...CASE STUDY Shared Risk. Shared Reward. Insuring The Akron Children’s Expansion How a major metro-area hospital called on Integrated Project Delivery (IPD) – and a breakthrough insurance solution – to get its largest construction expansion in history off the ground Overview From the project’s initiation in 2010, the leaders behind Akron Children’s Hospital $200 million expansion “Building on the Promise” were dedicated to setting a new standard in the development and delivery of health care facility construction. Specifically behind this vision was Grace Wakulchik, Chief Operating Officer Akron Children’s Hospital, who drove the innovative and collaborative project approach. This included the incorporation of design feedback from all segments of the community – both civic and medical – to ensure an optimal patient and family experience. It also featured a commitment to lean construction principles, with the Integrated Project Delivery (IPD) method at the center of the plan. In contrast to the traditional Design-Bid-Build model, by definition, an IPD signifies that all constituents involved – from owners, to architects, to subcontractors and more – operate under the same governing contract. This shared risk/shared reward model is designed to give all parties an equal voice and to provide inherent project benefits including, but not limited to: reducing waste, lowering costs, supporting collaboration and maximizing productivity. For every decision, and at every stage, the IPD method...
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...Strategy Management in Global Environment GM599 Case Study: Herman Miller Inc Professor Denis Juren JeanMary Hermann Colas October 10, 2011 Herman Miller Inc started back in 1905, as a furniture company. The Star Furniture Company was a manufacturer of traditional-style bedroom suites in Zeeland, Michigan. It changed its name to Michigan Star Furniture Company, in 1909. Dirk Jan De Pree was hired as a clerk during that transition. D.J. De Pree became the president of the company 10 years later. He then renamed the company Herman Miller in honor of his father –in-law in recognition of his support for purchasing majority of share to save the company from failing (Shipper, Manz, Adams, Manz, 2010). Herman Miller Inc. became a leader in "modern" furniture in the 1930s and 1940s; developed lasting ties through the 1950s with legendary industrial designers who led us in new directions; transformed the office furniture industry with the first panel system in the 1960s; invented and refined ergonomic work seating in the 1970s, 1980s, and 1990s; reinvented the geometry of systems furniture in 2000, and is today the second largest office furniture company with customers and locations around the world (Dowdell,2008). Herman Miller Inc. is a global company with operations, sales offices, dealers, and licensees in more than 40 countries in North America, Asia/Pacific, Europe, Middle East, Africa, and Latin America. They serve customers virtually anywhere in the world. Their headquarters...
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...Assignment 5 Name: (Your Name) For Dr. Larry Byrd HRM533 Date: (Today’s date) (Title) Innovations of Employee Benefits The succeeding paragraphs will explain how innovations in employee benefits can improve the overall competitive compensation strategy of the organization. The first way is offer onsite day care facilities. The study suggests that on-site daycare is not only affordable; it is in many cases profitable. Further, the study found that a majority of workers would be willing to contribute to the cost of employer-sponsored daycare whether or not they used the benefit. "There are several kinds of employers who typically have on-site childcare, such as high-tech and healthcare industries, and others who need 24-hour workers, such as airline reservation companies," notes Connelly. "The few studies that have been done on on-site childcare focused on those companies with highly educated workforces. We were particularly interested in another group of companies - those who weren't offering daycare as part of a whole package of family-friendly benefits or because of a corporate philosophy, but rather because they had done an economic analysis of their particular set of workers and had decided that on-site childcare would be economically beneficial to their company." The second way is pet-friendly offices. Not all companies are created equal when it comes to the acceptance of dogs in the workplace. Some readily welcome your best friend while others...
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...Journal of Human Resources Education 13 Volume 3, No. 3, Summer 2009 STRATEGIC HRM AT THE MAYO CLINIC: A CASE STUDY Sunil Ramlall Hamline University Tripp Welch, Jennifer Walter, and Daniel Tomlinson The Mayo Clinic ABSTRACT For many decades, Mayo Clinic has been ranked as one of the top medical institutions in the world. The entire health care industry has been experiencing immense challenges. Given the current and historic success of Mayo, what does Mayo need to do from an HR perspective to maintain this standard of excellence? This case identifies the strategies used by Mayo to achieve excellence in employee and patient satisfaction. The case describes how this complex service organization fosters a culture that exceeds customer expectations and earns deep loyalty from both customers and employees. The role of HR is analyzed to explain how strategic HRM enables the organization to achieve its strategic business objectives. INTRODUCTION Mayo Clinic is the first and largest integrated, not-for-profit group practice in the world. Doctors of every medical specialty work together to care for patients, joined by common systems and a philosophy that "the needs of the patient come first." More than 3,300 physicians, scientists and researchers and 46,000 allied health staff work at Mayo Clinic, which has sites in Rochester, Minnesota, Jacksonville, Florida, and Scottsdale/Phoenix, Arizona. For many decades, Mayo Clinic has been ranked as one of the top medical...
