A Policy in Healthcare that was Implemented as a Result of Regulatory Research Paper

A Policy in Healthcare that was Implemented as a Result of Regulatory or Legislative Requirement - Research Paper Example This bill went into effect on January 1, 2007. This bill states that all acute, psychiatric and special hospitals must make patients aware of charity care, payment discounts, and government-sponsored health insurance. It also requires hospitals to standardize its billing and collection procedures (California Assembly Bill 774). Basically, this law requires transparency in hospital billing, as all hospitals must have detailed information about their charity policies, including who is eligible and what procedure must be taken for eligibility, and a written description of how the hospitals collect the debts. Also required is a written disclosure of the hospital billing practices and debt collection procedures for everybody (California Assembly Bill 774). Analysis The rationale for this particular change in the way California Sutter Health is doing business is rather simple – health care costs are spiraling out of control, and uninsured patients contribute much to the ever-burgeon ing cost of health care to this country. As of 2005, some $45 billion worth of medical care is not being paid by uninsured patients (Families USA, 2005). What this means is that those with insurance pick up the tab for the people who cannot pay in the form of higher premiums. Another rationale for implementing this scheme is to encourage uninsured patients to get the care that they need, when they need it. Prior to the California Sutter Health scheme, many individuals did not visit the doctor when it was necessary, for fear that they would be hit with high medical bills (Families USA, 2005). This is because there was a great deal of uncertainty going in how much a certain procedure or visit would cost. What California Sutter Health did was show the patient, up front, what the costs would be, and this greatly empowers patients. The reason why this empowers patients is that they can see how much they will pay for something in advance. Then, they could either decide to get the procedur e done, at that time, if they had the money for it, or they could decide to put the procedure off until they had the chance to save up the money that was needed. Therefore, everybody wins – the patient is allowed to know, up front, how much a procedure might cost, which helps the patient, and the hospital itself does not find itself stuck with uncollectible bills that makes the cost of health care higher for everybody. This scheme allowed CSH to reduced its account receivables by $78 million in just three months (Souza & McCarty, 2007). These are some of the benefits of the program. Which is not to say that the policy is without its costs. There were a few bugs that needed to be worked out before the policy was implemented. For instance, the patient financial services staff member, and the Central Business Office could not access real-time financial information and management could not generate detailed reports (Souza & McCarty, 2007). Moreover, there was the costs of properl y training the patient financial services (PFS) staff, for they had to be trained in spotting errors and correcting them, such as when the occurrence code is incorrectly filed or accident information is missing from the claim (Souza & McCarty, 2007). Further training had to be done with registration employees, who were never accustomed to asking for money; they had to be tr

Synergetic Solutions Report Essay Example for Free

Synergetic Solutions Report Essay Just like individuals, organizations experience change as they move through life. Change can happen for a variety of reasons, but in the end organizations change how they do things and often how they are structured to better meet their goals- and very commonly, to grow (Feigenbaum, 2014). Synergetic Solutions, Inc is a $6 million company in the business of system integration-assembling and reselling leading computer brands. Two years ago, driven by the stagnating system integration market, Harold Redd, the Chief Executive Officer of Synergetic Solutions, made forays into the network solutions business of designing and implementing complex computing networks. Synergetic recently landed an order worth $1.2 million for designing a network, while orders worth $5 million are in the pipeline. Consequently, the network solution business accounts for 20% of the total revenues of the company, which stand at $6 million at present. Encouraged by this promising start, Harold Redd has made an important strategic decision. He has decided to focus on the networking solutions business and raise its revenues to 80% of total sales (Human Relations and Organizational Behavior, 2014). Internal/External Forces of Change External forces that an organization has determine the internal forces that drive the change. In order for an organization to be successful, they must be able to adapt and recognize the internal and external forces of change. The external forces of change within Synergetic Solutions are competition, technology, and customer demands. If a business wants to stay competitive, it must change the way it does business and operates. In addition, it must change what services or products it offers to its customers. Harold Redd, knew that in order for his company to stay competitive he needed to redesign his business and move from just assembling and reselling leading computer brands to the network solutions business of designing and implementing complex computing networks. Technology is continually changing jobs and organizations (Robbins Judge, 2011, Chapter 18, p.590). Technology is a positive external force of change as it improves efficiencies and processes within the company. Investing in upgrading technology also allows the organization to stay competitive as an employee will be able to be more productive. Customer demands are also another external force within  Synergetic Solutions. Synergetic recently landed an order worth $1.2 million for designing a network, while orders worth $5 million are in the pipeline (Human Relations and Organizational Behavior, 2014). In order to not lose customers to the competition, organizations need to be able to have the capabilities to fulfill their customers needs. This involves making sure that technology and tools are up-to-date as well as the employees are trained on the new processes. The internal forces of change within Synergetic Solutions are the culture, the organizational structure and increasing revenue. Organizational culture includes an organizations expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations (Organizational Culture, 2014). Because of external forces of change like technology, competition, and cu stomer demands, it causes internal forces of change within Synergetic Solutions like culture, for example. Policies, procedures and expectations within a culture sometimes have to be revised or developed because of new processes and new ways of doing business. The employees also have to be trained on these new processes or new employees with the relevant skill-sets to perform the job, will be hired. Most employees within Synergetic Solutions have a limited skill-set, in which they only have the basic computer assembling and troubleshooting skills (Human Relations and Organizational Behavior, 2014). Another internal force of change is organizational structure. Because of the conflicts occurring between the team leaders and the functional heads with