MOD 1:Part 1:The 4 basic management functions that make up the management process are planning, organizing, influencing, and controlling. Blaze exhibits planning skills throughout the day, and the most prominent example of his planning was when he began the studies for expansion in areas of the hospital. He chose 3 specific expansion studies and did not include/approve 1 study. His explanation of his reasoning for exclusion shows his planning, as it highlights that only studies that aid in the attainment of the organization’s goals are to be promoted. Blaze went a step further by organizing his governing body task force and encouraging them to think about using a for-profit subsidiary in the study for the physician office building. Blaze assigned tasks to people/delegated for the planning stage of the expansion studies. In his first afternoon meeting, Blaze influenced his senior managers to better monitor their assigned areas and report any variations due to the adverse overtime budget variance andthe cost overrun on supplies. This encouragement and motivation by Blaze is to better the organization overall as they move toward their goals. Blaze also exhibited Controlling skills when he met with the chair of the department of psychiatry and discussed the salaried position. By comparing the norm of the hospital to the request, Blaze is determining the action plan and how this decision will affect the organization as a whole.Part 2:(1) The internal stakeholders would be people who are already committed to serving the organization. Internal Stakeholders Blaze interacts with would include the state senator Blaze met with. Because the senator represents the district the hospital is located in, the Medicaid payment reduction directly affects the hospital, and in turn the patients attending the hospital are likely voters in the district. Throughthis relationship, we can see that both the organization and the senator are interdependent and must work together to reach their goals. Interface stakeholders are those people directly involved with the functioning of the organization but also work with and through the environment. An example of Blaze’s interactions with Interface stakeholders would be his lunch routine of eating and conversing with the staff to build a rapport. An example of interaction with interface stakeholders could also be a panel discussion with staff and hospital trustees to better understand their needs and desires on a day to day level. External stakeholders are people who impact your work but may not be in direct support of the organizations goals. Blaze interacted with many external stakeholders such as the county commissioners and the coroner. Though there stakeholders affect the work at the hospital, they do not directly share the same goals of Blaze’s organization.