Tài liệu Best Practives in Leadership Development & Organization Change 11 pdf

[ ] 3 ⫽ One Bright Idea implemented per FTE on the team ⭓34 [ ] 2 ⫽ 0.5 FTE Bright Idea implemented per FTE on the team 17–33 [ ] 1 ⫽ Less than 0.5 Bright Idea implemented per FTE on the

1 50 60 70 80 90 100

Anger

(Time in seconds)

1 50 60 70 80 90 100

Appreciation

(Time in seconds)

Exhibit 3.7 Heart Rhythms After HeartMath “Freeze Frame” Intervention

B

% Vacancies

13.2%

10.8%

9.6%

3.6%

13.2%

10.8%

12.0%

12.0%

12.0%

14.4%

7.2%

26.4%

10.8%

13.2%

26.4%

10.8%

Sep 02 O

ct 02 No

v 02

Sep 03 Aug 03 Jul 03 Jun 03 M

ay 03 Apr 03 M

ar 03

Feb 03 Jan 03 D

ec 02

6.4%

6.5%

8.7%

5.8%

8.9%

4.8%

8.0%

3.9%

4.6%

4.2%

5.7%

4.6%

6.7%

4.4%

7.8%

7%

7.7%

5.9%

8.7%

6.1%

8.4%

6.0%

7.9%

10.0%

Sep 02 O

ct 02 No

v 02

Sep 03 Aug 03 Jul 03 Jun 03 M

ay 03 Apr 03 M

ar 03

Feb 03 Jan 03 D

ec 02

O

ct 03

>76% Ex

13.2%

18.0%

18.0%

22.8%

6.3%

7.7%

6.5%

P

Mean Sc ore

Q3 00 Q4 00 Q1 01 Q2 01 Q3 01 Q4 01 Q1 02 Q2 02 Q3 02 Q4 02

Se

p FY02 O

ct FY02 No

v FY02

Sep FY03 Aug FY03 Jul FY03 Jun FY03 M

ay FY03 Apr FY03 M

ar FY03

Fe

b FY03

Jan FY03 De

c FY02

B TEAM PERFORMANCE Team performance can be measured at various levels For

example, it can be measured at the center (division), team (department), or the work unit level Below are four or more team-based performance objectives and measures that were established by your team in collaboration with the organization’s leader-ship One of the measures has to be a financial measure of team success Two or more teams within the same center may share a common measure and each team within the center may have one or more measures unique to their team A check mark will indicate your team’s achievement on each measure.

Your Team Is: Emergency Department

Best Service: Patient satisfaction as measured by average quarterly mean scores

for ER.

[ ] 3 ⫽ mean score equal to or greater than 87.8 [ ] 2 ⫽ mean score between 86.3–87.7

[ ] 1 ⫽ mean score below 86.3

Best People: Management of turnover as measured by twelve-month average for ER

(Current 5 6.1%).

[ ] 3 ⫽ less than 10.0%

[ ] 2 ⫽ between 10.0 and 12.0%

[ ] 1 ⫽ greater than 12.0%

Best Quality: Bright Ideas implemented in ER Team Ideas must be for

improvements on the team.

[ ] 3 ⫽ One Bright Idea implemented per FTE on the team (⭓34) [ ] 2 ⫽ 0.5 FTE Bright Idea implemented per FTE on the team (17–33) [ ] 1 ⫽ Less than 0.5 Bright Idea implemented per FTE on the team (⬍17)

Best Quality: Skin Care as measured by time of admission documentation of skin

condition for patients being admitted as inpatient.

[ ] 3 ⫽ 90% or greater documented [ ] 2 ⫽ 80–89% documented [ ] 1 ⫽ 79% or less documented

(Continued)

Best Financial: Management of team financial performance as measured by the

Financial Accountability Scorecard (FAS) for ER.

[ ] 3 ⫽ Score of 90 or better [ ] 2 ⫽ Score of 80–89 [ ] 1 ⫽ Score of 79 or less

Best Growth: Increase in volume as measured by number of patient visits.

[ ] 3 ⫽ 3% or greater above budget [ ] 2 ⫽ 0–2% above budget [ ] 1 ⫽ less than budget

Comments and Goals (Optional):

Average Score of Section B: _ (Add each score in this section and divide by the number of measures.)

Note: 3 (Exceptional), 2 (Achieves expectations), or 1 (Needs improvement).

% Priority

Best Service Quality Cost Gr

Craig A Livermore is president and chief executive officer for

Delnor-Community Health System and Delnor-Delnor-Community Hospital in Geneva, Illinois

He earned his B.S degree in business from Eastern Illinois University and a Master of Hospital and Health Care Administration degree from Saint Louis University He is past-chairman of the Metropolitan Chicago Healthcare Council Board of Directors and a member of the American College of Healthcare Exec-utives He is also actively involved in numerous health care and community organizations Prior to joining Delnor, Mr Livermore was president and chief executive officer of Augustana Hospital and Health Care Center in Chicago

Thomas L Wright is chief operating officer for Delnor-Community Health

System and Delnor-Community Hospital in Geneva, Illinois He also serves as chief financial officer of Community Health Care Foundation and Delnor-Community Residential Living He holds a B.S degree in mathematics and an M.B.A degree with a concentration in finance from Loyola University of Chicago He is an advanced member of the Healthcare Financial Management Association, a member and past chairman of the Metropolitan Chicago Health-care Council Finance Committee, and a Diplomat of the American College of Healthcare Executives Mr Wright is also very active in supporting local health care and community organizations

Linda Deering is vice president and chief nursing officer for Delnor-Community

Hospital in Geneva, Illinois She holds a B.A degree from Northern Illinois University, and an M.S degree from Northern Illinois University She is an active member of the American Organization of Nurse Executives, Illinois Organiza-tion of Nurse Leaders, and Illinois CoaliOrganiza-tion for Nursing Resources In addiOrganiza-tion to her work at Delnor, she works with other hospitals across the nation to facilitate organizational excellence and culture transformation

CHAPTER FOUR Emmis Communications

A change management process is for creating and implementing a distinctive firm brand and fostering a unique employer-of-choice culture while driving performance, accountability and innovation to higher levels Initiative leverages executive strategic planning and alignment, leadership-development programs, performance-management systems, employee-commitment strategies, targeted organizational communications, and special events and recognition.

79

Note: Some information in this case study was taken with permission from Emmis

Communica-tions internal and public documents.