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Health Organization Case Study
1
Unsatisfactory
0.00%
2
Less than Satisfactory
75.00%
3
Satisfactory
79.00%
4
Good
89.00%
5
Excellent
100.00%
80.0 %Content
40.0 %Case study assesses the readiness of the health care
organization or network in addressing the health care needs of
citizens in the next decade
Case study assesses the readiness of the health care organization
or network in addressing the health care needs of citizens in the
next decade is not provided.
next decade is offered; however, relevant information is missing
as indicated in the assignment instructions.

next decade meets the basic criteria for the assignment as
indicated in the assignment instructions.
next decade meets all criteria for the assignment, as indicated in
the assignment instructions, and is offered in detail.
next decade is offered in detail, while demonstrating higher
level thinking by incorporating prior learning or reflective
thought.
10.0 %Case study includes a strategic plan that addresses issues
pertaining to network growth
Case study including a strategic plan that addresses issues
pertaining to network growth is not provided.
pertaining to network growth is provided; however, relevant
information is missing as indicated in the assignment
instructions.
pertaining to network growth; meets the basic criteria for the
assignment as indicated by the assignment instructions.
pertaining to network growth; meets all criteria for the
assignment, as indicated in the assignment instructions, and is
provided in detail.
pertaining to network growth; is offered in detail, while
demonstrating higher level thinking by incorporating prior
learning or reflective thought.
pertaining to nurse staffing
pertaining to nurse staffing is not offered.

pertaining to nurse staffing is provided; however, relevant
instructions.
pertaining to nurse staffing meets the basic criteria for the
assignment as indicated in the assignment instructions.
pertaining to nurse staffing meets all criteria for the assignment,
as indicated in the assignment instructions, and is provided in
detail.
pertaining to nurse staffing is offered in detail, while
pertaining to resource management
pertaining to resource management is not provided.
pertaining to resource management is provided; however,
relevant information is missing as indicated in the assignment
instructions.
pertaining to resource management meets the basic criteria for
the assignment as indicated in the assignment instructions.
pertaining to resource management meets all criteria for the
assignment, as indicated by the assignment instructions, and is
provided in detail.
pertaining to resource management is offered in detail, while

10.0 %Case study include a strategic plan that addresses issues
pertaining to patient satisfaction
pertaining to patient satisfaction is not provided.
pertaining to patient satisfaction is provided; however, relevant
instructions.
pertaining to patient satisfaction meets the basic criteria for the
assignment as indicated in the assignment instructions.
pertaining to patient satisfaction meets all criteria for the
assignment, as indicated in the assignment instructions, and is
provided in detail.
pertaining to patient satisfaction is offered in detail, while
15.0 %Organization and Effectiveness
5.0 %Thesis Development and Purpose
Paper lacks any discernible overall purpose or organizing claim.
Thesis and/or main claim are insufficiently developed and/or
vague; purpose is not clear.
Thesis and/or main claim are apparent and appropriate to
purpose.
Thesis and/or main claim are clear and forecast the development
of the paper. It is descriptive and reflective of the arguments
and appropriate to the purpose.
Thesis and/or main claim are comprehensive; contained within
the thesis is the essence of the paper. Thesis statement makes
the purpose of the paper clear.

5.0 %Paragraph Development and Transitions
Paragraphs and transitions consistently lack unity and
coherence. .No apparent connections between paragraphs are
established. Transitions are inappropriate to purpose and scope.
Organization is disjointed.
Some paragraphs and transitions may lack logical progression of
ideas, unity, coherence, and/or cohesiveness. Some degree of
organization is evident.
Paragraphs are generally competent, but ideas may show some
inconsistency in organization and/or in their relationships to
each other.
A logical progression of ideas between paragraphs is apparent.
Paragraphs exhibit a unity, coherence, and cohesiveness. Topic
sentences and concluding remarks are appropriate to purpose.
There is a sophisticated construction of paragraphs and
transitions. Ideas progress and relate to each other. Paragraph
and transition construction guide the reader. Paragraph structure
is seamless.
5.0 %Mechanics of Writing (includes spelling, punctuation,
grammar, language use)
Surface errors are pervasive enough that they impede
communication of meaning. Inappropriate word choice and/or
sentence construction are used.
Frequent and repetitive mechanical errors distract the reader.
Inconsistencies in language choice (register); sentence
structure, and/or word choice are present.
Some mechanical errors or typos are present, but are not overly
distracting to the reader. Correct sentence structure and
audience-appropriate language are used.
Prose is largely free of mechanical errors, although a few may
be present. A variety of sentence structures and effective
figures of speech are used.