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...most importantly, creating activities to engender team trust and cohesion. Most workers today do not work like my wife; most still commute to and from traditional, centralized offices and work with teams in close proximity. Nevertheless, more and more of us are—or will be—working in both non-traditional ways and places, ranging from relying on adaptable furniture and hoteling desks at the central office, to satellite offices, offshore offices, and telework from home. According to a recent benchmarking study by our research consortium, The New Ways of Working, many organizations are formalizing “Alternative Workplace” programs that combine nontraditional work practices, settings and locations.1 Almost half of the surveyed organizations have started an alternative workplace program within the past two years and a large majority within the past five years. This is 2 Many organizations are formalizing striking as these programs have been around since the early 1980s. The same study indicates that the adoption of such programs has accelerated during the recent Great “Alternative Workplace”...
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...importantly, creating activities to engender team trust and cohesion. Most workers today do not work like my wife; most still commute to and from traditional, centralized offices and work with teams in close proximity. Nevertheless, more and more of us are—or will be—working in both non-traditional ways and places, ranging from relying on adaptable furniture and hoteling desks at the central office, to satellite offices, offshore offices, and telework from home. According to a recent benchmarking study by our research consortium, The New Ways of Working, many organizations are formalizing “Alternative Workplace” programs that combine nontraditional work practices, settings and locations.1 Almost half of the surveyed organizations have started an alternative workplace program within the past two years and a large majority within the past five years. This is 2 Many organizations are formalizing striking as these programs have been around since the early 1980s. The same study indicates that the adoption of such programs has accelerated during the recent...
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...Factors That Contribute to Nurse Manager Retention Mickey L. Parsons, Jana Stonestreet Disclosures Nurs Econ. 2003;21(3) * Print * Email Introduction The purpose of this study was to describe factors that contribute to a health system's successful retention of nurse managers. This study is the first of a series that will provide the foundation for developing the nursing organization as a "health-promoting organization." The background and significance, theoretical framework, study findings, and executive strategies are discussed. The results and implications are intended to guide executive strategies, including organizational interventions, to build the nursing organization for quality patient care and positive working environments. Background and Significance The glue that holds the hospital together are the first-line managers. However, these managers are caught in a crossfire. Torn between multiple needs — patient, the staff, and the administration — nurse managers have been downsized and stretched over multiple units (Curtin, 2001). Nurse managers responsible for multiple units are severely challenged to maintain the needed blend and balance of clinical and business management, which is essential to staff nurse retention. Report after report identifies the importance of the nurse manager in retaining nursing staff (Boyle, Bott, Hansen, Woods, & Taunton, 1999; Corser, 1998; Cullen, 1999; Flannery & Grace, 1999; Fletcher, 2001; Kerfoot, 2000; Leveck...
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...Quarter. As a lifetime citizen of New Orleans, Sandy has experienced many evacuations and has become adept at hurricane planning through the years. When the hurricane alert [for Katrina] was issued on Saturday, August 27, 2006, this veteran immediately put his family emergency plan into effect as his wife and two children prepared to leave the city. Sandy remained near the plant to keep a close eye on his 110-year-old company and keep production working at a minimal capacity. With his family out of the city, Sandy uncharacteristically decided to shut the bakery down, secure its exterior, gas lines and doors and encouraged his employees to prepare their own homes and loved ones for the storm and potential evacuation. Both Sandy and the Leidenheimer management team keep home phone numbers and emergency evacuation contact information for all employees. 23 LOOKING AHEAD Managing Risk in the Small Business S After most of his employees had left, only Sandy, his plant manager, and chief engineer, all of whom play key roles in the business’s preparedness plan, remained in New Orleans. Once Sandy and the others had completed their assigned duties in the emergency shutdown, they left as well. While driving to meet with his family in Baton Rouge, Sandy was struck by the unusualness of the event. “Things were very different this time around,” said Sandy. “But in the gridlock I still...
