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DaniThe document discusses strategies for improving a disability claims management process. It outlines obstacles like staff vacations and untrained new hires. It then provides solutions like defining roles and responsibilities, implementing best practices for claims handling, and monitoring metrics to balance workloads and reduce backlogs. The goal is to meet sales growth plans over three years while providing win-win situations for both customers and staff.
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This document discusses best practices in human resources (HR) at top companies. It covers the importance of HR and key HR components like recruitment, selection, training, development, compensation, maintenance, working conditions, and communication. Specific practices highlighted include Google's emphasis on training and growth opportunities, Boston Consulting Group's career development meetings, Novartis' pay for performance and benefits, and techniques by Deloitte, Microsoft, and others to improve culture, retention, and employee satisfaction.
Succession planning 2
The document provides an overview of a business succession planning workshop conducted over 12 modules. The workshop aims to help companies develop succession plans to prepare for leadership transitions. It covers topics such as defining succession planning, conducting a SWOT analysis, developing mission and vision statements, creating goals and strategies, and overcoming potential roadblocks. The final module emphasizes that succession planning is an ongoing process that helps ensure long-term success when implemented continuously over time.
Succession planning
The document provides an overview of a business succession planning workshop conducted over 12 modules. The workshop aims to help companies develop succession plans to prepare for leadership transitions. It covers topics such as defining succession planning, conducting a SWOT analysis, developing mission and vision statements, creating a succession plan, overcoming obstacles, and maintaining the plan. The goal is to establish a process for identifying and developing internal candidates for key roles to ensure business continuity when leadership changes.
Leadership Workshop - Leading Out of the Mess
The document summarizes a leadership workshop that provides a framework to drive organizational improvement. It discusses challenges facing a community health center called Chapel Road and presents best practices of transformational leadership, including setting direction with a clear vision and metrics, empowering staff, and using improvement methods to continuously enhance processes. The workshop emphasizes building leadership as a system through principles like communication, recognition, and continuous learning.
HMZbiz - Humanized Business 4 Human Potential Development
It is very common to absorb the activities that come up or take advantage of opportunities that require quick decision.
But which ones are in alignment with realization and self-realization?
What is the collaborative positioning in the best alignment with satisfaction?
After clarity of purpose and differential as potential delivery, we follow a constant mapping of all activities that are part of life, including personal and family. When the leader performs best in all areas, becomes more accomplished and enhances performance.
Htm 3050 week 3 class notes
The document discusses various aspects of planning, including different levels of planning, types of plans in hotels/restaurants, the planning process, goals and goal setting, SWOT analysis, forecasting, managing risk, standing plans, day-to-day planning, management by objectives, planning for change, and planning one's own time. It provides details on strategic planning, annual planning, supervisory planning, and operational planning. It also outlines steps for defining goals, collecting data, developing alternative actions, deciding on the best course, and evaluating results.
Welcome Take a method and try it. If it fails, ad.docx
Welcome
"Take a method and try it.
If it fails, admit it frankly, and try another.
But by all means, try something.“
-Franklin D. Roosevelt
1 - 2
IS 628 Total Quality Management
Welcome
Hey Prof,
I completed a major graduate internship at Montefiore Medical Center 3
weeks ago and just received a full time offer as a supervisor at the CMO
division at Montefiore. During my internship I did a lot of performance
improvement work as well as Excel analysis. I must say your class really
helped out because I was able to apply methodologies as well as
systematic tools/flow maps to help my department be more efficient to
improve patient experience.
… 2011-2012 MBA IS628 Student
1 - 3
Grades
A
“Calculation”
(for a society that insists on the chaotic measurement of the unknowable)
Class Participation 40%
Midterm 15%
Final 15%
Homework 15%
Project 15%
100%
1 - 4
What do I want from you?
Get it… and Live it
Knowing about something vs Knowing it
Move from education to application
Information to Transformation
Who are you…
Newbies… Introduce yourself
• Name
• Where are you coming from before class?
• Work Experience
• Hobby or Interest
• What do you want from your education?