regards to the projects, it was necessary to restructure the organizational structure within Synergetic Solutions. The work environment and the organizational structure was redesigned in which we moved from the present departmental structure to a new team-based structure. We realigned the employees into project teams. We allowed the employees to express their concerns with regards to projects and changes and their concerns were addressed. Because of the restructuring, there is better coordination between the team members. Another internal force of change is the goal of the CEO, Harold Redd, to increase revenues of the networking solutions business from 20% of sales to 80% of sales by the end of the next nine months. In order to successfully meet the goal of increasing revenue, change has to occur internally within the organization  ranging from improving processes to upgrading employee skill-sets. Implementing Change The factors that a leader need to consider to implement a change strategy successfully in this organization is that they need to make sure that there are clear and concise guidelines, policies, and procedures for the changes so that the employees do not revert back to their old behaviors. Another factor to consider is to make sure that the employees understand the reason for the change and have the necessary skill-sets to adapt to the change, so that they will be less likely to resist the changes. There are several change models that a leader might utilize to implement change within an organization. One change model that the leader might use to implement change within Synergetic Solutions is: Lewins Three-Step Model. Kurt Lewin argued that successful change in organizations should follow three steps: unfreezing the status quo, movement to a desired end state, and refreezing the new change to make it permanent state (Robbins Judge, 2011, Chapter 18, p.596). Within the unfreezing stag e, the company is evaluating and determining what needs to change and why it needs to change within the organization. The existing system needs to be broken down before a new way of operating can be installed (Change Management Consultant, 2014). You have to compel people to understand that the old ways cannot continue in order for the company to grow (Change Management Consultant, 2014). Because Harold Redd decided to make a strategic decision to focus on the networking solutions business, this caused changes within the organization to occur. During the transition stage, the organization starts to transition into the changes that were determined during the unfreezing stage. Within this stage, the leader is trying to show the employees how the changes will benefit them, as well as the company. Its important to communicate and keep your employees involved in the changes. Hold meetings to communicate the changes and address the employee concerns. Once the employees trust and understand the reasons for the change, they will be more willing to accept the change and adapt to it. During the refreezing stage, the changes that were made are becoming stabilized. At this stage, the employees are understanding the changes made and becom ing comfortable with the changes. You have to make sure that the changes stick, so that the employees do not  revert back to the old ways. Throughout the Lewin Three-Step Model, effective communication is important. You have to ensure that you keep the lines of communication open so that employees can voice their concerns about the changes implemented. You also need to ensure that you hold meetings to make sure that the employees are utilizing the new way of operating within the organization. Another change model that the leader might utilize is: Organizational Development. According to Robbins Judge (2011), organizational development is a collection of change methods that try to improve organizational effectiveness and employee well-being (Chapter 18, p.598). The methods value human and organizational growth, collaborative and participative processes, and a spirit of inquiry (Robbins Judge, 2011, Chapter 18, p.599). Offering incentives to the employees for competency growth and variable pay packages motivated the employees to improve their skills in order to adapt to the changes. Realigning the employees into project teams and involving the employees by allowing them to voice their concerns would improve organizational effectiveness as well. Open and effective communication is key within this model because if the employees feel engaged, involved within the process, and if they feel support from their superiors, they will be more willing to adapt to the change. Resistance to Change Resistance to change occurs because most individuals do not like change. There are several sources for resistance to change. The kind of resistance within Synergetic Solutions is: habit, security, economic factors, fear of the unknown, and threat to expertise. Most people are stuck in their way of doing things and do not like to change. When they are confronted with change, they have the tendency to respond in their accustomed ways. People with a high need of security are likely to resist change because it threatens their feelings of safety. Changes in job tasks or established work routines can arouse economic fears if people are concerned that they wont be able to perform the new tasks or routines. Change substitutes uncertainty for the unknown. Changes in organizational patterns, may threaten the expertise of specialized groups (Robbins Judge, 2011, Chapter 18, p. 593). When employees understand the reasoning and logic behind a change, they will be more committed to adapt to the c hange. One way that Synergetic  Solutions can manage resistance to change is by educating and communicating to the employees the logic behind the change. Another way is by building support and commitment. You can develop a skill-set training program for the employees that will help them with the transition of the change, so that they will not have anxiety. Allowing the employees to participate, be involved and have a voice within the change process is another way in which the leader can manage resistance. Another way is to develop positive relationships. When an employee trusts the leader implementing the changes, they will be more willing to adapt to and accept the changes. Based off this analysis and the implementation of the numerous changes, Synergetic Solutions is definitely heading toward the direction of becoming a networking design hothouse. As long as Synergetic Solutions maintains the changes implemented, they will be successful and stay competitive. To survive in market environments where change is the only constant, organizations need to be agile, flexible, and capable of adapting to change quickly (Human Relations and Org anizational Behavior, 2014). References Change Management Consultant. (2014). Kurt Lewin Three Phases Change Theory. Retrieved from http://www.change-management-consultant.com/kurt-lewin.html Feigenbaum, E., (2014). Define Organization Change. Demand Media. Retrieved from http://smallbusiness.chron.com/define-organization-change-2786.html Human Relations and Organizational Behavior. (2014). UOP; Retrieved from https://ecampus.phoenix.edu/secure/aapd/vendors/tata/sims/hrob/organization/hrob_organization_frame.html Organizational Culture. (2014). Business Dictionary. Retrieved from http://www.businessdictionary.com/definition/organizational-culture.html Robbins, S.P., Judge, T.A. (2011). Organizational Behavior (14th ed). Retrieved from the University of Phoenix eBook Collection database.