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...Business Analysis During this research work, Coca-Cola Company will be studied in order to review: 1.-Company Background 2.-Company Mission 3.-Company Vision 4.-Coca-Cola Business Environment 5.-Income Statement (Comparisons between Coca-Cola vs. PepsiCo). 6.-Balance Sheet (Comparisons between Coca-Cola vs. PepsiCo). 7.-Cash Flow Statement (Comparisons between Coca-Cola vs. PepsiCo). 8.-SWOT Matrix 9.-Economic trends and influence to Coca-Cola Company 10.-Strategies used by Coca-Cola Company 11.-Technological Advantages 12.-Coca-Cola and Globalization 13.-Coca-Cola’s Human Resource Management 14.-Management Decisions 15.-Conclusion Company Background So the first let’s find out who is Coca-Cola, where it’s come from, how big is this company, where you can find its products, since when is the market, who are the principals competitors from this company to have a better understanding who is this company. What is Coca-cola and where it’s come from? Coca-Cola is a beverage which is carbonated soft drink, was invented by Doctor John Pemberton who was a pharmacist form Atlanta, Georgia in May 1886, then 1887 Asa Candler bought the formula from John. By late 1890s, Coca-Cola was one of America’s most popular fountain drinks, because of a very aggressive marketing campaign; as a result the syrup sales went over 4000% at that time, then by 1960’s the soda fountain consumption declined its popularity and bottled soft drinks and fast food restaurants became popular...
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...This case study describes the lawsuit between Greg Mitchell, Sara Hartman, Dangerfield Inc., Continental Concessions and Sandman Resorts. Sara Hartman arrived at Sandman Resorts, where she planned on staying a week as a guest. Heavy snowfall was increasing at six inches a day and even though the driveway had been cleared earlier that day, snow continued to coat the pavement. Greg Mitchell, the valet parking attendant, gave Hartman a receipt that stated “The Management is Not Responsible for Damages Incurred by Valet Parking Customers” on the back but Hartman did not read it. She began walking in between the cars just as Mitchell started to accelerate forward. When he saw Hartman between the two cars, he attempted to brake but hit the accelerator instead. This caused Hartman to be wedged in between the two cars. In order to help her, Mitchell got out of the car, but slipped on the icy pavement causing injuries to himself. Both Mitchell and Hartman suffered severe injuries from the accident. Hartman sued Mitchell, Dangerfield, Sandman, and Continental, while Mitchell sued Hartman, Continental, Dangerfield, and Sandman for negligence and for the dangerous conditions that caused the accidents. In this scenario, Dangerfield Inc. and Continental Concessions, LLC are sister companies and are wholly owned subsidiaries of Sandman Resorts, and s-corporation. Continental Concessions is a limited liability company (LLC), which is a partnership that allows tax treatment with limited liability...
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...of product lines, it includes single-family and multi-family housing, both attached and unattached, on an individual basis and as part of planned developments or communities. In terms of sectors served, these products and services are provided for individuals and communities in the residential, commercial, industrial, hospitality, and leisure/resort sectors. These homes are made to appeal to homebuyers at various price points, degrees of urbanization and ruralization, demographic segments and stages of life. Competitive products are differentiated based on factors such as location, reputation, quality, features, design and price. Competition in the home building industry comes from a number of sources. First, the industry itself is widely fragmented, in terms of the number of players. At the peak of the industry’s prosperity, at the height of the recent housing bubble, the top ten players in the industry accounted for only 35% of its sales in dollars. The actual number of players considered legitimately “in the game” at a nationally-visible level numbers between 1,500 and 3,000 at any given time, depending on the industry’s prosperity level. This is a very large number for any one industry to have at this level. There are also innumerable very small local players. But, competition for the new single-family home building industry does not only come from within. Such competition also comes from the re-sale of existing single-family homes, new and existing condominiums...
