Write an executive summary

Business Finance

Florida International University

Question Description

Title Page

Table of Contents

Executive Summary (about a page).

Introduction and purpose of the paper include Research Questions to be addressed.

Describe the organization under study (brief paragraph or two)

Methodology – Description of survey instrument, measures (append descriptions of the 17), sampling procedure, study sample.Use FIU library to conduct your research on the measures utilizing only peer reviewed publications. Instructions on how to find peer reviewed articles in FIU library.

Data Analysis (Present data in a summary table-see example- Chart 1 in OPA report and the heat chart). Do not interpret the results here, just give the facts.

Study findings (here you report the results)-address RQ 1 and RQ 2 based on two data charts in Data analysis.

Then address RQ 3 and RQ 4 Summary and Conclusions. Here you interpret the results. You may use select quotes from Part 2 of the OPA reports.

Present your organizational intervention plan to improve things.

The plan needs to be practical, logical, sequential and based on leadership theory (include change management theory and execution strategies).

Appendix should include extra stuff and references per APA

(This would include the validation section of the OPA measures).

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Term Paper (DRAFT) Team 7 Submitted in Partial Fulfillment of MAN 6245 Professor G. Ron Gilbert, Ph.D. April 27th, 2020 1 Executive Summary This research aimed to determine how ratings of employees of the psychiatric hospital compare to the ratings of employees working in other organizations, to compare the ratings of employees working in units within the organization compare, to determine organizational strengths and greatest opportunities for improvement in the organization, as well as to come up with ways that will enable the organization to improve To achieve the above objective a survey instrument was used. It of the research, the Organizational Performance Assessment, which contains 17 twenty measures that are associated with organizational effectiveness. n total that enable an organization to compare and contrast its organizational effectiveness to those of its competitors, was used. In this report, only seventeen dimensions contained in the first two sections of the OPA, Internal Structures and Processes, and Support Activities were used to realize the main objective of the research. Forty-three employees provided responses to the seventeen dimensions of the Organizational Performance Assessment across nine departments of the Psychiatric Hospital on February 7, 2014. The results showed that employees believed that only one measure of the first section of the OPA, Internal Structures and Processes, i.e., MISN (Employees believe in the organization’s work & are committed to the mission) of the Psychiatric Hospital gave it a competitive advantage because it was rated as being above the industry average. Responses to all the remaining nine measures of Internal Structures and Processes pointed to the conclusion that overall, Psychiatric Hospital was performing below the industry average, and thus, creating an opportunity for improvements. We recommend…… The above needs a good edit. 2 3 Table of Contents Executive Summary ..………….…………….…………….……………... 2 Introduction & Purpose …………….…………….…………….………… 4 Methodology …………….…………….…………….…………………… 4 - 7 Data Summary & Analysis …………….……………..…….……………. 7 - 10 Interpretation of Findings ………………..……………….……………… 10 - 12 Summary & Recommendations ...……………….……………….………. 12 - 13 References ….…….…………….……………….……………….……….. 14 - 15 Appendix A ….…...…………….……………….……………….……….. 16 - 20 Appendix B …………………….……………….……………….……….. 21 4 Introduction and Purpose Team 7 of MAN 6245 prepared this report for the Psychiatric Hospital. The report takes into consideration the responses to the Organizational Performance Assessment (OPA) from forty-three employees across nine departments completed on February 7, 2014. Our report will answer (shed light) the following questions: How do the ratings by the employees of the psychiatric hospital compare to the ratings of employees working in other organizations? How do the ratings of employees working in units within the organization compare? What are the organizational strengths and greatest opportunities for improvement? What do we recommend be done to enable the organization to improve? This report will not provide information about the organization because it has not been shared with us. Methodology For more than twenty years, the Organizational Performance Assessment’s (OPA) scientifically validated measures have been used by more than twenty thousand individuals from over three hundred organizations in business, not-for-profit, and government agencies. The OPA contains twenty measures in total that are ultimately used to correlate your company’s organizational effectiveness when juxtaposed to others. These measures are then divided into three sections: Internal Structures and Processes, Support Activities, and Outcome Measures. Each section provides valuable insights into how employees ranked