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  • [Solved] Nursing Need help with my assignment

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  • [Solved] 612CLM6S

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  • [Solved] Nursing ASSIGNMENT

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    – ## WEEK11_6665PRACT.docx **## WEEK11_6665PRACT.docx** PPREPARE Refer to the “Population-Focused Nurse Practitioner Competencies” found in the Week 1 Learning Resources, and consider the quality measures or indicators advanced nursing practice nurses must possess in your specialty of interest. · …

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    – ## WEEK11_6665PRACT.docx

    **## WEEK11_6665PRACT.docx**

    PPREPARE

    Refer to the “Population-Focused Nurse Practitioner Competencies” found in the Week 1 Learning Resources, and consider the quality measures or indicators advanced nursing practice nurses must possess in your specialty of interest.

    · Refer to your Clinical Skills Self-Assessment Form you submitted in Week 1, and consider your strengths and opportunities for improvement.

    · Refer to your Patient Log in Meditrek, and consider the patient activities you have experienced in your practicum experience and reflect on your observations and experiences.

    **ASSIGNMENT: JOURNAL ENTRY 450-500 WORDS**

    **Learning From Experiences**

    · Revisit the goals and objectives from your Practicum Experience Plan. Explain the degree to which you achieved each during the practicum experience.

    · Reflect on the three (3) most challenging patients you encountered during the practicum experience. What was most challenging about each?

    · What did you learn from this experience?

    · What resources were available?

    · What evidence-based practice did you use for the patients?

    · What would you do differently?

    · How are you managing patient flow and volume?

    · How can you apply your growing skillset to be a social change agent within your community?

    **Communicating and Feedback**

    · Reflect on how you might improve your skills and knowledge, and communicate those efforts to your Preceptor.

    · Answer the questions: How am I doing? What is missing?

    · Reflect on the formal and informal feedback you received from your Preceptor.

    By Day 7 of Week 11

    **## WEEK11_6665PRACT.docx**

    PPREPARE

    Refer to the “Population-Focused Nurse Practitioner Competencies” found in the Week 1 Learning Resources, and consider the quality measures or indicators advanced nursing practice nurses must possess in your specialty of interest.

    · Refer to your Clinical Skills Self-Assessment Form you submitted in Week 1, and consider your strengths and opportunities for improvement.

    · Refer to your Patient Log in Meditrek, and consider the patient activities you have experienced in your practicum experience and reflect on your observations and experiences.

    **ASSIGNMENT: JOURNAL ENTRY 450-500 WORDS**

    **Learning From Experiences**

    · Revisit the goals and objectives from your Practicum Experience Plan. Explain the degree to which you achieved each during the practicum experience.

    · Reflect on the three (3) most challenging patients you encountered during the practicum experience. What was most challenging about each?

    · What did you learn from this experience?

    · What resources were available?

    · What evidence-based practice did you use for the patients?

    · What would you do differently?

    · How are you managing patient flow and volume?

    · How can you apply your growing skillset to be a social change agent within your community?

    **Communicating and Feedback**

    · Reflect on how you might improve your skills and knowledge, and communicate those efforts to your Preceptor.

    · Answer the questions: How am I doing? What is missing?

    · Reflect on the formal and informal feedback you received from your Preceptor.

    By Day 7 of Week 11

  • [Solved] nutrition

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    – ## A.docx **## A.docx** Work 1) Mini Paper Choose one of the eating disorders discussed in the course. In a one-to-two-page paper, address the following: · Discussion of who is most at risk to develop the disorder. · Signs and Symptoms of the disorder. · Common methods of treatments for disorders….

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    Assignment Prompt & Instructions

    – ## A.docx

    **## A.docx**

    Work 1) Mini Paper

    Choose one of the eating disorders discussed in the course.

    In a one-to-two-page paper, address the following:

    · Discussion of who is most at risk to develop the disorder.

    · Signs and Symptoms of the disorder.

    · Common methods of treatments for disorders.

    · You will need to use information from sources besides your course.

    · Please include 2-3 references in APA format.

    Work 2) Case Study Assignment

    Step 1: Using the following scenario, complete the case study.

    During Winter Break, Alexa, Briana, and Lesley went to a small Mexican town near the Gulf of Mexico. On Friday night, the girls went to a restaurant. Alexa and Briana shared a pizza with ground beef, refried beans, cheese, and some vegetable toppings. Lesley ate a large portion of chicken fajitas. After dinner, Lesley brought her leftover chicken fajitas back to the hotel and stored them in the room’s refrigerator. Saturday morning, the girls ate bagels and fresh fruit. For lunch, the girls stopped at a deli. Alexa had a spinach salad with fresh strawberries, blueberries, and poppy seed dressing. Briana had a shrimp salad sandwich on a toasted multigrain roll. Lesley had a bowl of seafood gumbo soup. The young women were having so much fun that evening, they didn’t have time for a sit-down dinner, so they each ate a hot dog from a street vendor. When they returned to the hotel later that evening, they were a little bit hungry, so they shared Lesley’s chicken fajita leftovers after reheating them in a microwave. Between 3:00 and 5:00 a.m. on Sunday morning, Alexa and Briana each woke up feeling nauseous and bloated. They spent most of Sunday sick with vomiting and diarrhea. Alexa  also had a very bad headache and chills. Lesley felt fine, but she was stuck in the hotel room taking care of her sick friends all day.

    Step 2:  In a 1-2 page paper, discuss the following:

    · Determine what food(s) you think could have potentially been the source of Alexa and Briana’s food-borne illness.  Explain your reasoning.

    · Identify potential sources of food-borne illness for each of the meals the girls ate over the weekend.

    · Based on their symptoms, a suspected food source(s), and the time of onset, analyze which microorganism(s) were most likely to have been responsible for their illness. Use references to support your claims.

    · Discuss any precautions that Briana and Alexa could have done differently to prevent developing a food-borne illness. Explain your answer.

    Assignment Expectations for Grading:

    1. Demonstration of critical thinking, scholarship, and ability to connect and apply the material

    2. Comprehensiveness and completeness of your responses

    3. Adherence to the written instructions

    4. Spelling and grammar

    5. Provide 3-5 APA Style References to support your paper.

    Work 3) Make a Presentation – create a 5-7 slide presentation. You may use Google Slides, PowerPoint, or Prezi for example.

    The topic is completely up to you.

    In the slide-show, please be sure to include outside information and an APA reference page at the end

    **## A.docx**

    Work 1) Mini Paper

    Choose one of the eating disorders discussed in the course.

    In a one-to-two-page paper, address the following:

    · Discussion of who is most at risk to develop the disorder.

