Running head: REFLECTION 1 REFLECTION 4 Reflection Name Date Introduction offering performance feedback to clinicians on a variety of quality measures is supposed to affect clinician and organisational behavior leading to better quality of care. One way is through the use of objective dashboards, the kind of health information technology (hit ) , that use information visualization techniques to give feedback on level measures. In the introduction, we can describe the theoretical approach to the plan of feedback interventions of response treatment theory and identify how it can be applied to design Quality improvement advances at healthcare approaches to improving care quality and safety are well documented and securely demonstrated. Examples of general advances include Clinical knowledge Improvement or Continuous level Improvement. These Guides are designed for purpose in the environment of the overall organizational approach to quality improvement, but are not aligned to any specific way.n dashboards for home healthcare nurses. Dedication to improving quality of constant attention transformation of attention requires not just current, knowledgeable assessment of this medical profession and care of objective competency, but also running with co-workers, healthcare organizations, and extra professionals to get better patient safety and give high-value care, decrease medical errors, advance convenience and competence of care, reduce the overutilization and the underutilization of medical resources, and develop health outcome. Both patient-centeredness and social competence intend to better healthcare quality, but each emphasizes other aspects of quality. The primary purpose of the patient-centeredness change has been to offer personal attention and restore the emphasis on individual relationships. It proposes to promote level for all patients. Instead, the primary goal of the social competency change has been to increase health interest and reduce disparities by focusing on people of color and other disadvantaged populations. However, there is considerable common ground between these two (Duffy, 2018) Realizing where the organization sits today and what works it takes to change, change or transform is the first step toward innovating business process change training. The simple structure will improve business operation professionals position their organization and define its roadmap to take two sets of goals: Innovate for excellent job value and differentiation, and support efficient operations through streamlined, waste-free processes and resources. Better efficiency of managerial and objective procedures. By improving operations and results related to high-priority health demands, the organization reduces waste and costs associated with system failures and repetition. Often QI operations are bu.

1. Running head: REFLECTION
1
REFLECTION
4
Reflection
Name
Date
Introduction offering performance feedback to clinicians on a
variety of quality measures is supposed to affect clinician and
organisational behavior leading to better quality of care. One
way is through the use of objective dashboards, the kind of
health information technology (hit ) , that use information

2. visualization techniques to give feedback on level measures. In
the introduction, we can describe the theoretical approach to the
plan of feedback interventions of response treatment theory and
identify how it can be applied to design
Quality improvement advances at healthcare approaches to
improving care quality and safety are well documented and
securely demonstrated. Examples of general advances include
Clinical knowledge Improvement or Continuous level
Improvement. These Guides are designed for purpose in the
environment of the overall organizational approach to quality
improvement, but are not aligned to any specific way.n
dashboards for home healthcare nurses.
Dedication to improving quality of constant attention
transformation of attention requires not just current,
knowledgeable assessment of this medical profession and care
of objective competency, but also running with co-workers,
healthcare organizations, and extra professionals to get better
patient safety and give high-value care, decrease medical errors,
advance convenience and competence of care, reduce the
overutilization and the underutilization of medical resources,
and develop health outcome.
Both patient-centeredness and social competence intend to
better healthcare quality, but each emphasizes other aspects of
quality. The primary purpose of the patient-centeredness change
has been to offer personal attention and restore the emphasis on
individual relationships. It proposes to promote level for all
patients. Instead, the primary goal of the social competency
change has been to increase health interest and reduce
disparities by focusing on people of color and other
disadvantaged populations. However, there is considerable
common ground between these two (Duffy, 2018)
Realizing where the organization sits today and what works it
takes to change, change or transform is the first step toward
innovating business process change training. The simple
structure will improve business operation professionals position
their organization and define its roadmap to take two sets of

3. goals: Innovate for excellent job value and differentiation, and
support efficient operations through streamlined, waste-free
processes and resources.
Better efficiency of managerial and objective procedures. By
improving operations and results related to high-priority health
demands, the organization reduces waste and costs associated
with system failures and repetition. Often QI operations are
budget-neutral, where the prices to get these changes are
balanced by the cost savings received. More data, including
tools and resources to help the organization with improving
operations and results can be seen in this redesigning the
method of aid to Promote QI component. Produced by
Associates in Process transformation, this framework for change
is the simple yet effective tool for accelerating transformation
that has been applied successfully by hundreds of healthcare
organizations to improve many different health care processes
and outcome (Mensah et al. 2018)
References
Graban, M. (2016). Lean hospitals: improving quality, patient
safety, and employee engagement. Productivity Press.
Duffy, J. R. (2018). Quality caring in nursing and health
systems: Implications for clinicians, educators, and leaders.
Springer Publishing Company.
Mensah Abrampah, N., Syed, S. B., Hirschhorn, L. R., Nambiar,
B., Iqbal, U., Garcia-Elorrio, E., ... & Kelley, E. (2018). Quality
improvement and emerging global health
priorities. International Journal for Quality in Health
Care, 30(suppl_1), 5-9.
NRS-451V Singapore Airlines Case Study
(Student paper)

