The document provides best practices for successfully restructuring an organization based on lessons learned from over 50 restructuring projects. It outlines 10 best practices: 1) start with executive sponsorship to get buy-in, 2) tie the restructuring strategy to the organizational design, 3) use a structured methodology and collect data, 4) keep business process work simple, 5) consider various design options, 6) be aware of trade-offs, 7) keep the focus on people, 8) don't declare victory too early, 9) get an early handle on IT systems impacts, and 10) avoid conceptual approaches and use practitioner experience.
Business Performance Improvement in the Future of WorkDalia Katan
How can we accelerate group performance improvement in this increasingly unpredictable, fast-changing world? As the challenges we face at work become more and more complex, leaders will need to focus on the practices that help workgroups better handle exceptions, learn together, and create value. (Spoiler... Amp up the friction and play with possibilities!) Focus on 'process' is no longer enough.
Business Performance Improvement in the Future of WorkDalia Katan
How can we accelerate group performance improvement in this increasingly unpredictable, fast-changing world? As the challenges we face at work become more and more complex, leaders will need to focus on the practices that help workgroups better handle exceptions, learn together, and create value. (Spoiler... Amp up the friction and play with possibilities!) Focus on 'process' is no longer enough.
Read attachedpages about 3-M and their approach to innovationRes.docxmakdul
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the following questions:
1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps.
2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40
Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following:
•
Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases.
• Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division.
• Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...
292018 Getting organizational redesign right McKinsey & Co.docxtamicawaysmith
2/9/2018 Getting organizational redesign right | McKinsey & Company
https://www.mckinsey.com/business-functions/organization/our-insights/getting-organizational-redesign-right 1/12
Article
June 2015
McKinsey Quarterly
Getting organizational redesign right
By Steven Aronowitz, Aaron De Smet, and Deirdre McGinty
“I
Companies will better integrate their people, processes, and
structures by following nine golden rules.
f at first you don’t succeed, try, try, try again.” If W. E. Hickson, the British
author known for popularizing that familiar proverb in the mid-19th century,
were alive today, he might easily be applying it (disparagingly) to the efforts of modern
corporations to redesign their organizations.
Recent McKinsey research surveying a large set of global executives suggests that many
companies, these days, are in a nearly permanent state of organizational flux. Almost 60
percent of the respondents, for example, told us they had experienced a redesign within
the past two years, and an additional 25 percent said they experienced a redesign three or
more years ago. A generation or two back, most executives might have experienced some
sort of organizational upheaval just a few times over the course of their careers.
One plausible explanation for this new flurry of activity is the accelerating pace of
strategic change driven by the disruption of industries. As a result, every time a company
switches direction, it alters the organization to deliver the hoped-for results. Rather than
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enable our partners to advertise to you. Detailed information on the use of cookies on this Site, and how you
can decline them, is provided in our cookie policy. By using this Site or clicking on "OK", you consent to the
use of cookies.
OK
Organization
https://www.mckinsey.com/quarterly/overview
https://www.mckinsey.com/our-people/aaron-de-smet
https://www.mckinsey.com/cookie-policy
https://www.mckinsey.com/
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small, incremental tweaks of the kind that might have been appropriate in the past,
today’s organizations often need regular shake-ups of the Big Bang variety.
Frustratingly, it also appears that the frequency of organizational redesign reflects a high
level of disappointment with the outcome. According to McKinsey’s research, less than a
quarter of organizational-redesign efforts succeed. Forty-four percent run out of steam
after getting under way, while a third fail to meet objectives or improve performance after
implementation.
The good news is that companies can do better—much better. In this article, we’ll
describe what we learned when we compared successful and unsuccessful organiza ...
TELESPAZIO PERFORMANCE APPRAISAL 1
Telespazio Performance Appraisal Development
Overview
A performance appraisal or review is a method used by an organization to evaluate and document the work performance of their employees. It is an important aspect of career development, and it involves frequent employee performance reviews in the organization. Telespazio is a spaceflight services company, which developed a dual employee appraisal system in 2005. The system aimed to plan the organizational change through support of employee management like compensation, mobility, rewards, training, and career advancement to continue to keep the company going. The system was electronic which enables support values such as transparency, common objective definitions, giving observable behaviors and sharing (Dessler, 2014). The dual system aimed at ensuring that the company promotes employee professional development and attains positive result feedback. The system evaluates the employee performance in comparison with the objectives and competence skills. This paper will examine the Telespazio performance appraisal system focusing on appraisal methods, proposed strategies, and an appraisal tool.
Current Appraisal Methods
Currently, the appraisal approach, which Telespazio uses, is called Telespazio Performance Appraisal for Development (TPAD). This system supports employee compensation, rewards, training and career advancement. It promotes transparency, common objective definitions, and focusing on competencies and roles (Profili et al., 2014). This procedure is an avenue for employee training and development to ensure growth also allowing employees to deal with upcoming challenges, which is a strategy to strengthen the company workforce. TPAD is a fair system because it the process begins with the employees and manager listing endeavors, skills and their objectives for the following year. The evaluated skills in the process differ in each position. The process helps the company identify employee roles through determination of the different employee's skills and knowledge. It then matches the skills in roles where they are most appropriate.
The company mainly uses the 360 feedback and management by objectives (MBOs) systems to appraise their employees. The management by objectives system allows the employees and managers recognize the employee goals, which are later used to measure performance. The MBOs are used to evaluate work progress quarterly, which is an important tool in improving employee productivity. The 360-feedback system uses the employees from all organizational levels who interact with the employee being appraised. It opens gives a chance for employees to be part of the appraisal process, and it is a fair and transparent process (Peacock, 2015). The appraisal uses three levels to rate the employee performance. The levels are unsatisfactory; improvement needed and mee.
Tell me everything you know about the following1. Law Enfo.docxjacqueliner9
Tell me everything you know about the following:
1. Law Enforcement / Policing
2. The Court System – local / Federal
3. The Corrections System – Prisons and Jails
4. In your opinion, which of these is the most important and explain why in detail
.
More Related Content
Similar to Ten Best Practices for Restructuringthe Organization RONALD .docx
Read attachedpages about 3-M and their approach to innovationRes.docxmakdul
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the following questions:
1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps.
2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40
Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following:
•
Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases.
• Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division.
• Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...
292018 Getting organizational redesign right McKinsey & Co.docxtamicawaysmith
2/9/2018 Getting organizational redesign right | McKinsey & Company
https://www.mckinsey.com/business-functions/organization/our-insights/getting-organizational-redesign-right 1/12
Article
June 2015
McKinsey Quarterly
Getting organizational redesign right
By Steven Aronowitz, Aaron De Smet, and Deirdre McGinty
“I
Companies will better integrate their people, processes, and
structures by following nine golden rules.
f at first you don’t succeed, try, try, try again.” If W. E. Hickson, the British
author known for popularizing that familiar proverb in the mid-19th century,
were alive today, he might easily be applying it (disparagingly) to the efforts of modern
corporations to redesign their organizations.
Recent McKinsey research surveying a large set of global executives suggests that many
companies, these days, are in a nearly permanent state of organizational flux. Almost 60
percent of the respondents, for example, told us they had experienced a redesign within
the past two years, and an additional 25 percent said they experienced a redesign three or
more years ago. A generation or two back, most executives might have experienced some
sort of organizational upheaval just a few times over the course of their careers.
One plausible explanation for this new flurry of activity is the accelerating pace of
strategic change driven by the disruption of industries. As a result, every time a company
switches direction, it alters the organization to deliver the hoped-for results. Rather than
McKinsey uses cookies to improve site functionality, provide you with a better browsing experience, and to
enable our partners to advertise to you. Detailed information on the use of cookies on this Site, and how you
can decline them, is provided in our cookie policy. By using this Site or clicking on "OK", you consent to the
use of cookies.
OK
Organization
https://www.mckinsey.com/quarterly/overview
https://www.mckinsey.com/our-people/aaron-de-smet
https://www.mckinsey.com/cookie-policy
https://www.mckinsey.com/
https://www.mckinsey.com/business-functions/organization/our-insights
2/9/2018 Getting organizational redesign right | McKinsey & Company
https://www.mckinsey.com/business-functions/organization/our-insights/getting-organizational-redesign-right 2/12
small, incremental tweaks of the kind that might have been appropriate in the past,
today’s organizations often need regular shake-ups of the Big Bang variety.
