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COMPANY/ORGANIZATION A South Florida hospital. The CEO of the hospital saw the need to provide exceptional customer service to differentiate itself from the competition and avoid being acquired. PROBLEM The hospital was undergoing a series of changes involving personnel, organizational alignment and even an expansion of the property which caused disruption to the entire staff. The attitude of many of the hospital personnel was focusing on the negative aspects of the changes and reflected on reduced sensitivity towards the patients. Some ratings from the Joint Commission were below average and the public opinion about the hospital was poor. SOLUTION Management Resources Inc. (MRI): Developed a program to meet the hospital’s needs based on the input from the CEO, the Assistant VP of Planning and one Department Director Different programs were developed for different levels in the organization: an executive program for doctors and administration a program for the staff a program for entry level personnel. The entry level program included customized excerpts of MRI’s programs in: Leadership This program is delivered in Spanish and occasionally in English The program was administered to all personnel. RESULTS Personnel who have attended the program show excellent results. Their attitudes show considerable improvement. The Joint Commission ratings improved considerably. The hospital is among the top ten Hispanic businesses and one of eleven (11) hospitals who are still independently owned in Florida. The Danish Quality Diet. - Hospital diet. Boost your metabolisme and loose min. 10 lb. in 13 days. Guaranteed. Do-It-Yourself Handyman. - Guide to Remodeling, Improving and Repairing Your Home. 
(c) SOTSU, SUNRISE Namco Bandai Games released an automotive navigation system featuring a popular anime series, Mobile Suit Gundam, as an iPhone application on July 29 2011. The product is called Gundam Navi. Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. 5 Steps to Identify Core Processes By Chris Anderson Part Two of Creating Well-Defined Processes SeriesNext Week: ImplementationLast week, we raised the question: how do you know where to begin? How can you identify a gap in one of your company’s core processes?The answer: follow the money trail…But how do you follow the money trail, and what will that mean for your business? To answer this, let's look at five steps to identify your core processes and any needs for change.Step 1: Define Your Business ModelThe following question might sound very … Gdansk Hotels 2. Top-Ten Reasons Why People Quit Their Jobs By Gregory Smith There are many reasons why good employees quit, most are preventable. From my years of experience as a consultant, I’ve identified a “Top Ten” list of reasons why people leave jobs:1. Management demands that one person do the jobs of two or more people, resulting in longer days and weekend work.2. Management cuts back on administrative help, forcing professional workers to use their time copying, stapling, collating, filing and other clerical duties.3. Management puts a freeze on raises and p… 3. Developing Your Management Style By Mark Harrison One thing a lot of us don't do in sales is take time out to analyse things.How are we doing it? Why are we doing it? Can we do it better?Taking time out to assess your management style is one of the most fundemental tasks a person can do. We are not just talking about managing others here either, it can also be how you manage yourself.One thing we should all do (at least once a week) is take time out to analyse your performance and management style. Ask yourself;How effective are you as a… 4. Understanding How Change Has Changed By Peter Hunter There seems to be an assumption that change is a single traumatic event that is thrust upon us and over which we have no control.In the recent past this was definitely true, in industry there would come a sudden realisation at the end of the financial year that unless we did something radical we were going to the wall.The huge and destructive changes that then occurred fitted this model.In 1936 Kurt Lewin suggested that change be divided into three phases:Unfreezing Change RefreezingThis fini… |
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