4. Singapore Airlines was created in 1972 following a
separation from Malaysian Airlines. In the wake of
reorganization, Singapore Airlines undertook aggressive
growth, investing and trading to maximize profitability and
expand market share. Through this change, a new company
philosophy emerged, “Success or failure is largely dictated by
the quality of service it provides” (Wyckoff, 1989). By
reinventing the company infrastructure and introducing new
initiatives focused on excellence in customer service, Singapore
Airlines became a global leader in the service industry,
elevating existing standards among competitors.Evaluation of
Workforce Management Program
The strategy widely utilized by Singapore Airlines to ensure
differentiation in an increasingly competitive market was its
attention to in-flight service. “Good flight service [was]
important in its own right and is a reflection of attention to
detail throughout the airline” (Wyckoff, 1989). This statement
perpetuated the belief that excellence in service was directly
tied to the careful selection and individual performance of in-
flight crews charged with the responsibility of fulfilling the
needs of individual passengers and exuding the levels of service
demanded by the organization. Applicants destined to work as
flight stewards were drawn from a very young population,
typically spanning the ages of 18-25 years of age with high
school equivalency against the English system of education.
Selection of applications was competitive largely due to the
degree of skill, poise, and experience required of its candidates.
These policies led to the on-boarding of a highly skilled and
youthful workforce with positive attitudes and a willingness to
be trained. Critique of this approach revealed several
disadvantages. The most significant being the potential for
greater turnover when hiring a younger population as opposed
to an older, more experienced crew. Experience alone would
play some role in the development of new employees, as greater
experience would bring greater poise and confidence. However,
in light of the predominant population Singapore Airlines

5. catered to, a younger in-flight crew would remedy the
awkwardness likely to be encountered by older clients being
served by older crew members. In addition, a younger crew
would likely be more accepting of new procedures and less
cynical of the requirements of employment.
In light of the young demographic most desired in this role,
recruitment, training and “conversion” processes were both
stringent and comprehensive. All aspects of in-flight service,
including training related to terminology, amenities and food
preparation were provided in great detail, as were training for
emergency preparedness and response to every potential
scenario encountered in the air and on the ground. Formalized
on-boarding, training and continued development were the
hallmarks of the comprehensive workforce program. Even well
into a crew member’s employment, on-going training and
cyclical evaluation provided a mechanism for employees to be
aware of individual performance and gain exposure to methods
of continuous improvement. With an on-going plan of
evaluation, communication, and development, the workforce
was well-positioned for high levels of performance and quality
improvements.
Though it would seem that Singapore Airlines’ work
management program suited the organization well, it greatly
narrowed the pool of applicants and kept many, well-qualified
and experienced candidates from positions that would create
diversity among the largely homogeneous workforce and place
the organization in a better position to serve populations whose
ethnic origins were not of Asian descent. If the organization
aims to be the leader in an increasingly global marketplace, the
workforce must mirror the diverse needs and perceptions of the
greater population.
Advertising Campaign
Singapore Airlines is known in the airline industry for its
quality of service. This emphasis on customer service and

6. customer satisfaction is largely reflective of the Asian culture
for which the company embodies. Attention to detail,
impeccable presentation, and care for others are traits
synonymous with countries of Asian heritage. Similarly, Asian
countries revere conservatism, organization and hierarchy
(Allik, n.d.) so, it would follow that young Asian individuals
demonstrate the same gracious, caring behaviors to others. The
expectation of “gentle, courteous service” is consistent with
these norms and with the approaches taken by the organization.
So much are these standards and stereotypes linked to Asian
culture and the epitome of service, that the symbol applied to
the airline is that of a young Asian woman. This image is
resoundingly more beguiling and traditional, recognized by
nearly 50% of consumers over typical marketing imparted by
competitors, with a marginal recognition of 9.6%. In light of the
positive impact and recognition of the existing marketing
campaign, it was considered advisable to retain the current
marketing strategy.
Systems for Measuring Service Quality
Singapore Airlines has two primary components involved in
measuring service quality. The first is a system to measure
customer complaints and compliments for every 10,000
passengers. The second measurement is a comparative rating of
airline services prepared by the International Research
Associates (INRA).
The first component, customers’ complaints and compliments,
stayed relatively the same despite rapid organizational
expansion. This type of analysis has shown a generally high
satisfaction level, but could be skewed due to the vast areas the
complaints and compliments could cover; from ticket sales and
baggage areas to in-flight crews. To address this concern the
complaints were split between the areas. However, to get an
accurate barometer of customer satisfaction, it was
recommended that the airline conduct routine surveys of
customers. Often, customers submitting comments fell into one
of two categories; those having complaints or those having