Frustratingly, it also appears that the frequency of organizational redesign reflects a high
level of disappointment with the outcome. According to McKinsey’s research, less than a
quarter of organizational-redesign efforts succeed. Forty-four percent run out of steam
after getting under way, while a third fail to meet objectives or improve performance after
implementation.
The good news is that companies can do better—much better. In this article, we’ll
describe what we learned when we compared successful and unsuccessful organiza ...
TELESPAZIO PERFORMANCE APPRAISAL 1
Telespazio Performance Appraisal Development
Overview
A performance appraisal or review is a method used by an organization to evaluate and document the work performance of their employees. It is an important aspect of career development, and it involves frequent employee performance reviews in the organization. Telespazio is a spaceflight services company, which developed a dual employee appraisal system in 2005. The system aimed to plan the organizational change through support of employee management like compensation, mobility, rewards, training, and career advancement to continue to keep the company going. The system was electronic which enables support values such as transparency, common objective definitions, giving observable behaviors and sharing (Dessler, 2014). The dual system aimed at ensuring that the company promotes employee professional development and attains positive result feedback. The system evaluates the employee performance in comparison with the objectives and competence skills. This paper will examine the Telespazio performance appraisal system focusing on appraisal methods, proposed strategies, and an appraisal tool.
Current Appraisal Methods
Currently, the appraisal approach, which Telespazio uses, is called Telespazio Performance Appraisal for Development (TPAD). This system supports employee compensation, rewards, training and career advancement. It promotes transparency, common objective definitions, and focusing on competencies and roles (Profili et al., 2014). This procedure is an avenue for employee training and development to ensure growth also allowing employees to deal with upcoming challenges, which is a strategy to strengthen the company workforce. TPAD is a fair system because it the process begins with the employees and manager listing endeavors, skills and their objectives for the following year. The evaluated skills in the process differ in each position. The process helps the company identify employee roles through determination of the different employee's skills and knowledge. It then matches the skills in roles where they are most appropriate.
The company mainly uses the 360 feedback and management by objectives (MBOs) systems to appraise their employees. The management by objectives system allows the employees and managers recognize the employee goals, which are later used to measure performance. The MBOs are used to evaluate work progress quarterly, which is an important tool in improving employee productivity. The 360-feedback system uses the employees from all organizational levels who interact with the employee being appraised. It opens gives a chance for employees to be part of the appraisal process, and it is a fair and transparent process (Peacock, 2015). The appraisal uses three levels to rate the employee performance. The levels are unsatisfactory; improvement needed and mee.
Tell me everything you know about the following1. Law Enfo.docxjacqueliner9
Tell me everything you know about the following:
1. Law Enforcement / Policing
2. The Court System – local / Federal
3. The Corrections System – Prisons and Jails
4. In your opinion, which of these is the most important and explain why in detail
.
Tell me about yourself and highlight your strengths and professional.docxjacqueliner9
Tell me about yourself and highlight your strengths and professional interests.
tips:
Tell a concise story that personalizes your content.
Connect the information back to the audience in a meaningful way.
Replace unnecessary formal language with more conversational options.
.
Telework opportunities are increasing in health care as they are in .docxjacqueliner9
Telework opportunities are increasing in health care as they are in other employment sectors. Describe how members of a team can support each other best when they work on different schedules, in time zones, or on days. Include how principles of servant and values-based leadership enhance the working group and ensure timelines are fairly divided and implemented inside the desired goals. Describe any challenges you predict. Provide supporting references in your response. PLEASE INCLUDE IN-TEXT CITATION AND REFERENCE
.
Telework opportunities are increasing in health care as they are.docxjacqueliner9
Telework opportunities are increasing in health care as they are in other employment sectors. Describe how members of a team can support each other best when they work on different schedules, in time zones, or on days. Include how principles of servant and values-based leadership enhance the working group and ensure timelines are fairly divided and implemented inside the desired goals. Describe any challenges you predict. Provide supporting references in your response.
.
Telehealth Technology A summary of the technology to be imple.docxjacqueliner9
Telehealth Technology
A
summary of the technology to be implemented and its impact on the facility.
Explain
the implementation process of the technology you selected in the health care setting.
Consider discussing the equipment that needs to be acquired (e.g., list equipment necessary for the clinic, staff, and patients).
Consider a possible timeline for implementation.
Consider basic standard operating procedures for your employees and stakeholders.
Analyze
the security and privacy protocols when implementing the technology you selected in a facility.
As you analyze security and privacy protocols when implementing technology, consider all stakeholders who will be impacted.
Explain
the roles and responsibilities of resources in the implementation process for the technology you selected.
Consider discussing the resources for staff and patients (e.g., useful resources (websites, articles) with information pertaining to the new technology).a
Consider discussing the staff and patient training (e.g., consider communication to your stakeholders (staff and patients) and list the impact to their daily activities).
.
Television continues to remain a viable source of entertainment, bo.docxjacqueliner9
Television continues to remain a viable source of entertainment, both on traditional cable channels and online streaming services. However, an issue that is continuously addressed is diversity. While more diverse shows are appearing in part as a result of more platforms and channels than ever before, we continue to see some shows fumble and cause controversy.
Diversity is not limited to race; it can also look at representation and portrayals of sexuality, social class, ableism/disabilities, age, etc.
Part One:
For part one, read this article:
https://www.hollywoodreporter.com/news/how-childrens-shows-lead-the-way-in-diversity-on-tv
Answer the following questions about one of the articles:
Question 1:
Summarize the article and discuss some key takeaways. (3-5 sentences)
Question 2:
What is the article suggesting about diversity? (3-5 sentences)
Question 3:
Do you think the article does a good job addressing diversity? Why or why not? (3-5 sentences)
Part Two
For part two, consider your own personal experiences with diversity on television:
Question 4:
When was the first time you saw a character in a show or film you felt was similar to you? If you feel like you haven't seen one yet, what is the closest example? (3-5 sentences)
Question 5:
In your opinion
, what 'checkboxes' does a television show need for you to consider it diverse? In other words, what do you personally consider when you say a show is diverse? (3-5 sentences)
Question 6:
Do you think Hollywood is doing enough to address diversity? Why or why not? (3-5 sentences)
.
Telehealth refers to the provision of medical care to affected i.docxjacqueliner9
Telehealth refers to the provision of medical care to affected individuals through an online platform. Here, a medical practitioner uses telecommunication facilities to offer services to patients. Telehealth is achieved in both patient, and the practitioner must be connected to excellent telecommunication facilities to ensure that communication is expertly made the information provided in part one of the assignment outline how inequalities in the health sector exist. For instance, people from a specific gender or race may suffer from a particular illness or infection, and this may consider discrimination has given their living conditions and status. An excellent example in this scenario is where kids within slum areas suffer from diarrhea and other waterborne illnesses due to them living in poor sanitary conditions. Telehealth, therefore, aims at bridging this gap and promote equity even in the health world. This way, an expert can offer his/her services through telehealth to the affected and under-privileged populations.
My telehealth effort will entail the use of websites and social media sites to provide people with health advice and services. The creation of a professional website will be essential to achieve functional telehealth. The website will contain information about my practice, the areas I specialize in, and the services I offer. It will also provide a message, call, and email icons, which will allow individuals to contact me for medical services directly. Since many people are connected to the internet, they can utilize the internet to access the website and, thus, acquire health services comfortably without having to travel to distant places while seeking medication. Social media sites and SMS functions will also be utilized in my telehealth efforts. They will be done to cater for the rural and poor populations that cannot access the internet and the website. Through providing a toll-free SMS number, patients will be able to send messages about their concerns, and this will allow me to provide sound advice to them. This way, my telehealth services will be provided to a larger population (including the rich and the sick individuals). They will also allow me to offer quality telehealth services.
To determine if the information presented was understood, the telehealth information will provide in straightforward terms that can be easily understood by ordinary individuals. They will include breaking down medical conditions into simple language that can be understood by non-medical individuals. The information will also provide to a client, and he/she will be requested to state whether he/she understood the whole information well. They will also be asked to state their concerns (either through the mail, messages, or phone calls) and questions, which will then addressed accordingly. Where possible (for instance, on the website), graphic images will be used in passing out information. They will enhance understanding because visual .
