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QUESTION
Title: Health Organization Case Study
Paper Details
View RubricMax Points: 200
Details:
Research a health care organization or a network that spans several states within the U.S. (Example: United Healthcare, Vanguard, Banner Healthcare, etc.).
Harvard Business Review Online and Hoover's Company Records, found in the GCU Library, are useful sources. You may also find pertinent information on your organization's webpage.Review "Singapore Airlines Case Study."
Prepare a 1,000-1,250-word paper that focuses on the organization or network you have selected.
Your essay should assess the readiness of the health care organization or network in addressing 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 assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a grading rubric. Instructors will 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 expectations for successful 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.
NRS-451V Singapore Airlines Case Study
(Student paper)Singapore Airlines was created in 1972 following a separation 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 new company philosophy emerged, “Success or failure is largely dictated by the quality of service it provides” (Wyckoff, 1989). By reinventing the company infrastructure and introducing new initiatives focused on excellence in customer service, Singapore Airlines became a global leader in the service industry, elevating existing standards among competitors.
Evaluation of Workforce Management Program
The strategy widely utilized by Singapore Airlines to ensure differentiation in an increasingly competitive market was its attention to in-flight service. “Good flight service [was] important in its own right and is a reflection of attention to detail throughout the airline” (Wyckoff, 1989). This statement perpetuated the belief that excellence in service was directly tied to the careful selection and individual 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 drawn from a very young population, typically spanning the ages of 18-25 years of age with high school equivalency against the English system of education. Selection of applications was competitive largely due to the degree of skill, poise, and experience required of its candidates. These policies led to the on-boarding of a highly skilled and youthful workforce with positive attitudes and a willingness to be trained. Critique of this approach revealed several disadvantages. The most significant being the potential for greater turnover when hiring a younger population as opposed to an older, more experienced crew. Experience alone would play some role in the development of new employees, as greater experience would bring greater poise and confidence. However, in light of the predominant population Singapore Airlines catered to, a younger 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 procedures and less cynical of the requirements of employment.
In light of the young demographic most desired in this role, recruitment, training and “conversion” processes were both stringent and comprehensive. 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 member’s employment, on-going training and cyclical evaluation provided a mechanism for employees to be aware of individual performance and gain exposure to methods of continuous improvement. With an on-going plan of evaluation, communication, and development, the workforce was well-positioned for high levels of performance and quality improvements.
Though it would seem that Singapore Airlines’ work management program suited the organization well, it greatly narrowed the pool of applicants and kept many, well-qualified and experienced candidates from positions that would create diversity among the largely homogeneous 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 diverse needs and perceptions of the greater population.Advertising Campaign
Singapore Airlines is known in the airline industry for its quality of service. This emphasis on customer service and customer satisfaction is largely reflective of the Asian culture for which the company embodies. Attention to detail, impeccable presentation, and care for others 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 demonstrate the same gracious, caring behaviors to others. The expectation of “gentle, courteous service” is consistent with these norms and with the approaches taken 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 nearly 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 Service Quality
Singapore Airlines has two primary components involved in measuring service quality. The first is a system to measure customer complaints and compliments for every 10,000 passengers. The second measurement is a comparative rating of airline services prepared by the International Research Associates (INRA).
The first component, customers’ complaints and compliments, stayed relatively the same despite rapid organizational expansion. This type of analysis has shown a generally high satisfaction level, but could be skewed due 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 paid particular attention to these scores as they indicated levels of satisfaction among the general consumer population and identified areas 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, particularly with respect to customer service and customer satisfaction (Wyckoff, 1989).
