Study Material

Core issues related to QuickMedX Inc.: • To offer a fast, convenient, and reliable service by which individuals could come in and order from a defined set of medical tests, each administered by a certified medical professional. • To find out the target market for the company. • To find out the diagnostic tests company is going to offer. • Processing of patients’ records and reduction in waiting time of the customers visiting the kiosk • To locate facility centers in high-traffic retail shopping environments close to pharmacies. • Setting a strict set of guidelines for its NPs. • Problems in dealing with self-insured corporations. • One of the biggest challenges that the company faced was in attracting and retaining NPs. • The company would face the challenge of growth due to less number of tests the company was offering. • To protect itself from liability of lawsuits. Analysis of data for the root cause/s of the problem in QickMex Inc. The company tried to build a model which was a delivery system that would compete on a purely retail level and be able to profit on a copayment-type basis. Ultimately, it evolved into creating a retail-type health-care system. The one-stop shopping concept was a key factor. The business model was primarily focused on customers. The screening of patients was critical to the process. Reduction in Customer queuing and turnaround time was a key factor in designing the business model.

QuickMedx Inc.

QuickMedx Inc. Case Study – Core issues, root cause of problems & Probable solutions QickMedx Inc. Case Study Solution Core issues related to QuickMedX Inc.: To offer a fast, convenient, and reliable service by which individuals could come in and order from a defined set of medical tests, each administered Read more…

