Correction to paper
Complete the corrections to the paper where it says “minimally competent” and the one does not meet standard area. No length on corrections as long as it covers the comments.
Articulation of Response (clarity, organization, mechanics).
Competent
________________________________
A1. Relevant Information.
Competent
CompetentThe candidate provides relevant information, with adequate
detail, about the chosen organization, including all 5 of the given
points.
EVALUATOR COMMENTS: ATTEMPT 2
1/23/19: All five required elements are touched upon.
________________________________
A1a. Summary of the Business Challenge.
Highly Competent
________________________________
A2. Functional Areas.
Minimally Competent
Minimally CompetentThe candidate provides a plausible analysis, with
limited detail, of 3 functional areas that are either contributing to
or are impacted by the business challenge.
EVALUATOR COMMENTS: ATTEMPT 2
1/23/19: Lack of Leadership is stated as contributing to low employee
engagement which is affecting patient care, inappropriately termed
Marketing, and Production (seemingly employee productivity). General
statements appear to be provided, with no direct link to the
organization and the employee engagement issue. Additionally, a mass
patient walkout is expressed, and termed as “Marketing”. Please
provide supporting statistics, perhaps with the number of clearly
disgruntled employees and their specifically cited reasons, maybe from
an employee survey, for their displeasure. Functional areas may need
to be reassessed.
________________________________
A2a. Obstacles to Organizational Success.
Competent
CompetentThe candidate provides a logical discussion, with adequate
detail, of obstacles that have hindered organizational success.
EVALUATOR COMMENTS: ATTEMPT 2
1/23/19: The opening of the new hospital is apparently diverting
attention from employee engagement.
________________________________
A3. Recommended Solutions.
Does Not Meet Standard
Does Not Meet StandardThe candidate provides appropriate
recommendations, with no detail, to resolve the client’s business
challenge while addressing each of the 3 functional areas from part
A2.
EVALUATOR COMMENTS: ATTEMPT 2
1/23/19: Use of the I5 software is suggested. Detail is not fully
developed. Please provide more detail on the software, its
capabilities, perhaps its competitors, and cite specific examples of
how employee engagement will be improved, linking the recommendation
to the updated functional area analysis.
________________________________
A4. Action Plan.
Minimally Competent
Minimally CompetentThe candidate provides an action plan, with limited
detail, to implement each recommendation from part A3 that includes
the given points.
EVALUATOR COMMENTS: ATTEMPT 2
1/23/19: A chart is provided of some tasks needed for the
implementation of the software. Confusing information is provided on
budget and software cost. A single clear list of tasks, identifying
resources needed, costs, and functional area affected per task is not
evident.
________________________________
A5. Visual Timeline.
Minimally Competent
Minimally CompetentThe candidate provides a visual timeline, with
insufficient detail, that includes the start and end dates,
milestones, and resources for each recommended action or activity from
part A4.
EVALUATOR COMMENTS: ATTEMPT 2
1/23/19: A table with dates is provided. This list of tasks may not be
consistent or complete, and will be further evaluated with the updated
recommendations and action plan.
________________________________
A6. Financial Return on Investment.
Minimally Competent
Minimally CompetentThe candidate provides a plausible analysis, with
limited detail, of the potential long-term financial return on
investment the company may expect based on implementing the
recommendations.
EVALUATOR COMMENTS: ATTEMPT 2
1/23/19: Values are provided for NPVs and ROIs, as well as cash flows
from the software. It is unclear what cash flows are coming from the
system. Please provide support for the provided cash flows in the
section on recommendations, as well as a calculated ROI=(Increased
cash flows – cost of implementation)/cost of implementation.
________________________________
A7. Broader Organizational Returns.
Minimally Competent
Minimally CompetentThe candidate provides a logical discussion, with
limited detail, of the broader organizational returns the company may
expect based on implementing the recommendations.
EVALUATOR COMMENTS: ATTEMPT 2
1/23/19: Increased morale and productivity is stated. It is unclear
how these will occur given the lack of detail in the previous aspects.
________________________________
A8. Time Log.
Highly Competent
________________________________
A9. Reference List.
