Exec Management from the Presiden'Ts Desk Essay

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From The President’s Desk
Week 6 Paper

Tymara Howard
Executive Management - MBA 5000
Dr. Joseph Flowers
June 9, 2011
Howard 1
Most organizations on are built upon stable, consistent, and traditional forms of management and organizational structure. These practices are good as long as they work but nothing lasts always. New, innovative technology, management styles and theories, and the way organizations conduct business are constantly changing. Organizations must undergo change and reconstruction in order to remain competitive in their industry.
After careful consideration of our company’s practices and procedures, there are a few changes that need to be made. We are a competitive, continuously growing organization with lots of potential. It is the job of everyone in the organization to constantly strive to improve our organization for optimal success. In order to successfully complete this task, we must first look at what we are doing so we will know where want or need to go. Thus far, I have been pleased with our overall performance but as you all know there is always room for improvement. There are several management theories and practices discussed in the book The Manager’s Bookshelf: A Mosaic of Contemporary Views that can prove to be useful to the continued development of our organization. Each theory provides unique management tactics that can be implemented to improve organizational structure, employee relations, quality output, employee education, organizational self-awareness, and countless other organizational improvements. This document will serve as an organizational reconstructive tool to guide management at every level in every region on how to implement this reconstructive change effectively and efficiently.
Our organization is an outsource company that provides multiple services for large corporations. Most of the corporations we provide service to are highly reliable organizations (HROs).These organizations have to be reliable during unexpected events.
Howard 2
This in turn means we must be able to do the same. Assisting an HRO requires a swift reaction to their action of recognizing of the warning signs of unexpected events such as: containing and resolving the situation, resilience to withstand the unexpected and fast system recovery. It is everyone’s responsibility to continuously learn from mistakes and errors so we can improve our systems. Systems and equipment must be checked daily to catch functionality issues and prevent accidents and injuries. We must also ensure that the employees performing these checks are qualified to do so.
Preoccupation with failure is critical in patient transport. Drops, falls, improper equipment usage, and not observing safety precautions can cause severe injury or death. Organizational goals must be clearly communicated to all employees and any problems that arise must be address immediately. All accidents are serious offenses and training always follows any incident. Simplifying interpretations can cause confusion, accidents, and cross-contamination. Rules and regulations for handling patients with contagious disease must be thoroughly explained and completely understood to ensure patient and employee safety.
As an outsource company, we must continuously strive to keep our organization visible in the market. The services we provide must meet our client’s goals as well as our own. Our services must remain unique in the sense that we provide the most comprehensive services for the most economical price in our industry. We must also be sure that the cost of providing our services does not exceed the gain. The value chain is a tool used to analyze discrete activities within a firm that are potential sources of competitive advantage. Our primary and support activities must be constantly measured to keep an
Howard 3 accurate account of how our resources are being used, the cost incurred, and what can be cut. The primary activities to be measures include: