Management Arts

Abstract In the health care industry today, failed programs cost organizations a loss of revenues on daily basis. Therefore, management strategies in these organizations need a balance (equilibrium) between program implementation control and the relationships that goes along. These relationships exist between the organization and defined individuals or groups who are directly or indirectly part of the organization’s hierarchy. These groups or individuals comprise the so-called stakeholders and they do have a stake in the organization. A major factor for a program success with any organization is the proactive involvement and management of its strategies with its component staff, including the stakeholders (Thomas, Delisle & Jugdev, 2002). The argument is organizations should look at their stakeholders as part of core management objectives for maximum return of investment. Many organizational programs have failed due to lack of direct top management involvement and support (Jiang and Klein, 1999). The importance of this problem therefore, requires that every organization examine its relationships with its stakeholders constantly since its success or failure revolves around these relationships. Findings: Findings from this study were of great economic importance. The identification, prioritization, and engagement strategies of evaluation of the key stakeholders in Mission Hospital, USA, was an effective tool that could help any organization to know the individuals or groups with power within their organization and how such powers are used. The second importance was the power of teamwork; how individuals or groups may collaborate for a common good; here both the executive management of Mission Hospital, USA, collaborating with the stakeholder management to affect the objectives and goals of the hospital. Third, it showed improved relationships between two former unaligned managers with informal power structures and possible outcome. The conclusion here was that collaboration, involvement, negotiations with the use of inducements; all play major roles in straightening relationships, be it personal or corporate. Statement of the problem: The specific statement of the problem of this study examined management and program implications when upper management and related management (stakeholder management) do not collaborate and involve in pursuing the strategic objectives and goals of the corporation. Many projects, and indeed corporations, have failed for lack of management involvement of component staff in management strategies. Description of design method: The design methodology was in three phases. Phase1 involved the interaction process of identifying, prioritizing, and engaging the key stakeholders of the hospital. Phase2 involved the data gathering techniques, including workshops exercises with the participants. Survey questionnaires were designed separately for the hospital’s management and the identified key stakeholders. The exercises were open-ended and interactive processes with the participants. The outcome was important in that it provided the necessary factors for effective stakeholder management. From the collection and analysis of data, phase 3 was a descriptive case study designed to effect phase 2, through the process of planning, implementing, and monitoring – used in the incremental process improvement management (Carroll & Swatman, 2000). The investigator went further with fact-finding interviews with employees of the hospital. The results findings were spectacular. Design of the study: The purpose of this study was to examine and encourage upper management strategy of Mission Hospital, USA, in order to improve its stakeholder relationships. The study used rationale to establish and analyze outcomes, allowed prediction, and aim for generalization. In order to articulate the stakeholder’s perception of values to the organization pertinent questions were designed to affect the study. The main research question of the study was directed to the hospital’s executive management, challenging them to commitment to teamwork for the overall benefits of the hospital’s objectives and goals attainment. A stakeholder management methodology workshops exercises were designed to assist them in this process. The subject sample group was small. The criteria for the small group were to use a phenomenological approach to find out how a few groups or individuals of important status in an organization feel as a sub-set; making it a qualitative descriptive case study. Significance of conclusions: The implications of notice in this case study on stakeholder management in Mission Hospital, USA, was exploratory yet unique, and based on the combination of qualitative and quantitative designs with limited results. The study is unique in that no similar study exits presently with direct involvements of inside power brokers. Nevertheless, the analysis should be viewed as suggestive, and not one hundred percent definitive. Certain unresolved issues still remains, the resolution of which should challenge practicing health care managers on how to manage their stakeholders to attain the objectives and goals of their organization. However, this investigator presented many suggestions to the management of Mission Hospital, USA, to any promising manager of health care, and to future researchers of health care management in general. Recommendations: The confirmation of the “Pilot study” of this case study should encourage a more detailed research study of economic benefits with stakeholder management collaborations. Such study should be broadened and without any restrictions, as was witnessed in this case study.

This paper advances research on strategic entrepreneurship and small firm competitiveness from the Resource-Based perspective. Several scholars have explained the Resource-Based View mainly in the context of the large firms. The paper considers a review of literatures on strategic entrepreneurship and the Resource-Based View and contends small firms lack resources compared with the large ones, however, their “opportunity-seeking” activities is a rare resource. It is opined an understanding of the interactions of these concepts, that is, the simultaneous pursuit of “opportunity- and advantage-seeking” positions is critical for small firms that operate in dynamic competitive environments to create and sustain competitive advantages.

The present study attempts to make a descriptive research on the employee training in different industries selected for the study. It is intended to develop an understanding and to build up a theory to the extent possible, on the different aspects of employee training. The main aim of the research is to study the existing employee training practices of public and private sector industries selected by the researcher.