Telenursing and TelemedicineTelenursing and telemedicine wil.docxjacqueliner9
Telenursing and Telemedicine
Telenursing and telemedicine will only be successful if patients engage in the program. You have been asked by your manager to pilot a program aimed at improving transitions of care using the new telemedicine system recently implemented at your hospital.
What are some of the ways that you can encourage both patient and provider engagement to ensure the pilot program success?
What barriers or challenges would you anticipate?
.
Telehealth technology has extended the arms of traditional health ca.docxjacqueliner9
Telehealth technology has extended the arms of traditional health care delivery into homes, clinics, and other environments outside the bricks and mortar of hospitals. Will the increased use of these telehealth technology tools be viewed as “de-humanizing” patient care or will they be viewed as a means to promote more contact with healthcare providers and new ways for people to “stay connected” (as online disease support groups), thereby creating better long-term disease management and patient satisfaction?
.
Telehealth is a collection of means or methods for enhancing health .docxjacqueliner9
Telehealth is a collection of means or methods for enhancing health care, public health, and health education delivery and support using telecommunications technologies (Center for Connected Health Policy, 2016).
For this project, you will research a population’s health need and determine how you could meet this need using telehealth.
This assignment consists of three parts:
PART 1 – 25 points
Through research, determine who, what, where, and how of your project. This will consist of an e-mail to the instructor where you will define:
Who:
Define the target population for your effort. Consider factors such as age, gender,
ethnicity, location and health issues.
What:
Define your goal.
Where:
Decide where your population will be for this effort.
How:
Decide what technologies you will use to deliver your information.
.
Telehealth methods to deliver dietary interventions in adults .docxjacqueliner9
Telehealth methods to deliver dietary interventions in adults with
chronic disease: a systematic review and meta-analysis1,2
Jaimon T Kelly,3 Dianne P Reidlinger,3 Tammy C Hoffmann,4 and Katrina L Campbell3,5*
3
Faculty of Health Sciences and Medicine,
4
Centre for Research in Evidence Based Practice, Bond University, Gold Coast, Australia; and
5
Nutrition and
Dietetics Department, Princess Alexandra Hospital, Brisbane, Australia
ABSTRACT
Background: The long-term management of chronic disease re-
quires the adoption of complex dietary recommendations, which
can be facilitated by regular coaching to support behavioral changes.
Telehealth interventions can overcome patient-centered barriers to
accessing face-to-face programs and provide feasible delivery methods,
accessible regardless of geographic location.
Objective: This systematic review assessed the effectiveness of
telehealth dietary interventions at facilitating dietary change in
chronic disease.
Design: A structured systematic search was conducted for all ran-
domized controlled trials evaluating multifactorial dietary interven-
tions in adults with chronic disease that provided diet education in
an intervention longer than 4 wk. Meta-analyses that used the ran-
dom-effects model were performed on diet quality, dietary adher-
ence, fruit and vegetables, sodium intake, energy, and dietary fat
intake.
Results: A total of 25 studies were included, involving 7384
participants. The telehealth dietary intervention was effec-
tive at improving diet quality [standardized mean difference
(SMD): 0.22 (95% CI: 0.09, 0.34), P = 0.0007], fruit and veg-
etable intake [mean difference (MD) 1.04 servings/d (95% CI:
0.46, 1.62 servings/d), P = 0.0004], and dietary sodium intake
[SMD: 20.39 (20.58, 20.20), P = 0.0001]. Single nutrients
(total fat and energy consumption) were not improved by tele-
health intervention; however, after a telehealth intervention, impor-
tant clinical outcomes were improved, such as systolic blood pressure
[MD: 22.97 mm Hg (95% CI: 25.72, 20.22 mm Hg), P = 0.05],
total cholesterol [MD: 20.08 mmol/L (95% CI: 20.16, 20.00 mmol/L),
P = 0.04], triglycerides [MD: 20.10 mmol/L (95% CI: 20.19,
20.01 mmol/L), P = 0.04], weight [MD: 20.80 kg (95% CI:
21.61, 0 kg), P = 0.05], and waist circumference [MD: 22.08 cm
(95% CI: 23.97, 20.20 cm), P = 0.03].
Conclusions: Telehealth-delivered dietary interventions targeting
whole foods and/or dietary patterns can improve diet quality, fruit
and vegetable intake, and dietary sodium intake. When applicable,
they should be incorporated into health care services for people with
chronic conditions. This review was registered at http://www.crd.
york.ac.uk/PROSPERO/ as CRD42015026398. Am J Clin Nutr
2016;104:1693–702.
Keywords: telehealth, diet quality, dietary, diet, fruit, vegetables,
chronic disease
INTRODUCTION
Chronic diseases are the leading cause of ill health, accounting
for .68% of all deaths worldwide (1). Chron.
Technology is integral to successful implementation in many proj.docxjacqueliner9
Technology is integral to successful implementation in many projects, through either support or integration or both. Name at least one technology that could improve the implementation process and the outcomes of your capstone project change proposal. Do you plan to use this technology? If not, what are the barriers that prevent its use?
.
technology is influencing and weakening the will power of going for .docxjacqueliner9
technology is influencing and weakening the will power of going for the american dream. The issues involving Technology today is weakening the american dream today cause with more technology the less effort a person has to put in to be able to reach their american dream. As we go through life technology advances more and and generations gets less willing to strive to achieve the goal of reaching their american dream. has been a popular topic amongst scholars for many years
.
TelecommutingA. Telecommuting (Level 2)a. Introduction for T.docxjacqueliner9
Telecommuting
A. Telecommuting (Level 2)
a. Introduction for Telecommuting (Level 3)
b. Evolution/History of Telecommuting (Level 3)
i. Defining Telecommuting (Level 4)
ii. Compare ways of telecommuting today versus 50 years ago – how has the technology changed? (Level 4)
c. Technology for Telecommuters (Level 3)
i. Laptops(Level 4)
ii. VPN
iii. Remote Email
d. Examples of telecommuting (give articles of companies that explain how telecommuting works for them)
e. Stats about Telecommuting (during COVID and before COVID)
i. COVID background
ii. Catalyst for Telecommunicating
.
Telecommunication NetHere are the instructions Once yo.docxjacqueliner9
Telecommunication Net
Here are the instructions
Once you chose a topic, write a reflection (3-4 paragraphs of approximately 200-to-250 words). You need to research this topic and add your comments about it; making sure you are not copying anything from the textbook or copying/pasting from any other sources. While you can research things, the write-up in the post MUST be your original words. Your initial post must contain a properly formatted in-text citation and scholarly references.
.
TED Talk Wade Davis In order to begin to develop a global persp.docxjacqueliner9
TED Talk
Wade Davis: In order to begin to develop a global perspective of cultural pluralism as it relates to world languages, view the TED talk by
Wade Davis (Links to an external site.)
. Respond to the ideas presented by Davis and address some of the ideas that have you have read about in Rury and Mintz. How does the notion of culture/identity/nationalism appear in society and education. What are some of the outcomes of the intersection of these issues? Be sure to connect specifically ideas from BOTH the text and the video.
.
TeenAddiction· In Section I (approximately 6-8 pages, doubl.docxjacqueliner9
Teen/Addiction
· In
Section I
(approximately 6-8 pages, double-spaced using APA Standards) you should complete a PROBLEM DEFINITION, AND CAUSAL, ETHICAL, ideological, and gainers/losers analysis regarding the problem and its potential solution(s). The problem and its consequences should be analyzed across the individual, family, community and societal levels. Section I is worth 15 points. The following topics must be thoroughly covered:
·
Problem definition:
Define the problem or issue and quantify
its magnitude and scope
. Describe the
target population
(age, gender, race, location, etc.) subgroups more likely to experience the problem or issue.
Causal Analysis
: Specify multiple factors that
cause
the problem and specific, multiple
consequences
of the problem, on the individual, familial, community and systemic levels.
Ideological analysis
: Specify varying
ideological viewpoints
discussed in SW 302 of different stakeholder groups related to the problem definition (e.g. liberal, conservative), and how these points of view would impact approaches taken to address the problem using position papers from ideologically affiliated organizations such as think tanks to support your answer; and,
Gainers and losers analysis
: Specify what stakeholders and target populations tend to gain or lose financially, politically, etc. if problem or issue is addressed and if it is left insufficiently addressed
MUST USE HEADINGS GIVEN
· These are the headings for Section 1. Follow these to be sure you have addressed each element of the paper.
