Customer Relationship Management, Customer Satisfaction and Its Impact on Customer Loyalty
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Organizational Behavior Management in Health Care: Applications for Large-Scale Improvements in Patient Safety
Organizational Behavior Management in Health Care: Applications for Large-Scale Improvements in Patient Safety Thomas R. Cunningham, MS, and E. Scott Geller, PhD Abstract Medical errors continue to be a major public health issue. This paper attempts to bridge a possible disconnect between behavioral science and the management of medical care. Epidemiologic data on patient safety and a sampling of current efforts aimed at patient safety improvement are provided to inform relevant applications of organizational behavior management (OBM). The basic principles of OBM are presented, along with recent innovations in the field that are relevant to improving patient safety. Safety-related applications of behavior- based interventions from both the behavioral and medical literature are critically reviewed. Potential OBM targets in health care settings are integrated within a framework of those OBM techniques with the greatest possibility of improving patient safety on a large scale. Introduction Organizational behavior management (OBM) focuses on what people do, analyzes why they do it, and then applies an evidence-based intervention strategy to improve what people do. The relevance of OBM to improving health care is obvious. While poorly designed systems contribute to most medical errors, OBM provides a practical approach for addressing a critical component of every imperfect health care system—behavior. Behavior is influenced by the system in which it occurs, yet it can be treated as a unique contributor to many medical errors, and certain changes in behavior can prevent medical error. This paper reviews the principles and procedures of OBM as they relate to reducing medical error and improving health care. -
Historical Evolution of Management Accounting
1990's: Value Based Management Focus shifted to include the creation of customer value, strategy, balanced scorecards, EVA, and other related concepts. 1980's: Lcan Enterprise CA M-I Cost Management Focus shifted to the reduction of waste, JTT, teamwork, ABC, target costing, quality, investment & product life cycle management. 1951 - 1980's: Managerial Accounting Focus shifted to providinginformation for management planning & control. 1920 - 1950: Cost Accounting Matching concept developed. Focus on cost determination and financial control. 1812 - 1920: Accountingfor Processes Prior to the matching concept. Focus on operating cost and efficiency of processes. Shah Kamal Historical Evolution of Assistant Relationship Manager Management Accounting Bank Alfalah [email protected] Abstract The obsolescence of most companies' cost accounting and management control systems is particularly unfortunate for the global competition of the 1980s (Johnson & Kaplan, 1987). During the past two decades, conventional cost and management accounting practices have been under extensive criticism for their malfunction to instigate change and their inability to support management accounting innovations in coping with the requirements of a changing environment. The academic literature has been crucial of conventional management accounting systems particularly for their lack of efficiency and capability to present comprehensive and the latest information and to assure decision makers and potential users of such information. Focusing on this debate, current study reviews the evolution of cost and management accounting innovations over the past century around the world and to examine whether there has been a significant impact of management accounting in the organization. The analyses suggest that management accounting is changing. However, these changes do not have much bearing upon the type of management accounting techniques. -
Trade Management Guidelines
Trade Management Guidelines TRADE MANAGEMENT TASK FORCE Theodore R. Aronson, CFA, Chairman Aronson + Partners Gregory H. Bokach, CFA Damian Maroun American Century Investment Management G.E. Asset Management Corporation Eugene K. Bolton Jean Margo Reid G.E. Asset Management Corporation Paul Richards* Michael H. Buek, CFA Financial Services Authority The Vanguard Group H. Paul Reynolds Richard A. Carriuolo Frank Russell Securities, Inc. R.M. Davis, Inc. George U. Sauter Gene A. Gohlke, Ph.D., CPA* The Vanguard Group U.S. Securities and Exchange Commission Erik R. Sirri Paul S. Gottlieb Babson College Merrill Lynch Wayne H. Wagner Joanne M. Hill Plexus Group Goldman, Sachs & Co. Jessica L. Mann, CFA Donald B. Keim CFA Institute The Wharton School Maria J. A. Clark, CFA Anthony J. Leitner CFA Institute Goldman, Sachs & Co. Ananth Madhavan ITG, Inc. * Observer. 1 CFA INSTITUTE TRADE MANAGEMENT GUIDELINES Recognizing the ambiguities and complexities surrounding the concept of Best Execution,1 CFA Institute Trade Management Task Force has developed the CFA Institute Trade Management Guidelines (Guidelines) for investment management firms (Firms). The recommendations contained herein stem from the obligations Firms have to clients regarding the execution of their trades and provide Firms with a demonstrable framework from which to make consistently good trade-execution decisions over time. The Guidelines formalize processes, disclosures, and record-keeping suggestions that, together, form a systematic, repeatable, and demonstrable approach to seeking Best Execution. It is important to note that the Guidelines are a compilation of recommended practices and not standards. CFA Institute encourages Firms worldwide to adopt as many of the recommendations as are appropriate to their particular circumstances. -
