NURS 451 Assignment Health Organization Case Study

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NURS 451 Assignment Health Organization Case Study

NURS 451 Assignment Health Organization Case Study

 

Research a health care organization or a network that spans
several states within the U.S. (Example: United Healthcare, Vanguard, Banner
Healthcare, etc.).

Harvard Business Review Online and Hoover’s Company Records,
found in the GCU Library, are useful sources. You may also find pertinent
information on your organization’s webpage.

Review “Singapore Airlines Case Study.”

Prepare a 1,000-1250-word paper that focuses on the
organization or network you have selected.

Your essay should assess the readiness of the health care
organization or network in addressing the health care needs of citizens in the
next decade, and include a strategic plan that addresses issues pertaining to
network growth, nurse staffing, resource management, and patient satisfaction.
Provide a comparison to the health care organization or network and the
Singapore Airlines. Include any cultural issues that may influence the
practices listed above.

Prepare this assignment according to the APA guidelines
found in the APA Style Guide, located in the Student Success Center. An
abstract is not required.

This assignment uses a rubric. Please review the rubric
prior to beginning the assignment to become familiar with the expectations for
successful completion.

You are required to submit this assignment to Lopes Write.
Please refer to the directions in the Student Success Center.

NRS-451V Singapore Airlines Case Study

(Student paper)

Singapore
Airlines was created in 1972 following a separation from Malaysian Airlines. In
the wake of reorganization, Singapore Airlines undertook aggressive growth,
investing and trading to maximize profitability and expand market share.
Through this change, a new company philosophy emerged, “Success or failure is
largely dictated by the quality of service it provides” (Wyckoff, 1989). By
reinventing the company infrastructure and introducing new initiatives focused
on excellence in customer service, Singapore Airlines became a global leader in
the service industry, elevating existing standards among competitors.

Evaluation of Workforce Management Program

The strategy widely utilized by Singapore Airlines to ensure
differentiation in an increasingly competitive market was its attention to
in-flight service. “Good flight service [was] important in its own right and is
a reflection of attention to detail throughout the airline” (Wyckoff, 1989).
This statement perpetuated the belief that excellence in service was directly
tied to the careful selection and individual performance of in-flight crews
charged with the responsibility of fulfilling the needs of individual
passengers and exuding the levels of service demanded by the organization.
Applicants destined to work as flight stewards were drawn from a very young
population, typically spanning the ages of 18-25 years of age with high school
equivalency against the English system of education. Selection of applications
was competitive largely due to the degree of skill, poise, and experience
required of its candidates. These policies led to the on-boarding of a highly
skilled and youthful workforce with positive attitudes and a willingness to be
trained. Critique of this approach revealed several disadvantages.The most
significant being the potential for greater turnover when hiring a younger
population as opposed to an older, more experienced crew. Experience alone
would play some role in the development of new employees, as greater experience
would bring greater poise and confidence. However, in light of the predominant
population Singapore Airlines catered to, a younger in-flight crew would remedy

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the awkwardness likely to be encountered by older clients being served by older
crew members. In addition, a younger crew would likely be more accepting of new
procedures and less cynical of the requirements of employment.

In light of the young demographic most desired in this role,
recruitment, training and “conversion” processes were both stringent and
comprehensive. All aspects of in-flight service, including training related to
terminology, amenities and food preparation were provided in great detail, as
were training for emergency preparedness and response to every potential
scenario encountered in the air and on the ground. Formalized on-boarding,
training and continued development were the hallmarks of the comprehensive
workforce program. Even well into a crew member’s employment, on-going training
and cyclical evaluation provided a mechanism for employees to be aware of
individual performance and gain exposure to methods of continuous improvement.
With an on-going plan of evaluation, communication, and development, the
workforce was well-positioned for high levels of performance and quality
improvements.

Though it would seem that Singapore Airlines’ work management
program suited the organization well, it greatly narrowed the pool of
applicants and kept many, well-qualified and experienced candidates from
positions that would create diversity among the largely homogeneous workforce
and place the organization in a better position to serve populations whose
ethnic origins were not of Asian descent. If the organization aims to be the
leader in an increasingly global marketplace, the workforce must mirror the
diverse needs and perceptions of the greater population.