· •Problem definition
· –Scope and magnitude
· •Target population
· –gender
· –Race
· –subgroups
· •Causal analysis
· –Cause
· –Consequences on
individuals, families, society
· •Ideological analysis
· –Liberal/conservative
·
· •Gainers and losers
· –Financial
· –political
.
Teheran 2Please revise your Reflection Paper #1 according to m.docxjacqueliner9
Teheran 2
Please revise your Reflection Paper #1 according to my comments on your paper (which you should receive by the beginning of the week) and by adding in what you learned in this module as needed.
As always, if you have any questions, please don't hesitate to e-mail me.
An A paper:
· Responds to all questions posed in the prompt and is turned in on time
· Has a strong, clear argument
· Has specific references and clear evidence to back up their assertions
· Includes evident revision from the draft
· Has few to no grammatical and citation errors (according to the student’s disciplinary conventions)
Comments given to me at the beginning of the week from the instructor; (please answer her questions lined out here):
Elyse,
Great start here. I especially liked the way that you discussed the differences in audience awareness and approach between Cixous' "The Laugh of the Medusa" and Freud's "The Uncanny." Before submitting your final draft, I encourage you to review the different writing styles associated with each discipline as laid out in this week's module. I think discussing how these papers are similar to, or are different from, the guidelines of psychology papers could add another layer of depth to your argument. Additionally, since I know you're just speaking about your work in the future in a general sense because you're not quite sure what you will research yet (which is fine), I recommend integrating how disciplines deal with the presentation of research, and how your research will fall into the requirements laid out in the disciplines of literature, film, and psychology (or, the way it will differ.) Great work. Let me know if you have any questions about my comments or the assignment. I look forward to reading your final draft! - Stephanie
Stephanie Flint , Sep 16 at 5:57pm
Comments from a fellow student to be aware of:
You're dead on when you say that film and literature are intertwined. Film is just an extension of literature which is just an extension of story telling. Why do humans feel the need to create stories - either fantastical or other? What's the motivation behind it? This is the question that seems the most poignant when discussing monsters. Why do human feel like they have to create monsters when there are true monsters that already exist? It come back around to psychology. In the draft, you talk about using the words and phrases that are essential to the argument - which kinds of words and phrases will you be looking for or keying in on? How will this help make your argument more solid? - Shawn Ambrosino
Review of Disciplinary Writing Styles
A Psychology Paper
Citation Style:
· Usually APA
General Description:
· Psychology writing, like writing in the other sciences, is meant to inform the reader about a new idea, theory or experiment. Toward this end, academic psychologists emphasize the importance of clarity and brevity in writing while minimizing descriptive language and complex sentence structure. The best .
TED TalkKen Robinson (10 points)View the following TED Talk by .docxjacqueliner9
TED Talk
Ken Robinson: (10 points)View the following TED Talk by Sir Ken Robinson (in the order they are posted) and respond to the questions:
Do Schools Kill Creativity? (Links to an external site.)
Bring On The Learning Revolution (Links to an external site.)
Sir Ken speaks of some very concrete problems and some not so very concrete solutions. What are these problems (as defined by him)? What are the solutions (as defined by him)? Tell me what you think. How do we make the not so concrete more concrete? Think of your experiences and let me know how to change the actual classroom practices of your experiences.
.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
2. • Very few of the curriculums in leading business
schools today have a course on restructuring.
Business leaders almost always lack a framework,
methodology, and toolkit for organizational de-
sign, or even a conceptual understanding of it.
• The vast majority of books written on restructur-
ing have a conceptual rather than an application-
oriented focus. The authors often are academics
with little practitioner experience. No matter how
interesting, the information they present typically
is communicated through some type of model
rather than a detailed methodology and support-
ing toolkit. This can be frustrating to readers who
do not understand what to do and how to do it
when they get back to their offices.
Interviews with corporate executives, research on
successful and unsuccessful restructuring initia-
tives, and experience with more than 50 successful
projects reveal 10 best practices for restructuring or-
ganizations.
Start With Top Sponsorship
Successfully restructuring an organization will al-
most always fail without strong executive sponsor-
ship from a variety of players, including:
• Senior management. This means, at a minimum,
the leader of the organization being restructured,
his or her boss and all additional upward lev-
els within the hierarchy and those who poten-
tially will be leading the new organization once
it is rolled out (often referred to as Level 1
4. rience, Metviner has been president of two Pitney
Bowes companies and held executive positions for
Cendant.
According to Metviner, one of the keys to a success-
ful restructuring is having senior executive sponsors
take a visible and active role in making sure that
employees understand the end game. For example,
if the focus is to improve product quality, then the
organization's leaders must explain how the restruc-
turing efforts will help achieve this outcome.
Restructurings in organizations that lack senior-
executive support of the effort will most likely not be
taken seriously. Employees may not understand why
the current state has to change, and ultimately may
resist the proposed new design. This happened at a
leading financial services firm based in France whose
international transformation program stalled as lo-
cal managers were not convinced that the proposed
changes would solve their local business challenges.
As the following example shows, in the best cases,
the driving force for restructuring comes from the
top executive level.
One consumer products company embarked on a
multiyear HR transformation initiative by forming
two teams to design and build a global HR IT
system:
• One team was composed of employees who re-
ported to HR and were responsible for the func-
tional aspects of the IT system and the design of
the new business processes. Most of these em-
ployees had HR backgrounds.
5. • One team was composed of IT professionals who
reported to IT and were responsible for the tech-
nical aspects of the IT system and overseeing the
work of third-party service providers.
Being an executive sponsor means being commit-
ted to reviewing the output of the design team
and proactively informing key internal and external
stakeholders of the reasons why the organization has
to change.
Following the grueling work of system design and
implementation, however, customers and service
providers of the platform concluded that although
the organization had successfully implemented the
IT system, the structure was not optimally config-
ured to support the next phase of the company's
HR and IT strategies.
This led HR and IT leaders to jointly initiate a re-
structuring project whose mandate was to propose a
transformation (involving processes, structure, peo-
ple capabilities, measures, and rewards) that was
aligned with where the company wanted to go. Their
input and sponsorship—which included visits to the
operational offices located far away from corporate
headquarters—was critical in achieving buy-in from
the two teams. Following the "go-live" or roll-out of
the solution, 91 percent of affected employees said
they supported the new organization and upgraded
processes.
6. Tie Strategy to Design
There have been countless discussions about what
drives the design of an organization. Some schools of
thought maintain that process drives the structure,
while others assert that strategy drives the config-
uration of the various organizational components.
24 January/February 2013 DOI: 10.1002/joe Global Business
and Organizational Excellence
Experience shows that designing only by process
will lead to an organization that is conceived to de-
liver a very specific performance, whereas designing
by strategy will result in a more holistic and pow-
erful answer to the business issues that need to be
addressed.
No matter what the purpose of an organization—
regardless of whether it is a small business, a non-
profit, a nongovernment organization, or a multi-
national corporation—the strategy it has adopted
should heavily infiuence the way it is organized. This
strategy takes into account both the internal and
the external factors that influence the organization.
Internal factors, which include customers, competi-
tors, suppliers, and employee culture, affect the or-
ganization. External factors, such as the economy,
politics, industry and social trends, the environment,
and government, indirectly affect the organization.
There has been a great volume of work devoted to
business strategy ever since it became a management
7. discipline in the second half of the twentieth century.
According to strategist Richard Rumelt, "a good
strategy honestly acknowledges the challenges be-
ing faced and provides an approach to overcoming
them" (2011, p. 4). This is why it is essential to
collect data to develop and support compelling ar-
guments for any business strategy and restructuring
proposals.
In the real world, it is important for senior managers
to consider this question when they are making an
attempt to envision a new organization: Why do you
think you need to restructure your current organi-
zation.' Looking at the situation backwards—that
is, asking. What is wrong today?—can often inspire
business leaders to reach a conclusion about what
they want to do tomorrow. In contrast to what many
people believe, some of the best strategy out there
can be relatively simple.
