STRATEGIC EFFICIENCY IN PROJECT MANAGEMENT REVEALED THROUGH LEADERSHIP
A Project Report Presented to the
Faculty of the School of Business and Leadership
In partial fulfillment of the requirements
For the degree of Bachelor of Science in Organizational Management
By
Cohort 526
October 2013
Table of Contents
Certification Page………………………………………………………………………………3
Executive Summary/ Abstract……………………………………………………….……….…4
Chapter One: Introduction……………………………………………………………………..5
Problem Identification Statement………………………………………………………6
Purpose Statement……………………………………………………………………….6
Personal Involvement……………………………………………………………..…..7
Research Question………………………………………………………………..……7
Objective of Research……………………………………………………………..….8
Significance and Scope of the Study………………………………………………….9
Definitions of Unique Terms…………………………………………………… .. 10-11
Chapter Two: Literature Review…………………………………………………………..11-29
Leadership…………………………………………………………………………11-16
Organizational Performance and Design…………………………………………..16-22
Diversity in organization………………………………………………………..… 23-25
Technology & Innovation………………………………………………………….25-26
Motivation………………………………………………………………………….27-28
Conclusion………………………………………………………………….…………28
Chapter Three: Methodology………………………………………………………..……..29-36
Restate Purpose of Research and Research Question…………………….……..…29-30
Research Design…………………………………………………………….…..…30-31
Research Setting and Sample…………………………………………………….……32
Selection of Organization………………………………………………..……………32
Data Collection Strategies………………………………………………………. 33-34
Instruments and Measures…………………………………………………………34-35
Data Analysis Plan………………………………………………………………….…35
Chapter Four: Personal Reflections…………………………………………………….…36-37
References…………………………………………………………………………..…..…38-39
Appendix A: Introduction of Research Letter
Consent/Confidentiality Agreement…………………………………………………….…40-41
Appendix B: Survey Questionnaire…………………………………………………….…42-44
Appendix C: Research Protocol – IRB Consent Form………………………………………45
CERTIFICATION PAGE
This is to certify the Applied Research Project Proposal report prepared by Francine Pratts.
Entitled: Strategic efficiency in Project Management revealed through Leadership.
Has been accepted by the faculty of Nyack College, School of Business & Leadership
Francine:
Well done! Please review my edits/comments. Below is how your final grade was determined;
Applied Research Project Proposal Write Up Grade: .89 (B+) x 75pts…………….66.75pts
Applied Research Project Proposal Oral Grade: 23.5(A-) out of 25pts…………….23.50pts.
FINAL GRADE FOR PROJECT II………………………………………90.25pts (A-)
Signed:
Primary Instructor________________________________________ Date:__________________
Executive Summary / Abstract
Leaders cannot effectively lead without direction, a mission, or a vision. Proverbs 29:18 KJV states where there is no vision, the people perish. Effective leadership involves managing group information, communication and collaboration. Developing an effective work flow process; for project management. Measure progress; celebrates progress and milestones for each member of the project team. Learn and comprehend the concepts of world views for multiple cultures. This researcher has gained a new insight and understanding on cultural differences and efficient ways to balance diversity in the workplace.
This study reveals that project management leaders with effective teams must have interdependent members. Productivity and efficiency of a division is determined by the coordinated interactive efforts of all its members. Innovation and technology in project leadership are key components to maintain the competitive advantage in the healthcare industry.
This study explores the strategies and processes in leadership that concentrates on four critical factors: organizational performance, diversity in organizations, innovation & technology and motivation crucial for leader’s development to become efficient and effective managers for today’s organizations.
The literature review was conducted to investigate the efficacy of leadership in project management. Leadership helps to guide, coach and motivate people to give their best throughout the process. This review will reveal the relevance leadership style, performance, diversity in an organization and motivation has in creating an environment where proven strategies and processes produce effective outcomes in project management. The research supports that these processes and strategies will improve the efficacy of leadership in project management.
CHAPTER 1: INTRODUCTION:
XYZ Healthcare Systems is an international leader in the pharmaceutical industry; medical devices, pharmaceutical and consumer packaged goods manufacturer since 1886. The company’s headquarters is located in New Brunswick NJ, a public company of the Dow Jones stock exchange and is a fortune 500 company. The company includes 250 subsidiary companies with operations in over 57 countries and products sold in more than 175 countries. The 2011 year-end sales for XYZ Healthcare Systems were $65 Billion.