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At one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking about employees was research, referred to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932 (Dickson, 1973). This study found employees are not motivated solely by money and employee behavior is linked to their attitudes (Dickson, 1973). The Hawthorne Studies began the human relations approach to management, whereby the needs and motivation of employees become the primary focus of managers (Bedeian, 1993). Motivation involves a constellation of beliefs, perceptions, values, interests, and actions that are all closely related. As a result, various approaches to motivation can focus on cognitive behaviors (such as monitoring and strategy use), non-cognitive aspects (such as perceptions, beliefs, and attitudes), or both. For example, Gottfried (1990) defines academic motivation as “enjoyment of school learning characterized by a mastery orientation; curiosity; persistence; task-endogeny; and the learning of challenging, difficult, and novel tasks” (p. 525). On the other hand, Turner (1995) considers motivation to be synonymous with cognitive engagement, which he defines as “voluntary uses of high-level self-regulated learning strategies, such as paying attention, connection, planning, and monitoring” (p. 413). Motivation Defined Many contemporary authors have also defined the concept of motivation. Motivation has been defined as: the psychological process that gives behavior purpose and direction (Kreitner, 1995); a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian, & Lindner, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian, 1993). For this paper, motivation is operationally defined as the inner force that drives individuals to accomplish personal and organizational goals. Motivation refers to “the reasons underlying behavior” (Guay et al., 2010, p. 712). Paraphrasing Gredler, Broussard and Garrison (2004) broadly define motivation as “the attribute that moves us to do or not to do something” (p. 106). Intrinsic motivation is motivation that is animated by personal enjoyment, interest, or pleasure. As Deci et al. (1999) observe, “intrinsic motivation energizes and sustains activities through the spontaneous satisfactions inherent in effective volitional action. It is manifest in behaviors such as play, exploration, and challenge seeking that people often do for external rewards” (p. 658). Researchers often contrast intrinsic motivation with extrinsic motivation, which is motivation governed by reinforcement contingencies. Traditionally, educators consider intrinsic motivation to be more desirable and to result in better learning outcomes than extrinsic motivation (Deci et al., 1999). Motivational Theories & Research Maslow’s Hierarchy of Needs Theory It is one of the most well known motivational theories. Abraham Maslow’s theory identifies five levels of hierarchical needs that every individual attempts to accomplish or conquer throughout one’s life. The needs start with the physiological (hunger, thirst, shelter) and then move upward in a pyramid shape through safety, social, and esteem needs, to the ultimate need for self-actualization. This final need for self-actualization is defined as one’s desire and striving towards maximum personal potential. The pyramid shape to the theory is intended to show that some needs are more important that others and must be satisfied before the other needs can serve as motivators (Schermerhorn, 2003). Maslow argued that lower level needs had to be satisfied before the next higher level need would motivate employees. “According to Maslow, once a lower-level need has been largely satisfied, its impact on behavior diminishes” (Hunsaker, 2005). One of the difficulties with using this theory to analyze organizations is that although it may appear very easy to implement, it is difficult to relate this distinct five-level hierarchy within an organization. Many times when this theory has been used, the results show that the needs that contribute to motivation more heavily vary according to the level of the individual, the size of the organization, and even the geographic location of the company. McClelland’s Need Theory It explores the idea that there are three major “needs” that one will acquire over their lifetime as a result of the experiences in their careers or in their own personal lives (Schermerhorn, 2003). McClelland believed that in order to understand human behavior and how an individual can be motivated, you must first understand their needs and inclinations. The Need for Achievement encompasses the desire to do better, to solve problems, and to master complex tasks. The Need for Affiliation is the desire for friendly and warm relations with others. These are often those passive individuals that try to avoid conflict at all times, even when it might be necessary to fulfill a task. Finally, the Need for Power is the desire to control others and influence their behavior. This is the need that carried a fairly negative connotation; however it has been proven that successful, well-respected managers often lean towards those power need tendencies. Managers who possess the Need for Power tendencies in combination with the Need for Achievement can also be very effective managers. A manager with both characteristics would not only try to oversee the situation or environment, but also is continually looking for ways to improve the current situation and is not afraid to take on difficult projects or leadership roles. This theory may be very useful in an organization as a predictor of future managers or project leaders; however it limits the results to only three categories. In reality, all three of the needs established in this theory define an individual’s personality, which need tends to show itself in certain situations could be used as the predictor. Managers should use this theory to identify the needs within themselves, their coworkers and subordinates to create work environments that are responsive to those need characteristics (Schermerhorn, 2003). Herzberg’s Two-Factor Theory This theory divides motivation and job satisfaction into two groups of factors known as the motivation factors and hygiene factors. According to Frederick Herzberg, “the motivating factors are the six ‘job content’ factors that include achievement, recognition, work itself, responsibility, advancement, and possibility of growth. Hygiene factors are the ‘job context’ factors, which include company policy, supervision, relationship with supervision, work conditions, relationship with