A consumer products manufacturer in Australia had
some issues with machine up-time (that is, the com-
pany was underutilizing its machines) but was still
performing adequately in terms of product qual-
ity, inventory levels, safety, and fixed costs. After
completing an assessment, the facility's management
team concluded that the organization's structure
was contributing to the root cause of the problem.
Using their business strategy—which was to maxi-
mize resource utilization—they then crafted a list of
concrete criteria and measures that helped them vi-
sualize what the organization should look like after
redesign.
Experience shows that designing only by process will
8. lead to an organization that is conceived to deliver
a very specific performance, whereas designing by
strategy will result in a more holistic and power-
ful answer to the business issues that need to be'
addressed.
A good deal of the literature on organization design
emphasizes design criteria, and rightfully so; it en-
tails some of the "heaviest lifting" in terms of the
thinking that needs to be done during a restructur-
ing process. At the manufacturer described above,
a sample criterion was that when a machine breaks
down in the future, the observable result should be
an "immediate and panic-like response," including a
measureable key performance indicator and target.
Gollecting a good half-dozen or so of these types
of real-world criteria makes the subsequent design
work a lot easier, for they serve as ongoing confir-
mation of whether the right solutions to problems
are being designed and implemented.
As a result of the utilization of design principles,
the manufacturer's maintenance team was split from
the centralized engineering unit and reconfigured
to report into each production cell. The key im-
pact of having maintenance mechanics report to the
team leader and shift foreman instead of to central
G l o b a l B u s i n e s s a n d O r g a n i z a t i o n a l E x c e l l
e n c e DOI: 1 0 . 1 0 0 2 / j o e January/February 2 0 1 3 25
Exhibit 1. The Catalyst Fast-Cycle Methodology
Define
10. it took to repair unscbeduled breakdowns.
Almost immediately, production and machine up-
time bad risen in priority over preventive mainte-
nance. Additionally, tbe design team worked bard
to get more out of tbe preventive maintenance pro-
cess to counter-balance tbe break-up of tbe central
maintenance team. Tbey also created a cross-
functional team wbose members now meet regu-
larly to minimize the downtime resulting from line
changes as tbey support multiple products. Tbe
alignment or common tbread running tbrough this
cross-functional team is the design principle to in-
crease up-time.
communications (no mixed messages), is critical to
the success of tbese initiatives. Most important, be
believes in using data to drive the final solution or
organization design, not allowing tbe process to lan-
guisb, and providing timely feedback to the individ-
uals wbo will be affected when tbe dust settles.
Organization Design: A Practical Methodology and
Toolkit (2008) details a fast-cycle, data-driven ap-
proach that can guide any organization design effort,
from simple to complex. As depicted in Exhibit 1,
tbe methodology is organized across three phases of
work supported by more than 30 tools tbat can be
used to assess tbe current design, identify alternative
designs, complete tbe bigb-level design, and roll out
tbe detailed design. Eacb phase is bigbligbted below.
Use a Structured Approach
Organizations tbat bave a reputation for successfully
executing restructuring initiatives understand tbat it
11. cannot be done using a "figure it out as you go" pro-
cess. Mark Sorrentino, a 25-year veteran of tbe life
sciences industry wbo bas beld senior positions in
sales and marketing, understands tbis. Sorrentino's
perspective on organization design comes from be-
ing on tbe receiving end, as well as from being part of
leadersbip teams tbat bave driven tbe restructuring
process. His experience strongly suggests tbat hav-
ing a reliable, data-driven, transparent, and repeat-
able process for restructuring, coupled witb clear
Phase 1: Define
Tbis pbase is broken down into tbree distinct tasks:
organize tbe project, establisb design parameters,
and assess tbe current state. It is essential to begin
any organization design project witb sound project
management. It is helpful to develop a formal charter
tbat delineates tbe core and ad-boc team members,
scope of responsibility, constraints and underlying
assumptions, project deliverables, a detailed project
plan, and resource requirements and budget.
Depending on tbe complexity of tbe initiative, it
may be necessary to develop additional project
26 January/February 2013 DOI: 10.1002/joe Global Business
and Organizational Excellence
governance. This can address myriad issues, ranging
from roles and responsibihties to decision-making
rights. Experience strongly suggests that develop-
ing uniform project management processes and
templates to address the following contingencies
12. contribute to project success:
• progress reporting,
• risk management,
• issues escalation, and
• scope change.
Two key change management issues that need to be
addressed up-front include:
• The identification, assessment, and prioritization
of affected stakeholders. This should result in a
commitment strategy.
• The development of a communications plan that
uses the stakeholder assessment as a key input.
Ideally, communications should be customized to
each key stakeholder group.
Once the project management issues have been ad-
dressed, the first place to focus attention is on fully
understanding the business plan and the implica-
tions it has on current structure. At this point, it is
crucial to create four to eight design principles, or
criteria, which will serve as the general parameters
to guide the design of the organization—from the se-
lection of the high-level structure to designing roles
and jobs. These principles should spell out what the
design should accomplish. Design principles cascade
from the business strategy and a vision statement of
what the future state organization should look like.
Listed below are some examples of design princi-
ples compiled from restructuring projects in various
industries.
• Move decision making to organization units that
13. face customers.
• Design jobs around competencies, not around
current incumbents.
• Outsource non-strategic functions.
• Eliminate nonvalued products and services.
• Minimize functional silos.
• Optimize processes cross-functionally.
• Aggressively apply enabling technology.
• Decentrahze where appropriate.
• Assure clear responsibility and accountability for
results.
• Incorporate a multiskilled whole job concept into
the new overall structure.
Once the design principles have been finalized, they
must be translated into a short list of metrics that
can be used in prioritizing design alternatives and,
later, in evaluating the effectiveness of the imple-
mented design. These are some examples of design
metrics compiled from restructuring projects in var-
ious industries:
• There should be no more than four layers be-
tween the president and the lowest level in the
organization.
• Reduce the cycle times of key processes by at least
30 percent.
• Maximize spans of control (target: one manager
for every eight employees). Reduce headcount by
15 percent.
14. • Reduce operating costs by 20 percent.
• Target 70 percent of process activities to add
value versus cost.
The final task that must be completed during this
first phase is a thorough assessment of the current
structure. This includes collecting data using a vari-
ety of methods, ranging from interviews with inter-
nal customers to a review of processes and budgets.
At minimum, organizational leaders need to under-
stand the strengths of the current structure, the cur-
rent structure capabilities (spans of control, levels,
type of structure, work flow across the structure,
cost data, and the relation between performance is-
sues and the current structure), and key structure
performance gaps and their root cause.
Global Business and Organizational Excellence DOI:
10.1002/joe January/Eebruary 2 0 1 3 27
Exhibit 2 . Sample
Solution
Selection Matrix
Design Alternatives
15. Design change 1
Design change 2
Design change 3
Design change 4
Direction
R with design
vision
3
1
2
1
Design Principles
strategy drwes
the redesign
2
20. 18
15
14
Phase 2: Design
During this phase, two tasks are addressed: Com-
plete the macro design and complete the detailed
design. This phase should start with a benchmarking
of similar structures. Organizational leaders should
not constrain their thinking by benchmarking only
their competitors. To obtain a broad perspective
on "what can be," it is important to benchmark
the best, regardless of industry. Doing so will help
identify the functions that may be able to be out-
sourced. There are a number of benchmarking
resources available, ranging from professional asso-
ciations and trade groups like The Conference Board
and the Corporate Leadership Council to private
groups, such as the Benchmarking Institute and the
Benchmarking Exchange.
Keeping in mind their organization's vision, and us-
21. ing the design principles and metrics and the in-
formation gleaned from their benchmark analysis,
organizational leaders can, at this point, identify sev-
eral macro-level design alternatives. Here, they need
to evaluate the various designs and make a final se-
lection using objective decision filters (see Exhibit 2)
such as:
• fit with the vision of the future state;
• alignment to design principles;
• alignment with design metrics;
• degree to which the design alternative does not
adversely affect the strengths of the current struc-
ture; and
• degree to which the design decreases or eliminates
weaknesses in the current structure.