XYZ Healthcare Systems manufactures products that have become household names. Its customers include managed care organizations, hospitals, physician’s networks, pharmacies, and the government.
This pharmaceutical company participates in community and social events, and has become involved in environmental, health and safety performance projects. XYZ Healthcare Systems is committed to remaining an industry leader. This multinational pharmaceutical company will address the billion dollar losses in project management experienced in organizations worldwide. The topic statement: Strategic efficiency in Project Management revealed through Leadership.
PROBLEM IDENTIFICATION STATEMENT:
How XYZ Healthcare Systems, a pharmaceutical company, systematic strategies and processes will result in project management effectiveness?
THE PURPOSE STATEMENT:
The purpose of this research is to develop effective leadership; team motivation; organization innovativeness; diversity in organizations skills; talents and ability; while maintaining a commitment to truth; improving organizational performance and increasing the overall profit margin of the organization.
This researcher seeks to discover innovative strategies and processes that will gain consistent results for effective project management at XYZ Healthcare Systems. To improve the organization capabilities in teamwork and communications by increasing employee productivity ultimately improving company profits. To demonstrate how leadership will motivate team performance and success in the healthcare industry.
PERSONAL INVOLVEMENT:
While working at XYZ Healthcare Systems I was selected to work on a project management team. The team consists of ten employees from three different departments. I was excited to have been chosen; it was a new experience for me. Many had requested but I was selected to participate on this team.
Throughout the project the team leader continued to work in a state of confusion. There was no sense of direction, the team leader was frustrated and confused and her Director provided no clarity to the issues and problems that arose throughout the project. The team was disheartened with the lack of support and direction given from management.
This fortune 500 company is an industry leader worldwide. How can XYZ Healthcare systems be so ineffective in leadership for project management?
Which leads me to question, is this an isolated case or are other companies also experiencing corporate dysfunction in project management?
The project I participated in consisted of a small focus group of XYZ HCS customer’s base located on the west coast, who were selected to participate in the roll out of the cold/frozen pack products transported by refrigerator trucks cross country. The project management team would receive direct feedback from these customers about their experience and the conditions of the products once they arrived at their destination.
It sounds simple enough; unfortunately they never anticipated issues that continued to arise throughout the project. The uncertainty, untruths and false promises by management made the experience frustrating and most important ineffective.
This research exposes a billion dollar problem affecting organizations worldwide today. In fact many organizations have incurred great capital loss because they have not implemented effective strategies and processes for project management.
HYPOTHESIS:
Project management leaders achieve success that will ensure business objectives are communicated, solutions are accelerated, internal expertise is developed, key stakeholders are involved in the process, and integrated solutions are applied.
OBJECTIVE OF RESEARCH:
To develop systematic processes and transformational strategies designed to improve efficiency and effectiveness in project management leadership in XYZ Healthcare Systems. To improve the organization’s capabilities in teamwork and in communications by increasing employee productivity and improving company profits.
Focusing simultaneously on hard structures and systems, and soft corporate cultures; working to improve the innovativeness of the organization, discover company objectives, and identify effectiveness and relevance in today’s market. Create future forecast for the company, and implement systematic strategies and processes that will enable managers to address complex problems while providing solutions that will create a conducive environment for change in the organization.
SIGNIFICANCE AND SCOPE OF THE STUDY:
To demonstrate to managers/leaders the importance of change and innovative management and to explain how vital it is to the development of an organization. Demonstrating how leadership will motivate team performance and success. Illustrating when leadership is not present how it impacts employee morale and the efficiency and efficacy of an organization.
Develop leadership initiative for the organization; re-organize existing policy and procedures, roles and organizational structure, which will expose a less complex organization. Establish organizational creativity that will produce transformational strategies to achieve competence in project management through leadership. To introduce new proposals for short and long term goals in project management; to implement strategic policies that will increase the profit margin of the organization.
Build productive lines of communications in the organization by defining each employee’s roles and purpose within the company. Build effectual relationships among managers, and employees. Encourage trustworthiness through the actions and reactions of the manager. Commit to rebuilding the credibility of leaders based on honest communication, value and respect with employees at XYZ Healthcare Systems.
