Health Organization Case Study Research Essay

Health Organization Case Study look a wellness Health Organization Case Study enquiry a health care organization or a net that spans several states within the U.S. (Example United Healthcare, Vanguard, Banner Healthcare, etc.). Harvard Business Review Online and make cleans Company Records, found in the GCU Library, are useful sources. You whitethorn also find pertinent information on your organizations webpage. Review capital of capital of capital of Singapore Airlines Case Study.Prepare a 1,000-1,250-word paper that cogitatees on the organization or net exploit you have selected. Your essay should assess the provision of the health care organization or network in character referenceing the health care needs of citizens in the next decade, and include a strategic plan that addresses issues pertaining to network growth, nurse staffing, resource management, and patient satisfaction. Prepare this denomination according to the APA guidelines found in the APA Style Guide, located in the scholar Success Center. An abstract is not required. This assignment uses a grading deed of conveyance. Instructors go away be using the rubric to grade the assignment therefore, students should review the rubric prior to beginning the assignment to become familiar with the assignment criteria and postulateations for fortunate completion of the assignment. You are required to submit this assignment to Turnitin. Refer to the directions in the Student Success Center. Only Word documents can be submitted to Turnitin.Singapore Airlines Case Study(student paper)Singapore Airlines was created in 1972 following a withdrawal from Malaysian Airlines. In the wake of reorganization, Singapore Airlines undertook aggressive growth, investing and trading to maximize profitability and expand market share. Through this change, a late connection philosophy emerged, Success or failure is largely determined by the quality of service of process it provides (Wyckoff, 1989). By reinven ting the beau monde infrastructure and introducing impertinently initiatives focused on excellence in customer service, Singapore Airlines became a global attraction in the service industry, elevating real standards among competitors.Evaluation of hands Management ProgramThe strategy widely utilized by Singapore Airlines to ensure differentiation in an increasingly competitive market was its worry to in-flight service. Good flight service was important in its own right wing and is a reflection of attention to detail throughout the air passage (Wyckoff, 1989). This record perpetuated the belief that excellence in service was directly tied to the particular(prenominal) selection and separate performance of in-flight crews charged with the responsibility of fulfilling the needs of individual passengers and exuding the levels of service demanded by the organization. Applicants destined to work as flight stewards were bony from a very young universe, typically spanning the age s of 18-25 years of age with spirited school equivalency against the English system of education. Selection of applications was competitive largely out-of-pocket to the degree of skill, poise, and experience required of its candidates. These policies led to the on-boarding of a highly practised and youthful men with positive attitudes and a willingness to be trained. Critique of this burn down revealed several disadvantages.The most significant being the potential for greater dollar volume when hiring a jr. population as opposed to an older, more see crew. Experience alone would play some role in the breeding of bare-ass employees, as greater experience would bring greater poise and confidence. However, in light of the predominant population Singapore Airlines catered to, a jr. in-flight crew would remedy the awkwardness likely to be encountered by older clients being served by older crew members. In addition, a younger crew would likely be more accepting of new procedure s and slight cynical of the requirements of employment. In light of the young demographic most want in this role, recruitment, educate and conversion processes were both stringent and complete. All aspects of in-flight service, including training related to terminology, amenities and food preparation were provided in great detail, as were training for emergency preparedness and response to every potential scenario encountered in the air and on the ground.Formalized on-boarding, training and continued development were the hallmarks of the comprehensive workforce program. Even well into a crew members employment, on-going training and cyclical evaluation provided a mechanism for employees to be conscious of individual performance and gain exposure to methods of continuousimprovement. With an on-going plan of evaluation, communication, and development, the workforce was well- military postureed for high levels of performance and quality improvements.Though it would seem that Singa pore Airlines work management program suited the organization well, it greatly narrowed the pussy of applicants and kept many, well-qualified and experienced candidates from dresss that would create diversity among the largely self-coloured workforce and place the organization in a better position to serve populations whose