Once the macro design has been selected, it is neces-
sary to complete the detailed design, which includes
defining work units and the details of each job. Too
often, leadership teams declare victory and move on
to their next "initiative du jour" before completing
this task. The outgrowth of this is a new structure
22. that does not align with the core and support pro-
cesses and does not have the methods of coordina-
tion to link interdependent work groups, a lack of
clarity regarding roles and decision-making author-
ity, and unresolved change management issues.
According to Mark Sorrentino, two types of metrics
should be used during this phase:
• a balanced set of metrics that look beyond cost
and headcount reduction to increasing revenues,
increasing market share, or increasing customer
satisfaction and
• an additional set of measures concerning the
change process. These include employee satisfac-
tion, trust, and regrettable talent loss.
Phase 3: Implement
This phase groups the execution of all the project
management, change management, and process and
technology issues that are addressed during rollout.
Depending on the scope and complexity of the re-
design efforts and how radical the changes are, it
23. 28 January/February 2013 DOI: 10.1002/joe G l o b a l B u s i n
e s s a n d O r g a n i z a t i o n a l E x c e l l e n c e
may be necessary to conduct a simulation or to pilot
test the new design to ensure that the desired func-
tionality can be realized. Once approved, the new
design can be put into operation. During this phase,
it is critical to address all the people and change
management issues including:
• stakeholder management and communications;
• a process for evaluating incumbents for key posi-
tions;
• possible candidates to fill vacant positions;
• competency gaps; and
• project-related issues, including risk manage-
ment.
Spending too much time up front will often dilute
the solution and take time and attention away from
24. solving the basic business problems.
Lisa Van Capelle is the vice president of global hu-
man resources for Quintiles, a fully integrated bio-
pharmaceutical services company offering clinical,
commercial, consulting, and capital solutions world-
wide. Quintiles has more than 25,000 profession-
als, generates about $5 billion in revenues, and does
business in more than 60 countries. During her 25-
year career. Van Capelle has worked for a number of
organizations and has been involved in a wide vari-
ety of restructurings, from stand-alone initiatives to
those emanating from M&A integrations. Her expe-
rience suggests the following issues are most critical
to success:
• Understand—It is important to understand how
the management decision regarding restructuring
gets made and how it will affect people.
• Speed—The longer the process lingers, the worse
the results.
• Transparency—This is essential in both the pro-
25. cess used for restructuring and the communica-
tions that cascade from the initiative.
Keep Business Process Work Simple
Those who have worked with business processes will
likely recognize these terms: optimization, reengi-
neering. Lean, Lean Six Sigma, and Total Quality
Management. In the context of a restructuring, how-
ever, the subject of business processes can hurt as
much as it can help. As management teams are often
not that interested in process flow diagrams, going
into too much detail with that level can be dan-
gerous. As discussed earlier, the final organization
design should be driven by the business strategy and
not by the organization's processes. Spending too
much time up front will often dilute the solution and
take time and attention away from solving the basic
business problems. The important thing to bear in
mind is that business process analysis boils down to
answering two questions:
• What kind of work should the organization be
doing?
26. • How should the work be done?
These questions require different skills and per-
spective to answer successfully. The first question
is tightly linked with strategy, while the second is
linked with execution. Answering them with a fair
degree of certainty, however, does not require think-
ing about flow diagrams, cycle times, or even who
is going to do what.
To begin answering the first question, it is worth
building an inventory of the business processes that
the organization under scope is currently involved
in. These processes can then be divided into:
• Operating processes—those in which the work
that is performed directly affects the customer
and/or the finished product or service.
• Management processes—the mechanisms used to
govern and communicate within and across orga-
nizational boundaries, including budgeting, per-
formance management, reporting, and formal
communication processes.
27. Global Business and Organizational Excellence DOI:
10.1002/joe January/February 2 0 1 3 29
A useful tool to accelerate this inventory process,
the APQG Process Glassification Framework (PGF),
can be downloaded free of charge at http://virww
.apqc.org/process-classification-framework.
After the inventory has been completed, each process
should be categorized, depending on its relevance
to the business strategy, as "strategy critical," "en-
abler," "mandatory," and "stop doing!" The output
of this exercise will help clearly define what the new
organization needs to do well in order to meet its
objectives. Gategorizing also serves to double-check
processes against strategy and design criteria and
helps keep the focus on the most valuable topics.
For their restructuring efforts to be successful, lead-
ers must ensure that the new scope of work is clear
and that it is tightly linked to their business strat-
egy before they consider making any changes to the
organization.
28. As for the second question about how to get the
work done, a smart first step is to estimate how
much time key resources will have to spend on pro-
cess analysis and design work. Having this informa-
tion in hand will help in planning the restructuring
approach.
Depending on the available documentation of the
"as-is" situation and the restructuring project's
timeline, process analysis and design work almost
always results in a bottleneck—not just in the level
of detail that can be explored, but also in the num-
ber of processes that can be tackled. Therefore, it
is wise to start with the business processes that are
critical to the organization's strategy before moving
on to the rest. In terms of methodology, this is where
process redesign methods, such as Lean Six Sigma,
can be leveraged to define requirements, measure
and analyze process characteristics, and design how
work will be done in the future.
Bringing out process design methodology too early
is a mistake that is commonly made. Without taking
a holistic look at the organization, jumping into pro-
29. cess design can often limit the potential impact of the
restructuring. For example, if it takes too much time
for an organization to launch new products, it might
try to fix the problem by immediately jumping into
a process redesign initiative. The problem with this
approach is that it risks overlooking the variables
outside the current product launch process that may
be causing the performance issues.
A smart first step is to estimate how much time key
resources will have to spend on process analysis
and design work. Having this information in hand
will help in planning the restructuring approach.
Collect Data and Use It
Joel Goeltl is an integration manager for a $125 bil-
lion hardware and software corporation headquar-
tered in the United States. Since his focus is primarily
on postmerger integration, Goeltl has observed and
led many different organization restructurings. He
believes that "leaders must have an open mind re-
30. garding the benchmarking data and the information
they collect from customers. Leaders must realize
they don't have a corner on the market for infor-
. mation/experience and be able to use that data to
inform their decision making on the most appro-
priate structure to achieve the tangible restructuring
outcomes."
One of the toughest hurdles to overcome for some
organizations is a culture that discounts anything
that was not invented within it. In some instances,
the root cause of a problem is a cadre of long-tenured
workers who cannot imagine any other way of do-
ing something. In other cases, it is an outgrowth of
arrogance born of many years of success.
Understanding the voice of the customer requires
collecting data from appropriate stakeholders—
such as outside organizations with similar
30 January/February 2 0 1 3 001: 10.1002/joe G l o b a l B u s i
n e s s a n d O r g a n i z a t i o n a l E x c e l l e n c e
31. structures, internal customers, and staff witbin
tbe scope of tbe redesign efforts—to understand
customer requirements, strengths, weaknesses, and
performance gaps and to solicit suggestions for
improvement and alternative ways of structuring.
Tbe data can be collected tbrougb a variety of
means, including organization design structures of
related functionality sold by professional associa-
tions and trade groups, interviews witb internal cus-
tomers and staff wbo are witbin tbe scope of tbe
redesign, and primary researcb via bencbmarking.
Data also can be collected via a document review (of
tbe financial cost breakdowns, performance reports,
etc.), focus groups, and observation. Tbe value of
collecting voice of tbe customer data is tbat it
identifies:
Judy Ingalls is tbe director of executive development
for Staples, a $25 billion office supply retailer, witb
more tban 2,000 stores in 26 countries. Her career
bas spanned jobs in external consulting, corporate
organization development, and leadersbip develop-
ment. Her views on restructuring bave been sbaped
32. by ber own experiences as an employee affected by
a restructuring and as a member of restructuring de-
sign teams. "I bave never seen an organization com-
plete an organization restructuring quickly enough,"
sbe said. "If a restructuring initiative drags on, tbe
stress on employees rises to a very bigb level and tbe
organization will become frozen. Tbe use of teams
and, generally, stakebolder engagement in tbe pro-
cess can move tbe process along wbile addressing
tbe myriad cbange issues".
• tbe Strengtbs of tbe current structure so tbey are
not lost in any future restructuring,
• specific and actionable ideas for restructuring tbe
current structure,
• specific performance gaps and tbeir root cause,
and
• outsourcing opportunities.