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...under the name of California Perfume Company (CPC) and then was changed to Avon Product, Inc in 1939 by the same founder David H. McConnell and remained the same to current period. Avon is a globally famous and successful in its direct selling strategy if selling door to door, the company creates more than $10 billion in annual revenue. Avon Company has acquired a strong and attractive brand portfolio that attracts multiple of customers around the world. The company is selling in more than hundred countries operated with forty six thousand employees and has over six million representatives. Avon is a multi marketing company. The company chairman and CEO is Andrea Jung who was promoted to the position in the year 1999. She is so far in the position of CEO for twelve years as is considered to be the longest termed female CEO among five hundred companies. Avon was primarily directed for female customers; however the company expanded its products line and now offers varieties of products including male, toys and home products. The company is largely under control of women and serving under the goal of women empowerment and continues to help women by providing fund for education purposes and researches such as for breast cancer. 1) Evaluate Avon’s Strategic International Human Resources practices in global market regarding development of a global management cadre, HCNs and building company associates and independent representatives in host countries. Avon Strategic International...
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...Master Thesis Spring Semester 2007 Supervisor: Per Nilsson Authors: Sabine Helou Timo Viitala 830508-T062 790922-T017 How Culture and Motivation Interacts? - A Cross-Cultural Study ~ Acknowledgements ~ ACKNOWLEDGEMENTS We would like to thank the respondents of Sasken Finland Oy and SYSteam for their participation in our study. Without their involvement this thesis would have never seen the light of day. In addition, we thank our supervisor Per Nilsson for his guidance and advices and Anders Söderholm for his helpful suggestions. Last but not least, we would like to express our gratitude to John Matthews, Jakub Mulac, and Robin Katoen for their supportive contributions and our friends and family for their support and encouragement. Sincerely, Sabine Helou & Timo Viitala Umeå, May 25, 2007 i ~ Summary ~ SUMMARY Motivating employees is essential for any organization aspiring to succeed. However, the process of motivating is not a straightforward one due to the diversity of individual’s needs. The task has been made even more difficult by the fact that personalized needs have altered in recent years. For instance, in many circumstances financial compensation is not considered as the main motivational factor of employees. Due to its innovative and youthful nature, the Information Technology (IT) industry has been considered to be at the forefront of dealing with organizational issues, such as how to motivate employees. Organizations that lie within this industry...
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... From our online study of employee behavior and management interview we found that there was a potential gap in motivation. This gap was a detachment between management and employees. Employees’ point of view was different from that of the manager, in which they often required an instrumentality – a reward or a bonus to improve an individual’s performance. Most employees didn’t take working at McDonalds as their future occupation for various reasons. Our study found that the motivation of employees of McDonalds were low due to minimum wages, poor relationship with manager, lack of input motivation, terrible job tasks, and deficient quality of overall performance. They eventually led employees to believe working at McDonalds wasn’t worth it. So, three main issues struck as a result; insufficient training supply, high responsibility with low wage increase and too high expectation from senior management. They needed to improve this gap or continue to see lack of effort from their employees. Money was the key motivation that pushed employees to work productively. In order for employees to do their job efficiently they were to be paid adequately or otherwise be held back from doing their job. So Maslow’s theory was used to analyze this aspect in which every individual had to satisfy their physiological needs. Many other theories were used as well, such as the expectancy theory. This was used to study the behavior of what motivated employees. To sum up our study research, a broad...
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...9-913-501 JULY 12, 2012 JOHN BINGHAM MICHAEL BEER Performance Management at Vitality Health Enterprises, Inc. The Health and Vitality of Vitality Health Enterprises James Hoffman, the newly appointed vice president of Human Resources of Vitality Health Enterprises, was pleased when he saw an early preview of the earnings figures for the fourth quarter of 2011. But he knew better than to relax. Competition in the personal care products sector was cutthroat, and complacency was a recipe for obsolescence and loss of market share, particularly in cosmetics and nutraceuticals. Vitality was riding high on a six-quarter string of strong revenue growth that had surpassed analyst expectations. However, as emerging markets represented a growing portion of business revenues, the company was becoming increasingly exposed to volatility and uncertainty and, without prompt corrective action, would soon be poised to trip over its own feet. The cost of research and development continued to climb, and Hoffman feared that the chain of success was allowing employees to relax, leading to a culture of ineffective performance management. There were even whispers of discontent from the marketing team about a growing number of missed product launches. Hoffman knew that Vitality had recently struggled to maintain its position as an industry leader in innovation and he worried about the slow but notable increases in employee turnover, especially among the highly talented research...
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