Competent
________________________________
B. Executive Summary.
Minimally Competent
Minimally Competent The candidate provides an appropriate executive
summary, with limited detail, that highlights the salient points of
the business report from part A.
EVALUATOR COMMENTS: ATTEMPT 2
Improving Employees’ Engagement Scores at Marin General Hospital
Mohamed Abdelmonem
Western Governors University
MBA Healthcare Management program
Table of Contents
Executive Summary ii 1.0. Introduction 1 1.1. History of the Hospital 1 1.2. Healthcare Services Offered by Marin General Hospital 2 1.3. Target Market of General Hospital 2 1.4. Business Challenge 2 1.5. Effects of Low Engagement Scores on Key Functional Areas in Marin General Hospital 3 1.5.1. Production 3 1.5.2. Marketing 4 1.5.3. Leadership 4 2.0. The Action Plan for the Implementation of 15 Software 4 2.1. Proposed Budget for Implementation of 15 Five software 6 2.2. Estimated Project Costs and Benefits of 15 Five software 8 3.0. Financial Returns of I5 Software 9 3.1. Net Present Value 9 3.1.2. Advice to the Marin General Hospital 10 3.2. Return on Investment (ROI) of 15 Five software 10 3.2.2. Advice to Marin General Hospital 11 3.3. Payback Period 11 3.3.3. Advice to Marin General Hospital 11 4.0. Estimated Benefits 15 Five software 11 4.1. Risk Analysis of 15 Five software 12 5.0. Organizational Returns 14 5.2. Morale 14 5.3. Productivity 14 5.4. Culture 14 6.0. Conclusion 15 6.1. Recommendation 15 References 16
Executive Summary
The I5 software is the new technology that helps the organization to analyze both qualitative and quantitative feedback from the employees. Using this technology, the senior managers at Marin General Hospital are in a better position to engage employees on the weekly basis. The software constantly sends customized surveys to employees and analyzes their feedback on various topics. However, despite the seemingly realistic benefits, these processes are not practiced by the Marin General Hospital. On contrary, this hospital is employing management software that is more geared to high profits and productivity rather than employee-management relationship. Using this approach, Marin General Hospital sideline the interests of the employees, an act that makes employees feel disconnected and discouraged from expressing their feelings and opinions on pertinent issues, (Chatterjee Et al 2013). Eventually, the employees’ engagement scores will be negatively affected resulting in low performance in finance, quality, and operational leadership. Currently, the research indicates that the employees’ engagement scores stand at the lowest percentage of 37.7 %, (Chatterjee Et al 2013). For this reason, there is a need to carry out a careful inquiry into strategies and approaches that tend to increase the engagement score to 67% and above. This report will present the development and implementation of I5 software which is expected to increase the employees’ engagement score. The report will highlight different aspects required to implement this software which includes, action plan, Gantt chart, long term financial returns and organizational returns. Additionally, the report provides all the relevant information about the Marin General Hospital such as the brief history, location, target market and healthcare services.
List of Tables
Table 1: Spreadsheet Chart 3 Table 2: Proposed Budget 5 Table 3: Estimated Costs 6 Table 4: NPV of 15 Five software System 8 Table 5: Payback period for ModRec Management System 9 Table 6: Risk Analysis of 15 Five software System 11
Running head: IMPROVING EMPLOYEES ENGAGEMENT SCORES 1
IMPROVING EMPLOYEES ENGAGEMENT SCORES 16
Marin General Hospital
1.0. Introduction
The ever-changing technology necessitates the need for the healthcare institutions to stay up to date with the technology trends. For this reason, these institutions are redesigning their processes and the operations to suit the changing technology. One of the approaches to achieve the above purpose is to develop and implement the software that constantly engages employees at different levels, (Chatterjee Et al 2013). Similarly, such software should enable employees to constantly share their views and how they feel about particulars tasks and duties. However, the procedures for sharing these kinds of information are challenging and cumbersome in nature, (Chatterjee Et al 2013). The healthcare institutions are required to carefully analyze the qualitative and quantitative feedback of the employees to identify gaps and pertinent issues facing the employees, (Chatterjee Et al 2013). Also, the managers at different levels face a number of difficulties to integrate tasks such as surveys and use them to increase to boost the employees’ engagements, (Chatterjee Et al 2013). This report presents I5 management software as the best alternative approach to analyze both the quantitative and qualitative feedback from the employees and combine them with the management tasks such as survey pulse.