When it is important to move quickly, some steps in
the restructuring process can be skipped, but it is
essential to stick to some core steps to ensure sound
33. business decisions.
Consider the Various Options
Tbere is no "one size fits all" solution to running
a restructuring project. If a business is tanking, its
leaders probably are not going to organize a tbree-
day off-site meeting for middle managers to discuss
improvement tecbniques. Conversely, if a business
bas just posted record profits and wants to tweak its
manufacturing capabilities, its leaders may decide
to do precisely tbat. Different types of restructuring
work proceed at different paces. Wben it is impor-
tant to move quickly, some steps in tbe restructuring
process can be skipped, but it is essential to stick to
some core steps to ensure sound business decisions.
Real-world experience sbows tbat Vilfredo Pareto
was rigbt wben be stated tbat a great majority of ef-
fects (80 percent) are produced by a few key causes
(20 percent).
In tbe numerous restructurings tbat Joel Coeltl bas
been involved in, be bas used and observed a vari-
ety of approacbes from a top-down/centralized re-
structuring process to one relying beavily on design
34. teams. Altbougb no one approach is always best, be
believes tbat design teams can enbance stakebolder
engagement, facilitate communications, keep peo-
ple focused, and, most important, increase tbe likeli-
bood of success. According to Neil Metviner of OSG
Billing, "tbe worst tbing a senior team can do is to
bave an end structure already in mind and embark
on a process to collect data and restructure tbe or-
ganization. Tbis quickly becomes disingenuous and
will kill management credibility."
Most senior leaders can recognize wben tbings in
tbeir organization are not working tbe way tbey
Global Business and Organizational Excellence DOI:
10.1002/joe January/February 2013 31
should be. Having said that, most of them are not
always 100 percent sure of what they need to change
to make things better. In many instances, leaders
have closed themselves in a room with their lieu-
tenants for a few hours to begin redrawing the orga-
nizational structure. More often than not, however,
35. the new structure they come up with seldom solves
the operating problems they face.
In general, using a design team composed of six
to twelve members who will then share the experi-
ence of moving through the restructuring approach
makes the most sense. Here are some key reasons
why design teams work:
• Significantly better design work comes from a
group of people with different jobs and perspec-
tives on the business.
• When team members go through the design pro-
cess together, their decisions are made as a group
and, thus, they become aligned with the generated
outcome.
• The members of the design team can significantly
help promote the adoption of the new organiza-
tion.
Ideally, a restructuring design team should include
senior managers, middle managers, and operational
specialists. They should all know how the business
36. works, understand the organization's strategy, and
have a good grasp of operational details.
• Craft a structured and credible case for change
using the output from the various design steps.
• Build engagement among her direct reports and
others for the deployment of the new organiza-
tion.
Ideally, a restructuring design team should include
senior managers, middle managers, and operational
specialists. They should all know how the business
works, understand the organization's strategy, and
have a good grasp of operational details.
Be Aware of the Trade-Off
Senior leaders need to think two or three steps past
the implementation and clearly understand in what
direction the new organization design is going to
37. take them. Using design criteria and design metrics is
essential in getting a sense of where the organization
will find itself a few months down the road. In a fac-
tory, for example, a campaign to improve machine
up-time may end up reducing flexibility, increasing
the product volume of production runs, accumulat-
ing finished goods inventories, and increasing deliv-
ery time. Such collateral damage can be minimized
and even prevented by introducing additional com-
ponents in the design, such as process tweaks, liaison
roles, and lateral processes. The best practice here is
for leaders to carefully pick their battles.
Rather than try to sell her preferred structure top-
down, the CIO of an international communication
and high-tech company delegated the actual restruc-
turing work to a design team made up of her direct
reports, middle managers, and a few top operational
people. By working closely with the team members
for six weeks during their design process, she was
able to:
• Generate a detailed organization design com-
pletely aligned with her strategy.
38. It helps to play devil's advocate by listing as many
negative aspects of a design as well as the positive
ones. This will help lead to good decision making.
Sugar-coating the work does not make sense, be-
cause if the drawbacks of a particular design go un-
mentioned, the team may end up starting all over
again a few months later. The literature on orga-
nization design, which explains the pros and cons
of the different types of structures (functional, divi-
sional, process, geographical, matrix, network, etc.),
is a good source of help.
32 January/Eebruary 2 0 1 3 DOI: 10.1002/joe Global Business
and Organizational Excellence
When organizational leaders are working with a de-
sign team, they should encourage the team members
to challenge each other with the question "What are
we trading off?" The more everyone understands
the limitations of the proposed design, the greater
the probability that they have gotten it right and it
will make the impact they are hoping to achieve.
39. Keep the Focus on the People
Internal and external stakeholders will need help to
adjust to the changes brought on by restructuring.
Therefore, leaders would do well to broach the sub-
ject of change management at the start of the project
rather than at the tail end of it. Organizations that
begin thinking about the impact on people early set
themselves up for success.
Judy Ingalls of Staples believes that "HR's role
is to help employees get through the organization
restructuring in as whole a manner as possible.
This includes helping manage emotional fall-out and
helping leaders with organization alignment, partic-
ularly around goals, roles, and performance expec-
tations."
Leaders would do well to broach the subject of
change management at the start of the project rather
than at the tail end of it.
the restructuring. Human Resources needs to bring
40. common sense to a difficult situation and help en-
sure the business leaders own the initiative. HR must
provide cutting edge change management support
to leaders, and ensure key HR practices like per-
formance management, talent management, and the
reward systems closely support the new structure."
To keep their focus on their people, leaders must
first identify all the effects that the restructuring will
have on the following HR/people practices:
• rewards and recognition,
• performance measures,
• performance management,
• competency gap analysis/training,
• employee selection,
• talent retention,
• career progression, and
• talent management.
Second, they need to address change management
issues, which include but are not limited to:
manpower redeployment strategy,
human capital planning,
41. risk management,
stakeholder assessment/commitment planning,
communications, and
organization alignment.
Lisa Van Capelle's introduction to restructuring oc-
curred during her first day on the job right after
graduating from college. When she arrived to start
work, she found her area almost completely dark,
save for the light that was on in the department
head's office. A restructuring had just occurred, and
it had a particular impact on the management de-
velopment function of the bank that she had just
joined. According to Van Capelle, "I learned very
early in my career how leadership decisions impact
people. Leaders must understand the decision from
a business perspective and the expected outcomes of
Avoid Declaring Victory Prematurely
Most Fortune 1000 companies are simultaneously
involved in many strategic initiatives that divert at-
tention and resources. Coupled with publicly traded
companies' preoccupation with the current quarter's
financiáis, this often results in LADD—leadership
42. attention deficit disorder. The net result is a huge
temptation to move on to the next initiative when
only the macro design has been completed. Unfor-
tunately, some organizations have a track record of
doing so. The downstream ramifications of declar-
ing victory too soon are:
G l o b a l B u s i n e s s a n d O r g a n i z a t i o n a l E x c e l l
e n c e DOI: 10.1002/joe January/February 2013 33
Exhibit 3. Summary of Sources/Causes of Problems
Interdependent Units
Data Stream Team
Sales
IT
Risk and Compliance
Finance
43. Historic Problems
Slow response
Quality problems
Structural Root Causes
Different reporting
relationships, different
priorities
Lack of standard operating
procedures
Lack of rcle clarity
Possible Fixes
Align and calibrate goals at unit
and individual levels
Fix decision rights
44. Establish policies
• a lack of role/responsibility clarity;
• unclear decision rights—who has the final author-
ity to make each decision;
• processes that are not aligned with the new struc-
ture;
• technology architecture (data, applications, hard-
ware) that is not aligned to the new structure; and
• unresolved conflict.
In such an environment, interdependent functions
do not work well together. Using a baseball analogy,
the situation could be compared to what happens
when the right fielder and the center fielder do not
adequately communicate with each other: The ball
that is hit out to them will probably fall in between
them as they each mistakenly think that the other
will take charge of it.
Organizations need to set up methods of
coordination—that is, formal methods for getting
45. two interdependent units to work together effec-
tively. These are some principles used to assist in
determining these methods:
• Different types of interdependence require differ-
ent methods of coordination.
• The objective is to design each group so that it
receives all the information it needs to perform
and work effectively with other interdependent
groups.
• Decisions about methods of coordination must
be made at each level in the organization.