Personalisation And Its Key Elements

Personalisation And Its Key Elements In this easy, I will be discussing personalisation in considering its key elements. Looking at the impact of Fair Access to Care Services (FACS) in meeting service user needs. How it contradict in particular the notion of choice, control and independence for old people. I will also the implications for social work practice, and my own personal practice in an anti-discriminatory point of view. The adult transforming agenda is focused on the development of personalisation of support. The 2006 Community Services White Paper, Our Health, Our Care, Our Say, announced the piloting of Individual Budgets. Personalisation had its beginnings in Direct Payment which was introduced in 1987, were people who are eligible for social care can choose to receive a cash sum in lieu of services (Henwood Nigel, 2007). The development of Transforming Social Care is driven by the demographic pressures and changes to public expectations. According to Chandler (2009, p2) by 2022 20% of English population will be over 65 and the number of those over 85 will have increased by 60%. The development of better housing options and extra care housing will be crucial for the future. Majority of older people will expect to live in their own homes for as long as they possibly can. And with more people living longer and requiring support, an increasing number of families will feel the impact of these demographic changes (Chandler,2009) [online]. One of the objectives of Putting People First was to champion the rights and needs of older people in their local authority and public services within a policy, which will involve them as active citizens who may or may not need support. However, these expectations cannot be met through traditional approaches to delivering of social care services. A fundamental change in Adult Social care is required in order to ensure that the needs of each person can be met in a way that suits their personal individual circumstances. Putting people first (DOH 2009), laid out the vision for change in social careà ¢Ã¢â€š ¬Ã‚ ¦ this vision is of a new social care system that helps people stay healthyà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ through a focus on prevention, early intervention and enablement, and high quality personally tailored services for those who need ongoing care social care support This new policy is referred to as personalisation. According to Lloyd (2010, p 189), the term personalisation is very contentious she further cited Boxall et al (2009) distinguishing between personalisation which focuses on the particular needs of individuals to the preference of one size-fits-all approach of services. The self directed support is about the control that service users can exert over the definition of their needs and the ways in which these should be met. In policy terms, personalisation is both the way in which services are tailored to the needs and preferences of citizens and how the state empowers citizens to shape their own lives and the services they receive (according to the Department of Health, document Transform Social Care, Local Authority Circular 2008, p4). Personalisation was introduced in government policy in 2007 when the Putting People First: A shared vision and commitment to transformation of adult care (DOH, 2007) Concordat was published. This outlined the reforms for social care. The key elements in the document where; Self Assessment, Individual Budget, Choice, Control, Independence. However, because personalisation is only a policy it is implemented differently across social care services. Proponents of personalisation argue that the need to personalise services arise because, services were institutionalised and driven by professional, managerial and economic agendas, rather than those of service users (Lloyd, 2010). Historically and currently, a person in need of social care services is assessed by a social worker and other agencies. Then they decide the type of support the service user will receive, who from, where and when. For a couple of years now the government has been moving towards changing that system to one which the person in need of social care gets to decide the type of support they need and how, and this is now known as personalisation. The drivers behind personalisation are found in the Our Health, Our Care, and Our Say White Paper (DOH). It suggests that people will be happier, healthier, and have better prospects for the future if they are put in control of their social care support. According to Harris White () a milestone in the pronounced shift by new labour towards personalisation was the Adult Social Care Green Paper, Independence, Wellbeing and Choice. This saw the introduction of individual budgets as the principle route to personalisation (Harris White). The Department of Health describes personalisation as an approach in which every person who receives support, whether provided by statutory services or funded by themselves, will have a choice and control over the shape of that support in all care settings Brody(2009) [online]. One key issue identified by Griffiths (2009, p3) is that individual budgets offers a à ¢Ã¢â€š ¬Ã‚ ¦ a chance to empower service users in their dealings with public services and it puts the service user at the heart of public service reform. This is one of the key values of Putting People First (2007), to ensure people in need of social care have the best possible quality of life and the equality of independence living. Griffiths (20009, p2) further argues that individuals budget will give service users