(Each question 1-12 must be 300 or more words). System & Structure Analysis Make sure you cover all the elements required in each of the seven sections below. Introduction & Background Example: St. Jude's Children's Research Hospital is a non-profit healthcare provider founded in 1962 by actor Danny Thomas. Located in Memphis, Tennessee, St. Jude's has affiliate hospitals in Illinois, Louisiana (2), Alabama, and an additional affiliate in Johnson City, Tennessee. St. Jude's focuses on what are called ~catastrophic~ childhood diseases, especially cancer. St. Jude's provides healthcare to over 4,900 children each year regardless of their ability to pay making it unusual in the healthcare industry where the cost of treatment typically outpaces inflation. For families with insurance, St. Jude's accepts whatever payment is made by the insurance provider as payment in full. Children who have no insurance are treated without cost. In addition to providing care to children from many countries, St. Jude's is a world leader in research in pediatric catastrophic diseases. All children treated at St. Jude's are enrolled in one of the hospital's research studies. St. Jude's also offers assistance to patients whose physicians are unable to diagnose their illness. In 1996, a St. Jude's researcher, Dr. Peter Doherty, received the Nobel Prize for Medicine for his groundbreaking work in immunology. St. Jude's is supported by charitable contributions, federal grants, i nsurance payments, and its own endowment. 1. In the box provided, write an overview of your organization (or you can choose one other than the example: please use this organization for questions 1-4) including the types of services and/or goods produced and the industry in which it operates. Give a brief history of the organization, where it is located, when the organization was founded and major events in its history. Remember that any information you retrieve from an outside source, whether paper or electronic, must be cited in APA format. Recent Trends in the Industry Example: The two most significant trends in the healthcare industry are increasing costs and a shortage of healthcare workers. Since St. Jude's accepts payment in full based on fees determine d by insurance companies, who have an incentive to contain costs, efforts to reduce healthcare costs mean a reduction in the payments St. Jude's receives for services. St. Jude's is a charitable organization and supplements these payments with fundraising efforts and management of its endowment. St. Jude's is also a consumer of healthcare products used in the treatment of patients. As such, when healthcare costs increase, St. Jude's costs increase as well. The shortage of healthcare workers means that St. Jude's must recruit aggressively in the labor market to hire the best caregivers and researchers. 2. Here, discuss the industry in which your organization or chosen organization operates. Include significant recent trends in the industry or environmental factors that have affected your organization (such as higher fuel prices for a trucking firm). Potential factors include government regulation, new competitors, substitute products or new technologies. Structure Example: St. Jude's has a Board of Directors who appoint the Chief Executive Officer who is W. Evans. Three executive vice presidents report to Evans: EVP Chief Medical Officer (J. Mirro), EVP Scientific Director (J. Downing), EVP Chief Operating Officer (J. Nash). There is also an Administrative Director who reports to the CEO. Each administrative department has a director who reports to the Administrative Director. Each department director has between three and 15 supervisors who directly manage the hourly or professional workforce (~Organizational Chart,~ 2007, art.10.005). In the Purchasing Department, the director is John Smith, who has three supervisors, one for each of the major areas (Medical Supplies, Food and Hospitality Services, and Janitorial/Maintenance). There are two clerks assigned to ea ch area who directly process purchase orders and coordinate bids, if necessary. 3. Provide a narrative of the departmental structure based on the structure analysis you completed earlier in the course. Discuss the interconnectedness of the department with other departments in the organization. Remember to cite the sources of any charts you acquired from other sources. System of Operations Example: Mission - The mission of St. Jude Children's Research Hospital is to advance cures, and means of prevention, for pediatric catastrophic diseases through research and treatment. Consistent with the vision of our Founder Danny Thomas, no child is denied treatment based on race, religion or a family's ability to pay.~ (http://www.stjude.org/media/0,2561,453_2139,00.html, retrieved September 9, 2007) St. Jude's mission requires that it engage in cutting edge research activities that involve both basic scientific research as well as applied research that specifically focuses on developing and implementing treatment plans. Danny Thomas's vision for the institution was that no child would ever be turned away because of the ability of his or her parents to pay for treatment, or because of race, nationality, sex, or religion. Goals and Objectives - The three major goals of St. Jude's are to lead the way in pediatric cancer prevention and control, increase cure rates in the US from 70 percent to 90 percent for the major forms of cancer, and unfaltering commitment to excellence across every aspect of our enterprise (~Strategic Plan Unveiled,~ 2006). To support the goals, one objective is to complete development of the Cancer Prevention and Control Program and the ACT Clinic. Other projects support attainment of these goals such as the human genome project, pharmacogenomics, biotechnology and informatics. 