A.1 History of the Hospital
In the year 1946, the State of California enacted a Legislative Act that led to the creation of Health Care Districts. These districts were public institutions with the mandate to improve health care provisions and expand these provisions to different parts in California State. It was under this mandate that the Marin General Hospital became fully operational. In the year 1981 and subsequent years, this hospital took advantage of bonds and leasing to expand its provisions of healthcare services to the general public. In the year 1995, Marin General Hospital performed dismally; and as a result of this performance, the hospital merged with Sutter Health and its ownership changed. However, in the year 1996, the Sutter Health and Marin General Hospital agreed to transfer the Hospital ownership to the community. This agreement paved the way for the Marin General Hospital to resume full ownership and control of the facility in the year 2010.
A.2 Healthcare Services Offered by Marin General Hospital
Marin General offers a wide variety of health care services to the general public that covers almost every form of medical specialty. The hospital has acquired and installed modern technologies to handle the emerging medical conditions and diseases. Furthermore, the resources are efficiently allocated to achieve this particular course of action. The major health care services offered in this hospital include Orthopedics, Cancer diagnosis, and treatment, physiotherapy, Rehabilitative services, mental and spinal care, surgery and urology among other services.
A.3-5 Target Market of General Hospital
Marin General Hospital employs about 1500 employees and provides health care services to the residents living in the State of California, United States.
A1. a Business Challenge
The management software used by the Marin General Hospital should combine both the qualitative and quantitative feedback with task management and pulse survey to evaluate how employees feel about their task, (Chatterjee Et al 2013). This act will significantly increase the engagement between the employees and the top management, the act that will consequently improve the employees’ engagement scores, (Chatterjee Et al 2013). However, this hospital is employing management software that is more geared to high profits and productivity rather than employee-management relationship. Using this approach, Marin General Hospital sideline the interests of the employees, an act that makes employees feel disconnected and discouraged from expressing their feelings and opinions on pertinent issues, (Chatterjee Et al 2013). Eventually, the employees’ engagement scores will be negatively affected resulting in low performance in finance, quality, and operational leadership. Currently, the research indicates that the employees’ engagement scores stand at the lowest percentage of 37.7 %, (Chatterjee Et al 2013). For this reason, there is a need to carry out a careful inquiry into strategies and approaches that tend to increase the engagement score to 67% and above. The use of I5 software will enable the management of Marine General Hospital to collect and analyze both qualitative and quantitative feedback from the employees. Eventually, the employees’ engagements score will start to rise due to the use of consultative and inclusive new management approaches. This study aims to improve the employee’s engagement score through the identifications of drivers that will increase employees’ engagement scores in Marin’s Laboratory.
A2 Effects of Low Engagement Scores on Key Functional Areas in Marin General Hospital
Leadership
The Trust between employees and the leadership affects scientifically the employees’ engagement score. the leadership style contributes to the employee’s participation at Marin General Hospital. One of the lowest scores in Marin general Hospital employees’ engagement survey is communication between senior management and the employees. The lack of honest and consistent communications from the leaders make the employees feel left out and uncared for. The low employees’ engagement causes some resistance and grumbling amongst the medical staff working at the Marin General Hospital. These kinds of employees are ungovernable, and the hospital may witness regular widespread industrial actions that jeopardize the existing good relationship between the top management and staff. If this situation is not promptly acted upon, the employees may take a hard stance which is beyond the control of the institution’s leadership, (Chatterjee Et al 2013). Eventually, the hospital will rely on external parties such as courts and government intervention to restore the normal functioning of employees. Thus, low employees’ engagement negatively impacts the leadership of Marin General Hospital.
Production
The low engagement scores impact negatively the ability of the Marin General Hospital to offer quality healthcare services to citizens. The current management software used in this hospital does not engage employees at different levels. Eventually, the employees will feel sideline and they end up putting in fewer efforts as they discharge their respective duties, (Chatterjee Et al 2013). Consequently, the overall service delivery at Marin General hospital will be adversely affected and its operations may be crippled. The employees will feel unmotivated and discouraged to work.
