can be some important negative judgment resolutions in the outcome (Garcia, n.d.). Since a Steering Group contains more than one person, making decisions on behalf of the project will take longer than if one person was making an immediate decision. Groups can take longer to get everyone together and then all or most will need to agree with the decision. Overall, it will take more time to get a resolution (Garcia, n.d.). Also, this committee will have access to sensitive information, this could open the door to all or part of that information getting out. And since the responsibility to make any decisions must be done as a group effort the responsibility is divided among everyone in the group. This could lead to decisions being made too quickly and without much thought (Garcia, n.d.). Although the responsibility is divided among the group, someone should still be a form of the leader of the committee. This could cause a feeling of competition among some of the group members. Depending on if that leader is a good one or a poor one will depend on the type of resolutions that come out of this committee (Fulton, n.d.).Critical Operational Domain: Global Competence ManagerLateral leadership has opened the doors for organizations to discover better ways to communicate, motivate, have more workplace satisfaction, and increase productivity (Admin, 2017, December 14). However, India is a country that uses a Hierarchical leadership system, and the employees are not in the habit of communicating ideas or issues they have. They rely on managers and the leaders of the company to make the decisions and tell them what to do. This type of system is how leaders believe they can keep control over the staff (Admin, 2017, December 14).A Global competence manager will possess the knowledge and skills to examine, appreciate and understand local culture and the international elements to develop a successful team and get the duties and tasks completed triumphantly (Cheprasov, n.d.). When the competence manager uses lateral leadership they are more likely to influence, persuade, and elicit constructive contributions from their team (Admin, 2017, December 14). It will take some work in India but slowly as the manager gets to know their team and is a role model of open communication and giving and receiving feedback the India employees will see this is not a typical hierarchy, but a chance at individualism and that they matter to the company and what they do matters as well.Implementing Lateral Leadership in the International FirmThis will not be an overnight success. India is steeped in culture and this will be a vastly different way to think. Lateral leadership is not about finding the quickest and easiest resolution to issues, but to look at all the options. In this retrospect, the team can be helpful (Admin, 2017, December 14). The team may see options the manager is not seeing. By including everyone in finding resolutions, for example, will break down barriers that employees in India have and allow them to experience firsthand how their contribution can make a difference. Also, training will be vital. Also, the culture and environment need to be one of learning. Developing the staff will boost their ego and their careers. And become a greater asset to the company bringing more job satisfaction.Discussion 2 Lateral Steering Group’s Contribution In Cast Study Four, Peter Hanson recognized a need to embrace effective management practices to lead the new Product Development Centre (PDC) in the Asian market. One of his top priorities was to develop a high-performing team with relevant skills and competencies. He determined that surrounding himself with project leaders from different areas of distribution would establish a world-class PDC. The steering group will help expand the PDC by sharing their job knowledge and educating others on their prior experiences. According to Headley (1978), "a steering committee is usually a standing committee comprised of members representing a cross-section of the organization." With the anticipated PDC growth, Peter "wanted to make sure to create a healthy and positive atmosphere and orientation towards work," as stated by Thomas (2014). He recognized that he needed not only to identify and solve problems but make sound decisions. To achieve success, Peter needs to build a strong team. This team is designed to assist in developing, planning, and organizing different human resources responsibilities. As the committee is newly formed, together with Peter, they can decide what activities they will provide support. One of the primary components that drive productivity and success is human capital. Therefore, people's focus is viewed as a resource that needs to be utilized effectively and requires leadership oversight and direction. Critical Operation Domain: Resource Utilization Resource utilization is one of the critical operational functions that require leadership to transform the Hi-Tech Systems business. Establishing a workforce planning tool is vital as it provides data analytics towards determining the appropriate resources. The steering group can assist by identifying barriers that interfere with the achievement of the manpower. They can also evaluate budgets and apply their recommendation to staffing needs. This group of subject matter experts (SME) possess different skill sets and experiences. According to Tate (2015), it is beneficial to "leverage the unique strengths that each style contributes to a team and the organization." Data analytics plays an essential role in maximizing output. This group can "reset of strategy and metrics that value talent as an asset rather than an expense," according to Maurer (2020). Optimizing Steering Group As Peter faces in a set-up venture, the correct optimization of people to production will be difficult, as prior measurements are not established. First, outline the committee's role and mission by setting guideposts to how they will operate. They could be tasked with developing metrics for long-term success. While weekly reports can help to track and forecast daily progress, a best practice is to engage the steering committee to gather quarterly initially. This process permits Peter and the group to review the data and make course corrections as needed. Factors impacting a full slate of employees are obstacles in recruitment, employee leave of absence, and employee disengagement. These all can have an impact on optimal performance. Additionally, the region has experienced a shortage of skilled labor that creates a gap in filling roles. The lack of talent will significantly impede production. Together they can discuss and decide on organizational systems, goals, objectives, and expected outcomes.Discussion 3 A strong culture that embraces its core values aligned with its vision and strategy is imperative for competing for labor in the