4. Mission Statement Present and discuss the mission statement of your organization or an organization that you choose in a narrative. You should quote the mission statement and cite the source in APA format. This section should expand on the statement to include discussion of why the organization chose this as its mission and if the majority of employees know and believe in the organizational mission. 5. Goals & Objectives Provide a narrative of the major goals of your organization as well as the specific objectives of your department. This should include discussion of how these goals and objectives help the organization achieve its mission and an overall assessment of the clarity and effectiveness of such goals and objectives. Opportunity Assessment Throughout the course, you have identified several opportunities for improvement in the areas of communication network, organizational structure, physical layout, work processes, organizational productivity, and employee performance. Below is a list of questions that will help guide you in identifying specific opportunities in each of those six areas. List each answer fully and completely. Please make sure to complete the read and attend sections before attempting to complete this form. Areas for Improvement Communications: One potential area for improvement in the area of communications is to focus on interdepartmental communications and the timeliness of communications between departments. Sometimes it can be weeks before a decision in one department is communicated to another. One possible solution would be to have monthly staff meetings where each department communicates decisions that affect other departments. Structure/Physical Layout: Currently, several employees are under treatment for repetitive motion injuries. These injuries could be avoided if the current chairs at workstations were replaced with ergonomic chairs. This would reduce the number and severity of injuries. Work Process Analysis: As the Accounts Payable Department, we are responsible for paying St. Jude's bills in a timely manner. The current process requires that a department obtain a purchase order number from the Purchasing Department, place the order, and then forward the information to Purchasing. If the Purchasing Department were responsible for placing the orders, it would not be necessary for the department making the purchase to communicate twice with Purchasing. Organizational Productivity: The software program that St. Jude's uses to maintain its accounting system is out of date. The program was originally written by programmers at St. Jude's in the early 1990s. Commercial packages are available that are more efficient and do not require programmers to maintain. Incentive Program: Currently, there is no incentive program at St. Jude. There are programs in which employees are recognized such as 'employee of the month or employee of the year,' but that is not an incentive program. Due to the limited population in the clinical research ladder, a workable incentive program is difficult to develop. An incentive program that provided financial incentives for progress toward organizational goals would improve productivity and morale. Employee Performance: One of the most common reasons why employees leave St. Jude's is because they experience high levels of stress due to the nature of the work. If St. Jude's provided training in stress management, employees would be more productive and less likely to leave. 6. What is your assessment of the health of the communication network within your organization? List any opportunities identified during your assessment. 7. List any discovered opportunities to improve the structure or physical layout of your workplace. 8. List the top recommendations discovered while completing the Work Process Analysis form. 9. Here, list and briefly describe the top recommendation reached while completing the Organizational Productivity questionnaire. 10.List and briefly discuss any opportunities to improve the current incentive program. 11.What was the top recommendation to improve the performance of employees within your department? Top 3 Improvement Opportunities Example: Communication between the Accounts Payable department and the Purchasing department is a critical issue. When a bill is received, if it does not match the purchase order, the vendor must be contacted and the bill researched. In some cases, the error is on the part of the vendor. But in about half of the cases, the error is our fault. In fact, it is not an error at all. Many times, after a purchase order is approved, the Purchasing department makes changes to the order that are not updated on the purchase order. The hospital's policy permits these changes as long as they do not exceed 10% of the purchase order, but the purchase order is supposed to be updated. Also, there are cases where a bill is paid even through it does not match the