peers, salary, personal life, relationship with subordinates, status, and job security” (Ruthankoon, 2003). Basically the theory differentiates the factors between intrinsic motivators and extrinsic motivators. The intrinsic motivators, known as the job content factors, define things that the people actually do in their work; their responsibility and achievements. These factors are the ones that can contribute a great deal to the level of job satisfaction an employee feels at work. The job context factors, on the other hand, are the extrinsic factors that someone as an employee does not have much control over; they relate more to the environment in which people work than to the nature of the work itself (Schermerhorn, 2003). Herzberg identifies these factors as the sources for job dissatisfaction. “Hertzberg reasoned that because the factors causing satisfaction are different from those causing dissatisfaction, the two feelings cannot simply be treated as opposites of one another. The opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction. While at first glance this distinction between the two opposites may sound like a play on words, Herzberg argued that there are two distinct human needs portrayed” (“Herzberg’s Motivation-Hygiene Theory,” 2002). Therefore, the basic premise of the Two-Factor Theory is that if an employer or manager is trying to increase job satisfaction and ultimately job performance for an employee or coworker, they need to address those factors that affect one’s job satisfaction. The most direct approach is to work on the intrinsic, job content factors. Giving the employee encouragement and recognition helps them to feel more valued within the company, as well as giving a sense of achievement and responsibility. Herzberg says, that “the only way to motivate the employee is to give him [her] challenging work in which he [she] can assume responsibility” (Leach, 2000). If the employee does not feel some responsibility associated with a certain task or department, he/she will not feel like their work is worthwhile. Also “people must believe that they are capable of attaining a goal before they will commit serious energy [or motivation] to it” (Hunsaker, 2005). Therefore, it is important to include your employees in the decision making and at times the job assignment or delegation. This will help the employee to feel more responsibility and in turn a higher level of motivation. On the other hand, employers need to consider the level of job dissatisfaction among their employees as well. To directly approach the issue of dissatisfaction in the work place and to try and revitalize the environment a bit, employers need to focus on the hygiene or job context factors. For example if an employer brings in an ergonomic expert to alter the workstations in some way or change up some of the work teams, they might decide to turn the individual’s desk to face a certain direction or change something as little as the height of the employees’ chair, or position or style of the keyboard and computer monitor. In the two-factor theory, job satisfaction and job dissatisfaction are totally separate dimensions. Therefore, when trying to improve a factor that effects job dissatisfaction, an extrinsic factor, such as the working conditions, this will not alter the employees perception of whether they are satisfied with their work; it will only prevent them from being dissatisfied (Schermerhorn, 2003). The following is a brief explanation of the factors and how they might apply to the work environment. All of the factors, both motivation and hygiene, can have positive and negative attributes; however, both will have an effect on the employee satisfaction or dissatisfaction none the less. The following is a glance at each of the motivation factors according to Herzberg. Achievement An example of positive achievement might be if an employee completes a task or project before the deadline and receives high reviews on the result, the satisfaction the employee feels would increase. However, if that same individual is unable to finish the project in time, or feels rushed and is unable to do the job well, the satisfaction level may decrease. Recognition When the employee receives the acknowledgement they deserve for a job well done, the satisfaction will increase. If the employees work is overlooked or criticized it will have the opposite effect. Work itself This involves the employees’ perception of whether the work is too difficult or challenging, too easy, boring or interesting. Responsibility This involves the degree of freedom an employee has to make their own decisions and implement their own ideas. The more liberty to take on that responsibility 9 the more inclined the employee may be to work harder on the project, and be more satisfied with the result. Advancement This refers to the expected or unexpected possibility of promotion. An example of negative advancement would be if an employee did not receive an expected promotion or demotion. Possibility of Growth This motivation factor includes the chance one might have for advancement within the company. This could also include the opportunity to learn a new skill or trade. When the possibility/opportunity for growth is lacking or if the employee has reached the peak or glass ceiling, as it is sometimes referred to, this could have a negative effect on the satisfaction the employee feels with their job and position. The following are the hygiene factors, which work in the same way with positive or negative attributes; however these factors can only have an effect on the dissatisfaction one feels. Company Policy or Administration An employee’s perception of whether the policies in place are good or bad or fair or not, changes the level of dissatisfaction that employee will feel. Personal or Working Relationships This is those relationships one engages in with their supervisors, peers, and subordinates. How someone feels about the interaction and discussions that take place within the work environment can also effect dissatisfaction. Working conditions This includes the physical surroundings that one works within, such as the facilities or location. Salary This factor is fairly simple, the increase or decrease of wage or salary effects the dissatisfaction within a company a great deal. Personal Life Although people try to separate the two, work and personal life, it is inevitable that one will affect the other. Feeling a Job Security. This is a pretty significant factor. The sense of job security within a position or organization as a whole relates to the dissatisfaction as well. (Ruthankoon, 2003)

