...Long Term Care: A Directional Strategies Report for Interim Healthcare, Inc. Group 6: Jessica Aho, Roger Brenz, Dale Bunton, Kadigah Chess MHA5010 Strategic Health Care Planning Instructor: Matthew Brooks Abstract This document will explore the directional strategies of Interim HealthCare Inc., a long term care facility located in Sunrise, Florida. Our team will analyze the existing stated directional strategies (mission, vision, values, and ethics statement) given by Interim HealthCare and then will offer suggestions of improvement to ensure a foundation necessary for the current strategies of the organization. Long Term Care: A Directional Strategies Report for Interim Healthcare, Inc. Introduction Interim HealthCare, based in Sunrise, Florida, was founded in 1966 and is currently the nation’s oldest proprietary national organization. There are over 300 independently own franchises which employ more than 75,000 health care workers that services approximately 50,000 people daily. Interim HealthCare offers both home care and home health care services to a variety of settings including hospitals, nursing homes, physician offices, prisons, schools, and clinics. In addition, Interim HealthCare also offers hospice services for terminally ill patients in their last months of life to provide the highest degree of comfort and dignity possible using state-of-the-art symptom management for quality care. With the growing need for qualified supplemental health care staff...
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...Graduate School of Management February 17, 2013 Table of Contents 1. Abstract…………………………………………………….3 2. Brief Company background………………………………...3 3. Discussion of business problem…………………………….3, 4 4. High level solution…………………………………………..5 5. Benefits of solving the problem……………………………..5, 6 6. Business/technical approach……………………………….6, 7 7. Interim’s Systems…………………………………………..7, 8 8. Technology /solution……………………………………….8, 9 9. High-level implementation plan…………………………..10 10. Conclusions ………………………………………………10, 11 11. Summary of project…………………………………………11 References…………………………………………………………..12 Abstract The business problem to be solved is how to improve operational efficiencies, reduce employee time management issues, and improve insight into the patient’s care and health for improved strategic planning, performance monitoring, and client satisfaction. Company Background Interim HealthCare was founded in 1966. It is the nation's leading home care, hospice and medical staffing company. Interim has more than 300 independently owned and operated franchise locations provide a variety of home health, senior care, hospice, palliative care, pediatric care and healthcare staffing services. The independent franchisees employ more than 40,000 health care workers providing nurses, therapists, aides and other health care personnel to approximately 50,000 people annually. It is one of the nation's oldest health care franchise companies. This innovative company was built...
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...International business & Finance Submitted to: Professor Abdul Khaliq Submitted by: Aamara Shabbir MC11-041 Shaista Munawwar MC11-036 Salma Muqaddas MC11-049 Mariya Bukhari MC11-037 Sara Qasim MC11-048 Ammarah Chaudhary MC11-035 Ameena Ghafoor MC11-010 Hailey College Of Commerce, University Of The Punjab, Lahore Lahore Transport Company VISION “A sustainable Lahore Transport Company through sustainable Public Transport” MISSION “Plan & facilitate a high quality, safe, efficient, environment friendly & affordable Urban Transport in Lahore City” Lahore Transport Company (LTC) has been established under the provisions of Provincial Motor Vehicles Ordinance (Amendment) Act 2009 as an Urban Transport Company. Government of Punjab notified the company vide. No. SO (NTS) 2-88/2009 dated 1st Dec., 2009. LTC has been registered under section 42 of Companies Ordinance 1984. LTC is primarily a regulation body which has been tasked to ensure a smooth running transport system in Lahore which will provide the commuters a safe, efficient and affordable transport service. LTC is expected to be a self sustaining organ of the Government of Punjab. As per the provisions of the said ordinance, LTC is now the sole organ responsible for custody of all transport infrastructures in Lahore and its operations through a network of private operators. This infrastructure...
