Problem Soultion-Interclean, IncEssay Preview: Problem Soultion-Interclean, IncReport this essayProblem Solution: InterClean, Inc.InterClean is one of the leading sanitation cleaning companies in an 8 billion dollar industry (University of Phoenix, 2008). The current situation at InterClean is the change in customer preference. InterClean is finding customers are no longer wanting mediocre products that clean and kill germs. Customers are moving towards the green movement and are wanting cleaning products that are safe for the environment. In order for InterClean to reach a profit, the organization is going to have to find a way to full the rising demands of the customers. To keep up with the needs of the customers, InterClean wants to reconstruct its business to provide the solutions and services the customers are wanting and still offer high quality products at the same time (University of Phoenix, 2008).
Situation AnalysisIssue and Opportunity IdentificationInterClean is facing new challenges as they create new strategies and move into new markets. InterClean has always been to fill any gaps and sell products in certain areas but as the organization moves into the future they will encounter problems with personnel and training. The acquisition of Envirotech will help reduce some of these needs for the organization but with the current plan to expand the organization into larger markets will require training and additional employees (University Phoenix, 2008).
InterClean has started off on the right path by evaluating the current employees to determine if their skills are needed in the future with the organization. Unfortunately, from the evaluations taken in attachment A (University of Phoenix, 2008), the current employees do not rank high in the areas needed to make the new vision a reality. In addition, the ability for the current employees to attain the skills needed for the future is ranked below average (University of Phoenix, 2008). However, the Envirotech employees evaluation in attachment B (University of Phoenix, 2008), were the complete opposite. Not only do the employees possess the skills currently needed but they also scored above average in the willingness to learn additional skills (University of Phoenix, 2008).
The results from the evaluations create a dilemma as to what kind of training is needed in the future. One major factor during the change is the vision of the organization involves creating teams to provide the solution which will help decrease the difference in the two organizations as the workforce is combined. This factor will help InterClean match experts and leaders with the portion of the organization that does not possess the leadership and expertise.
One of the areas InterClean is concerned with is the cost of training but training and the costs associated are essential with any new vision. Dreher and Dougherty state “we show that devoting resources to training is essential in a TQM environment and that performance measurement needs to be wide in scope and be at both the results and process levels” (Dreher and Dougherty, 2001). InterClean will need to provide the best training in order to meet the vision of the organization.
InterClean has communicated the new vision to its employees and the employees of Envirotech. The communication will help the organization reach its vision. The issue lies in communicating the vision to the employees, the need for the change and the vision for the new company must be thoroughly communicated to all employees” (Dreher and Dougherty, 2001). Lack of communication in an organization can result in many issues including low morale, rumors and loss of valuable employees. This has become evident in the organization already. “Water cooler” conversations are already taking place and allowing some of these issues to surface. InterClean will need to stress the importance of communication and show the employees where they will fit in the organization and what future expectations will be. A. Bell stated this about recruiting: “a key differentiator of success for organizations competing to recruit, develop, inspire and retain talented people,” (Bell, 2005, p. 1).
Stakeholder Perspectives/Ethical DilemmasThe major stakeholders in this organization contribute to the issues that arising with the new vision of the organization. The stockholders are interested in growth and positioning of the organization. Furthermore, the stakeholders are concerned with the ability to create profits for the organization. The management of the organization is concerned in satisfying the stockholders. This has caused the management to look at a new vision that will help increase profits and move the organization into the future. The management also has a responsibility to the employees. The management should know how the employees feel and what motivates the employee’s performances. The employees of the organization have an interest in the organization. If the organization succeeds, then the employees have a secure job. The employees rely on the organization and management to provide the training needed to perform the best job possible. The employees also have an interest in their future. The customer is interested in receiving quality service that will fulfill their needs.
Problem StatementInterClean has the opportunity to embark on a new evolving cleaning and sanitation industry, by creating a new wave of innovative ways to clean, through full service package services that include high quality products that are environmentally safe. Realizing the problem as an opportunity can produce solutions that will allow the organization to reach its end state goals.
End-State VisionThe three-step process to obtaining goals is “forecasting, goal setting, strategic planning, program implementation, and evaluation” (Dreher and Dougherty, 2001). The end-state goals of InterClean are to rise above its competitors and to become the top sanitation organizations in the industry. The Chief Executive Officer of InterClean would like to see the organization provide a full range of cleaning services before its competitors (University of Phoenix, 2008). Comparing the present state with the future goals can help with the goals to merge Envirotech with InterClean and have the employees trained and ready before the unveiling of the new organization. This will comprise the sales force to be acquainted with each client. This objective along with the development of the products will need to be accomplished by the established deadline of six months. The targeted goal after accomplishing these tasks is to raise sales and profits by 40% by the
5% year ending end of fiscal year 2009. This will be done in the second half of 2012, with further action within the next eighteen months. If all three objectives are accomplished, a third level of action needs to be applied to the target customer. This level of action is a mix of market and quality goals that the customer will ultimately determine. This may include the purchase of other materials or services within the organization based on objective purchasing.
The mission of the Health Care Quality Team is to provide the highest quality care, with respect to the patient, its care provider, and other stakeholders in an environment in which efficiency is a key element, which does not rely on a single or even limited point of view.
This policy, based on the goals and objectives discussed above, applies to all health care providers.
The current State of the Health Care Quality Team The Health Care Quality Team is headed by a former CEO of Health Care Networks, David W. A. Pyle. The goal of the Team is to provide a continuous, comprehensive, and transparent source of information to improve health care outcomes such that people and agencies make informed decisions about care settings and health care practices. The Team is responsible for the process of establishing a professional framework for the organization. The Team strives to be a responsible leadership agency based on its collective values and mission. The purpose of the Team is to provide a continuous, transparent, and high quality source of information to improve patient care and patient education through research. The Team is composed of four executives, two managers, one managing consultant, one medical professional, one administrative consultant, one pharmacy provider, one pharmacist.
InterClean is engaged on an active research and development (R&D) program. The University of Phoenix Health Care Quality Team collaborates with the Center for Health Information Technology and Collaboration for the National Institute on Aging to design, build, and deploy innovative technology for the health care industry using data mining, clinical data analysis, and user education. The Project of InterClean is working with the Centers for Medicare & Medicaid Services to identify strategies to provide services to Medicare patients and families on a targeted and affordable basis.
In addition, the Health Care Policy Team is engaged on a program to develop, implement and deliver a range of health care-related policy initiatives and standards to improve outcomes in the health care marketplace. The Department of Health and Human Services administers the American Health Care Quality Standards (AHQST), and the Department of Education is an agency responsible for disseminating and administering these standards to school children who reside in areas with significant health disparities.
The State of the Health Care Quality Team is directed to manage and build the health care services that enable people and the communities to make informed, informed decisions, to care for themselves, their loved ones and others, and to improve their quality of life (S&T), including the development of health and wellness plan plans, policies, procedures, and policies based on current health services standards.
Although the Health Care Quality Team has also made recommendations for improvements to policies and practice to improve outcomes, it is currently preparing to complete the implementation of this plan under the Executive Order, “Determining a Patient’s Needs and Expectations”. This order enables the Department of Health and Human Services to evaluate and evaluate the adequacy of new standards.
These recommendations are based on the principles set forth in the 2010 National Guidelines for Patient-Centered Care (NGSCH) of the American Institute for Health Research (IAHR). The NGSCH (No. 554/2011) was issued on July 12, 2011 in response to the recommendations of the NGSCH and the Centers for Disease Control and Prevention (CDC). This order addresses the issues that affect individual patients by providing the guidance and guidance necessary to identify and address quality problems, monitor and manage them