purchase order. During the annual audit of the hospital's financial records, auditors cite this as noncompliance. Solving this problem would reduce errors and save considerable time as well as ensure that the hospital's bills are paid on time. Ergonomics represent another highly promising area for improvement. Currently, the workstations in the Accounts Payable department do not include relatively common improvements such as lowered keyboards, repositionable chairs, and better designed workstations. The third possible area for improvement is organizational productivity. St. Jude's employs 2 computer programmers just to maintain the accounting software. If a commercial accounting program were purchased, these employees could be reassigned to maintain other programs. Since it is difficult to recruit qualified programmers, this would enable St. Jude's to use its human resources more efficiently. 12. After completing the previous section, rank the top three opportunities based on their value to the organization, the feasibility in terms of implementation, and the consideration of your own role within the organization. Systems W I ~n~ L L Practice I S , K A S S A N D R A Unit 2 1 6 1 T S Theory to Practice Unit Eight Theory to Practice Review & Summary: A Brief Assessment of Opportunities After reviewing the core principles of Systems Theory, the focus shifts from the descriptive phase to the prescriptive or the application of the knowledge. The initial phase (descriptive) presented the core principles with the primary objective of expanding the comprehension level of Systems Theory and its overall impact on organizational behavior. The focus of the prescriptive is placed Won how such knowledge can be applied I to improve the organizational performL ance. The prescriptive begins with the L process of assessing the opportunities I for organizational improvements, then S developing a strategy to improve performance within the organization. , The structure and systems analysis phase should have yielded a list of opportunities K next step is to conduct a brief assessto improve the organizational performance. The A ment of each topic based on attainability, feasibility for implementation, and overall value to the organization. S S A N Six Major Areas of Possible Improvement D While the possibilities for improving organizational performance are virtually unlimited, R there are six general areas where the best opportunities are most easily found. Those areas are: A • Communications • Work Processes • Incentives • Layout/Structure 2 • Organizational Productivity 1 • Employee Performance. 6 Completion of the system and structure analysis process helps identify areas for possi1 ble improvement. Reviewing each of the six areas will help identify possibilities that T depending on the specific needs of the may not be obvious. Also, opportunities differ organization, as well as changing industrial S trends 8.2 Systems ~n~ Practice Online - Unit Eight - Theory to Practice Unit Eight Theory to Practice #1. Communication Network Let’s begin by exploring the all important organizational communication network. Remember that Systems Theory’s foundational principle suggests a view of a modern organization as a whole made up of interW the connected parts where, to a varying degree, performance of each part affects and is affected I by the performance of all others. L L I With interconnectedness being the true nature of S shift to a organizational components, we can now , prescriptive mode and ask how that knowledge can Prescriptive best be utilized to improve organizational performance. An effective structure where the all components fit together K can be achieved through a healthy and active communications network A that keeps all parts working together and on the same pace. An effective way to start the improvement process is to ask a general question, the answer to which can provide a foundation for a practical improvement opportunity. S S Effective Communications Network A communications network can best be An effective defined asNtimely dissemination of sufficient information onDa need to know basis. The general idea behind any network of communications is keeping R everybody functioning together. An effective way to A start the improvement process is to ask a general question the answer to which can provide a foundation for a2practical improvement opportunity. In the area of organizational communication, a generic 1 (broad) question can be phrased in the following 6 manner: 1 How do we improve the effectiveness T of this communications network? S be built to facilitate the unimpeded An effective communications network should flow of information between the separate components that make up the organization. Various departments, divisions and sectors within the company must share information needed to operate. 