Unengaged employees will not stay working at the hospital for a long time as they will look for an organization that engage their employees which results in a high employment turn-over Marin General Hospital. High turn-over affect negatively the remaining employee’s morale as it makes the remaining employees feel insecure about their job. Training new employees is time consuming which affects the productivity of the hospital. The senior employees will have to take additional tasks and duties which will have a negative impact of the employees production.
Marketing
The poor performance caused by poor employees’ engagement threatens the quality of health care services received by the patients at Marin General Hospital. This kind of service may end up causing grumbling amongst the patients and if the situation is not addressed; there will be more likely a mass walkout of patients from this hospital, (Chatterjee Et al 2013). The grumbling patients and mass walkout send a strong signal to the rest of the population about the inability of the institution to offer the quality health care services, (Chatterjee Et al 2013). For this reason, it will be difficult for the Marin General Hospital to market its services to residents of California State. Therefore, low employees’ engagement scores affect negatively the marketing of healthcare services at Marine General Hospital.
A2. a Organizational Obstacles
Even though The hospital is aware of the low employee’s engagement, the senior management has been busy with daily day-to-day operations and planning the opening of the new hospital in 2020. Marin General Hospital spent lots of money on the new hospital which results in some financial distress that delayed taking actions about the low engagement score.
A3 Recommendation
The Marin General Hospital should acquire and implement the I5 software to improve employees’ engagement scores. The I5 software is a new employees review and performance software that allow employees to answer few questions and give feedbacks and suggestion to the management teams. Employees take about 15 minutes a week to answer the questions, while managers spend about five minutes read the answers and comment on the response. The employees will feel engages in meaningful dialogue that transforms into improved business outcome.
The Marin General Hospital should provide more training to the management team about how effective and honest communication with the employees will improve the employees’ engagement.
A4 The Action Plan for the Implementation of 15 Software
The Project plan is an important tool used during the execution of any successful project. The success of the project largely depends on how the project manager plan for projects sub-task and work packages. This act enables the project manager to estimate the project duration, to identify finished and unfinished tasks, and finally, to allocate resources (human and time resources) to various project tasks. In the given case study, the 15 Five software, a technology used to analyze employees’ feedback, is presented as the best alternative system to improve the employees’ engagement scores. For this reason, the student chose to develop a project of this management system. The developed plan consists of timescales and the milestones as shown in the table below.
Table 1: Spreadsheet Chart
Project Name
15Five software
Project Manager
Bilal M
Project Deliverable
Scope Statement:
Start Date
10-Feb
End Date
13-Mar
Overall Progress
20%
Tasks
Responsible
Start
End
Days
Status
Set kick-off meeting
Team Manager
1/29
2
Not started
Agree on objectives
Team Manager
1/29
2/1
2
Not started
Detailed Reqs.
Taha
2/1
12/2
1
Not started
Hardware Reqs.
Ahmad
2/2
2/5
3
Not started
Final Resource Plan
Jacob
2/5
2/11
6
Not started
Staffing
Bilal
2/11
2/14
3
Not started
Technical Reqs.
Taha.
2/14
2/18
4
Not started
DBI Development
Gulraiz.
2/18
2/22
4
Not started
API Development
Jacob
2/22
2/26
4
Not started
UI Client
Bilal
2/26
2/28
2
Not started
Testing
Ahmad
2/28
3/2
3
Not started
Dev. Complete
Jacob
3/3
3/5
2
Not started
Hardware Config.
Bilal
3/5
3/8
3
Not started
System Testing
Taha
3/8
3/10
2
Not started
Launch
3/10
3/13
3
The above table shows the important tasks required to complete the implementations of the 15 Five software. The chronology of events gives the project manager the hint on what has been completed, the work in progress and the unfinished tasks. Also, the above table shows the important milestones in the implementation of the 15 Five software. The accomplished tasks are the kick-off meeting, objectives of the system, detailed and hardware requirements.