Exploring the Conceptual Expansion Within the Field of Organizational Behavior: Organizational Climate and Organizational Culture
Exploring the conceptual expansion within the field of organizational behavior: Organizational climate and organizational culture. Willem Verbeke, Marco Volgering, and Marco Hessels Erasmus University Rotterdam Abstract Developments within social and exact sciences take place because scientists engage in scientific practices that allow them to further expand and refine the scientific concepts within their scientific disciplines. There is disagreement among scientists as to what the essential practices are that allow scientific concepts within a scientific discipline to expand and evolve. One group looks at conceptual expansion as something that is being constrained by rational practices. Another group however suggests that conceptual expansion proceeds along the lines of ‘everything goes.’The goal of this paper is to test whether scientific concepts expand in a rational way within the field of organizational behavior. We will use organizational climate and culture as examples. The essence of this study consists of two core concepts: one within organizational climate and one within organizational culture. It appears that several conceptual variations are added around these core concepts. The variations are constrained by rational scientific practices. In other terms, there is evidence that the field of organizational behavior develops rationally. 1. Introduction In every scientific discipline scholars come to ask what the researchers in their field have been doing, what the focus of research should be and/or where their research field is or should be heading to. These kind of questions are also being asked in the field of organizational behavior by scholars like Schneider (1985), Dunnette (1991) and O'Reilly (1991). From a theoretical point of view, these scholars question what and how scientific concepts--like emotions, organizational environment, performance etc.--could be used in order to answer the more fundamental question within their discipline: “i.e. -
An Exploration of Organizational Buying Behavior in the Public Sector
University of Kentucky UKnowledge Theses and Dissertations--Marketing and Supply Chain Marketing & Supply Chain 2018 AN EXPLORATION OF ORGANIZATIONAL BUYING BEHAVIOR IN THE PUBLIC SECTOR Kevin S. Chase University of Kentucky, [email protected] Digital Object Identifier: https://doi.org/10.13023/ETD.2018.119 Right click to open a feedback form in a new tab to let us know how this document benefits ou.y Recommended Citation Chase, Kevin S., "AN EXPLORATION OF ORGANIZATIONAL BUYING BEHAVIOR IN THE PUBLIC SECTOR" (2018). Theses and Dissertations--Marketing and Supply Chain. 7. https://uknowledge.uky.edu/marketing_etds/7 This Doctoral Dissertation is brought to you for free and open access by the Marketing & Supply Chain at UKnowledge. It has been accepted for inclusion in Theses and Dissertations--Marketing and Supply Chain by an authorized administrator of UKnowledge. For more information, please contact [email protected]. STUDENT AGREEMENT: I represent that my thesis or dissertation and abstract are my original work. Proper attribution has been given to all outside sources. I understand that I am solely responsible for obtaining any needed copyright permissions. I have obtained needed written permission statement(s) from the owner(s) of each third-party copyrighted matter to be included in my work, allowing electronic distribution (if such use is not permitted by the fair use doctrine) which will be submitted to UKnowledge as Additional File. I hereby grant to The University of Kentucky and its agents the irrevocable, non-exclusive, and royalty-free license to archive and make accessible my work in whole or in part in all forms of media, now or hereafter known. -
Vaccine Management Plan
Vaccine Management Plan KEEP YOUR MANAGEMENT PLAN NEAR THE VACCINE STORAGE UNITS Practices must maintain a vaccine management plan for routine and emergency situations to protect vaccines and minimize loss due to negligence. The Vaccine Coordinator and Backup are responsible for implementing the plan. Instructions: Complete this form and make sure key practice staff sign and acknowledge the signature log whenever your plan is revised. Ensure that all content (including emergency contact information and alternate vaccine storage location) is up to date. Keep the plan in a location easily accessible to staff and available for review by VFC Field Representatives during site visits. (For practices using mobile units to administer VFC vaccines: Complete the VFC “Mobile Unit Vaccine Management Plan” to itemize equipment and record practice protocols specific to mobile units.) Section 1: Important Contacts KEY PRACTICE STAFF & ROLES Office/Practice Name VFC PIN Number Address Role Name Title Phone # Alt Phone # E-mail Provider of Record Provider of Record Designee Vaccine Coordinator Backup Vaccine Coordinator Immunization Champion (optional) Receives vaccines Stores vaccines Handles shipping issues Monitors storage unit temperatures USEFUL EMERGENCY NUMBERS Service Name Phone # Alt Phone # E-mail VFC Field Representative VFC Call Center 1-877-243-8832 Utility Company Building Maintenance Building Alarm Company Refrigerator/Freezer Alarm Company Refrigerator/Freezer Repair Point of Contact for Vaccine Transport www.eziz.org 1 IMM-1122 (12/20) -