• Expectations that the MBA will provide to you
• What specifically do you want from me?
1 - 6
DRAFT
Schedule
12
Classes
You only have me
for 36 hours.
Use me to get what
you need.
Iona IS628 TQM Winter Trimester 2015-2016
Date Class Location Subject / Guest Speaker / Comments
11/18/15 1 Iona
Getting to Know Each Other
Chapter 1. Differing Perspectives on Quality
11/25/15 No Class
12/2/15 2 Iona
Chapter 2. Quality Theory
Chapter 3. Global Quality & Int'l Quality Standards
Chapter 4. Strategic Quality Planning
12/9/15 3 Iona
Chapter 5. The Voice of the Customer
Chapter 6. The Voice of the Market
Chapter 7. Quality & Innovation in Process Design
12/16/15 4 Iona Joel Seligman, CEO of Northern Westchester Hospital
12/23/15 No Class
12/30/15 No Class
1/6/16 5 NWH Maria Hale, VP Patient & Family Advocacy
1/13/16 6 NWH Kate O’keefe, VP Quality Management
1/20/16 7 Iona
Chapter 8. Designing Quality Services
Chapter 10. The Tools of Quality
1/27/16 8 Iona
Chapter 12. Statistically Quality Improvement for Attributes
Chapter 13. Six-Sigma Management and Lean Tools
2/3/16 9 Iona
Chapter 14. Managing Teams and Projects
Chapter 15. Implementing and Validating
2/10/16 10 Iona Presentations (2 groups)
2/17/16 11 Iona Presentations (2 groups)
2/24/16 12 Iona Wrap-up & Final
Project
Board of Trustees
Presentations During the
Last 2 Classes
1 - 8
The Board’s
Overall Strategic Initiatives
To be the leader in patient centered care
Top 10% in nationally accepted clinical and service
quality indicators
Employer of choice
Reduce the cost of care by 20% over 5 years
1 - 9
The Board has Strategi.
Performance Management and Employee Motivation
Presentation by David Fox at the Tonkin Industrial Relations Summit on Performance Management and Motivation
On Boarding Ppt
The document discusses the importance of an onboarding process for new employees and executives. It outlines a three-step onboarding process that involves getting clarity on expectations, learning important information, and planning implementation goals. The onboarding process should include orientation on paperwork, systems access, organizational information, and identifying knowledge gaps within the first month. Relationship building with direct reports and teams is also emphasized within the first weeks and months on the job.
On Boarding Ppt
The document discusses the importance of an onboarding process for new employees and executives. It outlines a three-step onboarding process that involves getting clarity on expectations, learning important information, and planning implementation goals. The onboarding process should integrate new hires, prepare them for success, and help them become engaged members of the organization.
Heinz Unlocks Potential
The document summarizes a leadership development program called "Unlocking Potential" delivered through a partnership between Heinz and Pilat Consulting. It discusses the design of the program which includes 360-degree feedback, a 3-day workshop, and follow-up sessions. It provides examples of how several Heinz leaders applied lessons from the program to drive business results, yielding an estimated total return on investment of over £1 million. The program is credited with shifting leadership behaviors and driving cultural evolution at Heinz.
Generic 90 Day Transition Mjg
This 90 day transition plan outlines objectives to build relationships, learn the business priorities and culture, and deliver results. The plan involves meeting with stakeholders and direct reports in the first 30 days to understand roles and expectations. The next 30 days focus on achieving goals by coaching direct reports and ensuring productivity. The final 30 days evaluate effectiveness and input on progress against goals. The plan recommends revisiting and updating the template monthly to strategically outline next steps.
8 Stages of change management (Kotter)
Optimise-GB presents the stages of change management and how you can use programme and project tools to ensure delivery. This presentation also takes you through the elements of change resistance and what can be done about it. Thank you Simon Misiewicz
The 2nd Most Powerful Time Management Tool: Delegating
The document discusses delegation as the 2nd most powerful time management tool. It outlines 11 keys to effective delegation, including focusing on high value activities, delegating tasks based on competence, defining tasks clearly with deadlines and milestones, agreeing on resources and consequences, putting agreements in writing, and inspecting expected work. It also discusses adjusting management style based on an employee's task relevant maturity from directive to independent. The presentation encourages committing to delegation, identifying tasks to delegate, and offers a complimentary delegation diagnostic session.