1.1. Proposed Budget for Implementation of 15 Five software
The budget preparation is critical to successful implementation of 15 Five software. In most instances, the implementation of the software fails due to the failure of the project manager to identify the potential costs. The budget estimation for any software implementation mostly revolves the material costs and labor costs. On this basis, the student to subdivided budget in different categories namely: the cost associated with team implementation, hardware, software, and facility. The proposed budget for each category is shown in the table below.
Table 2: Proposed Budget
Resource Name
Resource Role
Resource Duration
Costing
Resource Duration × Resource rate (‘000’)
Implementation Team
To pay for salaries and wages
27 days
$11, 084× 27
= $299,271
Software
To acquire software
1 day
$36, 100×1
=$36,100
Hardware
To acquire physical infrastructure
1 day
$5.018× 1
=$5. 018
Facility
To rent office
1 day
$200× 1
=$200
Total
–
30 days
$335, 576. 02
.
The above table show the estimated budget of the tasks required to successfully implement the 15 Five software. First is the cost associated with the implementation team from the start date to the end. This cost consists of salaries and wages of the team members discharging various duties to finalize the implementation of the system. The salaries and wages are drawn from the US Bureau of Labor Statistics website (2018) which provides the average wages of system developers. Secondly, the hardware budgets which consist of costs are associated with the physical infrastructure required to install 15 Five software. These infrastructures consist of data collection centers, 9TB RAM, and 592v CPU among other physical structures. The costs of these are derived from online Microsoft stores that sell various types of software and hardware. On the other hand, the budget of software consists its licensing fees and acquisition costs. The licensing fees were drawn from the review of Public Sector bids on the similar products. Also, the licensing fees were drawn from the review of charges charged by the State authorities. The cost of acquiring different software was drawn the from online Microsoft stores that sell various types of software. Conclusively, the total estimated budget required to implement the 15 Five software sum to $335, 5, 76 0, 200
1.2. Estimated Project Costs and Benefits of 15 Five software
The costs for implementing 15 Five software are divided into capital costs, operation and maintenance costs. The capital costs consist of one-time expense incurred during the acquisition of the system. The operation costs are day-to-day expenses incurred to run the proposed system while the maintenance costs are expenses incurred to keep the 15 Five software in good conditions, (Chatterjee Et al 2013). The following table represents the aforementioned types of costs.
Table 3: Estimated Costs
Fiscal Year
Capital Cost
Operation & Maintenance Cost
Salvage Value
Total Cost
2018
$1.40
$3.46
$1.40
2019
$64.91
$3.46
$64.91
2020
$93.38
$3.46
$93.38
2021
$165.39
$3.46
$165.39
2022
$57.83
$3.46
$61.29
($81.14)
Total
$382.91
$17.30
$81.14
$386.87
The operation life of project life: 5 years
Salvage Value: 20% of investment cost
The above table shows the estimated costs of using the 15 Five software. The operation costs consist of Accounting and legal fees, rent, office supply costs, repair and maintenance, utility expenses, salaries, and wages, (Chatterjee Et al 2013). The salvage value is a- estimated value of 15 Five software system after its useful life (after five years). This value was calculated using the straight-line method. Finally, the capital cost is the cost required to bring the 15 Five software. The capital cost was derived from the from the 15 Five software Technologies website which manufactures and sell 15 Five software.
3.0. Financial Returns of I5 Software
3.1. Net Present Value
It is an approach used to determine the profitability of the investment; and hence, it is a critical tool used to make investment decisions. it is calculated by subtracting the present values of cash outflows from the present the present values of cash inflows. The initial cost of acquiring 15 Five software system is $300, 000(‘Microsoft Online Stores’ 2018). According to the Digital Business Investment consultant firm, the discounted rate of 15 Five software system is five percent and has increased cash inflows throughout its life. The cash inflows from this system for a period five years are as follows: $ 10 00, 000, 125, 000, 132, 000, 147, 000 and 165, 000. The table below shows the calculated net present value of the 15 Five software.