    · Signs and Symptoms of the disorder.

    · Common methods of treatments for disorders.

    · You will need to use information from sources besides your course.

    · Please include 2-3 references in APA format.

    Work 2) Case Study Assignment

    Step 1: Using the following scenario, complete the case study.

    During Winter Break, Alexa, Briana, and Lesley went to a small Mexican town near the Gulf of Mexico. On Friday night, the girls went to a restaurant. Alexa and Briana shared a pizza with ground beef, refried beans, cheese, and some vegetable toppings. Lesley ate a large portion of chicken fajitas. After dinner, Lesley brought her leftover chicken fajitas back to the hotel and stored them in the room’s refrigerator. Saturday morning, the girls ate bagels and fresh fruit. For lunch, the girls stopped at a deli. Alexa had a spinach salad with fresh strawberries, blueberries, and poppy seed dressing. Briana had a shrimp salad sandwich on a toasted multigrain roll. Lesley had a bowl of seafood gumbo soup. The young women were having so much fun that evening, they didn’t have time for a sit-down dinner, so they each ate a hot dog from a street vendor. When they returned to the hotel later that evening, they were a little bit hungry, so they shared Lesley’s chicken fajita leftovers after reheating them in a microwave. Between 3:00 and 5:00 a.m. on Sunday morning, Alexa and Briana each woke up feeling nauseous and bloated. They spent most of Sunday sick with vomiting and diarrhea. Alexa  also had a very bad headache and chills. Lesley felt fine, but she was stuck in the hotel room taking care of her sick friends all day.

    Step 2:  In a 1-2 page paper, discuss the following:

    · Determine what food(s) you think could have potentially been the source of Alexa and Briana’s food-borne illness.  Explain your reasoning.

    · Identify potential sources of food-borne illness for each of the meals the girls ate over the weekend.

    · Based on their symptoms, a suspected food source(s), and the time of onset, analyze which microorganism(s) were most likely to have been responsible for their illness. Use references to support your claims.

    · Discuss any precautions that Briana and Alexa could have done differently to prevent developing a food-borne illness. Explain your answer.

    Assignment Expectations for Grading:

    1. Demonstration of critical thinking, scholarship, and ability to connect and apply the material

    2. Comprehensiveness and completeness of your responses

    3. Adherence to the written instructions

    4. Spelling and grammar

    5. Provide 3-5 APA Style References to support your paper.

    Work 3) Make a Presentation – create a 5-7 slide presentation. You may use Google Slides, PowerPoint, or Prezi for example.

    The topic is completely up to you.

    In the slide-show, please be sure to include outside information and an APA reference page at the end

  • [Solved] book9pt1

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    – ## Part9.docx **## Part9.docx** Control charts are monitoring schemes, widely used in operations and manufacturing environments, to determine when a process is "in-control" and in the presence of only common-cause variation. Give an example of an application of control charts in an industrial, ope…

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    Assignment Prompt & Instructions

    – ## Part9.docx

    **## Part9.docx**

    Control charts are monitoring schemes, widely used in operations and manufacturing environments, to determine when a process is "in-control" and in the presence of only common-cause variation. Give an example of an application of control charts in an industrial, operations, or manufacturing setting that is different from those supplied in the overview. Discuss and share this information with your classmates.

    In responding to your peers' posts, select responses that use a control chart that is different from your own. Is the process in control or out of control? Would the process be in control if Western Electric rules are considered? Explain your reasoning. Finally, consider how control charts can be applied to the final project case study.

    Support your initial posts and response posts with scholarly sources cited in APA style.

    **## Part9.docx**

    Control charts are monitoring schemes, widely used in operations and manufacturing environments, to determine when a process is "in-control" and in the presence of only common-cause variation. Give an example of an application of control charts in an industrial, operations, or manufacturing setting that is different from those supplied in the overview. Discuss and share this information with your classmates.

    In responding to your peers' posts, select responses that use a control chart that is different from your own. Is the process in control or out of control? Would the process be in control if Western Electric rules are considered? Explain your reasoning. Finally, consider how control charts can be applied to the final project case study.

    Support your initial posts and response posts with scholarly sources cited in APA style.

  • [Solved] DB WK6 NURS 682

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    – ## DBWK6.docx **## DBWK6.docx** A theoretical framework provides a rationale for predictions about the relationship among variables. Discuss the variables you will use in your change project and the specific steps that are necessary to implement your change project in your organization. **## DBWK6…

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    – ## DBWK6.docx

    **## DBWK6.docx**

    A theoretical framework provides a rationale for predictions about the relationship among variables. Discuss the variables you will use in your change project and the specific steps that are necessary to implement your change project in your organization.

    **## DBWK6.docx**

    A theoretical framework provides a rationale for predictions about the relationship among variables. Discuss the variables you will use in your change project and the specific steps that are necessary to implement your change project in your organization.

  • [Solved] problem focused NURS 682 soap note wk6

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    – ## TemplateFNPSOAPNote-1-11.docx **## TemplateFNPSOAPNote-1-11.docx** **FNP SOAP Note Template** Use this template for Comprehensive Notes (H&Ps) and Problem-Focused Notes (Episodic/progress notes). For the Problem-Focused Notes, _only_ include pertinent problem-focused information related to the …

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    – ## TemplateFNPSOAPNote-1-11.docx

    **## TemplateFNPSOAPNote-1-11.docx**

    **FNP SOAP Note Template**

    Use this template for Comprehensive Notes (H&Ps) and Problem-Focused Notes (Episodic/progress notes). For the Problem-Focused Notes,
    _only_ include pertinent problem-focused information related to the chief concern (CC).

    **Demographic Data**

    · Patient age and gender identity

    · MUST BE HIPAA compliant

    **Subjective**

    **Chief Complaint (CC)**

    · Place the complaint in Quotes

    · Brief description -only a few words and in the patient’s words … “My chest hurts,” “I cannot breath,” or “I passed out,” etc.

    **History of Present Illness (HPI)**– the
    **reason for the appointment today**

    · Use the OLD CARTS acronym to document the eight elements of a chief concern (CC): Onset, Location/radiation, Duration, Character, Aggravating factors, Relieving factors, Timing, and Severity)

    · Briefly describe the general state of health prior to the problem.

    · Are Activities of Daily Living (ADL) impacted by the current problem?

    **Past Medical History**:

    · List current and past medical diagnoses

    **Past Surgical History**:

    · List all past surgeries

    **FAMILY HISTORY:**

    · Include medical/psychiatric problems to include 3 generations (parents, grandparents, siblings, or
    direct relatives.

    **Current Medications:**

    · Include current prescription(s), over-the-counter medications, herbal/alternative medications as well as vitamin/supplement use.