Take The Pulse Of Your Practice
Rochelle Glassman, CEO of Phoenix Physician Services, discusses how medical practices can assess their overall health and identify areas for improvement during difficult economic times. She recommends practices do an "annual physical" by auditing key areas like finances, billing, staffing, and planning. Practices should check vital signs like revenue, expenses, accounts receivable, and staff turnover. Based on findings, practices may be healthy but need minor adjustments, or have more serious issues requiring attention, like critical conditions. The first steps are identifying problems, gaining support to make changes, and developing a corrective action plan with timelines and measurable goals.
Managing Change: Creating a Successful Work Plan
The document outlines guidelines for creating a successful work plan to maintain a clean and healthy work environment with fewer resources. It recommends understanding stakeholder needs, building consensus around goals and alternatives, optimizing workflows to increase productivity, allocating work fairly, communicating plans clearly, measuring results, and revising plans based on data. The 7 guiding principles are to follow a disciplined process, understand needs, build consensus, optimize workflows, allocate fairly, communicate thoroughly, and measure and revise.
9 Steps To Achieving Your Goals
This 9-step strategic planning process outlines how to develop a strategic plan for a dental practice:
1. Describe your vision for the ideal future practice.
2. Assess the current reality by seeking input from stakeholders.
3. Map out the steps needed to transform each area from current reality to the future vision.
4. Compile a list of all the journeys or processes that need to occur.
5. Select 1-3 year goals that will dramatically change the practice.
6. Choose 90-day objectives to work on achieving the goals.
7. Create action steps for each 90-day objective.
8. Document the vision, goals, objectives, and action steps to
Impact practice in the third sector for public health practitioners
Sharing Impact Practice (outcomes measurement) from third sector (community & voluntary sector) wellbeing projects for public health mental health & alcohol interventions
Retention Management in the Era of Healthcare Reform
The document discusses strategies for improving employee retention in the healthcare sector. It notes that employee turnover is extremely high, costing the industry billions per year. The key to improving retention is effective leadership that identifies high performers, sets clear goals and evaluations, challenges employees with career growth, and removes underperformers. Leaders must acknowledge that poor retention is due to mismanagement rather than external factors like workforce shortages, and make changes to implement strategies like training, recognition programs, and standardized hiring practices. Doing so can help organizations stay ahead of competitors in attracting and keeping talent.
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The Power of Stay Interviews for Employee Engagement & Retention
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HMZbiz - Humanized Business 4 Human Potential Development
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Welcome Take a method and try it. If it fails, ad.docx
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The 2nd Most Powerful Time Management Tool: Delegating
The 2nd Most Powerful Time Management Tool: Delegating
Impact practice in the third sector for public health practitioners
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Retention Management in the Era of Healthcare Reform
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More from Dani
Evaluation and feedback within the change process
This document discusses evaluation and feedback in the change process. It provides definitions of key terms like evaluation, feedback, and institutionalizing change. It also describes common models of change like Lewin's change model and appreciative inquiry. Additionally, it discusses different evaluation strategies like periodically monitoring outcomes and using implementation feedback. Case examples are also provided to illustrate how evaluation and feedback were used during organizational changes at companies.
Getting your shift together making sense of organizational culture and change
The document discusses the importance of measuring organizational culture and outlines a process for doing so. It notes that 75% of change initiatives fail due to cultural issues. Measuring culture can help identify positive and negative cultural aspects to enhance success. A quantitative and qualitative approach provides a clear picture of the current culture and its impact. The process involves assessing key cultural dimensions like leadership, communication, and decision-making to develop a plan for cultural change.