Plan to Introduce Slot Machines
Singapore Airlines has responded to many changes in order to differentiate itself within an increasingly competitive market place. One responsive action was to remove 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 paid to the personal needs of its elite customers. Although intended to be innovative and distinctive, the inclusion of slot machines on transatlantic flights was another idea met with considerable consumer dissatisfaction. While potentially generating a new stream of revenue, the idea only worked to incite passengers with a new category of charges. In addition to generating cost for the consumer, the machines took valuable space away from seats and posed problems in light of weight 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 within the company. The subsequent analysis and evaluation of company operations and strategies offer a compelling glimpse of organizational design and leadership amid change, as well as provide a platform 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.
| Subject | Nursing | Pages | 10 | Style | APA |
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Answer
The last two decades has seen the morphing of healthcare organizations in the United States from traditional healthcare provision to health promotion initiatives. Consequently, health organizations have expanded into new roles that now include research, health-related relief services, nutritional promotion initiatives, and insurance (Altin & Stock, 2015). According to Altin & Stock of the institute of health economics at the University of Cologne, (2015), the primary driver of diversification efforts was to stem existential threats primarily from competition. In this paper, United Healthcare is researched for its readiness to adequately meet growing healthcare needs of its clients in the next decade (Altin & Stock, 2015). An assessment of the organization’s capacity to provide healthcare in the next decade is done through a 10-year strategic plan that addresses network growth, nurse staffing, resource management, and patient satisfaction. Additionally, a cursory review of Singapore airlines is considered for purposes of benchmarking in the area of customer focus and satisfaction.
United healthcare is a subsidiary of the United Health Group, a highly differentiated health and wellness company headquartered in the United States. It offers health insurance for individuals and corporate entities through six main plans and products. First, it has the individual and family plans which caters for individuals on their own or together with their spouses and children. Secondly, the organization provides short-term health insurance to cater for transitional situations not included in normal insurance products (Lewis, et.al, 2013). Included under this arrangement are insurance cover for students on industrial attachment, employees on short contractual engagements among others. Thirdly, United Healthcare caters for individuals 65 years and older through the Medicare plan. Individuals under 65 are considered only if they are living with disability or meet some specially determined eligibility criteria. Fourth, through the small business plan, corporate entities with up to 99 employees are covered. Fifth, the organization has dental plan for enhancing dental health. Finally, the company has the Medicaid plan, specially tailored for individuals with limited incomes. From the product differentiation perspective, it can be said that United Healthcare has significantly improved access to healthcare by ensuring that there is something for everyone (Lewis, et.al, 2013). However, it is prudent to consider other organizations which may not necessarily be in the same line of business, but have employed business growth strategies to good effect. A critical review of Singapore airlines as a case study, could provide a basis for improvement of United Healthcare services in the next decade.
The Singapore airlines has experienced astronomical financial and reputational transformation in the last four decades. Upon separation from Malaysian airlines in 1972, the airline embarked on a focussed growth strategy with relentless focus on strict fiscal discipline, brand visibility through aggressive advertising, maximization of profits, and increasing market share (Wirtz & Heracleous, 2016). The airline began by executing a management decision to radically change the inflight cabin crew, a plan which saw the entry of younger, erudite, and more agile crew. The strategy worked according to airline records, as the airline had attained a score of 78 by 1979, up from 68 six years earlier (Wirtz & Heracleous, 2016). Today, Malaysian airlines is one of the most preferred airlines for business travellers having consistently attained unparalleled levels of customer satisfaction. Perhaps, this aspect of growth can be replicated by United Healthcare to spur growth in the next ten years.
In assessing United Healthcare’s readiness in meeting healthcare needs of its customers in the next ten years, it is important to consider the strategies currently in place. A glimpse of the organization’s core values reveal a deep commitment to a set ideals (Smith & Medalia, 2014). The organization identifies five key pillars in its value system. The first pillar is integrity. Effected through individual and institutional integrity, the organization emphasizes on ethics, striving to deliver on promises, as well as acknowledging mistakes when they occur. The company has also leveraged on its brand name by espousing compassion as a pillar. United Healthcare employees are trained to empathize with patients, while offering timely service. Another pillar, relationships building, is firmly etched on the employees’ collective psyche (Smith & Medalia, 2014). By cultivating a culture of trust and concerted engagements with various stakeholders such as government agencies, employers, hospitals, nurses, doctors, and religious organizations, the organization can lay claim to a greater, and more prosperous future. Further, the organization, through its dedicated tech savvy workforce, has maintained an unrivalled drive for change. Today, the organization remains a market leader in chatting new frontiers of healthcare provision through practical innovation (Smith & Medalia, 2014). Finally, the aforementioned core-values are made to coalesce around productivity through a sustained culture of excellence.