8.3 Systems ~n~ Practice Online - Unit Eight - Theory to Practice Unit Eight Theory to Practice The structure and system analysis may have identified a problem or an opportunity to improve the flow of information between two different departments, shifts or others dealing with the organization (i.e. suppliers or customers). Consider the following situations as examples of how to narrow the scope of research to become a more manageable project. W Problem: The flow of information between the purchasing department and the manufacturing department is ineffective. Result: I Production is shutdown because either purchasingLdid not order enough material,Lexcessive cost because of an excessive I amount of material, or possibly material that wasSordered is no , manufacturlonger used in the ing process or any other number of problems. Question: How can BC Company improve the flow of information between the purchasing and manufacturing departments? K A In some cases, the more pressing issue maySactually be the flow of information not just between departments but also between S shifts. If so, the question becomes: How can BC CompanyAimprove the flow of N and night shifts? information between day D Just as the need to be connected is not R limited to the traditional borders A of the organization, the role of an effective communications network is not limited to facilitating good flow of information between internal elements only. Information must be shared with suppliers and customers as well. 8.4 2 1 6 1 T S Systems ~n~ Practice Online - Unit Eight - Theory to Practice Unit Eight Theory to Practice If you manage or own a restaurant, you need to have the right information sent to the food or drink suppliers as well as know when the food and drinks will be delivered and if they happen to be out of certain items. The question then becomes: How can BC Company improve the flow of information to and from the suppliers? Similarly, sufficient flow of information to and from your client base is another critical W element of effective communication. In this case, the research question would be: I L Consider not only external communications,Lbut also the costly face-to-face meetings that take place almost daily within the organization. This can also be expanded to I include direct meetings with other stakeholders outside the organization. With the S increasingly effective means for electronic communications, the organization will also , cost of such daily, weekly or monthly be charged with developing ways to reduce the How can BC Company improve the flow of information to and from our customers? meetings. K A Your Access to Information as a Factor S Consider your specific role within the organization before prioritizing the final list S a single one. For example, your analyof opportunities or questions and selecting sis may have uncovered a major problem A in the flow of information from the company’s main overseas supplier creating problems for several divisions including N your own. Although such a problem directly affects your own ability to perform, it D also involves multiple layers of management above and beyond the purchasing R department and/or specific agents. As a frontline supervisor, your ability to influA ence the outcome or resolution of such challenge will undoubtedly be limited by your distance and lack of authority to negotiate with such supplier. You may volunteer to share pertinent information with 2 those who are in better position to resolve this issue but1you and the organization would benefit more if you chose to 6 focus on improving the flow of information between 1 your department and others within the factory; or, improving the flow of information betweenTmanS The agement and the employees you supervise. bottom line here is that your role directly affects your ability to access information and needed data as well as the needed authority to implement any recommendations. 8.5 Systems ~n~ Practice Online - Unit Eight - Theory to Practice Unit Eight Theory to Practice #2. Layout or Structure Organizational Structure is the next category to explore. Either physical layout or governing relationships offer significant opportunities for improving organizational performance. Effective structures focus on proper alignment of organizational components to better support the efficient completion of W needed work activities. Beyond major I CEO restructuring of organizational components L or governing relations, physical layout often Marketing Finance offers a more attainable means to improvingL Production Sales Human Resources organizational performance. For example, I Recruiting Payroll Dept Front line supervisor there may be good potential to improve effiPublic Relations S Marketing Advertising General Manager ciency by changing the layout in your office, 2nd shift manager , factory floor, or other work venues. Effective Alignment K The central focus here must be on effective alignment. In some cases, simple realignment A enhance workflow and improve efficiency. of office furniture or production machinery can Suppose a new project increase the needed S interaction between several employees who are located on different floors or in separateSbuildings. Small steps between offices can quickly add up and slow the flow of information between various team members. A or creating a matrix layout that can better Realigning the physical layout of some offices facilitate flow of information or execution of N steps can increase overall effectiveness and improve overall productivity. If so, an appropriate question may be phrased as: D R How can your company realign office layout to improve workflow? A Workflow may not be a problem in your organization; accessibility may be the problem. What if there is a situation where layout impeded the accessibility of the worker to inter2 act with the rest of the office? 