...mind, this agency has overcome many obstacles to keep its value strong even until present day. From only six clients at opening, to now over 200 in each of its four departments, ABC Homecare has grown significantly over the last decade. This success is a result of staying true to the same values that shaped the organization of the company from the beginning. These values are currently used today and it is the internal and external factors that have defined and shaped this organization in terms of size, organizational structure, and processes. Not only does client demand, cost, and quality of health care increase the need for care, but also for accountability. This paper will discuss the internal and external factors responsible for shaping ABC Homecare and the effects of accountability on the facility. Organization Design Paper ABC Homecare was established in 1989 in Washington, D.C.’s greater Metropolitan Area. Built with client satisfaction in mind, this agency has overcome many obstacles to keep its value strong even until present day. From only six clients at opening, to now over 200 in each of its four departments, ABC Homecare has grown significantly over the last decade. This success is a result of staying true to the same values that shaped the organization of the company from the beginning. These values are currently used today and it is the internal and external factors that have defined and shaped this organization...
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...There is no honest answer to “who changes work organization”. The changes to work develop from the constant battle between employee and employer over workplace control. Additionally managers, unions and the state bring other variables to the mix, each collectively shaping our workplaces. Numerous types of changes can occur; all of which have an effect on the workers psychological feelings. Finding the balance between worker and employer goals is essential for maintaining business quota and respecting worker feelings. Sociologist perspectives can help us understand how and why these changes occur in the workforce. It’s very common in most employment relationships for the worker and the employer to have diverging interests. The employer favors the interest of the organization, typically with a capital or “business” goal in mind. On the contrary, employees conduct work on the basis that they need to provide a standard of living outside of work for themselves and possibly their families. With separate goals in mind, conflict is highly probable. Employers generally hold the position of control. Most employees don’t have the option of working; rather it is simply required for them to put food on the table. This idea is relative to that of a bureaucratic hierarchy, a work system based on authority and rules (Krahn et al. 2011, p 225). Bureaucracies typically cause employee submission, which a loss in control that employers are looking to gain. The idea that there would be little...
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...Developments in Practice XXXVI: How to Talk So Business Will Listen … And Listen So Business Will Talk Heather A. Smith School of Business, Queen’s University, Kingston, Ontario heather.a.smith.queens@gmail.com James D. McKeen School of Business, Queen’s University, Kingston, Ontario One of the most important skills all IT staff need to develop today is how to communicate effectively with business. Over and over, research has shown that if IT and business cannot speak the same language, focus on the same issues and communicate constructively, they cannot build a trusting relationship. And business is consistently more negative about IT‘s ability to communicate effectively than IT is. In fact, even while IT collaboration is improving, business‘s assessment of IT‘s communication skills is declining. While much attention has been paid to organizational alignment between IT and business (e.g., governance, structure) very little has been paid to the nature and impact of the social dimension of alignment, a big element of which involves communication. To explore the business and interpersonal competencies that IT staff will need in order to do their jobs effectively over the next five–seven years and what companies should be doing to help develop them, the authors convened a focus group of senior IT managers from a variety of different organizations. This paper documents the results of this discussion, integrating them with findings from the research and practitioner literature...
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...serving its customers. In 1994 there were 4 new plans made to stimulate these 2 objectives further. These were set by its current management director Rajat Gupta. The 4 key points are: • Capitalize firm’s long term investment in practice development driven by Clientele Industry Sectors, Functional Capability Groups, and the knowledge infrastructure of PDNet and FPIS and through new channels. • Use the new developed approach of the Practice Olympics throughout the entire firm, which is focused on the development of ideas within the company and those ideas are judged by the board of directors so there will be an internal competition focused on knowledge. • The launch of 6 special multi year internal assignments which were focused on tapping into the internal and external expertise to develop “state of the art” formulations of key issues. This was done so the firm’s functional knowledge was improved so McKinsey could focus more on longer term, bigger commitment and cross-functional development. • The last idea was aimed at expanding the model of the McKinsey Global Institute. This meant that they would try to create other pools of dedicated resources protected from daily pressures and client demands next to being focused on long term research agendas. Gupta knew that it could be possible that McKinsey would loose client work today but if it was in the best interest of the company for the future he said that they would be willing to. So he also could leave...