RESEARCH QUESTIONS:
Effective organization leadership helps prioritize objectives for subordinates and provide guidance in achieving corporate vision. To be a successful leader one has to convince their followers, not themselves that they are worthy of being followed. Leaders must have an honest understanding of who they are, what they know, and what they can do. This study will look at how XYZ Healthcare Systems, a pharmaceutical company, systematic strategies and processes will result in project management effectiveness. The research questions and results of the data collected supported by the literature review will allow the researcher to framework the proposed hypothesis of study:
• How will leaders ensure business objectives are communicated, while internal structure is being developed and solutions are applied to achieve success in project management?
• Illustrate how people’s cultural diversity and sensitivity will correlate to project
management’s effectiveness.
• How will a project manager use innovation and technology for sustainability?
• How will a project leaders’ connectedness with team members motivate and inspire workers, and lead to project management effectiveness?
DEFINITIONS AND UNIQUE TERMS:
Project management—is the discipline of planning, organizing, motivating and
controlling resources to achieve specific goals. A project is a temporary
endeavor with a defined beginning and end, undertaken to meet goals
and objectives to bring about a beneficial change or added value.
Project planning checklist—a project planning checklist varies depending upon the
individual project manager. Checklist includes clear and concise business
objectives and goals, budget, team members roles, risk analysis factors, and
a cross-check between performance objectives/goals and actual quality goals,
among other factors.
Organizational Leadership—the management staff that typically provides inspiration,
objective, operational oversight, and other administrative services to a business.
Risk management—A potential event or circumstance that may have a negative
influence on the project. Considering all possible risks to the completion of a
project, assign probability and potential effect, propose a response, and assign
an owner to the risk, responsible for spotting the risk if it arises, and
implementing the response.
Systematic–The system process is composed of structures, patterns, and events.
These key components interact methodically and interrelate interdependently
within systems.
Authentic Leadership–focuses on the individual, one study described it as a process
that draws from both positive psychological capabilities and a highly
developed organizational context, which results in both greater self-awareness
and self-regulated positive behaviors on the part of both leaders and associates,
fostering positive self-development.
Balanced Scorecard–is a strategic performance tool- a structured report, supported by
design methods and automation tools that can be used by managers to keep track
of the execution of activities by the staff in their control and to monitor the
consequences that arise from these actions.
360 Degree Performance Review–is a formal process where an individual receives
feedback from multiple individuals, raters, who regularly interact with the
person being reviewed also known at the learner. The objective is to provide
the learner with feedback on their performance behavior and outcomes and their
potential, while establishing identifying and establishing developmental goals.
CHAPTER 2: THE LITERATURE REVIEW
The purpose for this literature review is to gain knowledge of how XYZ Healthcare Systems, a pharmaceutical company’s systematic strategies and processes will result in project management effectiveness. The goal is to develop skills, talent and communication within the organization while improving employee performance and productivity that will increase the profit margin at XYZ Healthcare Systems.
The research through empirical studies in this literature review examines the areas of interest of: leadership, organizational performance, diversity in organization, organization innovativeness and technology, and motivation. The basis for this literature review will reveal the significance each area of interest and how it relates to project management’s effectiveness.
LEADERSHIP:
Organizational leadership is the management staff that provides inspiration, objectives, operational oversight, and other administrative services to a company. Leadership clarifies acceptable behavior in the team. Avolio (2003) states to support progress towards goals by offering positive reinforcement and encouragement, and help build cohesive teams by sharing knowledge about each other and creating an environment for members to build trust.
Hoonkwak, Anbore (2009) states consideration and initiative structure has been shown to be the most vigorous leadership construct of people oriented and task oriented leadership style. The consideration leader (people oriented style) express appreciation for good work, stresses the importance of job satisfaction, and strengthens the self-esteem of subordinates. Initiation of structure includes; behaviors that insists on the maintenance of standard, request deadline are met, and determine tasks and how each should be executed Bass (1990).
It is suggested that there is little difference in relationships between gender and relationships styles. Although there are notable differences between men and woman on many traits, once they become leaders there is little difference in leadership behavior. Osbourne and Vicars (2003) found no difference in initiation of structure or the amount of consideration according to subordinates.