Through its strategic plan, United Healthcare strategic aims at achieving its long-term strategic objectives by fostering continuous improvement in four areas: Network growth, nurse staffing, resource management, patient satisfaction.
Over the past decade, the organization fast-tracked its growth through a robust, and well-timed synergetic engagements with key stakeholders across the United States. Notably, the organization boasts over 5000 hospitals within its network, 720,000 physicians, and 80,000 dentists. Additionally, there are service networks comprising surgery centres, rehabilitation centres, numerous cancer resource centres, nursing homes, hospital centred radiology centres. The organization has also cascaded its initiatives to include healthy living promotion as evidenced by its support for wellness dietary contests (Shah & Chokshi, 2013). In 2012, the United Healthcare changed its strategy from the traditional insurance service module to the contractual module. This ensures guaranteed income for the period of the contracts, which currently stands at $50billion up from $20billion (Shah & Chokshi, 2013). This module has the additional benefit of accruing retained funds from previous contracts, essentially becoming conduits for savings on premiums. Additionally, the organization has established ACO relationships with over 500 hospitals, 1000 medical groups.
The organization, through its subsidiary, the Center for Nursing Advancement established in 2008 (CNA), continually advances nurse staffing endeavors through training, teaching and mentorship programs. Through a motivational program that is elastic in schedule, coupled with travel disbursements, and bonuses, the organization has attained high staff retention rates. The center also remains a crucial strategic forte for development of nursing engagement strategies, training, and mentoring activities (Bazarko, Cate, Azocar & Kreitzer, 2013).
Further, the United Healthcare has grown in profitability over the years due to a large resource pool, comprising of professionals, physical infrastructure, fiscal backing, and a competent management team. Finally, the organization has consistently achieved high levels of customer satisfaction through timely response to complaints, and regular acquisition of feedback (Bazarko, Cate, Azocar & Kreitzer, 2013).
The foregoing study of United Healthcare Organization points to the significance of strategic planning for health organizations. As already pointed out, the organization’s growth currently anchored on four frontiers is now yielding results. The four areas of growth, nurse staffing, resource management, and customer satisfaction, is expected to yield greater dividends in the next four years.
References
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Altin, S., & Stock, S. (2015). Health literate health care organizations and their role in future health care. J Nurse Care, 4, 1-3.
Bazarko, D., Cate, R. A., Azocar, F., & Kreitzer, M. J. (2013). The impact of an innovative mindfulness-based stress reduction program on the health and well-being of nurses employed in a corporate setting. Journal of Workplace Behavioral Health, 28(2), 107- 133.
Cleverley, W. O., & Cleverley, J. O. (2017). Essentials of health care finance. Jones & Bartlett Learning. Lewis, V. A., Colla, C. H., Carluzzo, K. L., Kler, S. E., & Fisher, E. S. (2013). Accountable care organizations in the United States: market and demographic factors associated with formation. Health services research, 48(6pt1), 1840-1858.
Shah, N. R., & Chokshi, D. A. (2013). Should health care systems become insurers?. Jama, 310(15), 1561-1562. Wirtz, J., & Heracleous, L. (2016). Singapore Airlines: Managing Human Resources for Costeffective Service Excellence. In SERVICES MARKETING: People Technology Strategy (pp. 695-703). Smith, J. C., & Medalia, C. (2014). Health insurance coverage in the United States: 2013. Washington, DC: US Department of Commerce, Economics and Statistics Administration, Bureau of the Census.
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