a greater choiceà ¢Ã¢â€š ¬Ã‚ ¦. by giving money to the service user to purchase services from a plurality of providers. However, Forster (2002.p, 85) identified that there is little or no choice for elderly people. They can only have choice if the cost of their care is within the amount allocated by local Authority (LA) or if social workers agreed that it is suitable. This was also highlighted by Hudson Henwood (2008), in the CSCI document Prevention, Personalisation, and Prioritisation in social Care, that the coexistence à ¢Ã¢â€š ¬Ã‚ ¦ of self directed support alongside the Fair Access to Care (FACS) criteria have create some tensions while personalisation is concerned about promoting and maximising the choice and control of service users. it fails to determine how the eligibility of those groups is defined (Dodd, 2009) [online] The FACS policy guidance was publish in 2002 as a Local Authority Circular LAC (2002) 13. That Provides local authority with an eligibility framework for setting and applying their local criteria with the aim of ensuring fairer and more consistent eligibility decisions across the country (DOH). As Crawford Walker (2004), points out this system is failing to distribute resources to people who will benefit from early intervention. For example there are a growing number of old people with lower level needs who are likely to develop higher needs in the absence of responsive support. According to Dodd (2010), using one of the four levels within the Fair Access to Care services (FACS) banding as a threshold for rationing resources is too rigid an instrument for fairly and responsively allocate social care budget. He goes on to argue that currently, people with proven care needs are not receiving the services they need. Therefore as long as the FACS criteria remains in place as a rationing mechanism, it will be impossible to realise the universal model of self directed support envisaged within the personalisation agenda(Dodd,2010)[online] The CSCI report argues that as the government is concerned to hold down public spending eligibility criteria are a key mechanism, serving to regulate service provision in line with available resources and identified priorities. In the current financial climate were resources are tight, these criteria can be adjusted by the local authority in order to narrow access to care support. Lloyd (2010), policy makers are more focused on the economic challenges than the needs of older people. The implications for social workers according to Adams (2009, p145) is the amount of time they will have to spend with service users and carers who have individual budgets to help them gain the necessary knowledge and skills they may need to manage their budgets. Also, another limitation to personalization and individual budget has been identified by Griffiths (2009) that the current economic climate may pose a threat for individual budgets and may not survive the planned government spending cuts for the next few years.

Power of Symbols and Symbolism in Nathaniel Hawthornes The Scarlet Let

The Power of the Symbol in The Scarlet Letter All classic literature uses symbolism in one way or another. Nathaniel Hawthorne's Scarlet Letter is no different. The very basis of every character, their personal appearance and way they act revolves around one thing, the Scarlet Letter. The scarlet letter is an "A", in crimson fabric, worn by a Puritan woman for her act of adultery. Its very existence is solely to cause shame and remorse on Hester Prynne and her daughter Pearl, who was conceived in her lust, but it comes to stand for so much more. All of Hawthorne's main characters; Hester Prynne, Pearl, Reverend Dimmesdale, and Roger Chillingworth, feel the wrath of one piece of cloth and learn how character can be created or destroyed by the simplest things. Hester Prynne is the cause for all of a Puritan woman with more than her weight to bear. She was sent to America by her husband, Roger Chillingworth, where she committed adultery with her Reverend Dimmesdale and conceived a child, Pearl. In the beginning of the book, her beauty shines through the plain appearance of Puritan women. "The young woman was tall, with a figure of perfect elegance on a large scale. She had dark and abundant hair, so glossy that it threw off the sunshine with a gleam, and a face which, besides being beautiful from regularity of feature and richness of complexion, had the impressiveness belonging to a marked brown and deep black eyes. She was lady like, too, after the manner of the feminine gentility of those days; characterized by a certain state and dignity, rather than which is now recognized as this indication."(55). But, with her sin, comes the dreaded Scarlet A. The letter, which she so beautifully embroidered, se... ...aders with knowledge and a lifelong lesson. The Scarlet Letter teaches everyone to be able to see the sin and actual insides of someone's soul. After uncovering their deep, dark secrets, one is taught not to judge or persecute the person because of what their heart contains, for their heart may be cleaner than one's own. Works Cited and Consulted: Bradley, Sculley, Beatty, Richmond Croom, and E. Hudson Long (1996). "The Social Criticism of a Public Man." Readings on Nathaniel Hawthorne (pp. 47-49). San Diego: Greenhaven. Chase, Richard (1996). "The Ambiguity of the Scarlet Letter." Readings on Nathaniel Hawthorne (pp. 145-152). San Diego: Greenhaven.   Hawthorne, Nathaniel. The Scarlet Letter. New York: St. Martins, 1991.   Scharnhorst, Gary. The Critical Response to Nathaniel Hawthorne's The Scarlet Letter. New York: Greenwood, 1992.