7. compliments.
The second component to gauge customer satisfaction involved
the INRA surveys. The airline executives paid particular
attention to these scores as they indicated levels of satisfaction
among the general consumer population and identified areas
requiring continuous improvement. In 1973 Singapore Airlines
scored 68, in 1974 the company scored 74 and in 1979 they
scored 78. The scores of 39 other airlines demonstrated that two
other competitors, Cathy Pacific and Thai International, were
improving rapidly. This provided one indicator of competitive
advantage. In order for Singapore Airlines to stay ahead of their
competitors they would need to evaluate their position against
industry leaders and determine if changes would be needed to
stay competitive, particularly with respect to customer service
and customer satisfaction (Wyckoff, 1989).
Plan to Introduce Slot Machines
Singapore Airlines has responded to many changes in order to
differentiate itself within an increasingly competitive market
place. One responsive action was to remove sleepers, replacing
them with a business class section. Reactions from consumers
were less than favorable. The move strayed from what
consumers came to expect of elite levels of customer service,
which were in large part, due to the attention paid to the
personal needs of its elite customers. Although intended to be
innovative and distinctive, the inclusion of slot machines on
transatlantic flights was another idea met with considerable
consumer dissatisfaction. While potentially generating a new
stream of revenue, the idea only worked to incite passengers
with a new category of charges. In addition to generating cost
for the consumer, the machines took valuable space away from
seats and posed problems in light of weight restrictions (Time,
1981). These changes only compounded issues and introduced
new problems such as the potential for in-flight injury, rather
than improving in-flight services. While there was some
opportunity for revenue, initially, the gains would last for a
season and were not expected to extend out into the long-term.

8. Conclusion
The Singapore Airlines Case Study highlights both effective as
well as ineffective management approaches within the company.
The subsequent analysis and evaluation of company operations
and strategies offer a compelling glimpse of organizational
design and leadership amid change, as well as provide a
platform for future discussions of organizational development
and change management. Group evaluation of organizational
design, organizational decision-making, and organizational
process at Singapore Airlines yielded some recommendations
for new approaches to address complaints, become more
mainstream in an increasingly diverse market space, and
become more innovative without losing sight of the customer
service focus that has made Singapore Airlines so successful.
© 2013. Grand Canyon University. All Rights Reserved.
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Glance - Pages 68 - 69
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permission. Violators will be prosecuted.
Topic: Quality Improvement Plans.
Please follow the same rubric i sent before for reflection on
action (400 words)Reading attached on this topic. Included 3
sources
Summary: Reflection is sometimes referred to as a process that
occurs internally and in isolation. A Reflection-in-Action is a
reflective process where one is able to reflect and act from our
experiences. It is a time to reflect on activities or events of a
moment in time and explore feelings, thoughts, reactions and
impact of our current and future selves. It is an internal process
for practicing being in the moment and for broadening our
consciousness. You are to prepare Reflection-in-Action in

10. which you explore the concepts you have learned each week that
you
Directions: Each Reflection-in-Action Entry should be at least
400 words in length, are to utilize APA 6th Edition, Discuss
and reflect on the topic in terms of:How the content and
assignments met the course objective(s)?[Course: Managing
System Change And Improving Patient Outcomes]
Provide examples of actual or potential applications of the
course week’s course concepts.
Successes or challenges that you had for the week in terms of
the course content.
Assignment Rubric:
Criteria
Superior
Above Average
Competent
Below
Standard
Far Below Standard
95-100
87-94
84-86
73-83
<72
Timeliness
Reflective Assignment submitted on time
Reflective Assignment submitted on time
Reflective Assignment submitted on time
Reflective submitted 1 day late

11. ( If no extension granted)
Reflective submitted more than 1day late. OR No post
(Receives 0)
( If no extension granted)
Content
Fully responds to all questions in prompt and answers each
completely.
Answers all questions without fully developing answers for each
Answers all questions without fully developing answers for each
Answers some of the questions but does not fully develop
answers
Off topic or not responsive to prompt.
Accuracy
Entries contain accurate information and properly cited
references
Entries contain accurate information but references are cited
improperly.
Entries contain accurate information and properly cited
references
Entries do not contain any references.
.Entries are speculative and unsupported.
Integration Of
Knowledge
Demonstrates that the author fully understands and has applied
concepts
learned in the course at a superior level. Concepts are integrated
into the writer’s own insights. The writer provides concluding
remarks
that show analysis and synthesis of ideas.
Demonstrates that the author understands and has applied
concepts learned in the
course. Conclusions are supported in the body of the reflection.
Demonstrates that the author, for the most part, understands and
has applied concepts learned in the course. Some of the
conclusions,
however, are not supported in the body of the reflection.

12. Demonstrates that the author, to a certain extent, understands
and has applied concepts learned in the course.
Does not demonstrate that the author has fully understood and
applied concepts learned in the course.
Writing Style, Formatting and Conventions
3 or more references are used to support opinions and justify
recommendations. Excellent writing with no grammar, APA or
spelling errors
2 references that support opinions and recommendations. Above
average writing with no grammar, APA or spelling errors.
2 references that support opinions and recommendations.
Sufficient writing with 1-4 grammar, APA or spelling errors.
1 reference that supports opinion on policy and
recommendations for changes. 5-10 APA/Grammar and/or
spelling errors.
Opinions and recommendations not well supported, >10
APA/Grammar and
/or spelling