1 In considering effective alignment we must also 6 consider traffic flow. Are there objects such as tables or machinery that limit the flow of traffic within the office? Would it be 1 beneficial to change the layout to improve traffic flow for workers as well as potential customers or stakeholders to easily maneuver? T S Accessibility to needed equipment may be an issue that many coworkers do not even realize is a problem since things have “always been that way.” Maybe it is a copier or fax, used by most of the staff that has always been in the same location. In its current position it limits accessibility and reduces the efficiency of the rest of the workers. It may not be that big of a drain on a daily basis, but if all of the wasted time going back and forth for all employees over weeks or months is considered, then hours start to add up. 8.6 Systems ~n~ Practice Online - Unit Eight - Theory to Practice Unit Eight Theory to Practice While efficiency is important, it is not the only concern of organizational performance; image is another. Appearance to the customers and stakeholders can have a direct influence on the revenue stream. Adding an attractive picture behind a receptionist can directly impact the impression of the first time customer in an office. If such an opportunity exists, then the research question may become: Small Changes/Significant Savings In one specific case, a manager studied the possibility of rearranging the location of a fax machine and adding multiple W machines to reduce wasted time. The plan eventually led to an $86,000 reduction in I overhead expenses for the company. L Seemingly a small change led to signifiL savings of time and money for the cant company. I S How can BC Company realign to, improve appearance or image? The previous scenarios offer examples of how K to change the physical structure of the organization to improve efficiencies. Once again, specific organizational needs differ and so will the research question dependingAon the overall assessment. The idea is to examine the current structure in search of aSmore effective alignment to enhance work flow, traffic flow, appearance, image, or accessibility. S A N #3. Work Processes D It is very important to remember that the system of any organization is made up of work processes. The efficiency of those processes R is determined by the set goals or desired outcomes. Differing goals such as increasedArevenues, higher quality, or faster service require different processes or processes with a different sequence of steps. The idea is to examine the current processes to see which may be a candidate for improvement. 2 1 Simply defined, a process is a sequence of steps. An efficient work process is one where all the needed 6 steps are deliberately aligned and specifically 1 sequenced to achieve the desired objective while T utilizing the least amount of resources possible. S Adapting work processes to gain efficiency is another opportunity. Earlier in the course, you identified a single process and traced its steps. Then you were asked to analyze it to determine what steps could be added, modified, combined, or deleted in an attempt to add efficiency to the process. 8.7 Systems ~n~ Practice Online - Unit Eight - Theory to Practice Unit Eight Theory to Practice Saving time is essential to an efficient work process. If you wanted to look at a specific process in terms of saving time, it could be that there is an unnecessary step in the process that adds time without adding equal value. Eliminating that step is sure to reduce time and improve efficiency. Efficient Work Processes W A process may involve two departments andI saving overall processing time may involve reallocating a couple of steps from one department to another or simply reversing the L order of steps. L I While many organizations are aware that desired outcome or set objective directly S affect the design of a particular work process, departmental objectives are often changed without modifying the work processes. For example, if the initial training , process is designed to serve the goal of faster orientation, then more than likely, new employees are rushed through a quick tour K of work stations and a brief description of their roles in their respective departments. After years of quick orientations, manageA ment realizes that the turnover rate among new employees is directly related to the inadequate initial training and is costing theScompany more money in the long run. S The goal then shifts to a higher quality orientation for all new employees. The shifting A of goals from reducing cost to improving retention requires the orientation process to N be redesigned. In this case, it would be more logical to extend training time or improve D the quality of instructions even if it means additional cost. R A department, the scenario may be that In the marketing The processes are dictated by the end objective. If the objective changes, the processes need to be re-evaluated. 