Writer is clearly in command of standard, written, academic
English.
5.0 %Format
2.0 %Paper Format (use of appropriate style for the major and
assignment)
Template is not used appropriately or documentation format is
rarely followed correctly.
Template is used, but some elements are missing or mistaken;
lack of control with formatting is apparent.
Template is used, and formatting is correct, although some
minor errors may be present.
Template is fully used; There are virtually no errors in
formatting style.
All format elements are correct.
3.0 %Research Citations (In-text citations for paraphrasing and
direct quotes, and reference page listing and formatting, as
appropriate to assignment)
No reference page is included. No citations are used.
Reference page is present. Citations are inconsistently used.
Reference page is included and lists sources used in the paper.
Sources are appropriately documented, although some errors
may be present.
Reference page is present and fully inclusive of all cited
sources. Documentation is appropriate and GCU style is usually
correct.
In-text citations and a reference page are complete. The
documentation of cited sources is free of error.
100 %Total Weightage
Bottom of Form

NRS-451V Singapore Airlines Case Study
(Student paper)
Singapore Airlines was created in 1972 following a
separation from Malaysian Airlines. In the wake of
reorganization, Singapore Airlines undertook aggressive
growth, investing and trading to maximize profitability and
expand market share. Through this change, a new company
philosophy emerged, “Success or failure is largely dictated by
the quality of service it provides” (Wyckoff, 1989). By
reinventing the company infrastructure and introducing new
initiatives focused on excellence in customer service, Singapore
Airlines became a global leader in the service industry,
elevating existing standards among competitors.Evaluation of
Workforce Management Program
The strategy widely utilized by Singapore Airlines to ensure
differentiation in an increasingly competitive market was its
attention to in-flight service. “Good flight service [was]
important in its own right and is a reflection of attention to
detail throughout the airline” (Wyckoff, 1989). This statement
perpetuated the belief that excellence in service was directly
tied to the careful selection and individual performance of in-
flight crews charged with the responsibility of fulfilling the
needs of individual passengers and exuding the levels of service
demanded by the organization. Applicants destined to work as
flight stewards were drawn from a very young population,

typically spanning the ages of 18-25 years of age with high
school equivalency against the English system of education.
Selection of applications was competitive largely due to the
degree of skill, poise, and experience required of its candidates.
These policies led to the on-boarding of a highly skilled and
youthful workforce with positive attitudes and a willingness to
be trained. Critique of this approach revealed several
disadvantages. The most significant being the potential for
greater turnover when hiring a younger population as opposed
to an older, more experienced crew. Experience alone would
play some role in the development of new employees, as greater
experience would bring greater poise and confidence. However,
in light of the predominant population Singapore Airlines
catered to, a younger in-flight crew would remedy the
awkwardness likely to be encountered by older clients being
served by older crew members. In addition, a younger crew
would likely be more accepting of new procedures and less
cynical of the requirements of employment.
In light of the young demographic most desired in this role,
recruitment, training and “conversion” processes were both
stringent and comprehensive. All aspects of in-flight service,
including training related to terminology, amenities and food
preparation were provided in great detail, as were training for
emergency preparedness and response to every potential
scenario encountered in the air and on the ground. Formalized
on-boarding, training and continued development were the
hallmarks of the comprehensive workforce program. Even well
into a crew member’s employment, on-going training and
cyclical evaluation provided a mechanism for employees to be
aware of individual performance and gain exposure to methods
of continuous improvement. With an on-going plan of
evaluation, communication, and development, the workforce
was well-positioned for high levels of performance and quality
improvements.
Though it would seem that Singapore Airlines’ work
management program suited the organization well, it greatly

