Sheridan College Business Process Management Public Sector Case Study Case # 3 Greenlands Hospital Case Submitted on: 20th March 2014 Submitted to: Tim Dietrich Submitted by: Karanveer S. Mahal 991341063 Key issues Inadequate utilization of Porters: This means that the work was not being evenly divided among all the Porters. Those who were deployed in the afternoon shift have more pages than those in the evening shift. Uneven task assignment makes it even more difficult for the management to know how busy the Porters are. Another major reason was due to the hospital’s union environment, wherein the junior porters were allotted more the less desirable tasks. Lack of effective delivery of patients and services: Due to a negative impact on the Porter services of the hospital, delivery of patients and services on time has been affected significantly.
There is no direct supervisor to report to, and individuals are provided with the capacity to make important decisions that would previously be handled by a supervisor in a conventionally structured organization. Due to the lack of organizational levels within the department (as in a traditional hierarchal administration), self-managed team configurations are often responsible for all aspects of the job; hiring new employees, termination of existing employees, and overall decision-making. There are many advantages to incorporating a self-managed team arrangement. The goal of this approach is to achieve a sense of mutual responsibility among the members, as well as to enhance overall productivity and efficiency. If Dalman and Lei successfully created these types of teams within each of the Sandwich Blitz stores, it would allow them to devote the much-needed attention to their expansion project.
All personnel must be properly trained according to the duties that they are expected to perform and must only perform duties that are within their area of responsibility. 2. At what points does this supply department exhibits weak control over (a) materials and (b) overall supply management performance? Answer: As the supply manager, I see several inefficiencies that are costing the company time and money. (a)The supply department exhibits weak control over materials at the point where receipt report is not ALWAYS created, and when the expediter picks up the goods directly from the supplier and delivers them tpo the plant there is no paper trail to show that the goods were received.
1) Explain your assessment of the compensation system in place at Henderson printing? Henderson printing has no formal system of compensation i.e. no formal system for pay and any form of formal employees benefits. Each staff has a different pay rate, he has never gotten around to give any formal raise. Any employer that want an increase would approach George in person.
The following issues I have identified are: Staff training and Procedures There is currently no training taking place within the store as it is seen as a waste of money. This is causing low staff moral and is showing in staff attitudes. The procedures booklet issued by head office is almost redundant and is unused by the store. Structure of Staffing The business seems to be top heavy with little or no respect for night Managers. It seems though the manager and assistant are not seeing the business as a whole by not working different shift patterns.
As for the customer service representatives, they do not get any incentives because they are paid on salary and do the same work as the sales department. This could cause customer service representatives to ignore calls that come in from Company
Nordstrom does not offer extensive training programs to its customers. Employees are paid on a commission basis, they are surrounded by a very competitive environment and it is ingrained in them that customer satisfaction is key. Employees needing to train new employees may not emphasize to the new employee why the need for customer satisfaction is so important. Also, because of the competitive environment, it may cause the employee to not train the new employee appropriately because of threat to their sales, which could in turn cause a misconception of their family environment. There is no training program for them that state any reasons why the culture of the company relies on customer satisfaction.
The workers were not visiting the clients on a weekly basis as mandated by DCFS and paperwork was consistently late. There was chronic absenteeism, a high level of turnover, low morale, and low job satisfaction among the employees. All of the above issues adversely affect the level of care and services being provided to the client. How can Hull House Association communicate change in an effort to increase employee satisfaction and organizational productivity? Hull House’s leadership was not supportive of staff at that time.
You need to discuss how you will embed functional skills in your lessons. Give examples and describe why your approaches will be effective. When
What changes need to take place? Have you identified any skills development that could help the team as a whole? Directorate/ Organisational level What has been the learning? What changes need to take place? Have you identified any skills development that could help you?