8.8 the marketing process needs to be redesigned to set clearer expectations2for customers, potentially resulting in more satisfied 1 customers and increased revenue or simply adding more funds 6 to the marketing budget. Here, the simple point that is often missed is that with any shift in 1 the organizational direction or change in departmental T objectives, processes must be examined and modified to S produce the desired outcome; otherwise, shifting the goals alone is unlikely to produce the desired outcome if the process stays the same. Systems ~n~ Practice Online - Unit Eight - Theory to Practice Unit Eight Theory to Practice #4. Organizational Productivity: OP=R+T+E The fourth category of potential opportunities is organizational productivity. As you may recall, the formula for maximizing organizational performance suggests that proper management of resources, technology, and effergy may be the key for optimum organizational productivity W I All organizations require some input in the form L of raw materials, IT, equipment, or general supplies. Such resources come from various sources. A key question to considL er is whether the company can find an alternative source for materials that could be I cheaper or more reliable. The actual goal (answer) here would be to find a supplier who S offers faster delivery or more reliable service. , Resources (Raw Material) A commonly successful topic K focuses on the opportunity to pool different branches of the same company together to increase buying A power therefore reducing overall costs on raw materials and supS plies. If there is a similar opportunity within your company, it would S be worth exploring. A Technology (IT) N The second element directly affecting organizational productivity is Technology. What D current technology can be upgraded to improve productivity? Specifically, is there a R newer version of software that can perform the task better or faster with greater accuA without racy? Or has the company updated the software upgrading the hardware? If so, the full impact of the updated software may not be fulfilled without newer,2faster, more capable computers. 1 6 Obviously, technology involves more than software or hardware. 1 As an example, a manager researched the opportunity of using twoT way radio communication between the warehouse employees and S the office, cutting the response time and maintaining production schedules while cutting back on shutdowns. 8.9 Systems ~n~ Practice Online - Unit Eight - Theory to Practice Unit Eight Theory to Practice Effergy (efficient use of effort and energy) The third element impacting organizational productivity is Effergy. Effergy is the combination of human effort and raw energy. The clearest example of how such a concept manifests itself lies in automating processes traditionally completed by human effort. For example, the vending machine provides cusW tomers with cans or bottles of their favorite I drinks 24/7 and often faster than a clerk behind the counter L of a store that may not be open 24/7. Here a machine automated a work process L that previously required human effort. I Another example is the newer automatedSgarbage truck that is equipped with an electronic metal arm to pick up the garbage , cans. Here, we see a process dreaded by most who performed it and is difficult to staff by those who managed it. The new mechanized arms reduced the need for two K or more men who chased the truck from corner to corner. Another historical example is the logging industry where automaA tion multiplied its production many folds with the utilization of chainsaws and S and saws. heavy tree logging machinery to replace axes S In the case where such an opportunity isA identified and the effectiveness can be proven; it is almost a guaranteed recommendation to be implemented. Keep in N mind, that while such opportunities are rare and require significant insight to find, D such opportunities can elevate someone’s career faster than any other. R A Another possible consideration here is outsourcing where specialization offers greater potential for efficiency. For example, there are many firms that specialize in cleaning services that range from cleaning offices to 2 heavy industrial equipment. Based on your assessment, do potential opportunities 1 exist for such considerations? If so, a good research question can be: would outsourcing cleaning services or employing a 6 professional answering service that provides a live voice 24/7 for clients without 1 having to triple administrative staff provide greater reliability and improved efficienT cy and savings? S Outsourcing to a company that specializes in your need is an example of effergy. 8.10 Systems ~n~ Practice Online Unit Eight Theory to Practice Keep in mind that the primary goal for this overall assessment is to identify attainable research (improvement) opportunities. Even though each of the three elements: resources, technology, and effergy offer viable opportunities to improve organizational productivity, it is unlikely that an assessment will yield attainable opportunities in all three areas. The list of questions may pertain to specific situations and an assessment of the scope and attainabilityW of each is necessary. Below are some possible sample questions for this area: I L Can BC Company find alternative sources for materials that would reduce costs? Can BC LCompany find alternative I materials that S costs? would reduce Can BC Company utilize alternative software or hardware to improve productivity? , K #5. Incentives A The fifth category of possible improvement opportunities is Incentives. S aims to increase the satisfaction level The core purpose of any incentive program S General Electric, said, “A satisfied of employees. Jack Welch, former CEO of employee is a productive one.” In essence, Awe are simply asking the general question of how to improve the incentive program? N The key consideration here is Rewards. D R If morale is an issue at the organization, then an appropriate research question may A be: Can a new incentive program improve employee morale? 