Table 4: NPV of 15 Five software System
Year
Cash Flows
Present Value
1
100, 000
$78,352.62
2
125, 000
$97,940.77
3
132, 000
$103,425.45
4
147,000
$115,178.35
5
165, 000
$129,281.82
NPV (Present values – Initial Costs
$572,862.42
$272,862.42
3.1.2. Advice to the Marin General Hospital
The medical institutions should invest in 15 Five software the NPV is positive. The positive NPV is a clear indication that implementing the system will yield optimal results. However, the management should know that the expected cash flows are estimation from the consultancy firm’s analysts and the results do not automatically imply positive project worth.
3.2. Return on Investment (ROI) of 15 Five software
It measures the gain or loss generated by the 15 Five software relative to its initial cost. It is calculated using the formula below.
ROI = (Net Profit / Cost of Investment) x 100
Hence, the ROI of 15 Five software for the five years is given by
272,862.42/300, 000
=0.91×100
=91%
3.2.2. Advice to Marin General Hospital
The management of the healthcare institutions should adopt the 15 Five software because the ROI index is good. The higher the ROI index the higher the profitability of the investment and vice versa.
3.3. Payback Period
Using the analyses from the Digital Business Investment consultant firm where the cash inflows are as follows: $ 1000, 000, 125, 000, 132, 000, 147, 000 and 165, 000 and the discount rate is 5% then the payback period for these irregular cash flows is shown in the table below.
Table 5: Payback period for ModRec Management System
Cash Flow
Net Cash Flow
Discounted Cash Flow
Net Discounted Cash Flow
Year 0
$-300,000.00
$-300,000.00
$-300,000.00
$-300,000.00
Year 1
$100,000.00
$-200,000.00
$95,238.10
$-204,761.90
Year 2
$125,000.00
$-75,000.00
$113,378.68
$-91,383.22
Year 3
$132,000.00
$57,000.00
$114,026.56
$22,643.34
Year 4
$147,000.00
$204,000.00
$120,937.26
$143,580.61
Year 5
$165,000.00
$369,000.00
$129,281.82
$272,862.42
Payback Period: 2.568 years
Discounted Payback Period: 2.801 years
Cash Flow Return Rate: 31.09% per year
3.3.3. Advice to Marin General Hospital
The healthcare institutions will start enjoying the profits after 2.8 years and hence, it is a plausible idea to invest in the new system.
4.0. Estimated Benefits 15 Five software
The estimated benefit of 15 Five software touches the economic value that results from its usage. The economic value of this system is divided into incremental and non-incremental benefits. The incremental benefits are the additional outputs to the case without the project while non-incremental benefits are the output of the project substitutes, (Chatterjee Et al 2013). For the 15 Five software, the non-incremental benefits are convenient recording and easier retrieval of patients’ past illness records. Another non-incremental benefit is free sharing of health information between the patient and the health service providers. On the other hand, incremental benefit is induced preference of 15 Five software to other forms of Electronic Health Records (EHR).
4.1. Risk Analysis of 15 Five software
The risk analysis is an act of identifying risks that may jeopardize the success of the project implementations. As with any other project, the implementation of 15 Five software has a number of risks that threatened its implementations. The first risk is the technological risk. There might be insufficient technical know-how of maintaining the 15 Five software resulting in inaccurate data. This situation may threaten the tendency of the healthcare institutions to adopt the new system of Electronic Health Record. However, this kind of is mitigated through research and development. Similar to the other fields, the research and development will invent new technologies on how to maintain the 15 Five software.
The second risk is the resistance from the medical professionals and other stakeholders. The medical professionals may perceive the new system as a threat to their careers, and hence, they may stall its implementations. On the other hand, the other stakeholders such patients may doubt the confidentiality of their medical information that is stored and accessed from the new system. For this reason, the patients hesitate to use the new system and instead go for the other forms of sharing their information. However, this risk is mitigated by creating awareness amongst the users. The education dispenses the doubts the users may be having on the new system.
Table 6: Risk Analysis of 15 Five software System
Risk Name
Likelihood of the Risk
Technology
Very High
People
Low
From the above table, there is a high likelihood for the technological risks to occur when implementing the 15 Five software. On the other hand, there is a low likelihood for risks associated with people to occur. The likelihood of technological risk is high because the staffs have inadequate knowledge of how to operate the new system, and hence, they may end-up making technological errors. Consequently, there is little knowledge of how to maintain and repair the new system. Technology experts have not found out reliable technology required to maintain and repairs the system failure; thus, its implementation faces high technological risks. On another point, the risks associated with the people are less likely to occur during the implementation of the new system. The resistance from the medical staff are deliberate and are caused by job and privacy-related insecurities. The education will provide the much-needed knowledge on the positive and the negative impacts of the new system, an act that will help avert the risk.