Strategic od
The document summarizes an organizational development presentation for an executive audience. It introduces the speakers and provides background on the merged organization, including its size, services, reputation and awards. It then describes the Continuous Quality Improvement and Organizational Learning division and its roles. Finally, it outlines six strategic approaches to engaging executives in organizational development efforts, such as developing relationships, communicating in business terms, coordinating communication, establishing partnerships and focusing on results.
Accountability
The document summarizes the discussion topics from a January 10, 2007 meeting of the Omaha OD Network. [1] The first discussion topic focused on defining accountability and participants expressed that it involves taking responsibility, integrity, ownership of actions and outcomes, and setting up systems to ensure it. [2] The second topic asked about examples of accountability in careers, with responses about integrity, transparency, commitment, and willingness to admit mistakes. [3] The third topic asked about wishes to enable more accountability, with suggestions like clear communication, shared understanding, transparency, and passion for work.
Transitions acquisitions-change
HDR has acquired 32 firms in the past 10 years as part of its growth strategy. The average acquired firm has around 48 employees. HDR's acquisition process typically involves due diligence, management approval, and announcement. Integration of acquired firms is still a work in progress for HDR, but they are focusing more on change management training and having an on-site integration manager guide the process. Key lessons learned are that change management must be a priority from the beginning of acquisitions to minimize performance drops and maximize returns through improved productivity, quality, and morale. Communication is critical for successful integration and combatting natural anxiety that comes with change.
Coaching Conundrum
BlessingWhite is a global training and consulting firm that conducted research on coaching in organizations. Their research found that while managers believe in coaching and its benefits, about half of employees do not receive coaching. Managers struggle to find time for coaching due to work demands. Additionally, organizations expect coaching but provide little accountability or rewards for it. To address this "coaching conundrum", BlessingWhite recommends that organizations tackle business problems with coaching, set clear expectations for new managers, emphasize relationships over skills, coach the coaches, and build belief and accountability into their culture.
Employee engagement
The document summarizes the results of an employee engagement survey conducted at Children's Hospital. The survey aimed to measure what matters most to employees, establish benchmarks, identify drivers of engagement, and set goals for improvement. Key issues identified were communication, recognition, trust, and future vision. An action plan was proposed to prioritize results, set high standards for comparison, share results openly, set goals, develop an implementation plan, and re-survey to refine the process. Factors that could inhibit improvement included outdated data, overemphasis on averages, too many priorities, lack of anonymity or confidentiality, and lack of full management participation and buy-in.
Creating an accountability culture at con agra foods
Gary Rodkin, the new CEO of ConAgra Foods, introduced accountability as one of the company's core principles. He defined accountability as living up to commitments, agreeing on goals and strategies, and driving flawless execution without excuses. Rodkin emphasized accountability is based on trust, having the right people in jobs, and giving them tools and trusting them to perform. At ConAgra, accountability was implemented throughout the supply chain and consumer affairs divisions by setting clear metrics, empowering frontline employees, and tying compensation to goals and results. The focus on accountability improved business results like costs savings and consumer loyalty.
Diversity and inclusion
This document discusses diversity and inclusion. It defines diversity as differences in social identity, cognitive processes, and perspectives. Cognitive diversity refers to differences in mental processes, perspectives, heuristics, and interpretations. The document also includes matrices to assess social distance and personal networks. It lists resources on topics like diversity, social capital, human capital, and overcoming racism.
Social networking and social learning
The document discusses the importance of knowledge management and social networking for organizations. It explains that traditional methods like email are no longer sufficient for sharing knowledge in real-time across organizations. Knowledge management systems and enterprise social networks allow organizations to capture, share, and disseminate information faster among employees and experts. This improves organizational performance, productivity, and training of new employees. The presentation provides examples of how a social networking system called CustomerVision has benefits like informal learning, expertise sharing, and reducing customer service needs for organizations.
Working as a remote manager
The document discusses managing remote employees from both the company and individual's perspective. It identifies benefits like increased availability, work-life balance, and cost savings. It provides strategies for setting expectations, communicating, and monitoring work. Challenges include relationship building and large initiatives. Overall, remote work can contribute to retention and satisfaction when clear instructions, availability, and check-ins are provided.