marketplace. As the corporate headquarters based in the U.S., the leadership team understand that diversity competence and strong diversity management will help build an inclusive work environment. Part of this initiative is an internal directive to increase the number of women in managerial positions. While this applies to the home country, the expectation is to create a culture change in the subsidiaries throughout the global network. In some instances, executive and leadership teams have been primarily dominated by all males which limits the diversity of thought, experiences, and possible backgrounds. In today's competitive marketplace, leadership recognizes and respects the value of human differences and leveraging those differences to benefit personal and business interactions. Over the past decades, the U.S. has enacted federal legislation, Equal Employment Opportunity (EEO) that prohibits discrimination based on race, color, religion, sex, national origin, age, disability, or veteran status. EEO's objective is to provide applicants and employees with equitable treatment in all of the employment practices, including recruitment, hiring, training, compensation, and promotion. As companies address high turnover and diminishing high-performing bench strength, a proactive talent management system is needed to attract and retain women in the workforce. The companies must help to identify and prepare women for their next roles. Growth from within the organization is essential towards creating an inclusive environment. In recent, the Asian region has empowered women by making them feel safe, secure, and offering career growth and managerial opportunities. They can recognize and achieve future success. While the advantages are clear, there are a few challenges to consider. According to Anand (2020), "women comprised just 23% of India's labor force in 2019 as compared to 48% globally." Workplace policies lack understanding and commitment that address their role as caregivers with flexible work arrangements. Companies need to develop programs to bring back women to work after a career break. Creating work-life balance programs will enable women, and men, to focus on business objectives. If they feel secure and valued, the company will be viewed as an employer of choice, striving to attain employees’ best interest. Secondly, in some regions, women are not afforded the same higher education opportunities, which disqualifies them from managerial positions. If women do have a chance to higher education levels, they may not select studies in science, technology, and engineering, which manufacturing jobs require. According to Saunderson (2016), by “creating a global competency model, companies will be ahead of the game with learning and development plans." The future of the company depends upon high-performing team members filling future leadership roles. Human Resources can develop a competency model that outlines essential leadership skills, training programs, and learning objectives for the next generation. Lastly, women encounter inequity regarding compensation. This diminishes women’s interest in career advancement. While women in the U.S. have made strides in these various areas of concern, disparity still exists as in all countries. In summary, executives see value in building diverse leadership teams. Kerby (2012) states, "a diverse workforce combines workers from different background and experiences that together breed a more creative, innovative, and productive workforce." Organizational awareness is imperative as the lack of diversity indicates a lack of respect for what the organization stands for and values. Increased women in the workforce drive financial performance and innovation. Human Resources activities that support global competencies and focus on leadership development will bring about international success.Discussion 4 EEOC & Females in LeadershipFor a business to be successful and have a positive impact on the community they work in, it is inarguable to have a diverse workforce. This can also benefit the organization's future hiring of employees and keeping staff longer (Dyott & Ladiwala, 2020, June 5). In the U.S. Dyott & Ladiwala claim that female workers amount to about 50% of the workforce per the Department of Labor, unfortunately, make less than male counterparts (2020). In places like India, less than a third of females are a part of the labor pool (World Bank, 2019, March 8) and in East Asia Pacific there is 62% of females in the labor pool (Kawakwa, 2019, March 5).What are the Global Attitude Differences?SHRM describes in their book Global Diversity and Inclusion that different regions interpret the meaning of diversity and inclusion differently. It states that many cultures aim to leave most of implementing diversity to the managers in local and national organizations (n.d.). “The degree of decentralization tends to vary with the parent company’s nationality” (SHRM, n.d.). In other words, the U.S. and East Asia Pacific companies will not normally get involved with the other’s conduct and actions towards diversity. However, the U.S. and East Asia Pacific do focus on hiring and promoting females to leadership positions. This can be due to women being half or more of the work population already and can be viewed as valuable team members. But countries such as India still have that negative attitude toward hiring or promoting females to any leadership type positions. Countries such as India do not view women as being an asset to any business and this leaves the female population struggling to find work much less being promoted to a leadership role.Strategy to Support EEOC Directive to Hire More Female’s to Leadership RolesTo have more success within an organization, companies should spend more time looking at the female population of the business. Usually, women are under-appreciated and many times their hard work goes unnoticed or taken for granted (SHRM, n.d.). A strategy that could be implemented in both the U.S. firm as well as the overseas firm in Asia or India would be communication. Open communication will allow both men and women to voice their ideas and concerns equally. Since individuals can view things differently from one another, open communication allows for differences to be discussed without fear of retribution, and having equal open communication for all employees can be astonishing and change the culture of the company for the better (SHRM, n.d.). Thomas & Lazarova talk about some key things a business needs to look at when a new business is being merged. The point they make is vital to any type of action a company makes when changes are needed (2014). They talk about how communication helps to alleviate any anxiety and stress due to change (2014). This sound advice should be implemented in any changes that a firm wishes to be a successful and smooth transition.