When to Salute

When to salute Army personnel in uniform is required when you meet and recognize persons entitled by rank. Do not solute, when it is inappropriate or impractical, like in public conveyances such as planes and buses, in public places such as inside theaters, or when driving a vehicle. Salute is also rendered: (1) When the United States National Anthem, â€Å"To the Color,† â€Å"Hail to the Chief,† or foreign national anthems are played. (2) To uncase National Color outdoors. (3) On ceremonial occasions. (4) At reveille and retreat ceremonies, during the raising or lowering of the flag. 5) During the sounding of honors. (6) When pledging allegiance to the US flag outdoors. (7) When turning over control of formations. (8) When rendering reports. (9) To officers of friendly foreign countries. Salutes are not required when: (1) Indoors, except when reporting to an officer or when on duty as a guard. (2) A prisoner. (3) When is saluting is obviously inappropriate? Is when, a person carrying articles with both hands, or being otherwise so occupied as to make saluting impracticable, is not required to salute a senior person or return the salute to a subordinate. In any case not covered by specific instructions, the salute is rendered. (4) Either the senior or the subordinate is wearing civilian clothes is reporting Indoors. When reporting to an officer in his office, the soldier removes his headgear, knocks, and enters when told to do so. He approaches within two steps of the officer’s desk, halts, salutes, and reports, â€Å"Sir (Ma’am), Private Jones reports. † The salute is held until the report is completed and the salute has been returned by the officer. When the business is completed, the soldier salutes, holds the salute until it has been returned, executes the appropriate facing movement, and departs. When reporting indoors while carrying a weapon in your hands, by a sling or holster. The procedure is the same except that the headgear is not removed and the soldier renders the salute prescribed for the weapon with which he is armed. Reporting Outdoors; When reporting outdoors, the soldier moves rapidly toward the officer, halts approximately three steps from the officer, salutes, and reports. When the soldier is dismissed by the officer, salutes are again exchanged. If under arms, the soldier carries the weapon in the manner prescribed for saluting. Saluting officers in official vehicles by recognized individually by grade or identifying vehicle plates and/or flags, is considered an appropriate courtesy. Salutes are not required to be rendered by or to personnel who are driving or riding in privately owned vehicles except by gate guards, who render salutes to recognized officers in all vehicles unless their duties make the salute impractical. When military personnel are drivers of a moving vehicle, they do not initiate a salute In Formation; Individuals in formation do not salute or return salutes except at the command, †present, ARMS†. The individual in charge salutes and acknowledges salutes for the entire formation. Commanders of organizations or detachments that are not a part of a larger formation salute officers of higher grade by bringing the organization or detachment to attention before saluting. When in the field under battle or simulated battle conditions, the organization or detachment is not brought to attention. An individual in formation at ease or at rest comes to attention when addressed by an officer. Not in Formation; On the approach of an officer, a group of individuals not in formation is called to attention by the first person noticing the officer, and all come sharply to attention and salute. Individuals participating in games, and members of work details, do not salute. The individual in charge of a work detail, if not actively engaged, salutes and acknowledges salutes for the entire detail. A unit resting alongside a road does not come to attention upon the approach of an officer; however, if the officer addresses an individual (or group), the individual (or group) comes to attention and remains at attention (unless otherwise ordered) until the termination of the conversation, at which time the individual (or group) salutes the officer. Outdoors; Whenever and wherever the United States National Anthem, â€Å"To the Color,† â€Å"Reveille,† or â€Å"Hail to the Chief† is played, at the first note, all dismounted personnel in uniform and not in formation face the flag or the music, if the flag is not in view, stand at attention, and render the prescribed salute. The position of salute is held until the last note of the music is sounded. Military personnel not in uniform will stand at attention and remove headdress, if any, with the right hand. Then place the right hand over the heart. Vehicles in motion are brought to a halt. Persons riding in a passenger car or on a motorcycle dismount and salute. Occupants of other types of military vehicles and buses remain in the vehicle; the individual in charge of each vehicle dismounts and renders the hand salute. Tank and armored car commanders salute from the vehicle. When the National Anthem is played indoors, officers and enlisted personnel stand at attention and face the music or the flag if one is present. Last, Small flags carried by individuals, such as those carried by civilian spectators at a parade, are not saluted. It is improper to salute with any object in the right hand or with a cigarette, cigar, or pipe in the mouth. Officers and enlisted men under arms uncover only when; (1) Seated as a member of (or in attendance on) a court or board. (2) Entering places of divine worship. (3) In attendance at an official reception. b. Male personnel remove their headdress indoors. When outdoors, military headdress is never removed, or raised as a form of salutation. c. Female military personnel will remain covered at all times when it would be appropriate for civilian women at a similar function to wear a hat. They must wear headgear when in uniform outdoors if headgear is authorized.