    **ALLERGIES**: Include medications, foods, and chemicals such as latex.

    **Immunizations History:** list current immunization status and address deficiency

    **Preventative health History: (** See Table below – Appendix A)

    **SOCIAL HISTORY:**

    ·
    **Include** nutrition, exercise, substance use (details of use: caffeine, EtOH, illicit drug use), sexual history/preference, financial problems, legal issues, kids, and history of abuse, including sexual, emotional, or physical.

    ·
    **Employment/Education:** occupation (type), exposure to harmful agents, highest school achievement

    **REVIEW OF SYSTEMS:**

    · A ROS is a question-seeking inventory by body systems to identify signs and/or symptoms that the patient may be experiencing or has experienced that may or may not correlate with the CC.

    *If a + finding is found not related to the cc this may represent an additional problem that will need to be detailed in the HPI.

    · Must include any physical complaint(s) by the body system that is relevant to the treatment and management of the current concern(s).
    **List only the pertinent body systems specific to the CC.**

    ·
    Remember to include pertinent positive and negative findings when detailing the ROS related to a chief concern (cc).

    ·
    Do not repeat the information provided in HPI

    · Use the format below when detailing the ROS

    **ROS:**

    General:

    Eyes:

    Ears, nose, mouth & throat:

    Cardiovascular:

    Respiratory:

    Gastrointestinal:

    Skin & Breasts:

    Musculoskeletal:

    Allergic:

    Immunologic:

    Endocrine:

    Hematopoietic/Lymphatic:

    Genitourinary:

    Neurological:

    Psychiatric/Mental Status:

    **Objective**

    PHYSICAL EXAMINATION:

    VITAL SIGNS: Blood pressure. Heart rate (regular or irregular). Respirations. SaO2 (on room air or O2). Temperature. Weight. Height.

    *Document the presence of any internal/external devices (IV, Central lines, NGTs, G-tubes, Ostomies, urinary catheters) and dates of placement.

    General:

    Eyes:

    Ears, nose, mouth & throat:

    Cardiovascular:

    Respiratory:

    Gastrointestinal:

    Skin & Breasts:

    Musculoskeletal:

    Allergic:

    Immunologic:

    Endocrine:

    Hematopoietic/Lymphatic:

    Genitourinary:

    Neurological:

    Psychiatric/Mental Status:

    **Pertinent Diagnostic Test Results:**

    **Assessment (Diagnosis)**

    Differential Diagnosis (DDx)

    · Include two (2) differential diagnoses you considered but did not select as the final diagnosis. Why were these 2 diagnoses not selected? Support with pertinent positive and negative findings for each differential with an evidence-based guideline(s) (required).

    Working or Final Diagnosis:

    · Final or working diagnosis (1) (including ICD-10 code)

    · Provide a rational explanation supported by evidenced-based guidelines (required). List the pertinent positive and negative symptoms/signs that support your final diagnosis.

    **Plan**

    Treatment (Tx) Plan: pharmacologic and/or nonpharmacologic

    · Pharmacologic -include full prescribing information for each medication(s) ordered

    · Refill Provided: Include full prescribing information for each medication(s) refilled and the correlating diagnosis related to the refill.

    Patient Education:

    · Include specific education related to each medication prescribed.

    · Was risk versus benefit of current treatment plan addressed for medication(s) and interventions? Was the patient included in the medical decision making and in agreement with the final plan

    · NPs should not be prescribing non-FDA approved medications or medications related to off-label use. If a physician prescribed a non-FDA-approved medication for working diagnosis or recommended off-label use was education provided and was the risk to benefit of the medication(s) addressed in the patient’s education?

    Prognosis Good, Fair, or Poor?

    · Indicate the patient’s prognosis: Good, Fair, Poor

    · Provide support for your selected prognosis

    Referral/Follow-up

    · Did you recommend follow-up with PCP, or other healthcare professionals?

    · When is the subsequent follow-up?

    Disposition:

    · Indicate the disposition of the patient.

    · Was the patient sent home, Emergency room via EMS, etc.

    · Include rationale for the follow-up recommendation or referral

    Reference(s)

    · Include APA formatted references for written assignments.

    · Minimum 2 references are required from evidence-based resources.

    · Oral assignments should include verbally articulated evidence-based guideline(s) used to prepare the oral presentation.

    APPENDIX A

    **PREVENTATIVE CARE SCHEDULE (Example – not all-inclusive)**

    | | | | |
    | — | — | — | — |
    | Preventive Care | Date | Result | Referrals Made |
    | Pap | | | |
    | Mammogram | | | |
    | A1C | | | |
    | Eye Exam | | | |
    | Monofilament Test | | | |
    | Urine<br>Microalbumin | | | |
    | Diet/Lifestyle Modifications | | | |
    | Digital Rectal Exam (DRE) | | | |
    | PSA | | | |
    | Colonoscopy or FOBT | | | |
    | Dexa Scan | | | |
    | CXR | | | |
    | BNP | | | |
    | ECG | | | |
    | Echo | | | |
    | Stress <br>Test | | | |
    | | | | |
    | Vaccines | | | |
    | | | | |
    | | | | |
    | | | | |
    | | | | |
    | | | | |

    **## TemplateFNPSOAPNote-1-11.docx**

    **FNP SOAP Note Template**

    Use this template for Comprehensive Notes (H&Ps) and Problem-Focused Notes (Episodic/progress notes). For the Problem-Focused Notes,
    _only_ include pertinent problem-focused information related to the chief concern (CC).

    **Demographic Data**

    · Patient age and gender identity

    · MUST BE HIPAA compliant

    **Subjective**

    **Chief Complaint (CC)**

    · Place the complaint in Quotes

    · Brief description -only a few words and in the patient’s words … “My chest hurts,” “I cannot breath,” or “I passed out,” etc.

    **History of Present Illness (HPI)**– the
    **reason for the appointment today**

    · Use the OLD CARTS acronym to document the eight elements of a chief concern (CC): Onset, Location/radiation, Duration, Character, Aggravating factors, Relieving factors, Timing, and Severity)

    · Briefly describe the general state of health prior to the problem.

    · Are Activities of Daily Living (ADL) impacted by the current problem?

    **Past Medical History**:

    · List current and past medical diagnoses

    **Past Surgical History**:

    · List all past surgeries

    **FAMILY HISTORY:**

    · Include medical/psychiatric problems to include 3 generations (parents, grandparents, siblings, or
    direct relatives.

    **Current Medications:**

    · Include current prescription(s), over-the-counter medications, herbal/alternative medications as well as vitamin/supplement use.

