note: Working managers may complete this exercise based on the practices of thei
ID: 2579224 • Letter: N
Question
note: Working managers may complete this exercise based on the practices of their own organizations. Students may complete this exercise based on the practices of a current or previous employer. Instructions 1. Select and describe the boundaries of the system of interest; the term “organization” will be used to refer to this selected system. You may select a team, a department, a small organization (e.g., an office practice), or an entire organization. 2. To familiarize yourself with the criteria, review the section called “Category and Item Descriptions” in the Baldrige Criteria for Performance Excellence available from: www.nist.gov/baldrige/ publications/hc_criteria.cfm 3. The Organizational Assessment Worksheet provides a general description of the criteria category followed by selected questions from the respective 2011–2012 Health Care Criteria for Performance Excellence category. 4. Based on the system selected in question 1, write a brief reply to the selected questions. Briefly describe your organization, including its services; size; geographic community; key patient or customer groups; and current facilities, equipment, and technology, as well as the number of patients or clients it serves. Briefly describe your organization’s key challenges and your organization’s current performance improvement system. How do senior leaders deploy your organization’s vision and values through your leadership system, to the workforce, to key suppliers and partners, and to patients and stakeholders as appropriate? How do senior leaders encourage frank two-way communication throughout the organization? How does your organization conduct strategic planning? Summarize your organization’s action plans, how they are deployed, and key action plan performance measures or indicators. How do you identify patient, stakeholder, and market requirements for service offerings? How do you build and manage relationships with patients and stakeholders to meet their requirements and exceed their expectations at each stage of their relationship with you? What are your key organizational performance measures? How do you use these data and information to support organizational decision making and innovation? How do you assess your workforce capability and capacity needs, including skills, competencies, and staffing levels? How do you address workplace environmental factors to ensure and improve workplace health, safety, and security? How do you design and innovate your work processes to meet all the key requirements? How do you improve your work processes to improve healthcare outcomes, to achieve better performance, to reduce variability, and to improve healthcare services? Provide data for one key measure or indicator of healthcare outcomes that is important to your patients and stakeholders. Provide data for one key measure or indicator of patient or stakeholder satisfaction. Provide data for one key measure or indicator of financial performance. Provide data for one key measure or indicator related to operational performance. Provide data for one key measure related to achieving legal, regulatory, and accreditation requirements. Prioritizing Improvement Opportunities 1. Review the responses to the organizational assessment questions. 2. Note any questions for which you could not provide a response (i.e., the organization does not have a defined process or approach to address the topic of the question). 3. Review the organizational performance results data. 4. Select one or more measures that demonstrate less than desirable results. 5. Select one item from question 2 or 4 as the performance gap for the performance improvement exercise .
Explanation / Answer
Briefly describe your organization, including its services; size; geographic community; key patient or customer groups; and current facilities, equipment, and technology, as well as the number of patients or clients it serves.
The organization is a publishing company which publishes books and journals for science and business fields. The size of the organization in my site alone is about 500 employees apart from its global locations. The headquarters is located at Amsterdam, Netherlands with many offices in different global locations. The customer groups are researchers, scientists, doctors, schools and colleges. The workforce is provided adequate training via video conferencing, online training like webinars, personal trainings etc. The equipment and technology used meets the current trend in the market. The application helps the company to effectively organize the publications of the journals. It serves to millions of customers since the company is in the industry since 1880.
Briefly describe your organization’s key challenges and your organization’s current performance improvement system.
The key challenges that the organization faces is that publishing industry is an ever growing industry. To keep up with the growing trend, the company needs to keep updating the publishing related work which inturn has high involvement on part of the Journal Managers. The JMs needs to accept the changes and trained so that they are all well-equipped to handle the change. Change management was crucial for the organization.
The current performance improvement system is that the Journal Manager is placed in a Performance Improvement Program (PIP) if he/she requires more training to adapt to the new system.
How do senior leaders deploy your organization’s vision and values through your leadership system, to the workforce, to key suppliers and partners, and to patients and stakeholders as appropriate?
The company underlines the mission to play a positive role in the local and global community via employee involvement. The Team Managers report to the department heads who inturn report to the site head play a major role in the employee’s involvement in the organization. The employees are well-treated, trained, provided personality development programs and well groomed to handle the work effectively. The senior leaders enable the workforce to develop to their fullest capacity through annual appraisal methods and setting objectives via programs. The senior leaders help the employees to focus on their career growth thus enabling them to have a direction in the organization.
How do senior leaders encourage frank two-way communication throughout the organization?
The senior leaders encourage two-way communication via a policy called ‘Open Door Policy’. Everymonth the head of the department announce a date as Open Door policy so that any employee can go and visit her to discuss on any issues (sensitive or non-sensitive). This enables a frankness and transparency in the way of working. It creates a sense of trust among employees. Also, ethical related issues are discussed with the HoD which helps the employees take correct decision in difficult situations.
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