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...College, Jagityal, Karimnagar (Dt), A.P., India 2 Abstract This research deals with a vital and important issue in computer world. It is concerned with the software management processes that examine the area of software development through the development models, which are known as software development life cycle. It represents five of the development models namely, waterfall, Iteration, V-shaped, spiral and Extreme programming. These models have advantages and disadvantages as well. Therefore, the main objective of this research is to represent different models of software development and make a comparison between them to show the features and defects of each model. Keywords: Software Management Processes, Software Development, Development Models, Software Development Life Cycle, Comparison between five models of Software Engineering. increased recently which results in the difficulty of enumerating such companies. During the previous four decades, software has been developed from a tool used for analyzing information or solving a problem to a product in itself. However, the early programming stages have created a number of problems turning software an obstacle to software development particularly those relying on computers. Software consists of documents and programs that contain a collection that has been established to be a part of software engineering procedures. Moreover, the aim of software...
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...White Management is the steps that it takes to work with people and resources to accomplish organizational goals. In management all resources whether human or physical needs to be grouped according to its functions. This is done through the organizing function of management. In today’s business society great top management adapt well to conditions as they rapidly change and do so with great rigor, consistency and discipline; applying the traditional four functions of management does this and they are planning, organizing, leading, and controlling. This paper will evaluate the organizing function of management at the Nike Company and show how it relates to human resources and Technology; this paper will also discuss whether or not it has optimized these resources for effectiveness and efficiency with justification. Organizing Function of Management In the leadership of business one of the most important aspect business is the organizing function of management. By correctly implementing the organizing function of management could easily break or make a business. The organizing function of management plays a big part on all levels of a business’s operations. To began with it addresses the manner in which people with the organization will interact, who will report to who in each department, which is a reason why an organizational chart is used and it shows the lines of authority. All of these are aspects of organization and personnel management that comes under...
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...Restructured For Global Success? T Photography: Getty Images It takes more than localizing your customer-facing business to win in emerging markets. by Nirmalya Kumar and Phanish Puranam 2 Harvard Business Review October 2011 wo summers ago, Frits van Paasschen, the CEO of Starwood Hotels, was talking to his wife, Laura, about China. With 70 properties in operation there and 80 more being built, the People’s Republic had just become Starwood’s second-largest market, after the United States. Van Paasschen jokingly said, “It’s almost like we should move our headquarters there.” Laura’s response, in a nutshell: Perhaps you should. A year later, van Paasschen did just that—for a month. From June 8 to July 11, 2011, Starwood’s eight-member top management team worked out of Shanghai, doing business 12 hours ahead of, rather than behind, the company’s official White Plains, New York, headquarters. Starwood now plans to shift its base for a month every year to fast-growing markets such as Brazil, Dubai, and India. The end result of these relocations remains unclear: They may prove to be symbolic, they could be learning moments, or they might portend a permanent move of Starwood’s headquarters. Today they epitomize the mounting pressures on multinational companies’ organizational structures. As emerging markets grew explosively in the first decade of the 21st century, multi ationals raced to develop new stratn egies. However, changes in their organizational structures have been slow to follow...