Hypothesis #1a: It is predicted that XYZ Healthcare Systems systematic strategies and processes are positively related to results in project management effectiveness.
Leadership in healthcare is an important variable to consider when identifying strategic efficiency in project management. Herzlinger (2006) state health care will undoubtedly have an impact on the lives of many individuals during the most critical and crucial times in their lives. Effective communication and leadership styles are essential for success in the workforce.
Herzlinger (2006) states the leadership style approach consists of two behaviors: task behavior assist in goal accomplishment it assists group members in attaining their objectives. Relationship behavior assists the subordinates with feeling comfortable with each other, themselves and in specific situation. Northouse, (2004) states the style approach reminds leaders that their impact on others occur through the tasks they perform as well as in the relationships they create.
Cooper (2006) state the transformational leaders possess key factors: Charisma, instills faith, pride and respect for the leader. They also treat all staff as respected individuals with unique needs. Intellectual stimulation comes from encouraging staff to think in new ways. These types of leaders closely identify with their subordinate and with the vision of the organization. Motivation leads to success and a positive outlook on the organization.
Healthcare is in a continuous state of change. The healthcare industry has become one of the most powerful industries, providing major jobs and critical medical services for society. Brown, Trevino, Harrison (2005) state transformational leaders are open to change and often appreciate a creative approach to problems solving and team work.
Roger (2012) states due to the intricacy of the system, changes in healthcare have left leaders exhausted and uncertain of their leadership abilities to rebuild trust and provide their organization with a sense of direction. Healthcare executives, physicians, nurses and hospital administrators are dissatisfied with management. Souba (2012) states that healthcare today needs a new kind of leadership: strong leaders with a new cultural context in which they can lead. Bar-On (2007) defines self reflection as a process of exploring and evaluating our thoughts, feelings and behavior.
Morris (2008) states organizational innovativeness gives new approach and new tools to address the competitiveness that grows directly out of an analysis of successful industries, without regard for traditional principles or current intellectual manner. It reveals what works, and why it gives companies the competitive advantage through acts of innovativeness. Technology is the cutting edge to innovation that provides new ways of applying old processes.
George (2003) states we need leaders who lead with purpose, values and integrity; leaders who build enduring organizations, motivate their employees to provide superior customer service and create long-term value for shareholders, (p.9) The basic construct of primary forms of leadership and its development is the Authentic Leadership Development also known as ALD. Avolio (2005) states authentic leadership development involves ongoing processes whereby leaders and followers gain self-awareness and establish open, transparent, trusting and genuine relationships in part may be shaped and impacted by planned intervention such as training.
Avolio, Luthan (2006) state authentic leadership provides extensive discussion of this moral component, describing and ethical transparency decision making process where authentic leaders develop and draw upon reserves of moral capacity, efficacy, courage, and resiliency to address ethical issues and achieve authentic and sustained moral action. Aidemark, Funck (2009) state authentic leadership would be more effective in the healthcare industry where these critical characteristics are drawn from in life threatening situations.
Ashkanasy , Tse (2001); George (2000) stated we consider this novel intriguing perspective on the development of authentic leadership to be highly promising. It brings a premise of building importance of emotion, to understand leadership and followership. The recognition of emotion corruption as a process where authentic leadership influences followers and their development is remarkable and a unique contribution to ALD theory because these processes are not considered by related theories of transformation, charismatic, servant and spiritual leadership.
Gardener at el (2005) Luthans & Avolio (2003) state we propose that environments that provide open access to information, resources, support, and equal opportunity for everyone to learn and develop will empower and enable leaders and their associates to accomplish their work more effectively, leaders must promote an inclusive organizational climate that enable themselves and followers to continue to learn and grow.
Avolio, Gardener et al; (2004); Luthans & Avolio, (2003) state authentic leadership can make a fundamental difference in organizations by helping people find meaning and connection at work through a greater self awareness; by restoring and building optimism, confidence and hope; by promoting transparent relationships and decision making that builds trust and commitment among followers; and by fostering inclusive structure and positive ethical climate. Accepting a developmental focus as we seek to understand and explain how authentic leadership, authentic followership, authentic relationships, and positive organizational climates promote sustained and certifiable performance.