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...with the board started to unravel because of it. Schilling had a history of working for a not-for-profit hospital and has spent 45 years as a hospital administrator. Schilling also has a history of severe back problems that has started to restrict his ability to work. Schilling did a lot to improve the hospitals business. He increased the morale of employers, made renovations to update the facility, and appointed an executive team in order to help bring Barclay Memorial Hospital back on track. The problem with Schilling is his leadership style. The relationship with the board has started to diminish due to Schilling’s lack of communication with them. He appointed an executive board without consulting the board first, and developed a strategic plan without asking for any input from the...
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...INTERIM REPORT 2014 GROUP SALES 1,420 70.1M $ M $ GROUP ADJUSTED NET PROFIT* $ GROUP OPERATING PROFIT GROUP OPERATING MARGIN 46.2M 4.9% “What we’ve achieved in the first half of the year.” * A reconciliation of adjusted net profit to reported net profit is detailed in note 14 of the condensed interim financial statements. Certain transactions such as the sale of properties and the release of warranty provisions can make the comparison of profits between periods difficult. The Group monitors adjusted net profit as a key indicator of performance and uses it as the basis for determining dividends and believes it helps investors to understand what is happening in the business. SALES UP 6.2% FROM $866.6M to $920.0M – 12 consecutive quarters of positive same store sales – Same store sales increased by 4.1% – Operating profit of $60.6 million – ‘House of Bargains’, ‘Home of Essentials’ SALES UP 8.6% FROM $111.9M to $121.5M – 18 quarters of positive same store sales – Same store sales increased by 4.9% – Operating profit of $4.7 million increased by 28% – ‘Work, Study, Create, Connect’ SALES 328.8M $ – Same store sales increased by 9.3% – Operating profit of $6.8 million increased by 20% – Leading home, entertainment and technology retailer SALES 47.9M $ – Acquired and integrated No.1 Fitness, Shotgun Supplements, R&R Sport – Investing to create a leading multichannel ...
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...R&D Evaluation Methods] 4/27/2015 Strategic Cost Management 1 Background- Strategic Management in R&D • Traditionally R&D Division in any company as been a part of Company’s overhead. • The investment in R&D has been strategically planned to be an “X”% of the sales or the profits achieved by the company. • The financial Matrix for an R&D organization has been poorly defined. • With recent stress on innovation, R&D is back in focus. • A lot of cost cutting measures and Product differentiation methods are now being tracked through R&D divisions through out USA. 4/27/2015 2 Benefits of R&D evaluation programs • Generate additional important information for continuous product improvement. • Document knowledge base and prevent silo operation. • Document research model to prevent repetition of previous unsuccessful models. • Develop systematic cost effective model . • The focus of R&D evaluation program would be on non-financial strategic allignment. 4/27/2015 3 R&D Evaluation programs: NonFinancial benefits • Increase overall efficiency and quality of an research program • Align R&D focus with the corporate strategic goal. • Promote innovation • Co-relate past efforts with the future to reduce down time. 4/27/2015 4 R&D Evaluation programs: NonFinancial benefits • Increase overall efficiency and quality of an research program • Align R&D focus with the corporate strategic goal. • Promote innovation • Co-relate...
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...business opportunity or the problems to provide for in future. Present and future opportunities must be found out so that planning may be undertaken to take advantage of them. 2. Collecting and analysing information: The next step is to gather adequate information and data relating to the planning to be made. The facts and figures collected will help in framing realistic plans. Further, the information gathered has to be analysed for proper interpretation. 3. Establishment of clear-cut objectives: After collecting and analysing information, the management should lay down in clear-cut terms, the objectives of the enterprise as a whole as well as objectives of every section of the enterprise. 4. Determining planning premises and constraints: Planning is always based on certain assumptions regarding the future which are known as planning premises. Thus it is a forecast of conditions like trends in population, political and economic environment, production costs, advertisement policy, availability of labour, material, power, etc. Further there will be constraints like Government control which affect the plans. Plans should be formulated by the management in the backdrop of such premises and constraints. 5. Finding out the alternative courses of action Generally, in every situation there is more than one possible course of action. As such, in the light of the analysis of the information gathered, the possible alternative course of action should be...