    **ALLERGIES**: Include medications, foods, and chemicals such as latex.

    **Immunizations History:** list current immunization status and address deficiency

    **Preventative health History: (** See Table below – Appendix A)

    **SOCIAL HISTORY:**

    ·
    **Include** nutrition, exercise, substance use (details of use: caffeine, EtOH, illicit drug use), sexual history/preference, financial problems, legal issues, kids, and history of abuse, including sexual, emotional, or physical.

    ·
    **Employment/Education:** occupation (type), exposure to harmful agents, highest school achievement

    **REVIEW OF SYSTEMS:**

    · A ROS is a question-seeking inventory by body systems to identify signs and/or symptoms that the patient may be experiencing or has experienced that may or may not correlate with the CC.

    *If a + finding is found not related to the cc this may represent an additional problem that will need to be detailed in the HPI.

    · Must include any physical complaint(s) by the body system that is relevant to the treatment and management of the current concern(s).
    **List only the pertinent body systems specific to the CC.**

    ·
    Remember to include pertinent positive and negative findings when detailing the ROS related to a chief concern (cc).

    ·
    Do not repeat the information provided in HPI

    · Use the format below when detailing the ROS

    **ROS:**

    General:

    Eyes:

    Ears, nose, mouth & throat:

    Cardiovascular:

    Respiratory:

    Gastrointestinal:

    Skin & Breasts:

    Musculoskeletal:

    Allergic:

    Immunologic:

    Endocrine:

    Hematopoietic/Lymphatic:

    Genitourinary:

    Neurological:

    Psychiatric/Mental Status:

    **Objective**

    PHYSICAL EXAMINATION:

    VITAL SIGNS: Blood pressure. Heart rate (regular or irregular). Respirations. SaO2 (on room air or O2). Temperature. Weight. Height.

    *Document the presence of any internal/external devices (IV, Central lines, NGTs, G-tubes, Ostomies, urinary catheters) and dates of placement.

    General:

    Eyes:

    Ears, nose, mouth & throat:

    Cardiovascular:

    Respiratory:

    Gastrointestinal:

    Skin & Breasts:

    Musculoskeletal:

    Allergic:

    Immunologic:

    Endocrine:

    Hematopoietic/Lymphatic:

    Genitourinary:

    Neurological:

    Psychiatric/Mental Status:

    **Pertinent Diagnostic Test Results:**

    **Assessment (Diagnosis)**

    Differential Diagnosis (DDx)

    · Include two (2) differential diagnoses you considered but did not select as the final diagnosis. Why were these 2 diagnoses not selected? Support with pertinent positive and negative findings for each differential with an evidence-based guideline(s) (required).

    Working or Final Diagnosis:

    · Final or working diagnosis (1) (including ICD-10 code)

    · Provide a rational explanation supported by evidenced-based guidelines (required). List the pertinent positive and negative symptoms/signs that support your final diagnosis.

    **Plan**

    Treatment (Tx) Plan: pharmacologic and/or nonpharmacologic

    · Pharmacologic -include full prescribing information for each medication(s) ordered

    · Refill Provided: Include full prescribing information for each medication(s) refilled and the correlating diagnosis related to the refill.

    Patient Education:

    · Include specific education related to each medication prescribed.

    · Was risk versus benefit of current treatment plan addressed for medication(s) and interventions? Was the patient included in the medical decision making and in agreement with the final plan

    · NPs should not be prescribing non-FDA approved medications or medications related to off-label use. If a physician prescribed a non-FDA-approved medication for working diagnosis or recommended off-label use was education provided and was the risk to benefit of the medication(s) addressed in the patient’s education?

    Prognosis Good, Fair, or Poor?

    · Indicate the patient’s prognosis: Good, Fair, Poor

    · Provide support for your selected prognosis

    Referral/Follow-up

    · Did you recommend follow-up with PCP, or other healthcare professionals?

    · When is the subsequent follow-up?

    Disposition:

    · Indicate the disposition of the patient.

    · Was the patient sent home, Emergency room via EMS, etc.

    · Include rationale for the follow-up recommendation or referral

    Reference(s)

    · Include APA formatted references for written assignments.

    · Minimum 2 references are required from evidence-based resources.

    · Oral assignments should include verbally articulated evidence-based guideline(s) used to prepare the oral presentation.

    APPENDIX A

    **PREVENTATIVE CARE SCHEDULE (Example – not all-inclusive)**

    | | | | |
    | — | — | — | — |
    | Preventive Care | Date | Result | Referrals Made |
    | Pap | | | |
    | Mammogram | | | |
    | A1C | | | |
    | Eye Exam | | | |
    | Monofilament Test | | | |
    | Urine<br>Microalbumin | | | |
    | Diet/Lifestyle Modifications | | | |
    | Digital Rectal Exam (DRE) | | | |
    | PSA | | | |
    | Colonoscopy or FOBT | | | |
    | Dexa Scan | | | |
    | CXR | | | |
    | BNP | | | |
    | ECG | | | |
    | Echo | | | |
    | Stress <br>Test | | | |
    | | | | |
    | Vaccines | | | |
    | | | | |
    | | | | |
    | | | | |
    | | | | |
    | | | | |

  • [Solved] work11

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    – ## work11.docx **## work11.docx** Now that you are moving deeper into the literature surrounding your proposed project, it is imperative for you to stay engaged with review, appraisal, and synthesis activities. In this unit you have the Scholarship of Application – Part 2 assignment to create a pr…

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    Assignment Prompt & Instructions

    – ## work11.docx

    **## work11.docx**

    Now that you are moving deeper into the literature surrounding your proposed project, it is imperative for you to stay engaged with review, appraisal, and synthesis activities.

    In this unit you have the Scholarship of Application – Part 2 assignment to create a presentation about the range of strategies/interventions you located in the literature to address the identified problem, the overview of the strategy/intervention you selected to implement and the rationale why this strategy/intervention is the best one to implement in your practice setting.

    Directions

    Using the Synthesis Matrix Table that you submitted in Week 4,
    **update the table (#6-10) with five additional resources of evidence that demonstrate support for** **the intervention you have selected (References that support slides 4 & 5 of your Unit 5 presentation)** to address the identified problem.

    After completing the table entries for this week, your updated table will now include at least 10 different resources.

    **Direct access to the full-text article is essential for grading. Either upload all evidence along with your table or ensure that an activated link is provided, which leads directly to the article you are presenting.**

    **## work11.docx**

    Now that you are moving deeper into the literature surrounding your proposed project, it is imperative for you to stay engaged with review, appraisal, and synthesis activities.