BGMT 640.50: Organizational Behavior Jennifer D
University of Montana ScholarWorks at University of Montana Syllabi Course Syllabi 9-2013 BGMT 640.50: Organizational Behavior Jennifer D. Smith University of Montana - Missoula, [email protected] Let us know how access to this document benefits ouy . Follow this and additional works at: https://scholarworks.umt.edu/syllabi Recommended Citation Smith, Jennifer D., "BGMT 640.50: Organizational Behavior" (2013). Syllabi. 1753. https://scholarworks.umt.edu/syllabi/1753 This Syllabus is brought to you for free and open access by the Course Syllabi at ScholarWorks at University of Montana. It has been accepted for inclusion in Syllabi by an authorized administrator of ScholarWorks at University of Montana. For more information, please contact [email protected]. University of Montana - Missoula School of Business Administration Organizational Behavior- BGMT 640 Weeks 1-10, Fall Semester 2013 (I) Tues/Thurs 12:40-2:00 (II) Wednesday 6:10-9:00 Professor: Jennifer Smith Office Hours: By appointment or contact [email protected] email Telephone: (406) 493-4509 COURSE DESCRIPTION The ability to understand, predict, and improve the performance of employees and organizations is key in today’s business environment. This course focuses on some of the “soft skills” that are necessary to manage human actions in organizations. We will studyindividual the aspects related to organizational behavior (including self-awareness, personalities, individual differences, motivation, and perspectives) as well as delving intogroup the and organizational aspects, (including conflict, communication, networks, culture, and organizational structure). A particular focus will be on interpersonal skills and the development of personal strategies. Students are required to review the theories involved in the study of organizations and the people within (through readings and research) so that the focus of the course can be on learning to apply those theories and concepts to real situations (through observations, in-class discussions, and exercises/activities). -
MGT-Management
Course Descriptions MGT-Management MGT300 - Principles of Management This course provides background and insight into the human factors involved in the day-to-day and long-term operations of an organization. It is built on the management functions necessary for success in any type (profit or nonprofit) organization. The course focuses on major issues that affect today's managers, such as global environment, corporate social responsibilities and ethics, organizational culture, employee empowerment, and employee diversity. It also explores how external environments affect the operations of organizations. MGT301 - Organizational Behavior This course is designed to provide students with a multidisciplinary view of the study of behavior in organizations to better understand and manage people at work. It focuses on describing and explaining the core concepts and foundation principles that are fundamental to understanding behavior in organizations. Emphasis is placed on topics that affect individual behavior, team and group behavior and behavior of the organization itself. Behavioral questionnaires and self-assessment instruments are used to help students gain self-insights and further develop the competencies needed to be effective employees and successful managers/leaders. MGT303 - Entrepreneurship I: Small Business Fundamentals This is a management course designed to address the steps in the entrepreneurial process to establish a new business or to launch a new product line in an established organization. This course is a study of how to successfully analyze opportunities for a new venture. The contents provide the complete analytical process for establishing a new and successful operation. The new venture decision provides a compelling reason for success. This course leads up to the establishment of a complete Business Plan. -
Earned Value Management: What Is It? Who Needs
Franklin Training Group EARNED VALUE MANAGEMENT: WHAT IS IT? WHO NEEDS IT? Capturing Opportunities for Performance Excellence Earned Value Management 1 Chet Franklin ASQ 711 July 2008 What is EVM? Franklin Training Group • EVM; Earned Value Management • For the management of projects • It is called: – A concept – A discipline – An approach – A program • A set of tools Capturing Opportunities for Performance Excellence Earned Value Management 2 Chet Franklin ASQ 711 July 2008 Who needs it? Franklin Training Group • No one NEEDS it • Who can use it? – Program Managers – Project Managers – Project Teams – Budget Analysts – Planners Capturing Opportunities for Performance Excellence Earned Value Management 3 Chet Franklin ASQ 711 July 2008 Project Managers Need Franklin Training Group • Plan – What is to be done? – When is it to be done? – What will it cost? • Tracking – What has been done? – When was it done? – What did it cost? Capturing Opportunities for Performance Excellence Earned Value Management 4 Chet Franklin ASQ 711 July 2008 What will EVM do? Franklin Training Group • Provide Project Status – Financial performance – Schedule performance • Provide information – Identify risks – Predict future performance • Financial – Cost-to-Complete • Schedule – Variance from plan Capturing Opportunities for Performance Excellence Earned Value Management 5 Chet Franklin ASQ 711 July 2008 Is EVM New? Franklin Training Group • NO! • The basic concepts? – They’ve been around for a 100 years, or so – PVA (Planned Value of Work Accomplished) – BCWP -