Motivation Theories, Strategies & Role

Motivation Theories, Strategies, Factors & its Role in increasing Productivity Introduction to Motivation At one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking about employees was research, referred to as the Hawthorne Studies, conducted by Elton Mayo Read more…

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History of the Netherlands THE ANCIENT AND MEDIEVAL NETHERLANDS Farming was introduced into the Netherlands about 4,500 BC. At first farmers made tools and weapons of stone. However after 1,900 BC they used bronze. About 750 BC the inhabitants of the Netherlands learned to use iron. In the 1st century BC the Romans conquered Belgium and the southern Netherlands. They built roads and towns. However they did not colonize the northern part of the Netherlands. Then in the late 4th century the Romans withdrew from the Netherlands as their Empire crumbled. Afterwards the Netherlands was left to Germanic peoples, Franks, Saxons and Frisians. However in the 8th century AD the Franks conquered the others and became masters of the region. Meanwhile the area was converted to Christianity although a missionary, St Boniface was martyred by the Frisians in 754. In 768 Charlemagne became ruler of the Franks and he created a great empire in Europe. Under him the Netherlands was divided into cantons, each ruled by a count. However when Charlemagne died in 814 his empire was divided into three parts, roughly modern France, Germany and the region between At first the Netherlands was part of the Middle Empire. However in 925 it was absorbed into the German Empire. During the 9th and 10th century the Netherlands suffered from Viking raids. However during the Middle Ages town life and trade flourished in the Netherlands. In the 14th century Dutch towns enjoyed considerable freedom. However in the 15th century the Dukes of Burgundy gradually took control of the region. THE NETHERLANDS 1500-1800 Eventually the Low Countries including the Netherlands became the possessions of the powerful Habsburg family. In 1555 Phillip II of Spain became ruler of the region. Meanwhile the Reformation was sweeping the Netherlands despite rigorous persecution. Calvinism, the teachings of John Calvin became popular in the Dutch towns. In 1566 Calvinists destroyed religious art in many churches in a movement called the Iconoclastic Fury. In 1567 King Phillip sent his servant the Duke of Alva with an army to suppress the Calvinists and impose his will on the Netherlands. Alva set up the Council of Blood, which tried and condemned to death 12,000 people for taking part in the riots of 1566. Then Prince William of Orange, known as William the Silent became the champion of Dutch freedom. In 1572 William led pirates called the Sea Beggars against the Spanish. From the sea they sailed up rivers and captured Dutch towns. The Dutch flocked to join the rebellion. However the Spanish fought back and a terrible war ensued. In 1579 seven provinces of the Low Countries signed the Union of Utrecht. In 1581 they declared independence from Spain. In 1588 they formed the Republic of the Seven United Netherlands. However the Spanish fought to hold onto the region and in 1584 William the Silent was assassinated. Yet the English sent help and Spain was weakened by the defeat of the Spanish Armada in 1588. Phillip finally died in 1598. During the 17th century the Netherlands became a prosperous trading nation helped by a 12 year truce with Spain from 1609 to 1621. The Dutch East India Company was formed in 1602. The Dutch West India Company was formed in 1621 and in 1625 the Dutch founded New York (later New Amsterdam). In 1652 they founded a colony in south Africa. Meanwhile Dutch sailors went on long voyages. In 1606 Willem Jansz discovered Australia and in 1642 Abel Tasman discovered Tasmania. Meanwhile the Spanish finally recognized the independence of the Netherlands in 1648. However trade rivalry with England led to three wars in 1652-54, 1665-67 and 1672-74. However William of Orange, Stadholder (ruler) of the Netherlands made peace with England and married Princess Mary of England. In 1688 William became king of England. In the late 17th century science, art and philosophy flourished in the Netherlands. However as an economic and political power Holland declined in the 18th century. The Dutch were involved in the War of the Spanish Succession against the French. The long war left the Netherlands exhausted. Increasingly Britain and France dominated world trade. THE NETHERLANDS IN THE 19TH CENTURY At the end of the 18th century Europe was thrown into turmoil by the French Revolution. In 1795 the French invaded The Netherlands and founded the Batavian Republic. In 1806 Napoleon made his brother Louis king of the Netherlands. However the brothers fell out and Louis was forced to abdicate in 1810. The Netherlands was then absorbed into the French Empire. However by 1813 Napoleon was facing defeat and in that year William of Orange returned to the Netherlands. In 1814 he was made King William I. In 1815 Belgium and The Netherlands were joined together as one country under King William I. However the two countries were too different to be united. In 1830 the Belgians rebelled and in 1839 the great powers forced William I to give Belgium its independence. William I died in 1840 and in 1848 his son introduced a new liberal constitution. For the rest of the 19th century the Netherlands was a prosperous and stable country. However everybody did not share the prosperity. Some industrial growth took place. (In 1839 a railway was opened from Haarlem to Amsterdam). However conditions in 19th century factories in the Netherlands were terrible.

Cross Cultural Management on Netherlands

Cross Cultural Management Assignment on Netherlands CROSS CULTURAL MANAGEMENT Assignment (PGCHRM-22) You are expected to prepare a report covering the following aspects about the specific country ie   NETHERLANDS Socio-cultural variables (religion, education system, language, history, etc.) and how each of them influences the culture. National variables (economic system, legal system, Read more…

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