    In this unit you have the Scholarship of Application – Part 2 assignment to create a presentation about the range of strategies/interventions you located in the literature to address the identified problem, the overview of the strategy/intervention you selected to implement and the rationale why this strategy/intervention is the best one to implement in your practice setting.

    Directions

    Using the Synthesis Matrix Table that you submitted in Week 4,
    **update the table (#6-10) with five additional resources of evidence that demonstrate support for** **the intervention you have selected (References that support slides 4 & 5 of your Unit 5 presentation)** to address the identified problem.

    After completing the table entries for this week, your updated table will now include at least 10 different resources.

    **Direct access to the full-text article is essential for grading. Either upload all evidence along with your table or ensure that an activated link is provided, which leads directly to the article you are presenting.**

  • [Solved] WEEK 6 599 RESP

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    SEE ATTACHED – ## WEEK6599RESP.docx **## WEEK6599RESP.docx** **Please responded to both Peers posting below:** · Review your classmates' answers and find two with which your companies’ grades differ. · Post a response to those classmates as to why their or your answer is more accurate or may need to…

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    SEE ATTACHED

    – ## WEEK6599RESP.docx

    **## WEEK6599RESP.docx**

    **Please responded to both Peers posting below:**

    · Review your classmates' answers and find two with which your companies’ grades differ.

    · Post a response to those classmates as to why their or your answer is more accurate or may need to be reconsidered.

    **TEXTBOOK:** Required Textbook: David, F. R., David, F. R. & David, M.E. (2023). Strategic management: a competitive advantage approach, concepts and cases (18th ed.). Upper Saddle River: Pearson. ISBN: 9780137897667

    \*\*\**************************************************************

    1A.
    **McDonald’s vs. RBI: DEI Compared**

    Here I have a comparison between McDonald’s DEI initiatives, objectives, and metrics with those of major rival RBI which owns Burger King and other fast-food restaurants that compete with McDonald.

    While McDonald's emphasizes inclusion as a core value, with an affirmation of equal access and representation of employees, suppliers, and franchisees. Although it discontinued public DEI goals in 2025, McDonald's proudly proclaims that over 30% of U.S. leaders represent underrepresented groups, has achieved global gender pay equity, and possesses high employee inclusion scores (McDonald's Corporation, 2025). It previously reached its goal of spending 25% with American diverse-owned suppliers and maintains initiatives like inclusive technology for hiring, anti-harassment training, and demographic monitoring in-house. Restaurant Brands International (RBI) embeds DEI into its ESG approach through executive accountability, formal development training, and global ethics standards across the Burger King and Popeyes brands. Although RBI has no specific public statistics, it concentrates on talent building, equity, and global integration through its "For Good" platform (RBI, 2025).

                I have also reviewed the Corporate Equality Index (CEI) for 2021 and 2022 Reports. The information I found on both the How to Measure Inclusion in the Workplace and Corporate Equality Index regarding how to best walk the walk on DEI is presented in the next paragraph.

    In both 2021 and 2022, McDonald's received a 100% rating on the Human Rights Campaign's Corporate Equality Index (CEI) and was named one of the "Best Places to Work for LGBTQ+ Equality" (HRC Foundation, 2021; HRC Foundation, 2022). These scores reflect McDonald's expansive nondiscrimination practices such as sexual orientation and gender identity, equitable benefits to LGBTQ+ employees and their families, and continued commitment to inclusive corporate and supplier practices. In order to score 100 in the CEI, firms must have to comply with demands across a number of categories, from transgender-inclusive medical care to supplier inclusion programs and internal culture support (HRC Foundation, 2022).

    Measuring inclusion effectively requires both quantitative and qualitative metrics, according to Harvard Business Review (Romansky et al., 2021). Key suggested measures include representation data such as promotion, hiring, and exit rates by demographic group, inclusion experience surveys (annual or pulse), and pipeline monitoring to expose barriers to progression. Second, linking inclusion performance to leadership accountability such as incorporating DEI metrics into performance reviews or compensation structures increases its effectiveness (Romansky et al., 2021). Together, CEI scoring and inclusion measurement model best practices make businesses "walk the walk" on DEI by turning commitments into measurable organizational change.

    Finally, I have identified five areas where MCD can be compared to RBI in the most recent 2 years, which firm is better on each of the five criteria or areas and the overall grade I would give MCD and RBI on DEI.

    **Five Areas of Comparison: McDonald’s vs. RBI (2023–2025)**

    | | | | |
    | — | — | — | — |
    | **DEI Focus Area** | **McDonald’s (MCD)** | **RBI** | **Better Firm** |
    | 1. <br>**Leadership/ Representation** | Over 30% of U.S. leadership from underrepresented groups (McDonald’s, 2025). | No public representation statistics disclosed; relies on general equity pledges. | **McDonald’s** |
    | 2. <br>**LGBTQ+/ Equality (CEI Score)** | Scored 100% on Human Rights Campaign’s CEI for 9 straight years (HRC, 2023). | Scored 100% CEI in 2022; no public updates since. | **McDonald’s** |
    | 3. <br>**Supplier Diversity** | Met 25% spend goal with diverse-owned U.S. suppliers by 2021; ended program in 2025 (Supply Chain Dive, 2025). | No published supplier diversity data shared publicly. | **McDonald’s** |
    | 4. <br>**DEI Governance & Leadership** | Rebranded DEI department to "Global Inclusion Team"; pulled back public metrics in 2025 (Axios, 2025). | Embeds DEI in executive accountability and talent reviews across all brands (RBI, 2025). | **RBI** |
    | 5. <br>**Employee Development & Training** | Anti-harassment policies, AI tools, inclusive hiring, and employee sentiment tracking (McDonald’s, 2025). | 360 feedback, performance reviews, and global Code of Ethics enforcement (RBI, 2025). | **Tie** |

    **Overall Evaluation**

    McDonald’s has historically been a leader in DEI transparency, reporting strong inclusion metrics and setting public goals. However, in 2025 it scaled back public-facing commitments, choosing to integrate inclusion into daily business operations without external benchmarks. This has slightly weakened its accountability posture. In contrast, RBI is more consistent in executive-level DEI integration but shares fewer public data and targets.

    **Final Grades (2023–2025)**

    ·
    **McDonald’s (MCD): B+**

    · Strengths: Strong inclusion track record, transparency, and cultural programs.

    · Weaknesses: Retreated from measurable goals in 2025, reducing external accountability.

    ·
    **Restaurant Brands International (RBI): B**

    · Strengths: Strong leadership accountability and integrated systems.

    · Weaknesses: Lacks public DEI metrics, especially around representation and supplier engagement.