Leader integration keeps the group working together as a team, it settles conflict when they arise in the group, confirms the group is coordinated, help group members settle their differences and maintain a close knit group. Group cohesiveness is defined as “members” attraction to the group and its tasks. Shin (2005). Jonas Falk (2012) states leadership is the ability to take a team of individuals and transform them into high achievers. The best leader is the one that inspires his workers to achieve greatness each and every day. Project management in healthcare industry places an emphasis on how to turn a group into a team and ensure the team empowers all of its members to effectively produce and implement a shared goal.
ORGANIZATIONAL PERFORMANCE & DESIGN
Herzlinger (2006) states as clinical quality becomes more of precedence, it will be important for health-care institutions to evolve organizational and management structure that support the design and implementation of quality-improvements initiatives and create systems for accountability for quality of care. Glickman, Bagget, Krubert, Peterson, and Schulman (2007) state most industries are in constant evolution, so organizational design should be considered a variable, a tool for improving organizational performance. Each area has a manager that reports to higher management levels and eventually to the hospital’s Chief Executive Officer.
Glickman et al (2007) state although this centralized design has allowed for efficiency based on scale of economy, it limits integration across functions and the ability to develop innovative and creative quality-improved processes and solutions at the level of the service line. The conflict between central control and local autonomy and accountability is a key issue to resolve for most organization.
Organizational structure is functional in nature; management has experienced difficulty creating cost saving and improved quality to specific service lines. Glickman et al (2007) state modification of current management systems from a centralized to a more decentralized structure, in order to make service line units more accountable and autonomous for quality-improved initiatives, may help optimize the results of future efforts.
Successful businesses have developed organizational and management structures that produce corporate-level objectives while maximizing the potential of individuals’ business units to focus on their local competitive environments. Glickman el at (2007) uses the example large corporations are successfully using corporate strategy maps and balance scorecards so that employees both belong to individual business units and are in tuned with corporate priorities. Additionally large companies such as Johnson and Johnson and General Electric have successfully used a multidivisional organizational structure in healthcare organizations developed to allow each member of product and service line to improve the quality of care they deliver to patients.
The primary strategy for implementing teams successfully is one that is planned and comprehensive. Organizations that drive team down one path: process, re-engineering or team training, results in falling short of anticipated goals. Alexander (2006) states the five established organizational effectiveness factors are: Organizational support, process focus, role clarity, continuous learning, and system alignment. Kets de Vries (2003) and Miller, Kets de Vries, and Toulouse (2003) suggest that executive personalities encompasses many aspects of an organization, from strategy to structure and culture to an organization’s adaptive style.
Alexander (2006) states a 360 degree performance review is a formal process where an individual receives feedback from multiple individuals, raters who regularly interact with the person being reviewed also known at the learner. The objective is to provide the learner with feedback on their performance behavior and outcomes and their potential, while establishing identifying and establishing developmental goals. Alexander (2006) states the learner is expected to set goals for self-development once feedback is received, this would support the advancement of their career and in turn benefit the company. The more productive use of the 360 degree performance review is for developmental use only and not for rewards and promotions. Alexander (2006) states the 360 degree performance review process is purported to be superior to traditional forms of evaluation and feedback because it provides a more accurate assessment of the employee’s competencies, behavior and performance outcomes.
The traditional review, identify great from poor employees but doesn’t differentiate clearly among performers in the middle. Alexander (2006) state a multi-rater process like the 360 degree review can help avoid this problem as any skewed data is likely to appear as an anomaly when the feedback for that individual are examined. The feedback coach’s responsibility is to assist the learner in examining common threads within the feedback looking for feedback messages.
Alexander (2006) states the success of the 360 degree performance review is contingent on how the participant of the survey feels about the validity and reliability of the instrument. While traditional performance reviews offer a single or limited perspective, the 360 degree performance review offers feedback from any sources that often send repeating and consistent messages, a pattern of feedback is more difficult to write off as invalid or inaccurate.
Alexander (2006) states once an individual accepts feedback there is a greater probability of behavioral change and performance improvement. The raters in the 360 degree process provide social feedback with specific traits communicated through written and oral communication, praise, reprimand or appreciation. 360 degree feedback may comprise all of these.