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...receive care, and work. In 1953 Donald E. Sharp donated $500,000 and the first hospital was built and opened in 1955. Today Sharp Healthcare is the largest regional integrated health system in San Diego County with a more than a quarter share of the health care market. Discussed in the following will be the internal and external factors that define Sharp. In the 1980s Sharp’s strategy was to embark on a mission to develop a vertically integrated health care network of facilities and providers. Today Sharp operates four acute-care hospitals, three specialty hospitals, three affiliated medical groups, a health plan, four long-term care facilities, a liability insurance company, and two philanthropic foundations. Sharp is licensed to operate 1,870 beds, provides care to approximately 785,000 individuals annually including 350,000 HMO enrollees (Sharp, 2007). Internal Factors September of 2001 Sharp HealthCare launched “The Sharp Experience” an initiative to enhance performance improvement. The initiative was designed to transform the health care experience. Everything at Sharp from performance evaluations, meeting agendas, and strategic planning is aligned with the six pillars of excellence. The six pillars of excellence are Quality, Service, People, Finance, Growth, and Community. The pillars of excellence is designed to reconnect the hearts, minds, and attitudes of more than 14,000 team members, 2,000 volunteers, and more than 2,600 affiliated physicians. To work with a purpose...
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...New Technology, Work and Employment 15:2 ISSN 0268-1072 Strategic exchange in the development of Human Resource Information Systems (HRIS) Carole Tansley and Tony Watson The potential of computerised human resource information systems (HRIS) is often not realised for several reasons. Taking a relational/processual rather than a systems approach, a case study of a global HRIS development project is examined using strategic exchange to highlight important social considerations of organisational, group and individual projects. As employing organisations and their environments become increasingly complex, their managers face growing difficulties in coping with workforces spread across various countries, cultures and political systems. Given such trends, information technologies have considerable potential as tools to be used by managers generally and in human resourcing functions particularly. But information technologies are not simple and uncomplicated tools to be picked up by managers and others and utilised without debate, reflection and contestation. They are tools that are used by human beings who have personal and group interests, values and identities to develop and defend. And, at a more structural level, there are numerous influences on the way that such technologies are incorporated into the strategies and plans of contemporary organisations. These include the changing structures of the organisation, the increase in partnerships and collaborations...
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...1. Explain about strategic management process and strategic approaches. The strategic management process means defining the organization’s strategy. It is also defined as the process by which managers make a choice of a set of strategies for the organization that will enable it to achieve better performance. Strategic management is a continuous process that appraises the business and industries in which the organization is involved; appraises it’s competitors; and fixes goals to meet all the present and future competitor’s and then reassesses each strategy. SM as a process consists of different phases, which are sequential in nature. These four broad phases could be encapsulated as follows: 1. Strategic Intent 2. Environmental Scanning & Formulation of Strategies 3. Implementation of Strategies 4. Performing Strategic Evaluation and Control. The strategic approach therefore, is an ongoing process. It is continuous and recognizes the need to be open to changing goals on the basis of shifting circumstances within the environment. It is a process that requires monitoring and review mechanisms capable of feeding information to managers continuously. Strategic management or planning are not one-shot approaches, they are ongoing. Types of strategic approaches: Push-codification strategy Pull-personalization strategy 2. Explain the disruptive power of technology with reference to change in economic environment. PARADIGM SHIFT Its ability to break the...
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...History of performance technology Introduction Human performance technology (HPT) refers to the systemic and systematic identification and elimination of obstacles to organizational and individual performance. HPT is a body of techniques and knowledge that has been proved to be effective and useful in organizing the conditions of performance to enable targeted results to be achieved consistently. HPT uses many interventions from other disciplines which includes human resources management, instructional systems design, total quality management, behavioral psychology, process improvement and organizational development (Piersol & Paris, n.d). HPT is a maturing discipline and its development can be traced to the early 1900’s. The pursuit of accomplishing organization success dates back to when civilization began. All through history, leaders have had to improve their strategies in order to ensure organizational survival to the political and socioeconomic forces of their time. The death of an organization affects the livelihoods and well-being of employees and to an extension the geographical areas and the local economies which depend on an organization. Early responses to ensure organizational survival led to the pursuit of various psychological and economic theories of human behavior (International Society for Performance Improvement, 2013). These efforts provided understanding of human nature and organizations. This paper discusses some of the elements that shaped the historical development...