    **Summary**

    McDonald’s remains committed to embedding inclusion into its global operations, even as it shifts away from numerical targets toward inclusive business practices (McDonald’s Corporation, 2025). It continues measuring internal representation and inclusion sentiment and advancing supplier DEI historically. On the other hand, RBI’s approach centers on executive responsibility, structured talent development, and ethics governance though it lacks detailed public metrics like leadership representation or supplier spend levels.

    **References**

    Axios. (2025, January 17). DEI name change at McDonald’s and others.

    HRC Foundation. (2021). Corporate Equality Index 2021.

    HRC Foundation. (2022). Corporate Equality Index 2022.

    McDonald’s Corporation. (2021–2022). Global Diversity, Equity, and Inclusion Report.

    McDonald’s Corporation. (2025). Our Commitment to Inclusion.

    Nation’s Restaurant News. (2020). RBI commits to diversity in hiring.
    RBI. (2025). Talent Development & Ethics.

    Restaurant Brands International. (2025). Sustainability – People & Communities. Retrieved from RBI website.

    Romansky, L., Garrod, M., Brown, K., & Deo, K. (2021, May 27). How to measure inclusion in the workplace. Harvard Business Review. https://hbr.org/2021/05/how-to-measure-inclusion-in-the-workplace

    Supply Chain Dive. (2025, January 17).
    _McDonald’s ends supplier diversity DEI goals_.

    **1B.**

    McDonalds and Restaurant Brands International (RBI) both communicate a commitment to diversity and inclusion on their respective websites, but they differ significantly in the depth, structure, and transparency of their approaches. McDonald’s frames diversity, equity, and inclusion as a central pillar of its global purpose and business strategy. On its Commitment to Inclusion webpage, the company emphasizes creating a culture where everyone feels welcome and valued, with a clear definition of inclusion that encompasses enabling every individual to reach their full potential, regardless of background (Our commitment to inclusion, n.d.). In contrast, RBI addresses diversity and inclusion within the broader context of its sustainability vision. While the company acknowledges the importance of inclusive workplaces and ethical operations, DEI is not presented as a core strategic driver but rather as one part of its environmental, social, and governance framework (Ethics & Human Rights, n.d.).

    A key distinction between the two companies is the presence of specific, measurable goals and publicly reported progress. McDonald’s sets transparent DEI targets, such as achieving gender parity in leadership by 2030 and increasing representation of underrepresented groups in senior U.S. leadership roles to 35 percent by 2025 (Our commitment to inclusion, n.d.). The company regularly publishes DEI progress reports and workforce demographic data to track these objectives (Our commitment to inclusion, n.d.). RBI, by comparison, does not list any quantifiable DEI goals or publish progress metrics on its website. While it mentions inclusion training programs and creating safe spaces, these statements are more aspirational than action-oriented and lack the performance accountability evident in McDonald’s approach.

    In terms of implementation, McDonald’s also provides detailed information about its DEI initiatives, including employee business networks, inclusive leadership training, supplier diversity efforts, and community engagement programs. The company extends its DEI expectations to suppliers and franchisees, reflecting an integrated strategy that touches all levels of the business. RBI, on the other hand, refers to inclusion councils and a commitment to supporting diverse teams but provides fewer specifics regarding the structure, reach, or impact of such programs. This suggests that while RBI recognizes the importance of diversity and inclusion, its strategy is less formalized and less transparent than that of McDonald’s. Overall, McDonald’s presents a comprehensive and mature DEI strategy, whereas RBI appears to be in the earlier stages of development or communicating less extensively about its progress. These differences reflect the broader strategic management practices emphasized by David et al. (2023), who highlight the importance of measurable objectives and accountability systems for organizational success.

    To evaluate the effectiveness of diversity, equity, and inclusion efforts at McDonald’s Corporation and Restaurant Brands International, five key areas were compared using criteria based on the Human Rights Campaign’s Corporate Equality Index (CEI) reports for 2021 and 2022 (Corporate equality index 2025, n.d.). These areas include non-discrimination policies, equitable employee benefits, internal accountability and training, public transparency, and external engagement with communities. The analysis shows a significant contrast in the maturity and transparency of DEI initiatives between the two companies.

    First, McDonald’s demonstrates robust non-discrimination policies that explicitly cover sexual orientation and gender identity, earning a perfect score of 100 on the CEI in both 2021 and 2022 (Corporate equality index 2025, n.d.). In contrast, RBI has a score of 85 on the CEI rankings and lacks detailed public statements regarding LGBTQ+ protections in its workforce policies. The only area where RBI lost points was in corporate social responsibility, namely, having at least 5 distinct efforts of outreach or engagement in the LGBTQ+ community. Second, McDonald’s offers equitable health and wellness benefits, including transgender-inclusive healthcare and domestic partner coverage, which are validated through its CEI submissions. RBI, while expressing support for inclusive workplaces, does not publish comprehensive information about benefit equity for LGBTQ+ employees, suggesting a gap in transparency and potentially in coverage (Our commitment to inclusion, n.d.; Ethics & Human Rights, n.d.).

    Third, in terms of internal accountability, McDonald’s has implemented DEI training across the company and ties executive compensation to progress on DEI goals. The company has also publicly committed to increasing underrepresented group representation in senior leadership to 35% by 2025 (Our commitment to inclusion, n.d.). RBI mentions diversity councils and safe spaces, but offers less clarity on structural accountability or leadership metrics, indicating a more developmental stage of execution. Fourth, McDonald’s publishes detailed annual DEI reports and workforce demographic data, whereas RBI provides only general ESG updates with limited measurable outcomes. This lack of public disclosure from RBI makes it difficult to evaluate their progress (Ethics & Human Rights, n.d.).

    Lastly, McDonald’s actively supports external DEI efforts through supplier diversity programs, community partnerships, and advocacy for marginalized groups. Its CEI profile includes documented philanthropic engagement. RBI’s website references community impact initiatives, but these are framed within broad sustainability categories rather than targeted DEI strategies. Based on these five comparative areas, McDonald’s demonstrates a structured, transparent, and measurable approach to inclusion and equity, meriting an overall grade of A. RBI, while showing intent, lacks the depth and public accountability needed to drive meaningful progress and therefore receives a grade of C.