Web 2 0 knowledge management and social networking- why should i care
The document discusses knowledge management and social networking. It argues that organizations must invest in knowledge capital to engage employees, share expertise in real-time, and avoid losing knowledge from attrition. The CustomerVision solution provides an out-of-the-box social networking platform to capture and share information for improved collaboration and organizational performance. Case studies demonstrate how the platform enhances communication, training, and communities of practice.
Talent management
This document outlines Mutual of Omaha's talent management strategy and program. It discusses how the company identified high-potential employees, developed a talent management strategy and objectives, and implemented a development cycle that includes self-awareness assessments, multi-rater feedback, individual development planning, and formal development activities. It also notes the importance of measuring success, challenges faced, lessons learned, and how the program will continue to evolve in the future.
Sowing the seeds of success preparing senior leaders as change leaders
The document discusses how change affects organizations and leaders. It notes that change produces both good and bad consequences, and common problems that arise are anxiety about the future, desires to maintain power and control, and uncertainty. The document advises leaders to embrace change, provide support and clarity to others, and model constructive attitudes during the change process.
Qbq the question behind the question
According to the document, QBQ stands for "Question Behind the Question" and refers to asking oneself empowering questions focused on personal responsibility rather than blaming others. The document provides examples of common blaming questions and recommends instead asking questions like "What can I do to help solve the problem?" and "What can I do to excel at my work?". It discusses John Miller's philosophy that personal accountability is about focusing on self-improvement through internally-directed questions rather than externally-directed blame. Training programs on the QBQ method are available through websites like QBQ.com and personalaccountabilityatwork.com.
Perspectives on organizational development at con agra foods
The document discusses organization development at ConAgra Foods by outlining their focus on building a learning infrastructure, growing leadership excellence, leveraging talent management, and providing consulting services. It describes ConAgra's goals of partnering with business leaders to deliver best-in-class organization development tools and processes to improve business results. Key areas of focus include building a learning system, developing leadership competencies, conducting talent reviews, and facilitating change management.
Personal accountability can i change the world
This document discusses personal accountability and how individuals can take ownership of situations rather than assigning blame. It introduces the concept of an "accountability loop" where one can self-examine, learn from mistakes, recognize choices, and take action to improve. In contrast, the "victim loop" involves making excuses, blaming others, denying responsibility, and resisting change. The document suggests that accountability may be taught and that organizations can facilitate it by asking questions focused on solutions and personal actions rather than excuses.
Managing change
The document discusses how changing one's thinking can change one's life and lead to success despite challenges. It provides tips for managing change, such as questioning assumptions, taking responsibility, and reframing mindsets. The stages of change are described as involving endings, a neutral zone, and new beginnings, with characteristics like grief, fear, and ownership at each stage. Leaders are advised to listen, communicate vision, celebrate wins, and apply new competencies to guide others through change.
Keeping employee's engaged in difficult times
The document discusses ways to re-engage disengaged employees during difficult times. It notes that engagement levels have dropped significantly for companies that have laid off workers. Top drivers of engagement include actions of senior leadership and direct supervisors. The document provides several suggestions for re-engaging employees, such as asking them what they need to be successful, focusing on their strengths, and using recognition. It also stresses the important role of senior leaders in communicating vision, building trust, and responding to feedback. Organizations can measure the impact of engagement efforts through surveys, anecdotal feedback, and business data.
Generations in the workplace
The document discusses different generations currently in the workforce and how to manage them effectively. It defines four generations - Post WWII (born before 1945), Baby Boomers (born 1946-1964), Generation X (born 1965-1978), and Generation Y (born 1979-1989). Each generation has distinct characteristics and preferences in terms of communication, expectations, work-life balance, and learning. The document provides tips on recruiting, retaining, and leveraging each generation by appealing to their attributes and meeting their unique needs through flexible work options, mentoring opportunities, and clear career paths.
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