internal measures within the organization, which helps define structures and processes needing improvement. This report will focus on seventeen dimensions contained in the first two sections of the OPA, Internal Structures and 5 Processes and Support Activities. This report will not provide an analysis of the last three dimensions contained in the third section, Outcome Measures. Ten measures are found in the first section of the OPA, Internal Structures and Processes. The measures included in this section are Importance of Mission (MISN), Supportive Policies Toward the Workforce (POLI), Facilitative Organizational Design (DSGN), Positive Working Conditions (WORK), Pay and Benefits (PAY), Open Communications With Employees (COMM), Employee Loyalty and Pride (LOYL), Operational Efficiency (EFFI), Customer Oriented Behavior (CUST), and Supplier Relations (SPLY). These measures may be utilized to facilitate and improve your organization’s analysis of internal structures and processes. A brief description of these measures are presented below: Table 1. Section One Measures with Brief Description Measures Description MISN Employees believe in the organization’s work and are committed to the mission. POLI Organization is perceived to be fair, loyal, and caring to its workforce. DSGN Protocols in place allow for employees to provide great customer service. WORK Working conditions and environment are pleasant and attractive. PAY Employees feel that they are fairly compensated. COMM Employees receive and understand feedback about their performance. LOYL Employees are proud, highly motivated, and loyal to the organization. EFFI Organization is efficient in allocating its resources. CUST Organizational behavior is customer focused. SPLY Organization supply-chain management is effective. 6 The second section, Support Activities, contains seven statements that measure the organization’s perceived capacity to provide effective internal support to its employees that help them maintain a level of performance conducive to them being successful at their jobs. These seven statements are: Leads Organizational Change Effectively, Excels At Fostering Team Based Problem Solving Across Departmental Units, Excels At Managing Its Human Resources, Excels At Managing Its Financial Resources, Excels At Managing Its Information Technology, Is Highly Effective At Building Partnerships with Important Representatives from Other Agencies to Accomplish Its Goals, and The Leadership of this Organization is Excellent. This section measures the overall support that the organization provides to its employees to help them do their job. Please refer to Appendix A for a full description of the seventeen measures found in the OPA. Overall, the Psychiatric Hospital employs eighty-three people within the Accounting, Administration, Business Development, Plant Operations, Medical Records, Partial Hospitalization, Nursing, Business Office, and Social Work departments. As stated before, forty-three of the eighty-three employees partook in the survey conducted. The aforementioned information is detailed in the following table. Table 2. Employee Response Breakdown Unit Name Respondents Capacity Accounting (AC) 3 3 Administration (AD) 10 10 7 Business Development (BD) 2 5 Plant Operations (PO) 2 3 Medical Records (MR) 3 3 Partial Hospitalization (PH) 2 2 Nursing (NU) 11 40 Business Office (BU) 7 7 Social Work (SW) 3 10 Data Summary and Analysis Psychiatric Hospital Results Versus Industry Average The following graph shows how a total of 43 employees rated each of the ten measures versus industry average. This graph shows the results of employees who have taken the assessment. Score = 50%; within Industry Average Scores > 50%; Above Average (Competitive Advantage) Scores < 50%; Below Average (Opportunities for Improvement) 8 Data Analysis of 10 Measures by Organizational Unit The OPA included a seven point Liker Type scale that ranged from 1=Strongly Disagree to 7=Strongly Agree. See figure below: Figure 1. Seven Point Likert-Type Scale After the employees took the Organizational Performance Assessment, the results of the questionnaire were then placed in an organized vertical graph as shown below. 9 Figure 2. Vertical Likert-Type Scale The higher up the bar of the graph, the more positive the score is (strongly agree). The further below the line, the more negative (strongly disagree). If an average score on a 1 through 7 scale was 6.10, it would be displayed as 2.10 (positive). A low score of 2.40 of the 1 through 7 scale would be shown on the graph as 1.60 by subtracting 4.00 from the mean. Summary of the 20 data measures by Organizational Unit/Department Table 3. Summary of Collected Survey Data 10 **Note: The last three measurements will not be analyzed** Do not include them. The table above has been formatted by using three different colors; red, yellow, and green. This was made in order to analyze the data with better visualization. The red shaded areas represent lower scores in the Likert-Type scale. The yellow shaded area represents the middle ranges in the Likert-Type scale. The green shaded area represents the higher scores on the Likert-Type scale (1=SD, 7=SA). Interpretations