Advertising Campaign

Singapore Airlines is known in the airline industry for its
quality of service. This emphasis on customer service and customer satisfaction
is largely reflective of the Asian culture for which the company embodies.
Attention to detail, impeccable presentation, and care for others are traits
synonymous with countries of Asian heritage. Similarly, Asian countries revere
conservatism, organization and hierarchy (Allik, n.d.) so, it would follow that
young Asian individuals demonstrate the same gracious, caring behaviors to
others. The expectation of “gentle, courteous service” is consistent with these
norms and with the approaches taken by the organization. So much are these
standards and stereotypes linked to Asian culture and the epitome of service,
that the symbol applied to the airline is that of a young Asian woman. This
image is resoundingly more beguiling and traditional, recognized by nearly 50%
of consumers over typical marketing imparted by competitors, with a marginal
recognition of 9.6%. In light of the positive impact and recognition of the
existing marketing campaign, it was considered advisable to retain the current
marketing strategy.

Systems for Measuring Service Quality

Singapore Airlines has two primary components involved in measuring
service quality. The first is a system to measure customer complaints and
compliments for every 10,000 passengers. The second measurement is a
comparative rating of airline services prepared by the International Research
Associates (INRA).

The first component, customers’ complaints and compliments,
stayed relatively the same despite rapid organizational expansion. This type of
analysis has shown a generally high satisfaction level, but could be skewed due
to the vast areas the complaints and compliments could cover; from ticket sales
and baggage areas to in-flight crews. To address this concern the complaints
were split between the areas. However, to get an accurate barometer of customer
satisfaction, it was recommended that the airline conduct routine surveys of
customers. Often, customers submitting comments fell into one of two
categories;those having complaints or those having compliments.

The second component to gauge customer satisfaction involved
the INRA surveys. The airline executives paid particular attention to these
scores as they indicated levels of satisfaction among the general consumer
population and identified areas requiring continuous improvement. In 1973
Singapore Airlines scored 68, in 1974 the company scored 74 and in 1979 they scored
78. The scores of 39 other airlines demonstrated that two other competitors,
Cathy Pacific and Thai International, were improving rapidly. This provided one
indicator of competitive advantage. In order for Singapore Airlines to stay
ahead of their competitors they would need to evaluate their position against
industry leaders and determine if changes would be needed to stay competitive,
particularly with respect to customer service and customer satisfaction
(Wyckoff, 1989).

Plan to Introduce Slot Machines

Singapore Airlines has responded to many changes in order to
differentiate itself within an increasingly competitive market place. One
responsive action was to remove sleepers, replacing them with a business class
section. Reactions from consumers were less than favorable.The move strayed
from what consumers came to expect of elite levels of customer service, which
were in large part, due to the attention paid to the personal needs of its
elite customers. Although intended to be innovative and distinctive, the
inclusion of slot machines on transatlantic flights was another idea met with
considerable consumer dissatisfaction.While potentially generating a new stream
of revenue, the idea only worked to incite passengers with a new category of
charges. In addition to generating cost for the consumer, the machines took
valuable space away from seats and posed problems in light of weight
restrictions (Time, 1981). These changes only compounded issues and introduced
new problems such as the potential for in-flight injury, rather than improving
in-flight services. While there was some opportunity for revenue, initially,
the gains would last for a season and werenot expected to extend out into the
long-term.

Conclusion

The Singapore Airlines Case Study highlights both effective
as well as ineffective management approaches within the company. The subsequent
analysis and evaluation of company operations and strategies offer a compelling
glimpse of organizational design and leadership amid change, as well as provide
a platform for future discussions of organizational development and change
management. Group evaluation of organizational design, organizational
decision-making, and organizational process at Singapore Airlines yielded some
recommendations for new approaches to address complaints, become more
mainstream in an increasingly diverse market space, and become more innovative
without losing sight of the customer service focus that has made Singapore
Airlines so successful.

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