    **References**

    _Corporate equality index 2025_. HRC. (n.d.).
    [https://www.hrc.org/resources/corporate-equality-index](https://www.hrc.org/resources/corporate-equality-index)

    David, F. R., David, F. R., & David, M. E. (2023).
    _Strategic management_ (18th ed.). Pearson Education (US).
    [https://reader2.yuzu.com/books/9780137963201](https://reader2.yuzu.com/books/9780137963201)

    _Ethics & Human Rights_. Restaurant Brands International. (n.d.). https://www.rbi.com/English/sustainability/ethics-and-human-rights/default.aspx

    _Our commitment to inclusion_. McDonald’s Corporation. (n.d.).
    [https://corporate.mcdonalds.com/corpmcd/our-purpose-and-impact/jobs-inclusion-and-empowerment/commitment-to-inclusion.html](https://corporate.mcdonalds.com/corpmcd/our-purpose-and-impact/jobs-inclusion-and-empowerment/commitment-to-inclusion.html)

    **## WEEK6599RESP.docx**

    **Please responded to both Peers posting below:**

    · Review your classmates' answers and find two with which your companies’ grades differ.

    · Post a response to those classmates as to why their or your answer is more accurate or may need to be reconsidered.

    **TEXTBOOK:** Required Textbook: David, F. R., David, F. R. & David, M.E. (2023). Strategic management: a competitive advantage approach, concepts and cases (18th ed.). Upper Saddle River: Pearson. ISBN: 9780137897667

    \*\*\**************************************************************

    1A.
    **McDonald’s vs. RBI: DEI Compared**

    Here I have a comparison between McDonald’s DEI initiatives, objectives, and metrics with those of major rival RBI which owns Burger King and other fast-food restaurants that compete with McDonald.

    While McDonald's emphasizes inclusion as a core value, with an affirmation of equal access and representation of employees, suppliers, and franchisees. Although it discontinued public DEI goals in 2025, McDonald's proudly proclaims that over 30% of U.S. leaders represent underrepresented groups, has achieved global gender pay equity, and possesses high employee inclusion scores (McDonald's Corporation, 2025). It previously reached its goal of spending 25% with American diverse-owned suppliers and maintains initiatives like inclusive technology for hiring, anti-harassment training, and demographic monitoring in-house. Restaurant Brands International (RBI) embeds DEI into its ESG approach through executive accountability, formal development training, and global ethics standards across the Burger King and Popeyes brands. Although RBI has no specific public statistics, it concentrates on talent building, equity, and global integration through its "For Good" platform (RBI, 2025).

                I have also reviewed the Corporate Equality Index (CEI) for 2021 and 2022 Reports. The information I found on both the How to Measure Inclusion in the Workplace and Corporate Equality Index regarding how to best walk the walk on DEI is presented in the next paragraph.

    In both 2021 and 2022, McDonald's received a 100% rating on the Human Rights Campaign's Corporate Equality Index (CEI) and was named one of the "Best Places to Work for LGBTQ+ Equality" (HRC Foundation, 2021; HRC Foundation, 2022). These scores reflect McDonald's expansive nondiscrimination practices such as sexual orientation and gender identity, equitable benefits to LGBTQ+ employees and their families, and continued commitment to inclusive corporate and supplier practices. In order to score 100 in the CEI, firms must have to comply with demands across a number of categories, from transgender-inclusive medical care to supplier inclusion programs and internal culture support (HRC Foundation, 2022).

    Measuring inclusion effectively requires both quantitative and qualitative metrics, according to Harvard Business Review (Romansky et al., 2021). Key suggested measures include representation data such as promotion, hiring, and exit rates by demographic group, inclusion experience surveys (annual or pulse), and pipeline monitoring to expose barriers to progression. Second, linking inclusion performance to leadership accountability such as incorporating DEI metrics into performance reviews or compensation structures increases its effectiveness (Romansky et al., 2021). Together, CEI scoring and inclusion measurement model best practices make businesses "walk the walk" on DEI by turning commitments into measurable organizational change.

    Finally, I have identified five areas where MCD can be compared to RBI in the most recent 2 years, which firm is better on each of the five criteria or areas and the overall grade I would give MCD and RBI on DEI.

    **Five Areas of Comparison: McDonald’s vs. RBI (2023–2025)**

    | | | | |
    | — | — | — | — |
    | **DEI Focus Area** | **McDonald’s (MCD)** | **RBI** | **Better Firm** |
    | 1. <br>**Leadership/ Representation** | Over 30% of U.S. leadership from underrepresented groups (McDonald’s, 2025). | No public representation statistics disclosed; relies on general equity pledges. | **McDonald’s** |
    | 2. <br>**LGBTQ+/ Equality (CEI Score)** | Scored 100% on Human Rights Campaign’s CEI for 9 straight years (HRC, 2023). | Scored 100% CEI in 2022; no public updates since. | **McDonald’s** |
    | 3. <br>**Supplier Diversity** | Met 25% spend goal with diverse-owned U.S. suppliers by 2021; ended program in 2025 (Supply Chain Dive, 2025). | No published supplier diversity data shared publicly. | **McDonald’s** |
    | 4. <br>**DEI Governance & Leadership** | Rebranded DEI department to "Global Inclusion Team"; pulled back public metrics in 2025 (Axios, 2025). | Embeds DEI in executive accountability and talent reviews across all brands (RBI, 2025). | **RBI** |
    | 5. <br>**Employee Development & Training** | Anti-harassment policies, AI tools, inclusive hiring, and employee sentiment tracking (McDonald’s, 2025). | 360 feedback, performance reviews, and global Code of Ethics enforcement (RBI, 2025). | **Tie** |

    **Overall Evaluation**

    McDonald’s has historically been a leader in DEI transparency, reporting strong inclusion metrics and setting public goals. However, in 2025 it scaled back public-facing commitments, choosing to integrate inclusion into daily business operations without external benchmarks. This has slightly weakened its accountability posture. In contrast, RBI is more consistent in executive-level DEI integration but shares fewer public data and targets.

    **Final Grades (2023–2025)**

    ·
    **McDonald’s (MCD): B+**

    · Strengths: Strong inclusion track record, transparency, and cultural programs.

    · Weaknesses: Retreated from measurable goals in 2025, reducing external accountability.

    ·
    **Restaurant Brands International (RBI): B**

    · Strengths: Strong leadership accountability and integrated systems.

    · Weaknesses: Lacks public DEI metrics, especially around representation and supplier engagement.

    **Summary**

    McDonald’s remains committed to embedding inclusion into its global operations, even as it shifts away from numerical targets toward inclusive business practices (McDonald’s Corporation, 2025). It continues measuring internal representation and inclusion sentiment and advancing supplier DEI historically. On the other hand, RBI’s approach centers on executive responsibility, structured talent development, and ethics governance though it lacks detailed public metrics like leadership representation or supplier spend levels.

    **References**

    Axios. (2025, January 17). DEI name change at McDonald’s and others.

    HRC Foundation. (2021). Corporate Equality Index 2021.

    HRC Foundation. (2022). Corporate Equality Index 2022.