of Findings Do the employees’ ratings of the psychiatric hospital compare to the ratings of employees working in other organizations? Of the employees sampled, using the 10 measures, only one measure was above 50% - which exceeds the industry average. Of the 43 employees surveyed, Importance of the Mission (MISN) clearly exceeded the industry average at 63.77%. This finding would indicate that the psychiatric facility maintains a competitive advantage in this area. A high MISN value reflects that the employees surveyed have a belief that their work for the psychiatric facility is very important. One of the key characteristics to determine whether an organizational goal is accomplished is to measure the degree to which members of the organization know, understand and commit to their organization’s mission. This is a huge step in the right direction for an organization to achieve its ultimate goals and a measure, which indicates that the employees’ commitment is in lock step with the vision of the corporation. All remaining measures obtained in the employees’ survey ranged between approximately 27% and 39%. These numbers are below 50% of the Industry average. 11 Therefore, the measures the fall below the 50% industry average indicate opportunities for improvement in these areas. The next highest measure was Facilitative Organizational Design (DSGN). This measure indicates that the employees surveyed feel the organization’s responsiveness to decision making is well suited to its existing design. This means the organization has minimized roadblocks and “red-tape” that are barriers to responsive communications and interactions with customers. The results indicate that the employees surveyed are not overburdened with excessive checks and balances that preclude effective responsiveness. However, the results tend to show that the psychiatric facility’s employee’s scores do fall below the industry average. Comparison of Organizational Unit/Department Data Measures (Replace this sub heading with the actual Research Question you are addressing.) Comparing the measures collected for each department can allow for the identification of departmental “hot spots” that are prime opportunities for improvement. For example, Table 3, indicates at least 13 low scores in the Likert-Type scale for the Accounting department. Once again, the Table displays a “heat-map” wherein each measure and corresponding score can be emphasized for further analysis and comparison with other departments. A view of Table 3, can quickly indicate that the Partial Hospitalization department/unit has no areas indicating low scores. Whereas, the Accounting department has at least 13 low scores . Contrast this with the Business Development department/unit where there is only one low Likert-Type area indicated. This data can be utilized to shift attention to areas of interest and to indicate the areas in most need of improvement. For 12 example, it is worth noting that both the Accounting Department/unit and the Business Development department/unit both indicate low Likert-Type scale scores in the Excels at Managing its IT. In the Open Questions section of the OPA, in answering the question I do not think this needs to be discussed here. It is important, but does not fit here. “What does the organization need to do better?”, the Business Development department/unit indicated that one way would be to improve communication across departments. Ideally, this suggestion could be used in connection with the comments from the Accounting Department to facilitate a solution that incorporates Information Technology to improve communication. Summary and Recommendations You need to specifically address RQ3 and RQ4. Be specific and clear that you are responding to each of the four RQs This section needs a lot of work. Based on this report, we recommend enabling the organization to improve requires a forethought or planning on how health care workers engage with patients. In the most effective manner possible, the current health mental system should be prepared through analyzing by creating a draft, implementing, and evaluating a roadmap for measuring and improving mental health care. First and foremost, adequate information for mental health planning and delivery of quality of services such as the involvement of consumer’s advocacy, resources, and incentives from health care payers or systems is a must. The recommendations for 13 improving the quality mental health services presented here can apply to healthcare overall. The steps to be taken includes providing sufficient evidence base for top-tier measures of services that would measure through optimizing guidelines into quality measures that could have a denominator or numerator based for the reliability or validity to ensure the information does not lead to false data, practice guidelines, and finalizing the measures would be based on endorsement from providers, systems, and patients. As well as, policy makers or leaders who are well established in adopting the measures for use in routine practice to align the measures across multiple settings. In concurrently, identifying a team to focus on the measurement that would be monitored and provide strategies to incorporate quality improvement where it is necessary. In conclusion, there are lessons learned from this report that would nudge a mental health service provider to adopt a learning health care system. The focal point is to lead the way in the use of other innovative models of integrated care, as well as to measure the patient’s recovery and services. 