Fedex

FedEx Corporation Operating Segments and Companies Basically, FedEx is divided into four segments and 11 operating companies. The segments consist of FedEx Express Segment, FedEx Ground Segment, FedEx Freight Segment, and FedEx Freight Segment. The 4 segments and 11 operating companies are as shown chart below: FedEx Services Segment FedEx Freight Segment FedEx Ground Segment FedEx Express Segment FedEx Services FedEx Freight FedEx Ground FedEx Express FedEx Global Supply Chain ServicesFedEx Customer Information Services FedEx Office Caribbean Transportation Services FedEx Trade Network FedEx SmartPost FedEx Custom Critical SWOT Analysis SWOT analysis is the most renowned tool for audit and analysis of the overall strategic position of the business and its environment. Its key purpose is to identify the strategies that will create a firm specific business model that will best align an organization’s resources and capabilities to the requirements of the environment in which the firm operates.The major SWOT considerations in FedEx's attempt to continue its growth and dominance are the following: Strengths * Strong brand name * Superior service performance * Advanced technology innovations * Impressive infrastructure of equipments * Focus on customers satisfaction * Clear leader in domestic express delivery market * Unmatched reputation or on-time delivery * Lots of planes, well-located hubs, great routes/landing rights * Ranked as one of the best companies to work for many years in a row * Great R;amp;D, quite innovative * Extensive capital expenditures * FedEx SWOT Clear leader in domestic express delivery market * Large scale operations| Weaknesses * High prices relative to competitors * Not as strong internationally * Costly innovation technology * Less capable in ground service * Weak and slow returns * Drivers and other workers are trying to unionize * Lag UPS in the ground delivery market * Very exposed to economic conditions and fuel prices| Opportu nities * Untapped market * Economy is beginning to recover, especially in Asia (China specifically) * Increase in demand of logistics * Alliance with USPS * The cost of infrastructure of express delivery companies are a barrier of entry to new comers * FedEx leadership in global express delivery – As long as the nature of our socioeconomic environment exists, there will always be a need for express delivery * E-commerce is creating an increased need for express delivery * Globalization offers opportunities for expansion * Currently offer services to 220+ countries and barring government intervention, can expand in them as it sees fit * Continued globalization of the world marketplace means more contract are available and at higher volumes as well * Expansion of online retailing creates an increased need for on-time, hassle-free shipping * Focus on taking away international market share from DHL and domestic ground delivery from UPS| Threats * Increasing in transportation cost s (fuel charge) * Economic down in US * Substitution (UPS,PosLaju,GDex,DHL) * Online competitive advantage of rivals * Maintaining the infrastructure of an express delivery company is an exit barrier because of high fixed costs * Capitol is acquired through the volume of sales, so the high fixed costs can hurt when times are slow * Due to the nature of the industry, it is nearly impossible to become the clear industry leader * The nature of the industry shows very low returns on invested capitol * The E-tailing industry demands lower shipping rates and charges to pull customers from the retailing industries * Economic downturn has cut down on volume overall * Many consumers and businesses are switching to slower delivery options to save money * UPS is attempting to take away market share in the express delivery arena * E-mail may take away from overnight document delivery market| We have found 20 lists of SWOT under each component; however, there are only important issues that influ enced FedEx growth are picked after analysis the case. 1. Strengths FedEx has a strong brand image which gives it significant strengths among the competitors and the company was named the Fortune's sixth best admired company all over the world.They offer superior overnight delivery performances which are divided into four segments and 11 operating companies, and the segments that offers are FedEx Express, FedEx Ground, FedEx Freight and FedEx Service. From performance view, FedEx confirms that roughly 99 percent of its deliveries are delivered to doorstep on time. This gives a significant competitive advantage with differentiating their services with other competitors who do not offer their customers of these services. FedEx has a strong and impressive infrastructure of equipment and processes. Through the first and second agreement with U. S. Postal Service, FedEx able delivery services through air transportation and have option to drop box in every U. S. post office.These agreemen ts have created the Postal Service’s Global Express Guaranteed service which offers date certain international delivery to over 190 countries. Besides that, FedEx also well knows with its great R&D and innovative of delivery service. For instance, FedEx provides the innovation of new residential delivery service which is FedEx ® Home Delivery in key U. S. cities and a pioneer in applying advanced information technology to meet customer needs. In additional, advanced technology has hit their aims to focus on customer satisfactions. FedEx has a huge advantage with regards to reaching untapped places and the acquisitions of major companies have created a more organized and a more able delivery system. 2. WeaknessesThere are few weaknesses in FedEx that hindering it from growing stronger in domestically and internationally. FedEx services are priced using a zone system which means that the distance of package must travel to reach its final destination determines the price i s higher relative to competitors. This significant weakness exists as FedEx is still recovering from the debt of purchasing Flying Tiger Line airfreight service. Besides that, they are less capable in ground service compared to UPS. Other than that, FedEx has involved costly technology innovations. For instance, in order to determine the status of their packages at all possible locations along the delivery route in real time.Customers can track packages in three ways by accessing the FedEx Web site on the Internet and click on the features of FedEx Ship Manager at fedex. com, or FedEx WorldTM Shipping Software. Other than that, Drivers and other workers are trying to unionize under a four year agreement ratified in 2007. This caused FedEx to deal with the bill which they opposed fiercely and bring the bill into law. Indirectly, this incident leads to increase service costs by 30 percent that need to bear by the customers and inconsistency of operating throughout the organization. 