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...present their personal point of view as regards to which machine they should purchase. As par the market survey there are two machines available namely: chemex and UFA. Both the machines have their pros and cons. The committee comes to no conclusion and John has to interfere and make a decision. Each member presents his point of view to John who has to make a quick decision. 2. CLASSIFICATION AND CONTEXT OF DECISION: The decision to purchase new machinery is operational decision in context. As it involves decision which focuses on smooth functioning of the company and does not involves goal setting or creating the vision. However, it is also and unstructured decision. As the four members have their own interest at the heart and gives out their own valued opinion it is of no use as no decision has been made as yet. 3. Which machine the company should buy and why? The company should buy UFA and the first important thing that the company needs right now is to stay in the market and chamex would take 3 months to be delivered, and during that time the company might lose its potential clients. Furthermore, its time for the company to move one step ahead. The available staff that operates the machinery can be trained to work with UFA and their expertise can...
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...computer based patient records. There are several individuals who believe that there are too many safety measures and privacy problems that can be produced with the use of a computer program to maintain medical records. Nonetheless, those individuals who believe in the switch also believe that such a change allows for health care providers to provide more efficient care for their patients in the long run. Definition and Information Contained Within: A concise justification in respect of what an Electronic Health Record (EHR) is, it is said to be electronic documentation of patients’ health data shaped by one or many appointments within health care facilities (NTCC, 2010). The data incorporated in an EHR are the patient’s demographics, progression notes commencing from prior states of health, any and all medical matters; including what medication the patient is presently receiving or has received in the past, the patient vital signs, all the patient’s past family medical histories, any immunization, along with both all laboratory and radiology results dealing with the patient’s health. With nearly every computerized system, there are both advantages and disadvantages, and in the same aspect, it is the same when it comes to keeping EHRs updated. Compensations of EHRs: There are various rewards to using EHRs within a medical facility. One solitary benefit is that storage capacities are increased. Over time, computer systems are developing bigger hard drive storage space which...
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... 400 COURSE TITLE: MANAGEMENT THEORY COURSE CODE: BUS 413 ASSIGNMENT: Write about the Classical school of thought in Management in 2 pages. DATE: 26th of March 2014. CLASSICAL SCHOOL OF THOUGHT IN MANAGEMENT The classical school is the oldest formal school of management thought. Its roots predate the twentieth century. The classical school of thought generally concerns ways to manage work and organisations efficiently. Three areas of study that can be grouped under the classical school are scientific management, administrative management and bureaucratic management. The classical school (of management) has sought to define the essence of management in the form of universal fundamental functions. These, it was hoped, would form the cognitive basis for a set of relevant skills to be acquired, by all would-be managers through formal education. The classical school’s management thought was based on the belief that employees have only economical and physical needs, and that social needs and need for job satisfaction either don’t exist or are unimportant. Accordingly, this school advocates high specialization of labour, centralized decision-making and profit maximization. Weaknesses of the Classical Management Theories. Classical theories and the...
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...Week 2 Assignment Monica Callis, Week 2 Assignment The four functions of management can be affected by internal and external factors such as globalization, technology, innovation, diversity, and ethics. The functions of management are not immune to these factors no matter how big or small the organization. Even an organization as large and complex as Apple is affected by these factors. Globalization Globalization has become a key factor for large corporations to excel above the competition. Who would have thought that the production of a computer being made in a garage in 1976 would have emerged into sales being over $750 million by 1982 shortly following Apple being incorporated in 1977? Globalization had to be a major influence to Apple’s revenue. It is known that globalization brings greater opportunity to a broader market while promoting competitors that will require a superior level of competence for any organization that will take advantage of it. Apple has made great profit by globalizing their company. Annual reports show that international sales take the lead in bringing in sales and are continuing to rise which is the result of good management. From my understanding, Apple had been trying to market Korea with their products for a long time since Korean market for the Cellular phone and mp3 market had been rising rapidly. The iPhone was the only phone that could not get into Korean market. They had studied the audience and the market very well and finally...
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