2or What changes if implemented could improve the 1 effectiveness of the current incentive program? 6 1 The final phrasing of the research question ultimately depends on the specific orgaT be a modification to the existing pronizational opportunity. In most cases, it may gram that is really needed. When properlySdesigned, an effective incentive program has proven to be a significant morale booster in many organizations. Maybe the sales figures are lower than expected and a change in the incentive program for salespersons could spark an increase? 8.11 Systems ~n~ Practice Online Unit Eight Theory to Practice The core purpose of any incentive program aims to increase the satisfaction level of employees. The goal may be a decrease in absenteeism or tardiness that is hindering productivity in the organization. A specialized incentive program designed to address those issues could help remedy the problem. The fairness W of the general perception of an incentive program is always an issue within the workplace. It is I often a problem L because employee buy-in is essential before it can motivate their performance. While the perception of unfairness on the L part of a certain employee may be a problem, it is also an opportunity to get them I involved in the redesign of the incentive program. For example, restaurant employS ees have been known to share tips to acknowledge the contributions of cooks and busboys. In most cases, the overall tip percentages were increased since higher sat, isfaction levels from the customers resulted in more tips becoming available. K Consider for a moment the use of incentives in the areas of health care and overall A health issues. What if there were high levels of absenteeism due to health issues? Would providing incentives for employeesSto live healthier lives decrease the absenS teeism and improve overall productivity within the organization? Such incentives have proven effective in a variety of organizations and industries. Does such opporA tunity exist in your organization? N D What is the need in the organization? What R specific role can the incentive program play in A improving attendance, increasing retention, and enhancing morale? These again are just examples; your role in 2 the organization and the 1 specific issues that 6 plague the company 1 will determine the T best research topic S at the time. 8.12 Systems ~n~ Practice Online - Unit Eight - Theory to Practice Unit Eight Theory to Practice #6. Performance The final category of possible improvement opportunities is employee performance. In addition to motivation, performance is affected by capability and the support system within the organization. Capability W Employee capability, in part, is dependent I on the natural talent of the recruits. The higher the talent L level the more capable the employees are in completing L the tasks assigned to them. So, naturally, I an appropriate research question S may always be: , How can the company improve the recruiting of needed talents? K A S can directly transform capability into In addition to natural talent, effective training S restructure the training of new hires higher performance ability. Can the company to gain greater speed in proficiency of theAjob description? N Another area with high impact potential is D continuous development that, if properly delivered, can directly enhance performance levels of new as well as senior employR ees. Is there an opportunity to develop skills in first line supervisors or lower level A resolution or basic communications managers in a specific area such as conflict skills that would provide overall benefits? 2 Support 1 Let’s shift to the Support element of performance. 6 Can the organization gain by granting greater 1 empowerment within varying levels of employee T ranks in hopes of fostering greater creativity? S deals Another element within the Support System with the equipment necessary to get the job done. Here, we consider if there may be better software that could speed or improve processing time? 8.13 Systems ~n~ Practice Online - Unit Eight - Theory to Practice Unit Eight Theory to Practice Another important element within the Support System is policies and procedures. For example, most organizations have specific salary guidelines for various jobs. Suppose an organization needed to hire a new sales representative in an area with living expenses higher than most other locations where the business operates. Such policies may limit a manager’s ability to attract sufficient talent to fill the position and may cause higher than average turnover W in that area in addition to other problems. Then the research question might read: I How can current hiring guidelines be L modified to better attract qualified individuals in metropolitan areas L where BC Company operates? I S Helpful Hints in Choosing your Research Topic , By now, you have a pretty good idea of how the general K into a nature of research questions can be narrowed A it is impormore manageable proportion. At this point tant to keep in mind that your final research S question really depends on the specific needs of your S own organization, which can only be assessed after thorA oughly analyzing your organizational structure and N system of operations. D R the organiAs mentioned earlier, your current role within zation is another key consideration. For example, if you are A a frontline supervisor your research question should be focused on the flow of information between your employees 2 and/or your management team as opposed to the flow of 1 information between company headquarters and overseas 6 suppliers. 