3. Opportunities FedEx have a lot of potential in expansion due to the company's fame around the world. The untapped market has given FedEx a great opportunity to penetrate into large global market.Untapped market happened when political changes in foreign market. Next, the cost of infrastructure of express delivery of FedEx is a barrier of entry to new comers. New comers need to bear with a large amount of cost to build their infrastructure such as airfreight for delivery service. Nowadays, E-commerce and online shopping expansion is creating an increased need for express delivery. The expansion leads to the demand of hassle-free and on time delivery to volume up. Economic is recovering especially in Asia is also one of the opportunity for FedEx. Despite the problems in Europe, the Asian economy was growing rapidly and manufactured product exports were accelerating at the same time.This has increased the demand on express delivery and FedEx introduced AsiaOne network which gave effec tiveness and efficiency in delivery. 4. Threats One of the threats that faced by FedEx was increasing transportation cost which involves high fuel charge. The increasing fuel prices are likely to have a direct impact on the company's profit margins by causing a raise in the operating expenses of FedEx. This is an unavoidable threat as FedEx has a high reliance on fuel compared to UPS in express deliveries. There are few competitors in express delivery services domestically and internationally such as UPS, DHL, PosLaju and GDex. This has given customers a substitution choice to substitute FedEx express delivery services. Hence,FedEx has to make a differentiation between the competitors in order to win the market to avoid customers from switching to other delivery option. In year 1992, economic turnover in United State gave affect in the amount of package delivers per day. By end of 1992, FedEx experienced total loss of $133 billion and negative earnings per share of $2. 11. Many cust omers were switching to slow delivery options to save money. Advanced technology of email may take away from overnight document delivery market which also a threat that is beyond FedEx control. The ways that FedEx uses their SWOT analysis in helping them to create a competitive advantage will be explained in the part of Strategies to Put FedEx Ahead of The Game. Fedex Critical Thinking and Project Management Homework #2 use a Dunker Diagram to identify many potential solutions The Dunker diagram technique is used after you have articulated your â€Å"present state† and â€Å"desired state†. It is used to generate many ideas for solutions to a problem. But It works by prompting you to not only consider solutions that achieve the desired state but also solutions that make It â€Å"okay† -with you – to NOT necessarily achieve the desired state.This technique Is a good one to use when you recognize hat it may be impossible to achieve your desired state completely, and therefore, you might have to consider solutions that will make it OKAY – with you – to not achieve the desire state as you have defined it. It forces you to consider solutions that would achieve an acceptable resolution to the conflict or problem. Create a Dunker Diagram to Identify as many solutions as possible to the dilemma described below. Tu rn In your assignment to the dropped on learn by the due date on the syllabus.Scenario: You are the HER manager for a company that has a very large IT department (IT = Information Technology). In the next six months or so, you need to hire about 200 skilled IT workers (computer programmers, network administrators, database designers, web site developers, and help desk managers). You are running ads on job-posting web sites and working with a recruiting firm but you arena getting enough applicants with the required IT skills. There just aren't enough people out there that have IT skills necessary to do many of these jobs.Let's express this dilemma as the current state/desired state: Your current state is you don't have enough employees with strong IT skills. Your desired state is that you do have enough employees with strong IT skills. You decide to use the Dunker Diagramming technique so you can discover as many potential solutions to the problem as possible. Using â€Å"Dunkerâ₠¬  thinking, you realize that there are two paths you could take: (1) Try harder to hire more people with strong IT skills or (2) Make it okay NOT to hire more people with strong IT skills. When thinking of ways to accomplish #2 – make it okay not to have to hire more experienced people – DO NOT suggest that you remain â€Å"under-staffed† because that goes not solve the problem) using the template, apply the Dunker diagram technique to this problem to come up with several possible alternative solutions. (See pages 470-473) for a quick reference on Dunker diagrams Circle # Fill in the blanks Find a way to hire more skilled IT people Instead of putting ads in the paper and waiting on IT workers to come to you, go out and recruit IT. Fedex FedEx Corporation Operating Segments and Companies Basically, FedEx is divided into four segments and 11 operating companies. The segments consist of FedEx Express Segment, FedEx Ground Segment, FedEx Freight Segment, and FedEx Freight Segment. The 4 segments and 11 operating companies are as shown chart below: FedEx Services Segment FedEx Freight Segment FedEx Ground Segment FedEx Express Segment FedEx Services FedEx Freight FedEx Ground FedEx Express FedEx Global Supply Chain ServicesFedEx Customer Information Services FedEx Office Caribbean Transportation Services FedEx Trade Network FedEx SmartPost FedEx Custom Critical SWOT Analysis SWOT analysis is the most renowned tool for audit and analysis of the overall strategic position of the business and its environment. Its key purpose is to identify the strategies that will create a firm specific business model that will best align an organization’s resources and capabilities to the requirements of the environment in which the firm operates.The major SWOT considerations in FedEx's attempt to continue its growth and dominance are the following: Strengths * Strong brand name * Superior service performance * Advanced technology innovations * Impressive infrastructure of equipments * Focus on customers satisfaction * Clear leader in domestic express delivery market * Unmatched reputation or on-time delivery * Lots of planes, well-located hubs, great routes/landing rights * Ranked as one of the best companies to work for many years in a row * Great R;amp;D, quite innovative * Extensive capital expenditures * FedEx SWOT Clear leader in domestic express delivery market * Large scale operations| Weaknesses * High prices relative to competitors * Not as strong internationally * Costly innovation technology * Less capable in ground service * Weak and slow returns * Drivers and other workers are trying to unionize * Lag UPS in the ground delivery market * Very exposed to economic conditions and fuel prices| Opportu nities * Untapped market * Economy is beginning to recover, especially in Asia (China specifically) * Increase in demand of logistics * Alliance with USPS * The cost of infrastructure of express delivery companies