Turning caring hearts in home health care into

TURNING CARING HEARTS IN HOME HEALTH CARE INTO A HPO.

Presented byMerlin Hahn

What is an HPO?

“High performance organizations (HPOs) are designed to accentuate employees’ best

performance and to “produce sustainable organizational results,”

(Schermerhorn, Jr., Hunt, Osborn, 2003, p. 26.)”

The Five Components of an HPO

Employee Involvement Self-directing work teams Integrated production technology Organizational Learning Total Quality Management

Organic Strategic Planning

The vision for your organization and its stakeholders applies to a large group of people, and might take a very long time to achieve.

The effort to achieve the vision might involve several diverse people. 

The culture of the organization is quite averse to conducting orderly, sequential activities.

Vision

Mission

Strategy

Structure

Scope

Operational Implementation

Compensation

Monetary Non-Monetary

Goals

Organizational Individual

Scientific Methods

Desired Results

Stage 1

The Business Alignment Maturity Model© ~ BAMM

Stage 2

Stage 3

Stage 4

3. Technology2. Process1. People

Stage 5 – Repetitive success with the previous four stages over time.

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The Cause of the Problem

Rapid Growth of the Company Lack of Organizational Knowledge In ability to Interpret People –

Organizational Relationships Lack of Understanding Market Share

PROBLEM STATEMENT

How can Caring Hearts in Home Health Care be turned into a High Performance Organization in 6-9 months?

“Team effectiveness can be undermined when the work can be performed by one individual, team

members do not have a common set of goals, team members are not interdependent and team

member skill mix is not optimal.” Robbins et al (2003: 205) and Greenberg and Baron

(1995: 301) are in agreement with the dimensions.

Analysis of Problem

Managing Care Resistance to Change Through Education To recognize that changes in these orientations involve

changes in attitudes, values, skills, and significant relationships, not just changes in knowledge.

Change Should Clarify Success Maslow argues, once people begin to satisfy their need

to belong, they tend to want to be held in esteem both by themselves and by others. These needs produce such satisfaction as power, prestige status and self-confidence.

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Resistance to Change

Four Questions to Ask

1. Do employees have the power and the information to be actively involved in making a difference?

2. Do employees understand how specifically they contribute to the bottom line, why they are important, how they create value?

3. Is our organization - who we are, what we do and how we do it - worthy of pride and passion? If we were a volunteer organization, would anyone join?

4. Is your organization ready to turn the pyramid upside down?

Is the Organization Culture Ready to be an HPO?

PROPOSAL

We will develop an organizational behavioral plan by conducting a situational analysis

involving external and internal assessments in order establish broad goals in accordance with their mission and vision statement.

SOLUTIONS

Empowering employee to want to do their best is only a part of the problem at Caring Hearts

communication is usually the main reason why companies aren’t successful in today’s economic arena .

Communication Breakdown!

“Some of the barriers that can cause communication breakdowns are physical barriers resulting from people not getting to know each other, perceptual barriers because we all view things differently, emotional barriers which are based on fear and lack of trust, cultural barriers from a lack of understanding, language barriers, gender barriers, and interpersonal barriers which are based on your thoughts and your feelings

(Fitch 1980).”

Strategic Plan:5 week training will be implemented for new hires.

Week 1- Introduction of Company * How the Company was founded. *Vision * Mission Statement * Company’s Strategy * Marketing/Business Strategy

Week 2- Customer Service * Who our cliental is. * How we target our consumers. * Surveys on feedback * The services we are known for.

Week 3- Employee Expectations * Company’s Individual Goals after training. * Employees Career Paths. * Rewards for Achieving goals. * Promotion within.

Week 4- Ethics * Understanding Right from Wrong. * Human Resource (HR). * In Case of an Emergency Procedures

Week 5- Graduation * Passing Comprehensive Test. * Role Playing. * Checking for Understanding.

REFLECTIONS

In order for Caring Hearts to be successful, implementing a new structure or culture can lead to the successfulness of the company but also the success of its employees.

Developing this type of culture where management and employees can work together will take time, but the long-term successfulness of the company will last a lifetime.

References

Andrews and Baird, 1986; Bennett and Olney, 1986; Harper Andrews and Baird, 1986; Bennett and Olney, 1986; Harper, 1987; Porter and McKibbin, 1988. http://arno.uvt.nl/show.cgi?fid=114320 Retrieved 9-16-12 Business success and professional advancement (Andrews and Baird, 1986) Human Resource Development Review Vol. 4, No. 2 June 2005 219-245 http://books.google.com/books?hl=en&lr=&id=FGcPVCca1WsC&oi=fnd&pg=PA39&dq=Gibson

+et+al+2009:+255+%E2%80%93+256+REGARDING+HIGH+PERFORMANCE+ORGANIZATIONS&ots=DW27ndtlHj&sig=bRYhcKES5cj7g1zD7wekiZDbjso#v=onepage&q&f=false Gibson et al 2009: 255 – 256 Retrieved 9-16-12

http://managementhelp.org/strategicplanning/index.htm Retrieved 9-16-12 Osborn, R.N., J.R., Hunt, J.G., Schermerhorn, & Uhl-Bien, M. (2010). The Communication Process

and Possible Sources of Noise [Figure 10.4]. Organizational Behavior. Hoboken, NJ: John Wiley & Sons.

Pearson, J. (1983). Interpersonal Communication. Glenview, Illinois: Scott, Foreman and Company.

http://books.google.com/books?id=xQEXzk3yRgcC&pg=PA18&lpg=PA18&dq=1987;+Porter+and+McKibbin,+1988.&source=bl&ots=YYD9VmedJt&sig=mKM-Y0KNN4GMlExFxHv0RUXlWwI&hl=en&sa=X&ei=gzR8UJvhGuiMyAHU1YG4CQ&ved=0CDAQ6AEwAA#v=onepage&q=1987%3B%20Porter%20and%20McKibbin%2C%201988.&f=false Retrieved 9-16-12

R.V. Armstrong & Associates. (1997). High performance organizations. , Schermerhorn, Jr., J.R., Hunt, J.G.

Robbins et al (2003: 205) and Greenberg and Baron (1995: 301) http://smallbusiness.chron.com/characteristics-highperforming-organizations-24187.html Retrieved 9-16-12 http://tresero.hubpages.com/hub/Organizational-Behavior-Terminology-and-Concepts Retrieved 9-16-12