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...The Finale: Growing American Widget Staff HRM 531 Human Capital Management May 20, 2012 The Finale: Growing American Widget Staff This proposal is to introduce Spectral Staffing Services; our consulting services offer quality leadership to any organization Spectral Staffing Services, Inc. understands locating and establishing the right person for American Widget can require valuable time. Our interim managers have a diverse knowledge within their arenas, and have the support of a team of professionals who will conduct valuations by examining data through benchmarking, performance, and detecting any administrative gaps that inhibit optimum performance. Grounded on data and administrative primaries our interim manager will develop actions plans, and begin the application of performance approaches. Spectral Staffing interim manager can also support in staffing and employing as well as ease the change process by providing training and mentoring for new employees. Identification of an operational gap By conducting a gap analysis, we can compare expectations with current levels to identify if an operational gap exists within an organization. Use of the gap analysis tool to assess operational excellence in areas that include: * Human resources * Information technology * Business direction and processes Through the “identification and extrapolation of key learning issues from the literature and empirical findings, organizations can better improve their business...
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...ASSESSMENT COVER SHEET |Unit Number and Title |Unit 2: Managing Financial Resources and Decisions | |Assessment Title |Managing Financial Resources and Decisions | |Course Title |HND Business | |Assessment Code |HND Bus-Unit 2/Managing Finance May 2013 | |Hand Out Date |27th May 2013 |Hand In Date |26th July 2013 | |Lecturer(s) |Mr. Haider |Internal Verifier | | | |Mr. David Ogila | | | | |Mr. Daniel R. | | | |Sources of information |Course Notes / Slides / Activities / Handouts. ...
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...Introduction Recovering from economic failure or avoiding potential downfall often involves a complete revisualization of an organization. For many businesses, it requires recreating the corporate image and vision and utilizing strategic management to sustain competitive edge. Apple, Inc. is just one example of a company that constantly readdressed its strategic vision and image. During the 1990s, Apple suffered from its multiple changes in executive management and inconsistent strategies. Under Steve Jobs’s leadership, Apple’s vision was to be a continuous pioneer in the PC industry in order to become “an enduring company where people were motivated to make great products...a company that will stand for something a generation or two from now” (Katzenbach, 2012, para. 5). Unlike previous CEOs and much of the competition, Jobs continually strived to keep Apple innovative and exert cultural influence. However, this focus on innovation has forced Apple to continually adapt and offer new products to maintain a marginal advantage in an rigorously competitive industry. The 1990s In the early 1990s, Apple Computer was well received and uniquely valued by PC consumers. This enabled Apple to offer its products at premium prices. However, senior management realized that creating products valued as unique was not enough to sustain profitability. As IBM, its major competitor, dropped prices, Apple needed to alter its business strategy by offering “products and prices designed...
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...proposition which enables them to enhance their business goals. Our people are our competitive advantage. We prepare for the future today by developing the skills and talent of all employees, making Maxis a great place to work for great people. 2 Underpinning this is the MaxisWay, our approach to work that champions passion, positivity, and collaboration. Beyond connecting people with our services, we are passionate about making a positive impact on the community in which we operate. Our Corporate Responsibility efforts aim to develop and enrich our community, customer and partners, making working and learning fun, while advocating environmentally friendly practices. Table of Contents Overview Our Business Strategic Review 2 We Are Maxis 28 What We Do 40 Our Customers 6 How We’ve Performed 30 Directors’ Profiles 42 Our Products 7 Financial Highlights 37 Maxis Management Team 44 Our Network...