narrowed the pool of applicants and kept many, well-qualified
and experienced candidates from positions that would create
diversity among the largely homogeneous workforce and place
the organization in a better position to serve populations whose
ethnic origins were not of Asian descent. If the organization
aims to be the leader in an increasingly global marketplace, the
workforce must mirror the diverse needs and perceptions of the
greater population.
Advertising Campaign
Singapore Airlines is known in the airline industry for its
quality of service. This emphasis on customer service and
customer satisfaction is largely reflective of the Asian culture
for which the company embodies. Attention to detail,
impeccable presentation, and care for others are traits
synonymous with countries of Asian heritage. Similarly, Asian
countries revere conservatism, organization and hierarchy
(Allik, n.d.) so, it would follow that young Asian individuals
demonstrate the same gracious, caring behaviors to others. The
expectation of “gentle, courteous service” is consistent with
these norms and with the approaches taken by the organization.
So much are these standards and stereotypes linked to Asian
culture and the epitome of service, that the symbol applied to
the airline is that of a young Asian woman. This image is
resoundingly more beguiling and traditional, recognized by
nearly 50% of consumers over typical marketing imparted by
competitors, with a marginal recognition of 9.6%. In light of the
positive impact and recognition of the existing marketing
campaign, it was considered advisable to retain the current
marketing strategy.
Systems for Measuring Service Quality
Singapore Airlines has two primary components involved in
measuring service quality. The first is a system to measure
customer complaints and compliments for every 10,000
passengers. The second measurement is a comparative rating of

airline services prepared by the International Research
Associates (INRA).
The first component, customers’ complaints and compliments,
stayed relatively the same despite rapid organizational
expansion. This type of analysis has shown a generally high
satisfaction level, but could be skewed due to the vast areas the
complaints and compliments could cover; from ticket sales and
baggage areas to in-flight crews. To address this concern the
complaints were split between the areas. However, to get an
accurate barometer of customer satisfaction, it was
recommended that the airline conduct routine surveys of
customers. Often, customers submitting comments fell into one
of two categories; those having complaints or those having
compliments.
The second component to gauge customer satisfaction involved
the INRA surveys. The airline executives paid particular
attention to these scores as they indicated levels of satisfaction
among the general consumer population and identified areas
requiring continuous improvement. In 1973 Singapore Airlines
scored 68, in 1974 the company scored 74 and in 1979 they
scored 78. The scores of 39 other airlines demonstrated that two
other competitors, Cathy Pacific and Thai International, were
improving rapidly. This provided one indicator of competitive
advantage. In order for Singapore Airlines to stay ahead of their
competitors they would need to evaluate their position against
industry leaders and determine if changes would be needed to
stay competitive, particularly with respect to customer service
and customer satisfaction (Wyckoff, 1989).
Plan to Introduce Slot Machines
Singapore Airlines has responded to many changes in order to
differentiate itself within an increasingly competitive market
place. One responsive action was to remove sleepers, replacing
them with a business class section. Reactions from consumers
were less than favorable. The move strayed from what
consumers came to expect of elite levels of customer service,
which were in large part, due to the attention paid to the

personal needs of its elite customers. Although intended to be
innovative and distinctive, the inclusion of slot machines on
transatlantic flights was another idea met with considerable
consumer dissatisfaction. While potentially generating a new
stream of revenue, the idea only worked to incite passengers
with a new category of charges. In addition to generating cost
for the consumer, the machines took valuable space away from
seats and posed problems in light of weight restrictions (Time,
1981). These changes only compounded issues and introduced
new problems such as the potential for in-flight injury, rather
than improving in-flight services. While there was some
opportunity for revenue, initially, the gains would last for a
season and were not expected to extend out into the long-term.
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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