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What points resonate with you regarding leadership and why when it’s come to these reason Reengineering: Mergers, and the Supervisor, Position Descriptions and Performance Standards, Policies and Policy Making

What points resonate with you regarding leadership and why when it’s come to these reason Reengineering: Mergers, and the Supervisor, Position Descriptions and Performance Standards, Policies and Policy Making

Understanding Business
Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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What points resonate with you regarding leadership and why when it’s come to these reason Reengineering: Mergers, and the Supervisor, Position Descriptions and Performance Standards, Policies and Policy Making
4:57 = Q AA Reengineering done properly ordinarily involves the entire organization. This is so because few if any departments, especially departments of a healthcare organization, operate in such isolation as to be self-contained. That is, virtually all departments and activities receive inputs from and send outputs to other departments, and changing the manner in which a department's outputs are structured affects the ways in which other departments do their work. Most departments are effectively open systems; that is, inputs and outputs freely cross system boundaries. It is of course possible to apply reengineering processes within a single department, but if that department is an open system, the effort may improve the internal workings of the reengineered department, but it is also likely to create problems elsewhere in the 48/568 30 2
Transcribed Image Text:4:57 = Q AA Reengineering done properly ordinarily involves the entire organization. This is so because few if any departments, especially departments of a healthcare organization, operate in such isolation as to be self-contained. That is, virtually all departments and activities receive inputs from and send outputs to other departments, and changing the manner in which a department's outputs are structured affects the ways in which other departments do their work. Most departments are effectively open systems; that is, inputs and outputs freely cross system boundaries. It is of course possible to apply reengineering processes within a single department, but if that department is an open system, the effort may improve the internal workings of the reengineered department, but it is also likely to create problems elsewhere in the 48/568 30 2
4:58 = B QAA Policies are guidelines established for pursuing goals and shaping behavior. They reflect the mission and values of organizations and are made more specific by procedures, rules, and regulations. They are of increasing importance to the modern healthcare organization because of the growing propensity for litigation of various kinds. Legal, moral, and ethical problems; sexual harassment; all forms of discrimination; and patients' rights regularly necessitate reevaluation of existing policies. Unnecessary or vague policies create red tape and "Mickey Mouse" rules that frustrate employees and supervisors. Poorly worded policies lead to confusion. Inappropriate, ill- conceived, unfair, or illogical policies are barriers to effective performance, and, worse, they necessitate many exceptions. 80/568 30 : 2
Transcribed Image Text:4:58 = B QAA Policies are guidelines established for pursuing goals and shaping behavior. They reflect the mission and values of organizations and are made more specific by procedures, rules, and regulations. They are of increasing importance to the modern healthcare organization because of the growing propensity for litigation of various kinds. Legal, moral, and ethical problems; sexual harassment; all forms of discrimination; and patients' rights regularly necessitate reevaluation of existing policies. Unnecessary or vague policies create red tape and "Mickey Mouse" rules that frustrate employees and supervisors. Poorly worded policies lead to confusion. Inappropriate, ill- conceived, unfair, or illogical policies are barriers to effective performance, and, worse, they necessitate many exceptions. 80/568 30 : 2
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