1 Organizational Behavior in Innovation, Marketing, And
1 Organizational Behavior in Innovation, Marketing, and Purchasing in Business Service Contexts—An Agenda for Academic Inquiry Maria Holmlund (corresponding author)*, Christian Kowalkowski*,** and Sergio Biggemann*** * Department of Marketing, CERS – Centre for Relationship Marketing and Service Management, Hanken School of Economics, Helsinki, PO Box 479, FI-00101 Helsinki, Finland. Tel +358 40 35 21 396, [email protected] ** Department of Management and Engineering, Linköping University, SE-581 83 Linköping, Sweden. *** Marketing Department, School of Business, University of Otago, PO Box 56, Dunedin 9054, New Zealand. Original Publication: Holmlund, M., Kowalkowski, C. and Biggemann, S. (2016), “Organizational Behavior in Innovation, Marketing, and Purchasing in Business Service Contexts—An Agenda for Academic Inquiry”, Journal of Business Research, Vol. 69. http://dx.doi.org/10.1016/j.jbusres.2016.02.014 Copyright: Elsevier http://www.elsevier.com 2 Abstract Many businesses today recognize the increased significance of service and the transition toward service orientation. Nonetheless, organizational practitioners frequently encounter problems managing this shift and seizing service-related business opportunities. This practical relevance, together with many still-unanswered service research questions, have inspired the preparation of this special section. We discuss the significance of business services from an academic and practitioner perspective. We find ample opportunities for conducting research combining managerial -
Organizational Change and Development Chapter 12
Organizational Change and Development Chapter 12 ORGANIZATIONAL CHANGE AND DEVELOPMENT Introduction Change is a constant, a thread woven into the fabric of our personal and professional lives. Change occurs within our world and beyond -- in national and international events, in the physical environment, in the way organizations are structured and conduct their business, in political and socioeconomic problems and solutions, and in societal norms and values. As the world becomes more complex and increasingly interrelated, changes seemingly far away affect us. Thus, change may sometimes appear to occur frequently and randomly. We are slowly becoming aware of how connected we are to one another and to our world. Organizations must also be cognizant of their holistic nature and of the ways their members affect one another. The incredible amount of change has forced individuals and organizations to see “the big picture” and to be aware of how events affect them and vice versa. Organizational development (OD) is a field of study that addresses change and how it affects organizations and the individuals within those organizations. Effective organizational development can assist organizations and individuals to cope with change. Strategies can be developed to introduce planned change, such as team-building efforts, to improve organizational functioning. While change is a “given,” there are a number of ways to deal with change -- some useful, some not. Organizational development assists organizations in coping with the turbulent environment, both internally and externally, frequently doing so by introducing planned change efforts. Organizational development is a relatively new area of interest for business and the professions. While the professional development of individuals has been accepted and fostered by a number of organizations for some time, there is still ambiguity surrounding the term organizational development. -
Bs /Organizational Management
ORGANIZATIONAL MANAGEMENT- B.S. /ORGANIZATIONAL MANAGEMENT- B.P.S. Primary Faculty, New York State: Dr. Claire Henry (Assessment Faculty), Julie Hood-Baldomir (Dept. Chair), Dr. Douglas LePelley, Dr. Elena Murphy (Assessment Faculty) Mission The Bachelor of Science in Organizational Management is an upper division degree program. Through a cohort-based model of learning, the program prepares students to create positive change both organizationally and individually, through developing their ability to assess organizations and utilize innovative and strategic solutions to help organizations achieve extraordinary results. Student Learning Goals The OM Student Learning Goals are categorized within the framework of the Nyack College core values. Through an academically rigorous interdisciplinary curriculum, adult students in the Organizational Management program will be able to: Academically Excellent: o Demonstrate the ability skills in the use of technology, communication, and research as it relates to scholarship. o Develop analytical thinking skills as tools for problem solving in the workplace. Globally Engaged: o Demonstrate fluency in using ethical theories as a framework for positioning organizations as responsible, global citizens Intentionally Diverse: o Demonstrate the ability to utilize diverse perspectives as a, means to solving problems and initiating change within an organizational context Personally Transforming: o Develop process in which to assess and promote personal growth, development and life-long learning Socially Relevant: