Health Organization Case Study

Research a health care organization or a network that spans several states within the U.S. (Example: United Healthcare, Vanguard, Banner Healthcare, etc.).

Harvard Business Review Online and Hoover\’s Company Records, found in the GCU Library, are useful sources. You may also find pertinent information on your organization\’s webpage.

Review \”Singapore Airlines Case Study.\”

Prepare a 1,000-1250-word paper that focuses on the organization or network you have selected.

Your essay should assess the readiness of the health care organization or network in addressing the health care needs of citizens in the next decade, and include a strategic plan that addresses issues pertaining to network growth, nurse staffing, resource management, and patient satisfaction. Provide a comparison to the health care organization or network and the Singapore Airlines. Include any cultural issues that may influence the practices listed above Health Organization Case Study.

Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

SingapoSingapore 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.
Health Organization Case Study: UnitedHealth Group

UnitedHealth Group Inc. is among the biggest health organizations that operate around the world. Started three decades ago, the corporation conducts its services in 17 states. Notably, the headquarters of the healthcare group is situated in Minnesota. In the United States, UnitedHealth Group operates in 50 states and is the 22nd best performing corporation in the country. The organization specializes in offering an array of healthcare services in the U.S. and around the globe. Characteristically, it operates in two units: UnitedHealth Care and Optum. UnitedHealth Group caters for over 75 million individuals across the globe, assisted by a staff of over 100,000 employees. Notably, UnitedHealth Groupspecializes in marketing medical services to the population. It focuses on addressing the various healthcare necessities within the population and formulating strategic plans to warrant efficient service delivery. Besides, the administration ensures the implementation of contingency measures for the company to handle unforeseen calamities regarding health matters. In the process, such approaches ensure its long-term growth and feasibility to remain relevant. Importantly, UnitedHealth Grouphas in place innovative strategies aimed at streamline healthcare detail to clients, an aspect that improves its network readiness. It is evident that throughthese implementations, the agency is able to maintain efficiency through cost management, and provide quality healthcare services to its customers.

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Readiness of UnitedHealth Group in Addressing Medical Needs

UnitedHealth Group is determined to offer excellent medical services to its clients. With the increase in admittance cases arising from numerous cases of chronic ailments caused by poor lifestyles among the population, the organization puts in place appropriate measures to ensure optimal satisfaction ofpatient demands. According to Castro, Van Regenmortel, Vanhaecht,Sermeus, and Van Hecke (2016), upholding a culture of patient-centeredness ensures quick attainment of intended goals in healthcare facilities. In fact, the administrators believe in patient-centeredness, as a policy of ensuring efficacy. Based on this facet, UnitedHealth Group strives to make service dissemination personal and simple.

Notably, primary care to clients is the basis of UnitedHealth Group operations. The aspect prioritizes care management, besides initiating coordination in ensuring uninterrupted delivery of health services. It is important to note that many people fail to access excellent medical services due to low-income levels. According to Alkire, and Seth (2015), mortality rates are most likely to record high statistics in poor localities. For this reason, UnitedHealth Groupconnects patients with highly trainedbut affordable professionals, who conduct assessment and deliberate on the most effective treatment modalities. Additionally, the organization ensures timely prescription of drugs at affordable rates. UnitedHealth Group leverages technological aspects that connect with clients through telemedicine, with the aid of predictivedata and analytics. Majorly, this aspect allows clinicians in various health institutions to forecaston patient trends regarding diversehealth issues (What Health Care Can Do When It’s Caring and Smart (n.d). For this reason, UnitedHealth Group can deliberate on the most appropriate interventions to implement t ensure a healthy population. It is also importantto categorically not that the technological aspect in health matters enables patients to conduct self-assessments, and report of any issues pertaining to their wellbeing Health Organization Case Study.

Strategic Plan Addressing Network Growth, Nurse Staffing, Resource Management, andPatient Satisfaction

Network Growth

UnitedHealth Group expects to expand its base of care delivery from$20 billion to $ 50 billion in the next half-decade. According to the company, the expected rise will be exclusively based on increased networking and transactions on the contracts linking significant portions of reimbursements to cost-efficiency measures. Notably, UnitedHealth Group aims at improving patient outcomes at affordable costs through incorporating value-based payment models (Hartford, 2013). Importantly, the corporation offers diverse levels of integration with its providers. Based on these aspects, UnitedHealth Group attracts and maintains a broader clientele base, while improving its network connections with important players in the healthcare sector.

Nurse Staffing

UnitedHealth Group implements strategies to lower medical spending and improving leadership in the healthcaresector. Characteristically, the organization is focused on supporting varied reforms regarding the quality of service delivery in medical institutions. It purposes to re-engineer its payment structure through the development of a single price with significant discounts. The agencyrecommends patients to seek medical assistance from highly trained and skilled nurse practitioners (NPs). Evidently, the NPs provide valuable assistance especially in care homes, where they conduct assessment and diagnostic proceduresbefore administering treatment interventions (Freeman, 2017). For this reason, UnitedHealth Group fosters cost-efficient health, while encouraging appropriate environments for nurses to operate.

Resource Management

UnitedHealth Group strives to ensure minimal wastage of resources in the processof care delivery. Notably, the company ensures minimal procedural requirement during patient assessment and diagnostics. Reduction in the timeframe for treatment modalities is directly related to a reduction in healthcare costs. Additionally, UnitedHealth Group provides a single point of contact for patients to address their various health demands (What Health Care Can Do When It’s Caring and Smart (n.d). Evidently, this aspect helps reduce unnecessary charges for sick victims.

Patient Satisfaction

UnitedHealth Group provides patients with a wide range of care plans, from which they can choose, and commit. Notably, it encourages the application of relevant education tools to ensure patients are acquainted with the necessary information about their preferred healthcare plans. Additionally, the agency reports on various opportunities of increasing primary care access, through using advanced practice nurses (APNs) in the dissemination of healthcare services. Evidently, the interventions ensure patient satisfaction and loyalty.

Comparison between UnitedHealth Group andSingapore Airlines

UnitedHealth Group and Singapore Airlines share an array of similarities in their operations. Notably, the two corporations derive their success by maintaining customer satisfaction. Whereas UnitedHealth Group incorporates measures to ensure patients access affordable health care services, Singapore Airlinespurposes to maintain customer satisfaction through analyzing and implementing client preferences as presented in surveys. Additionally, the two companies strive to minimize costs incurred by clients and expand their network. Precisely, UnitedHealth Group minimizes admission and diagnosticprocedures, an aspect that attracts and retains a broader customer base, while Singapore Airlines indulges in extensive advertisement campaigns. Besides, both companies ensure clients enjoy excellent services, with UnitedHealth Group assigning qualified nurse practitioners to patients, while Singapore Airlines employs youthful but competent staffs, who develop an appeal for its clients Health Organization Case Study.

Cultural Issues

Culture affects the smooth running of operations in any organization. Notably, it is evident that the majority of Singapore Airline clients are from Asian countries, who uphold conservative opinions about life. However, is important to understand that provision of medical services may overlook the aspect of culture if optimal results are to be realized. Notably, a healthcare institution may recommend an old but experienced physician to attend to a patient. Based on the Asian culture, employing young clinicians with less knowledge of health matter may jeopardize the safety and health of clients.

Conclusion

UnitedHealth Group is a giant conglomerate that specializes in improving the overall health statuses of the population in the United States and all over the world. Notably, it advocates for the affordable dissemination ofhealth care services to clients, by providing dependable treatment modalities. Besides, it recommends qualified NPs to handle patient predicaments. Similarly, Singapore Airlines strives to offer excellent services to its customers, by upholding client preference. The two companies employ similar strategies, which aim at client satisfaction. However, Singapore Airlines hires a youthful staff, to confine with the Asian culture. It is important to note that the healthcare sector may not consider the age factor when dissemination services, since patient safety is paramount.

References

Alkire, S., & Seth, S. (2015). Multidimensional poverty reduction in India between 1999 and 2006: Where and how?. World Development, 72, 93-108.https://doi.org/10.1016/j.worlddev.2015.02.009

Castro, E. M., Van Regenmortel, T., Vanhaecht, K., Sermeus, W., & Van Hecke, A. (2016). Patient empowerment, patient participation and patient-centeredness in hospital care: a concept analysis based on a literature review. Patient education and counseling, 99(12), 1923-1939.https://doi.org/10.1016/j.pec.2016.07.026

Freeman, G. (2017). UnitedHealthcare sees value-based care as solution for the future. Health Leaders. Retrieved from https://www.healthleadersmedia.com/finance/unitedhealthcare-sees-value-based-care-solution-future

Hartford. (2013).UnitedHealthCare predicts 150% growth in accountable care. Business. com. Retrieved from http://www.hartfordbusiness.com/article/20130710/NEWS01/130719997/unitedhealthcare-predicts-150%89-growth-in-accountable-care

What Health Care Can Do When It’s Caring and Smart (n.d) UnitedHealth Group. Retrieved from https://www.unitedhealthgroup.com/# Health Organization Case Study.

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