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...APPROACHES TO TQM • In USA & Europe Senior mngmnt. has a morbid fascination with share prices. • They feel pressure to meet short term six monthly targets of interim and annual reports, which are widely publicized and scrutinized. • Every time a report or statement is made, they must show healthy results. • Share prices concern hangs like a sword over heads • The tendency is to look for instant results and quick fixes. If results are not readily apparent then move to next solution (Fad). • The Japanese, however, know that success is rarely an overnight phenomenon • TQM implementation requires a total change in the thinking and a major change in culture • Takes years to internalize. • With some organizations, because results, are not instant, TQM has lost favor • Even where some positive results become apparent in short time, they don't seem to be major USE OF THE FRAMEWORK 1. Review the organizations adoption of TQM to date 2. Customize the framework to suit to individual organization 3. Present & debate the customized framework 4. Assess which features of framework are already in place USE OF THE FRAMEWORK (Cont.) 5. Prioritize the features which are not already in place 6. Communicate the details of framework and plans derived from it through out the organization 7. Identify potential problems in putting the plan developed at stage 6 TQM FRAMEWORK (ROVER GROUP) QUALITY AWARDS QUALITY AWARDS • The Malcolm Baldrige National Quality Award (USA, since 1987)...
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...[pic] COURSE: MKT 4398 – Strategic Brand Management TERM: Fall 2009 | | | |Section 05: 12:30-1:45 T-Th | | | | | |Room: HSB 101 | | PROFESSOR: Dr. Chris Pullig OFFICE: HSB 223 OFFICE HOURS: T-Th 1:45 – 4:00 or by appointment PHONE: 710-4769 (Office) and 836-0206 (Home) EMAIL: Chris_Pullig@Baylor.edu Course Description and Objectives: One of the most valuable assets for any firm is the brand associated with its products and/or services. Despite this, very little attention has been paid to the subject in business education. To address this, Strategic Brand Management is an advanced elective that addresses important branding decisions faced by an organization. Its basic objectives are: 1) to increase understanding of the important issues in planning and evaluating brand strategies; 2) to provide the appropriate theories, models, and other tools to make better branding decisions; and 3) to provide a forum for students to apply these principles. Specifically, we will cover: ...
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...In the “olden” days what you do was considered strategic. Today, how you do it is equally strategic. Managers of all flavors are allocating increasingly more of their strategic bank to sourcing. Why? The answer’s simple: leverage—taking full advantage of a distinct combination of capabilities. It’s not unlike the perfect storm, with an unlikely combination of variables arising concurrently. In business, key operational factors are converging to provide managers with a unique ability to drive competitive advantage through sourcing strategies. Significant shifts in labor, process, and technology are delivering standardization and scale that are dramatically improving transaction time, quality, and cost. In addition, many of the political and social factors that have stood in the way of re-engineering have been uprooted. There are too many successful sourcing stories to give credence to anti-outsourcing skepticism around making it work. Can somebody else deal with my customer and maintain my sense of urgency? Can we develop the right working relationship and economic model? Can we create fair and measurable targets? Yes, yes, and yes. While the strategic consideration of outsourcing is a must for everyone, outsourcing may not be. As you plan your sourcing strategy within the Accounts Receivable (AR) domain, there are a number of questions you should be prepared to explore. What to Outsource? A wide span of AR outsourcing services is available. Most of these fall into...
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...Case Analysis - Taran Swan at Nickelodeon Latin America (A) Organizational Leadership and Decision Making – RMGT110 Taran Swan at Nickelodeon Latin America Introduction This case study has at its center, Taran Swan, who served as launch director and general manager of Nickelodeon Latin America. She was involved with the launch from its inception. She was enthusiastic in the pursuit of her goals and at the beginning when the Nickelodeon Latin America was taking shape, she was relentless in achieving what her managers believed was impossible. Despite her dogged determination, she proved to be very open to new ideas and suggestions. Her enthusiasm and savvy were infectious. She was a good listener and held people accountable for their actions. Her only agenda was ensuring the channel’s success and maintaining the Nickelodeon brand and integrity. She successfully created an environment conducive for people to discuss, question and rationally lay out their ideas and views. Her transformational leadership style shines through, as she rarely applies her authority and at the same time, by adjusting small pieces of the organization that she has created, the company leaps forward. In such a hostile and unfamiliar environment, some leaders would follow a more totalitarian approach but she chose a different path. She allowed freedom of ideas and views. They overcame the competition by thinking big – as she puts it herself to “make a splash”...
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