This study is based on observation on court-domination , it tries to answer how the governmental organs and their staff who were not chosen by people directly should answer people. The same essay has introduced some concepts of answering, it is to examine some answering goals in the governmental centers and their different aspects. This study is to assign an example as a theoretical form in order to compare some of usual answering systems in the world. The writer, by using the same examples of answering systems in English and America which are two political (parliamentary and boss) systems and those of Pakistan and Bangladesh have explained all details. The writer hops to study the reply systems in the foresaid societies, let us know about these systems and their effects.

The study has been done on the basis of survey questionnaire in the Engineering departments (under graduate) of Indian Institute of Technology, Kanpur to measure the current or baseline departmental performance level. The feedback for this survey questionnaire has been considered independently for service providers such as administrators, faculties, other supporting staff as well as students who receive these services and are direct customers. A total of 116 persons have been surveyed from the 6 randomly selected departments out of 10 departments. The baseline or current performance level of the departments has been assessed based on the coefficient of variation (CV%) level through quantification of the survey questionnaire consisting of eight enablers. Each enabler contains several questions or drivers. A total of 75 drivers have been arrived for 8 enablers. A seven-point scale has been designed for each driver ranging from “Unsatisfactory” to “Outstanding”. To identify the weak areas for a department, the vital few drivers that correspond to “Unsatisfactory” performance have been found to take necessary remedial measures for attaining the new benchmark Coefficient of Variation level (CV%) under the present techno-economic set up.

Social Intelligence, an emerging new science with startling implications for our interpersonal world. If the purpose of education is to teach students skills they need to be well-prepared for life, liberty, the pursuit of happiness...and most likely the pursuit of gainful employment, then teaching social skills must be a crucial part of education. There are new requirements of today’s and tomorrow’s social leaders and members, and they all demand social intelligence.

A good insight of performance or execution in projects along with needed requirements of project management has the most important effect on customers’ satisfactions in a project-based organization. The performance result of each project in an organization has direct relationship with interaction manner of executive processes with project.In this paper, the combination of Delphi and Analytical Network Process (ANP) and Friedman Test have  been applied to detect and rank the best strategy for improving customer’s satisfaction and determining its most important sub-indexes.Based upon obtained results, cost as the main area of project management has the most important effect on customer’s satisfaction in case of applying Information Technology (IT) in BRP of PBO, and the most important strategy in improving and boosting customers’ satisfaction in PBOs is BRP. Furthermore, IT and software are respectively the most important and considerable sub-indexes of structures and IT in BRP of PBOs.

Non-Governmental Organizations (NGOs) exist to satisfy human needs, which are unfulfilled by other social, economic and political institutions. Business sector avoids operations in those areas where it suffers loss while public sector does not have access due to its financial limitations or other priorities like defense building, regional and international politics. However, NGOs in developing world are growing quickly in numbers and areas, but to a large extent, their potentials are still unutilized because of funding limitations, their own institutional weakness and governments’ skepticism towards the role of NGOs. This paper discusses the fund raising techniques for NGOs on financial autonomy and alternative grant making as well as self-financing possibilities.

Recession means a slowdown or slump or temporary collapse of a business activity. Now global meltdown led to job lay-offs across the world. Although India has been directly impacted by the global financial crisis. During recession Major projects and expansion plans are being reviewed by the banking sector and them focusing on reducing costs and borrowings. The biggest problem is ‘Information asymmetry’ in recession. The challenge faced by Indian banks during recession is to ensure a balance between inflation and growth. If our economy experiences high growth rates, it will lead to major exports from our nation which will affect our domestic market and if economy experiences a decline in the inflation rate, it will lead to major imports to our country which will affect the budget. Though the impact of global financial crisis on India is stronger than expected, it will be the first to recover if the Government takes correct decisions and changes the established fiscal and monetary policies. The wholesale price index and the consumer price index need to be watched. The banks should ensure continuous credit flow at a low rate of interest to the private sector and especially to small and medium enterprises for their expansion and the growth projects. Crisis has caused panic in financial markets and encouraged investors to take their money out of risky mortgage bonds and equities and put it into commodities as “stores of values”.

This paper presents the challenges facing procurement committees in secondary schools in Kisii County in the implementation of the public procurement Act of 2005 in the procurement of goods and services used in secondary schools in Kenya, in response to both domestic and international pressures, the secondary schools committees have recently undertaken important initiatives to make their public procurement systems more efficient and transparent in line with the public procurement and disposal Act of 2005. A cross-sectional survey was used, with the sampling frame comprising members of the secondary Procurement committees in Kisii County. Sets of both pre-tested structured and unstructured questionnaires were used to interview a random sample (82) of the Procurement committee members derived using the formula of Israel (1992) of known target population, N. The data was analyzed with the aid of the SPSS (Version 11.5) computer software and presented in form of descriptive tabular summaries. The study finding indicated that the experience with the reforms has been quite varied. There is an urgent need for strengthening institutions involved in public procurement, as these institutions tend to lack technical capabilities and experience external influences. The paper concludes by emphasizing that there are certain imperatives for the development of an effective procurement system. These are: strengthening the democratic political process, and public accountability; creating real market conditions; and improving work ethics in which public good is valued more than individual.