14 References Robbins, Stephen, Timothy Judge. (2017). Essentials of Organizational Behavior. [VitalSource Bookshelf] Retrieved from https://bookshelf.vitalsource.com/#/books/9780134524702 Baker, J. J., & Baker, R. W. (2014). Health care finance: basic tools for nonfinancial managers. Burlington, MA: Jones & Bartlett Learning. Retrieved from https://samples.jbpub.com/9780763778941/78941_02_CH01_001_010.pdf Dean, Katherine S., Strategies and Benefits of Fostering Intra-Organizational Collaboration. (2010). College of Professional Studies Professional Projects. Paper 15 Retrived from https://epublications.marquette.edu/cgi/viewcontent.cgi?article=1014&context=cp s_professional Earle, H.A. (2003), “Building a workplace of choice: using the work environment to attract and retain top talent”, Journal of Facilities Management, Vol. 2 No. 3, pp. 244-257. https://www-emeraldcom.ezproxy.fiu.edu/insight/content/doi/10.1108/IJOA-12-20161100/full/html#ref018 Forey, G., & Lockwood-Lee, J. (2010). Globalization, Communication and the Workplace : Talking Across The World. Continuum. Retrieved from http://eds.b.ebscohost.com.ezproxy.fiu.edu/eds/ebookviewer/ebook/bmxlYmtfXz M3ODA3Nl9fQU41?sid=b58a0565-5c98-423c-9b9d81e9dfaaab63@sessionmgr101&vid=44&format=EB&rid=4 Fragkiadakis, G., Doumpos, M., Zopounidis, C., & Germain, C. (2016). Operational and economic efficiency analysis of public hospitals in Greece. Annals of Operations Research, 247(2), 787–806. https://doi-org.ezproxy.fiu.edu/10.1007/s10479-0141710-7 Kulikowski, K., & Sedlak, P. (n.d.). Can you buy work engagement? The relationship between pay, fringe benefits, financial bonuses and work engagement. CURRENT PSYCHOLOGY, 39(1), 343–353. https://doiorg.ezproxy.fiu.edu/10.1007/s12144-017-9768-4. Lee, J., & Varon, A. L. (2020). Employee Exit, Voice, Loyalty, and Neglect in Response to Dissatisfying Organizational Situations: It Depends on Supervisory Relationship Quality. International Journal of Business Communication, 57(1), 30–51. https://doi-org.ezproxy.fiu.edu/10.1177/2329488416675839 15 Liker, J., & Choi, T. Y. (2014). Building Deep Supplier Relationships. Retrieved from https://hbr.org/2004/12/building-deep-supplier-relationships Rosenthal, R. J. (2015). Volunteer engagement 2.0: ideas and insights for transforming volunteer programs in a changing world. Hoboken, NJ: Jossey-Bass. Subhash C. Kundu, & Kusum Lata. (2017). Effects of supportive work environment on employee retention : Mediating role of organizational engagement. International Journal of Organizational Analysis, 25(4), 703–722. https://doiorg.ezproxy.fiu.edu/10.1108/IJOA-12-2016-1100 Truskie, S. D. (1999). Leadership in High-performance Organizational Cultures. Greenwood Publishing Group. Wienclaw, R. A. (2019). Organization Design. Salem Press Encyclopedia. Retrieved from http://eds.b.ebscohost.com.ezproxy.fiu.edu/eds/detail/detail?vid=38&sid=b58a05 65-5c98-423c-9b9d81e9dfaaab63%40sessionmgr101&bdata=JnNpdGU9ZWRzLWxpdmU%3d#AN =89163900&db=ers Woodman, R. W., & Pasmore, W. A. (2007). Research in organizational change and development. [electronic resource]. Emerald. Retrieved from https://wwwemerald-com.ezproxy.fiu.edu/insight/content/doi/10.1016/S0897-3016(06)160024/full/html 16 Appendix A Full Description of the Seventeen Dimensions Importance of the Mission (MISN) This dimension measures how employees view and understand the organization’s objective. For employees to believe in the organization’s mission, they must first understand what it is. In other words, “organizational members need to know the strategic intent of their organization” (Truskie, 1999). The organization is responsible for clearly laying out their mission and to make sure that it is understood by its employees, because if it is not, then employees may not be compelled to believe in it. This may hinder the organization’s effectiveness to lead its workforce. Supportive Policies Toward the Workforce (POLI) The policies in place at an organization should promote supportive work environments. If an Organization has supportive policies in place that create such an environment for their workforce, then employees will develop a positive attitude towards the employing organization (Subhash C. Kundu, & Kusum Lata, 2017). Supportive policies are crucial for an organization to retain and motivate quality talent in the organization (Earle, H.A., 2003). That being said, if an organization is perceived as being supportive of their workforce, then the organization will benefit from improved performance. Facilitative Organizational Design (DSGN) The design in which an organization is structured should facilitate employee productivity. The organizational design should make it easier for employees to support 17 the organization’s goal (Wienclaw, R.A., 2019) ...
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