ethnic origins were not of Asian descent. If the organization aims to be the leader in an increasingly global marketplace, the workforce must mirror the several(a) needs and perceptions of the greater population.Advertising CampaignSingapore Airlines is known in the flight path industry for its quality of service. This emphasis on customer service and customer satisfaction is largely reflective of the Asian goal for which the company embodies. Attention to detail, impeccable presentation, and care for former(a)s are traits synonymous with countries of Asian heritage. Similarly, Asian countries revere conservatism, organization and hierarchy (Allik, n.d.) so , it would follow that young Asian individuals border the same gracious, caring behaviors to others. The expectation of gentle, courteous service is consistent with these norms and with the approaches interpreted by the organization.So much are these standards and stereotypes linked to Asian culture and the epitome of service, that the symbol applied to the airline is that of a young Asian woman. This image is resoundingly more beguiling and traditional, recognized by just about 50% of consumers over typical marketing imparted by competitors, with a marginal recognition of 9.6%. In light of the positive impact and recognition of the existing marketing campaign, it was considered advisable to retain the current marketing strategy.Systems for Measuring serving QualitySingapore Airlines has two primary components involved in bill service quality. The first is a system to measure customer complaints and praise for every 10,000 passengers. The blurb measurement is acomparative rati ng of airline services prepared by the International Research Associates (INRA). The first component, customers complaints and compliments, stayed comparatively the same despite rapid organisational expansion. This type of analysis has shown a generally high satisfaction level, but could be skewed receivable to the vast areas the complaints and compliments could cover from ticket sales and baggage areas to in-flight crews. To address this concern the complaints were split between the areas. However, to get an accurate barometer of customer satisfaction, it was recommended that the airline conduct routine surveys of customers. Often, customers submitting comments fell into one of two categories those having complaints or those having compliments.The second component to gauge customer satisfaction involved the INRA surveys. The airline executives pay particular attention to these scores as they indicated levels of satisfaction among the general consumer population and identified are as requiring continuous improvement. In 1973 Singapore Airlines scored 68, in 1974 the company scored 74 and in 1979 they scored 78. The scores of 39 other airlines demonstrated that two other competitors, Cathy Pacific and Thai International, were improving rapidly. This provided one indicator of competitive advantage. In order for Singapore Airlines to stay ahead of their competitors they would need to evaluate their position against industry leaders and determine if changes would be needed to stay competitive, peculiarly with respect to customer service and customer satisfaction (Wyckoff, 1989).Plan to enwrap Slot MachinesSingapore Airlines has responded to many changes in order to differentiate itself within an increasingly competitive market place. One responsive action was to pull sleepers, replacing them with a business class section. Reactions from consumers were less than favorable. The move strayed from what consumers came to expect of elite levels of customer service, which were in large part, due to the attention paying to the personal needs of its elite customers. Although intended to be innovative and distinctive, the cellular inclusion of slot machines on transatlantic flights was another idea met with considerable consumer dissatisfaction. epoch potentially generating a new stream of revenue, the idea only worked to nudge passengers with a new category of charges. In addition to generating cost for the consumer, themachines took blue-chip space away from seats and posed problems in light of heaviness restrictions (Time, 1981). These changes only compounded issues and introduced new problems such as the potential for in-flight injury, rather than improving in-flight services. While there was some opportunity for revenue, initially, the gains would last for a season and were not expected to extend out into the long-term.ConclusionThe Singapore Airlines Case Study highlights both effective as well as ineffective management approaches withi n the company. The subsequent analysis and evaluation of company operations and strategies offer a compelling glimpse of organizational stick out and leadership amid change, as well as provide a political program for future discussions of organizational development and change management. Group evaluation of organizational design, organizational decision-making, and organizational process at Singapore Airlines yielded some recommendations for new approaches to address complaints, become more mainstream in an increasingly diverse market space, and become more innovative without losing sight of the customer service focus that has made Singapore Airlines so successful.