1 You should carefully consider the overall T attainability and accessibility you have to informationSyou will need to answer your research question. Another way of narrowing your focus is by simply consulting with coworkers or supervisors within your organization. That will allow you to benefit from the knowledge, insights, and experiences of others. The primary idea is to assess the current situation within your own organization considering the various options you have before determining a specific research question. 8.14 Systems ~n~ Practice Online - Unit Eight - Theory to Practice Unit Eight Theory to Practice In prioritizing your list, keep in mind that your own assessment is the ultimate determining factor of which guidelines are valid and which are not. Naturally, your question would then depend on your own findings. Again, the previous material addressed potential areas where opportunities are comW monly found. Your own organizational needs, specific role/position, and the attainI ability of what you find should be the determining factors of the final prioritization L process. L I S you will answer in the This is a copy of the questions COMPLETE section of this , unit’s coursework. The System & Structure Analysis form K accounts for 25% of the final grade and is the equivalent to the final paper for theA course. Make sure you cover all the elements required in each of the seven sections S below. Answer the questions in Word, then copy and paste your responses into the S proper fields on the online form. A A. Write an overview of the organization including the types of services and/or N goods produced and the industry in which it operates. Give a brief history of D the organization was founded and the organization, where it is located, when major events in its history. Remember R that any information you retrieve from an outside source, whether paper or electronic, must be cited in APA format. A B. Discuss the industry in which the organization operates. Include significant 2 recent trends in the industry or environmental factors that have affected your 1 organization (such as higher fuel prices for a trucking firm). Potential factors 6 include government regulation, new competitors, substitute products or new 1 technologies. C. Provide a narrative of the departmental T structure based on the structure analysis you completed earlier in the course.SDiscuss the interconnectedness of the department with other departments in the organization. Remember to cite the sources of any charts you acquired from other sources. continued . . . 8.15 Systems ~n~ Practice Online - Unit Eight - Theory to Practice D. Present and discuss the mission statement of the organization in a narrative. You should quote the mission statement and cite the source in APA format. This section should expand on the statement to include discussion of why the organization chose this as its mission and if the majority of employees know and believe in the organizational mission. E. Provide a narrative of the major goals of your organization as well as the specific objectives of your department. This should include discussion of how these goals and objectives help the organization achieve its mission and an overall assessment of the clarity and effectiveness of such goals and objectives. W I F. Throughout the course, you have identified several opportunities for improveL ment in the areas of communication network, organizational structure, physical layout, work processes, organizationalLproductivity, and employee performance. Below is a list of questions that Iwill help guide you in identifying specific opportunities in each of those six areas. S List each answer fully and completely. Please make sure to complete the read, and attend sections before attempting to complete this section. 1. What is your assessment of the health of the communication netK work within your organization? List any opportunities identified durA ing your assessment. S 2. List any discovered opportunities to improve the structure or physical layout of your workplace. S A 3. List the top recommendations discovered while completing the Work N Process Analysis form. D 4. Here, list and briefly describe the top recommendation reached while completing the OrganizationalRProductivity questionnaire. A 5. List and briefly discuss any opportunities to improve the current incentive program. 2 6. What was the top recommendation to improve the performance of 1 employees within your department? 6 1 G. After completing the previous section, rank the top three opportunities based on their value to the organization, theTfeasibility in terms of implementation, S within the organization. and the consideration of your own role 8.16 Systems ~n~ Practice Online - Unit Eight - Theory to Practice
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