are a barrier of entry to new comers * FedEx leadership in global express delivery – As long as the nature of our socioeconomic environment exists, there will always be a need for express delivery * E-commerce is creating an increased need for express delivery * Globalization offers opportunities for expansion * Currently offer services to 220+ countries and barring government intervention, can expand in them as it sees fit * Continued globalization of the world marketplace means more contract are available and at higher volumes as well * Expansion of online retailing creates an increased need for on-time, hassle-free shipping * Focus on taking away international market share from DHL and domestic ground delivery from UPS| Threats * Increasing in transportation cost s (fuel charge) * Economic down in US * Substitution (UPS,PosLaju,GDex,DHL) * Online competitive advantage of rivals * Maintaining the infrastructure of an express delivery company is an exit barrier because of high fixed costs * Capitol is acquired through the volume of sales, so the high fixed costs can hurt when times are slow * Due to the nature of the industry, it is nearly impossible to become the clear industry leader * The nature of the industry shows very low returns on invested capitol * The E-tailing industry demands lower shipping rates and charges to pull customers from the retailing industries * Economic downturn has cut down on volume overall * Many consumers and businesses are switching to slower delivery options to save money * UPS is attempting to take away market share in the express delivery arena * E-mail may take away from overnight document delivery market| We have found 20 lists of SWOT under each component; however, there are only important issues that influ enced FedEx growth are picked after analysis the case. 1. Strengths FedEx has a strong brand image which gives it significant strengths among the competitors and the company was named the Fortune's sixth best admired company all over the world.They offer superior overnight delivery performances which are divided into four segments and 11 operating companies, and the segments that offers are FedEx Express, FedEx Ground, FedEx Freight and FedEx Service. From performance view, FedEx confirms that roughly 99 percent of its deliveries are delivered to doorstep on time. This gives a significant competitive advantage with differentiating their services with other competitors who do not offer their customers of these services. FedEx has a strong and impressive infrastructure of equipment and processes. Through the first and second agreement with U. S. Postal Service, FedEx able delivery services through air transportation and have option to drop box in every U. S. post office.These agreemen ts have created the Postal Service’s Global Express Guaranteed service which offers date certain international delivery to over 190 countries. Besides that, FedEx also well knows with its great R&D and innovative of delivery service. For instance, FedEx provides the innovation of new residential delivery service which is FedEx ® Home Delivery in key U. S. cities and a pioneer in applying advanced information technology to meet customer needs. In additional, advanced technology has hit their aims to focus on customer satisfactions. FedEx has a huge advantage with regards to reaching untapped places and the acquisitions of major companies have created a more organized and a more able delivery system. 2. WeaknessesThere are few weaknesses in FedEx that hindering it from growing stronger in domestically and internationally. FedEx services are priced using a zone system which means that the distance of package must travel to reach its final destination determines the price i s higher relative to competitors. This significant weakness exists as FedEx is still recovering from the debt of purchasing Flying Tiger Line airfreight service. Besides that, they are less capable in ground service compared to UPS. Other than that, FedEx has involved costly technology innovations. For instance, in order to determine the status of their packages at all possible locations along the delivery route in real time.Customers can track packages in three ways by accessing the FedEx Web site on the Internet and click on the features of FedEx Ship Manager at fedex. com, or FedEx WorldTM Shipping Software. Other than that, Drivers and other workers are trying to unionize under a four year agreement ratified in 2007. This caused FedEx to deal with the bill which they opposed fiercely and bring the bill into law. Indirectly, this incident leads to increase service costs by 30 percent that need to bear by the customers and inconsistency of operating throughout the organization. 3. Opportunities FedEx have a lot of potential in expansion due to the company's fame around the world. The untapped market has given FedEx a great opportunity to penetrate into large global market.Untapped market happened when political changes in foreign market. Next, the cost of infrastructure of express delivery of FedEx is a barrier of entry to new comers. New comers need to bear with a large amount of cost to build their infrastructure such as airfreight for delivery service. Nowadays, E-commerce and online shopping expansion is creating an increased need for express delivery. The expansion leads to the demand of hassle-free and on time delivery to volume up. Economic is recovering especially in Asia is also one of the opportunity for FedEx. Despite the problems in Europe, the Asian economy was growing rapidly and manufactured product exports were accelerating at the same time.This has increased the demand on express delivery and FedEx introduced AsiaOne network which gave effec tiveness and efficiency in delivery. 4. Threats One of the threats that faced by FedEx was increasing transportation cost which involves high fuel charge. The increasing fuel prices are likely to have a direct impact on the company's profit margins by causing a raise in the operating expenses of FedEx. This is an unavoidable threat as FedEx has a high reliance on fuel compared to UPS in express deliveries. There are few competitors in express delivery services domestically and internationally such as UPS, DHL, PosLaju and GDex. This has given customers a substitution choice to substitute FedEx express delivery services. Hence,FedEx has to make a differentiation between the competitors in order to win the market to avoid customers from switching to other delivery option. In year 1992, economic turnover in United State gave affect in the amount of package delivers per day. By end of 1992, FedEx experienced total loss of $133 billion and negative earnings per share of $2. 11. Many cust omers were switching to slow delivery options to save money. Advanced technology of email may take away from overnight document delivery market which also a threat that is beyond FedEx control. The ways that FedEx uses their SWOT analysis in helping them to create a competitive advantage will be explained in the part of Strategies to Put FedEx Ahead of The Game.