In your Health Informatics: A Systems Perspective textbook, read the Electronic Health Records: Where Does the System End? And also read the case study in Chapter 1; then, in 7- 8 pages, respond substantively to each of the following questions: Q1- How will you integrate, in the EHR, the nonmedical information of personalized care that promotes personal interaction and accounts for the personal needs and preferences of individual residents? Who on the staff would be included in learning the digital stories and why are they included? Q2- How will the EHR support personalized, community-connected care for individual residents? How does the concept of health information exchange relate to that of the hospital EHR? Q3- How will the EHR support noninstitutionalized care, including fluid, continuous staff response to real-time choices by residents? Q4- How will the EHR use linked communication technologies for staff, residents, and family, to actively facilitate the resident choice and staff response in Question 3? Additionally, what linked communication technologies will be used? Notes: Please do not include the title page, nor the reference(s) section of the paper, toward the length requirement. Follow all APA 7th ed. guidelines when formatting your paper. Within the body of your paper, present each question in the case study as an APA Level 1 headings (Review APA 7th ed. guidelines for heading levels and how to correctly position and format each heading level).

Read Case 2.1 Hector Gaming and complete the questions and develop an action plan.Grading Criteria:Your final submission should be 2-3 of pages in length excluding title page, abstract, and reference page and will be graded using the UOTP Writing Rubric belowHector Gaming CompanyHector Gaming Company ( HGC) is an educational gaming company specializing in young children’s educational games. HGC has just completed their fourth year of operation. This year was a banner year for HGC. The company received a large influx of capital for growth by issuing stock privately through an investment banking firm. It appears the return on investment for this past year will be just over 25 percent with zero debt! The growth rate for the last two years has been approximately 80 percent each year. Parents and grandparents of young children have been buying HGC’s products almost as fast as they are developed. Every member of the 56- person firm is enthusiastic and looking forward to helping the firm grow to be the largest and best educational gaming company in the world. The founder of the firm, Sally Peters, has been written up in Young Entrepreneurs as “ the young entrepreneur to watch.” She has been able to develop an organization culture in which all stakeholders are committed to innovation, continuous improvement, and organization learning. Last year, 10 top managers of HGC worked with McKinley Consulting to develop the organization’s strategic plan. This year the same 10 managers had a retreat in Aruba to formulate next year’s strategic plan using the same process suggested by McKinley Consulting. Most executives seem to have a consensus of where the firm should go in the intermediate and long term. But there is little consensus on how this should be accomplished. Peters, now president of HGC, feels she may be losing control. The frequency of conflicts seems to be increasing. Some individuals are al-ways requested for any new project created. When resource conflicts occur among projects, each project manager believes his or her project is most important. More projects are not meeting deadlines and are coming in over budget. Yesterday’s management meeting revealed some top HGC talent have been working on an international business game for college students. This project does not fit the organization vision or market niche. At times it seems everyone is marching to his or her own drummer. Somehow more focus is needed to ensure everyone agrees on how strategy should be implemented, given the resources available to the organization.Yesterday’s meeting alarmed Peters. These emerging problems are coming at a bad time. Next week HGC is ramping up the size of the organization, number of new products per year, and marketing efforts. Fifteen new people will join HGC next month. Peters is concerned that policies be in place that will ensure the new people are used most productively. An additional potential problem looms on the horizon. Other gaming companies have noticed the success HGC is having in their niche market; one company tried to hire a key product development employee away from HGC. Peters wants HGC to be ready to meet any potential competition head on and to discourage any new entries into their market. Peters knows HGC is project driven; however, she is not as confident that she has a good handle on how such an organization should be managed— especially with such a fast growth rate and potential com-petition closer to becoming a reality. The magnitude of emerging problems demands quick attention and resolution.Peters has hired you as a consultant. She has suggested the following format for your consulting contract. You are free to use another format if it will improve the effectiveness of the consulting engagement. Peters has hired you as a consultant. She has suggested the following format for your consulting contract. You are free to use another format if it will improve the effectiveness of the consulting engagement.Q&A:1. What is our major problem? Identify some symptoms of the problem.2. What is the major cause of the problem? Provide a detailed action plan that attacks the problem. Be specific and provide examples that relate to HGC.