There are five steps to crafting the most appropriate
method of coordination:
1. For each unit, identify the other groups with
which it is interdependent. Also identify the spe-
cific information that each group needs to effec-
tively work together.
2. Identify the historical sources and causes of
performance problems between interdependent
46. functions. Isolate the performance problems that
are structurally related and identify specific and
actionable methods co facilitate the hand-offs be-
tween each function. Organizational leaders can
collect this data by using a simple worksheet sim-
ilar to the one shown in Exhibit 3.
3. Understand how activities or processes are linked
using an RCI chart. Such a chart identifies who
is responsible for completing each activity or
making each key decision ("R"), who must be
consulted ("C"), and who must be informed
("I"). Information for an RCI chart can be
generated by involving people who have been
involved in the process, activity, or decision
via:
structured workshops to determine R, C,
and I;
updated process documentation; and
34 January/February 2013 DOI: 10.1002/joe G l o b a l 8 u s i n
e s s and O r g a n i z a t i o n a l Excellence
47. Exhibit 4. Tool for Selecting
Types of Integrating
Methods
Rules, procedures
Formal hierarchy
Targets/goals
Networks
Liaison roles
Teams
Lateral processes
Integrator roles
Methods of Coordination
Importance
49. Seqi
>
Reci
led
lential
Drocal
• a survey submitted to a group whose feedback
is used to determine R, G, and I.
Once the RGI chart is created, it can be used
to plot the processes, activities, and decisions
of the function and/or role in question.
Use the tool shown in Exhibit 4 to determine the
coordinating methods (also referred to as inte-
grating methods) that must be incorporated into
the future state design. Users can select the most
appropriate type of mechanism by rating each
unit's importance, complexity, task uncertainty,
and type of interdependence. The most common
50. methods are:
• Rules, programs, and procedures: Develop
standard operating procedures, policies, and
practices that specify the desired behaviors,
govern decision making, and/or limit discre-
tion in advance.
• Formal hierarchy: Appoint a common man-
ager to oversee two different units.
• Targets/goals: Specify outputs, goals, or tar-
gets to coordinate interdependent groups.
Networks: Set up formal or informal vehi-
cles for encouraging knowledge sharing across
functions, businesses, and geographies. There
are six common ways to foster networks:
co-location, communities of practice (groups
of employees that share common organi-
zational interests), annual meetings/retreats,
training programs, rotational assignments,
and technology/e-coordination (for example,
chat groups. Intranet electronic mail, Lotus
Notes, Microsoft Exchange, instant messag-
51. ing, group calendar management, and shared
databases).
Liaison roles: Assign an individual to serve
as a source of information and expertise for
a work group. These individuals rarely have
formal authority, and their position is usually
part-time.
Teams: These can include issue teams, cross-
functional teams, task forces, and self-directed
work groups. Whether they are permanent or
ad-hoc teams, they are valuable in pooling
Global Business and O r g a n i z a t i o n a l Excellence DOI: 1
0 . 1 0 0 2 / i o e January/February 2 0 1 3 35
expertise, breaking down functional silos, and
coordinating efforts of interdependent units.
• Lateral processes: Tbese are tbe tbree to five
processes tbat are critical to tbe mission and
cut across multiple functions witbin tbe orga-
nization. Tbese processes sbould be mapped
and include metrics at tbe end of tbe process
52. and at eacb point wbere tbe process crosses
functions and wbere performance problems
bistorically bave occurred.
• Integrator roles: Tbere are tbree common
types of integrator roles: (1) tbe GM, an indi-
vidual wbo is responsible for taking a general
management point of view in belping multi-
ple work groups accomplisb a joint task; (2)
coordinators, sucb as a project, brand, pro-
gram, or account manager; and (3) boundary
spanning, for example, a cbief learning offi-
cer. Tbese individuals ensure tbat tbe work
of multiple units is aligned witb tbe business
strategy.
Get an Early Handle on IT Systems
Tbere is notbing more irritating tban successfully
moving tbrougb design work only to find out tbat
"tbat is not bow it works in tbe system." Knowing
tbe functional strengtbs and pitfalls of tbe tecbnol-
ogy associated witb tbe organization under scope is
critical to eventual design decisions. Here are five
systems-oriented questions to address during a re-
53. structuring project:
• Is someone from systems on tbe restructuring
project team? (If not, wby not?)
• Will current systems be retained to support tbe
new organization?
• If tbe goal is to cbange tbe way work gets done,
bow flexible and configurable are tbe core sys-
tems?
• If cbanges are made to tbe system(s), wbat will be
tbe downstream effects on otber processes?
• Sbould vendors be consulted on new versions of
tbe software tbat is currently in use?
Ensuring Maximum Gain With Less Pain
As customer preferences and markets continue to
cbange at alarmingly faster rates, an organization's
ability to continuously define new business strate-
gies and transform tbem into action is essential to
maintaining its position in tbe marketplace. As pre-
54. viously mentioned, bowever, tbe leading MBA pro-
grams currently offer little guidance on tbe subject of
organization restructuring and even less on bow to
go about executing it. Tbat situation sbould cbange
as tbe ability to lead a restructuring becomes rec-
ognized as one of tbe critical skill sets for senior
executives of tbe future.
Today, corporations are investing in Centers of
Expertise. Staffed by full-time employees, tbey are
cbarged witb building long-term partnersbips witb
external service providers and delivering in-bouse
capability-building programs to respond to tbe in-
creasing demand for organization design and re-
structuring.
No restructuring is ever easy. But witb a firm grasp
of a few concepts, a structured approacb, and guid-
ance from establisbed best practices, organizational
leaders can make tbe process less painful tban antic-
ipated and infinitely more rewarding.
References
Recardo, R. J. (2008). Organization design: A practical
55. methodology and toolkit. Amherst, MA: HRD Press.
Rumelt, R. (2011). Good strategy/bad strategy: The differ-
ence and why it matters. New York, NY: Crown Business.
Ronald J. Recardo is managing partner of The Catalyst Con-
sulting Group, LLC, a professional services company based
in Connecticut that provides growth, performance improve-
ment, and organization effectiveness services to its clients.
He has more than 30 years of experience as an executive at
Johnson & Johnson and Fidelity Investments, and has also
worked for Arthur Andersen, where he was involved in strat-
egy and change management projects. Recardo is the author
of six books and more than 40 articles. He can be reached at
(860) 518-3S83 or [email protected]
36 J a n u a r y / F e b r u a r y 2 0 1 3 DOI: 1 0 . 1 0 0 2 / j o e
G l o b a l B u s i n e s s a n d O r g a n i z a t i o n a l E x c e l l
e n c e
Kleigh Heather is the director of commercial organization at
ArcelorMittal Dofasco as a cold rolled product engineer
development at Philip Morris International in Lausanne, in
Canada. In 2001, he moved to Paris, France, where he
56. Switzerland. He works with sales and marketing organiza-
worked for nine years at Accenture as a management consult-
tions worldwide, helping them improve through process in- ing
executive involved in strategy, process design, and restruc-
novation, organization structure, people capabilities, and per-
turing projects. He can be reached at [email protected]
formance measurement methods. Heather began his career
Global Business and Organizational Excellence DOI:
10.1002/joe January/Eebruary 2013 37
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57. Vendor Information Sheet
You recently requested bids for a new MRI (magnetic resonance
imaging) machine in for your radiology department. As a result,
two vendors have submitted quotes based off the specs in your
proposal. You anticipate the service life of this machine to be
10 years and that it should generate $600,000 per year at 50%
capacity. To remove any potential for bias, your compliance
department has provided the bids to you (below) and removed
the name of each company.
Bid: Company A
Supply and install a 3T (3 Tesla) MRI scanner. Once bid is
accepted, work will be completed in 90 days. Each day after 90
days incurs a $5,000 (a day) penalty. Warranty is for 2 years.
Software upgrades for 1 year.
· Total cost: $3,650,000
· Additional warranty: $150,000 (per year to year 5)
· Software upgrades: $50,000 (per year up to year 5)
Bid: Company B
Supply and install a 3T (3 Tesla) MRI scanner. Once bid is
accepted, work will be completed in 90 days. Each day after 90
days incurs a $5,000 (a day) penalty. Warranty is for 4 years.