    McDonald’s Corporation. (2021–2022). Global Diversity, Equity, and Inclusion Report.

    McDonald’s Corporation. (2025). Our Commitment to Inclusion.

    Nation’s Restaurant News. (2020). RBI commits to diversity in hiring.
    RBI. (2025). Talent Development & Ethics.

    Restaurant Brands International. (2025). Sustainability – People & Communities. Retrieved from RBI website.

    Romansky, L., Garrod, M., Brown, K., & Deo, K. (2021, May 27). How to measure inclusion in the workplace. Harvard Business Review. https://hbr.org/2021/05/how-to-measure-inclusion-in-the-workplace

    Supply Chain Dive. (2025, January 17).
    _McDonald’s ends supplier diversity DEI goals_.

    **1B.**

    McDonalds and Restaurant Brands International (RBI) both communicate a commitment to diversity and inclusion on their respective websites, but they differ significantly in the depth, structure, and transparency of their approaches. McDonald’s frames diversity, equity, and inclusion as a central pillar of its global purpose and business strategy. On its Commitment to Inclusion webpage, the company emphasizes creating a culture where everyone feels welcome and valued, with a clear definition of inclusion that encompasses enabling every individual to reach their full potential, regardless of background (Our commitment to inclusion, n.d.). In contrast, RBI addresses diversity and inclusion within the broader context of its sustainability vision. While the company acknowledges the importance of inclusive workplaces and ethical operations, DEI is not presented as a core strategic driver but rather as one part of its environmental, social, and governance framework (Ethics & Human Rights, n.d.).

    A key distinction between the two companies is the presence of specific, measurable goals and publicly reported progress. McDonald’s sets transparent DEI targets, such as achieving gender parity in leadership by 2030 and increasing representation of underrepresented groups in senior U.S. leadership roles to 35 percent by 2025 (Our commitment to inclusion, n.d.). The company regularly publishes DEI progress reports and workforce demographic data to track these objectives (Our commitment to inclusion, n.d.). RBI, by comparison, does not list any quantifiable DEI goals or publish progress metrics on its website. While it mentions inclusion training programs and creating safe spaces, these statements are more aspirational than action-oriented and lack the performance accountability evident in McDonald’s approach.

    In terms of implementation, McDonald’s also provides detailed information about its DEI initiatives, including employee business networks, inclusive leadership training, supplier diversity efforts, and community engagement programs. The company extends its DEI expectations to suppliers and franchisees, reflecting an integrated strategy that touches all levels of the business. RBI, on the other hand, refers to inclusion councils and a commitment to supporting diverse teams but provides fewer specifics regarding the structure, reach, or impact of such programs. This suggests that while RBI recognizes the importance of diversity and inclusion, its strategy is less formalized and less transparent than that of McDonald’s. Overall, McDonald’s presents a comprehensive and mature DEI strategy, whereas RBI appears to be in the earlier stages of development or communicating less extensively about its progress. These differences reflect the broader strategic management practices emphasized by David et al. (2023), who highlight the importance of measurable objectives and accountability systems for organizational success.

    To evaluate the effectiveness of diversity, equity, and inclusion efforts at McDonald’s Corporation and Restaurant Brands International, five key areas were compared using criteria based on the Human Rights Campaign’s Corporate Equality Index (CEI) reports for 2021 and 2022 (Corporate equality index 2025, n.d.). These areas include non-discrimination policies, equitable employee benefits, internal accountability and training, public transparency, and external engagement with communities. The analysis shows a significant contrast in the maturity and transparency of DEI initiatives between the two companies.

    First, McDonald’s demonstrates robust non-discrimination policies that explicitly cover sexual orientation and gender identity, earning a perfect score of 100 on the CEI in both 2021 and 2022 (Corporate equality index 2025, n.d.). In contrast, RBI has a score of 85 on the CEI rankings and lacks detailed public statements regarding LGBTQ+ protections in its workforce policies. The only area where RBI lost points was in corporate social responsibility, namely, having at least 5 distinct efforts of outreach or engagement in the LGBTQ+ community. Second, McDonald’s offers equitable health and wellness benefits, including transgender-inclusive healthcare and domestic partner coverage, which are validated through its CEI submissions. RBI, while expressing support for inclusive workplaces, does not publish comprehensive information about benefit equity for LGBTQ+ employees, suggesting a gap in transparency and potentially in coverage (Our commitment to inclusion, n.d.; Ethics & Human Rights, n.d.).

    Third, in terms of internal accountability, McDonald’s has implemented DEI training across the company and ties executive compensation to progress on DEI goals. The company has also publicly committed to increasing underrepresented group representation in senior leadership to 35% by 2025 (Our commitment to inclusion, n.d.). RBI mentions diversity councils and safe spaces, but offers less clarity on structural accountability or leadership metrics, indicating a more developmental stage of execution. Fourth, McDonald’s publishes detailed annual DEI reports and workforce demographic data, whereas RBI provides only general ESG updates with limited measurable outcomes. This lack of public disclosure from RBI makes it difficult to evaluate their progress (Ethics & Human Rights, n.d.).

    Lastly, McDonald’s actively supports external DEI efforts through supplier diversity programs, community partnerships, and advocacy for marginalized groups. Its CEI profile includes documented philanthropic engagement. RBI’s website references community impact initiatives, but these are framed within broad sustainability categories rather than targeted DEI strategies. Based on these five comparative areas, McDonald’s demonstrates a structured, transparent, and measurable approach to inclusion and equity, meriting an overall grade of A. RBI, while showing intent, lacks the depth and public accountability needed to drive meaningful progress and therefore receives a grade of C.

    **References**

    _Corporate equality index 2025_. HRC. (n.d.).
    [https://www.hrc.org/resources/corporate-equality-index](https://www.hrc.org/resources/corporate-equality-index)

    David, F. R., David, F. R., & David, M. E. (2023).
    _Strategic management_ (18th ed.). Pearson Education (US).
    [https://reader2.yuzu.com/books/9780137963201](https://reader2.yuzu.com/books/9780137963201)

    _Ethics & Human Rights_. Restaurant Brands International. (n.d.). https://www.rbi.com/English/sustainability/ethics-and-human-rights/default.aspx

    _Our commitment to inclusion_. McDonald’s Corporation. (n.d.).
    [https://corporate.mcdonalds.com/corpmcd/our-purpose-and-impact/jobs-inclusion-and-empowerment/commitment-to-inclusion.html](https://corporate.mcdonalds.com/corpmcd/our-purpose-and-impact/jobs-inclusion-and-empowerment/commitment-to-inclusion.html)

  • [Solved] discussion board EBP week 9

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