5.0. Organizational Returns
5.2. Morale
The new proposed I5 software will bring morale to both the medical staff and senior management of Marin General Hospital. The medical staff will be highly motivated to submit their feedback and opinions touching the pertinent issues in the hospital. Through this submission, the medical staffs will feel assured of amicable solutions to their grievances. On another point, the senior management stands a better chance to receive prompt receives responses from the staff. This act will motivate them to look for solutions to the raised issues and the desire to fulfill the interests of the employees. Eventually, the Marin General Hospital will achieve the smooth working relationship that transforms its overall performance.
5.3. Productivity
The implementation of I5 software will bring a radical change to the overall productivity of the medical staff at Marin General Hospital. This software will increase the engagement between the employees and the senior management, an act that will encourage teamwork and a sense of belonging amongst the employees. Teamwork encourages the performance of different duties as a team; and hence, contributing to high-quality outputs. On another point, sense of belonging encourage the medical staff to strive for better results to achieve both short and long term goals; eventually, contributing to a greater extent the productivity of the organization.
5.4. Culture
The implementation of the proposed software will cultivate a good culture within the Marin General Hospital. As a matter of specificity, the I5 software enhances good communication within the institutions. Through the implementation of this software, both the senior management and working staff will have a culture of sharing ideas, raising pertinent issues and the provision of amicable solutions to these issues. Furthermore, good engagement and communication are good for organizational performance and achievement of goals.
6.0. Conclusion
The I5 software is on the right course to its completion with twenty percent of the overall work completed. The project is well distributed among the team members, an act that will improve the completion rate. The implementation budget is carefully developed to avoid future shortages that may cripple the success of the software. The cost elements are carefully selected and the most important elements were given priority. These elements were the hardware, software, facility and the salaries and wages of the implementation team. On the same note, the cost and benefits of the new software was estimated. The major costs to be incurred during the implementation of the software was the operation and maintenance costs, and the capital cost. On the other hand, the benefits of the system were categorized into two namely: the incremental and non-incremental benefits. Furthermore, the report analyzed the risks that may threaten the successful implementation of the project. The report highlighted the two common risks: the technological and risks associated with people. The likelihoods of those risks were quantified and mitigation strategies recommended. Therefore, the Marin General Hospital should implement this software to improve the employees’ engagement scores.
References
Chatterjee, S., Levin, C., & Laxminarayan, R. (2013). Unit Cost of Medical Services at Different Hospitals in India. PLoS ONE, 8(7), e69728. doi:10.1371/journal.pone.0069728
Microsoft Store Online. (2018, October 10). Retrieved from https://www.microsoft.com/en-us/store/b/home
U.S. Bureau of Labor Statistics. (2018, April 13). Software Developers: Occupational Outlook Handbook: Retrieved from https://www.bls.gov/ooh/computer-and-information-technology/software-developers.htm
Meeting #
Date
Duration
Location
Summary of keys discussed
Action items
1
12/3/2018
60 minutes
Face-to-Face
Initial capstone discussion with lab director.
Identify a problem.
2
12/7/2018
60 minutes
Face-to-Face
Discussed and agreed on problem statement.
Next meet with patient experience director.
3
12/11/2018
30 minutes
Face-to-Face
Discussed the functional area related or contributed to the problem.
Meet with IT department.
4
12/17/2018
60 minutes
Face-to-Face
Discussed the impact of the employees engagement of IT.
Collect data related to the functional areas.
5
12/23/2018
30 minutes
Face-to-Face
Discussed the impact of possible solution on the functional areas.
Meet with Financial department.
6
12/28/2018
Collect additional data.
Analyze the data.
7
1/7/2019
15 minutes
Face-to-Face
Collect additional data related to the soft and hard cost.
Work on the recommendation and implantation of the project.
Time line
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