Leonard, Beauvaris, Scholl (1995). Luthans and Peterson (2003) states for 360 programs to have positive impact, learners need systematic coaching along with the 360 degree feedback in order to gain self awareness and have a positive impact on work satisfaction and organizational commitment.
Organizational leaders are able to influence employees attitude towards programs like the 360 degree review. If leaders of the organization supports the program and communicate positive points about the program employees will reverberate that support.
Organization Performance and Balance Scorecard
The Balanced Scorecard has been identified as an effective strategic tool used for strategic management at the organizational level. McDonald (2012) states the framework has been used in the health sector for the evaluation of health programs, quality of care and improvement projects, accreditation, clinical pathway, as well as performance measurements across a consortium of hospitals.(Zelman et al 2003). For example; Brigham and Woman’s/Faulkner Hospitals is a world renowned teaching and research hospital system in Boston (USA).
The Balanced Scorecard was introduced in 2001 used to develop a source of reliable information on performance. (Gotlieb 2008). The hospital also wanted a system to address the number of major challenges including nursing shortages to ensure all patients, regardless of socioeconomic status, receive top quality care.
Kolberg and Elg (2010) state that healthcare organizations have introduced the Balanced Scorecard as a system to improve health care, and to reduce goal uncertainty in the organization, enhance customer focus, create a common language on how to improve health care, and support strategy implementation.
McDonald (2012) state financial pressures did motivate them to search for a more effective and relevant strategic management tool. Key structures ie: the Strategic Management System and the Centre for Process Excellence and processes ie: strategic review meetings and cross functional collaboration were put in place for optimal outcomes. Driven by the CEO and the Executive team whom had high visibility throughout the organization for Balanced Scorecard deployment, with ongoing efforts to improve and excel.
The Balanced Scorecard from the Brigham and Woman’s / Faulkner Hospitals is consistently ranked as one of the best hospital in the US. In US News and World Report, reports this is one of the nation’s best hospitals. Inducted into the Balanced Scorecard Hall of Fame in 2006, where Gottlieb wrote a brief write up of the Balanced Scorecard of Brigham and Woman’s / Faulker Hospitals deployment. Gottlieb (2008)
McDonald (2012) states having an automated performance reporting software facilitates monitoring and analysis of results at all levels of the system and a quick rollout of the Balanced Scorecard. Real time reporting, particularly for operational measures, is seen as an important goal for more rapid and appropriate decision making; done for individuals of medical staff and management. There are case studies that show that risk management is an integral part of Balanced Scorecard management.
McDonald (2012) states the approach is three factor: Risk identification and analysis –based on risk threatening the achievement of the strategic objective; Risk monitoring and reporting –within the strategic performance reporting framework; Risk as an input –into the Balance Scorecard assessment and review.
Strategic management became and key competency throughout the organization just as safety, security, and trust has been during their crisis management phase. McDonald (2012) state strong and rigorous initiatives/ project management are built into their approach so the initiative is delivered on time. Use of good communication including: intranet, e-released news, newsletters, anonymous intranet based on systems for staff to ask questions of the Executive.
Once staff witnessed breakthrough results occurring at the corporate level, they quickly came on board and wanted to be involved. McDonald (2012) state medical departments are inherently adverse to change and risk due to the nature of work performed, new models must be supported by substantive evidence.
McDonald (2012) state introduction and sustainability of the balanced scorecard takes extensive commitment and energy continuously. Not only does it require executive commitment, but also adequately resourcing with someone to drive it along with education of and buy in from all managers and staff. The most effective performance reviews allow managers and employees to communicate, provide feedback, and share ideas information and opinions.
McDonald (2012) states organizations would benefit from a performance tool that encourages better communication with management, honest feedback from those they interact with regularly and an opportunity to understand how they can improve their own performance. Jansen, Van Den Vosch, Volberde (2006) states in the hands of an innovative and skilled management teams, the use of the Balanced Scorecard as a core management approach can help make a major impact on addressing organizational challenges. The outcome is high quality patient care with improvements within the community health and well being.
Zelman et al (2003) states the Balanced Scorecard has been introduced across all areas related to health care, both not for-profit and for-profit including: hospitals, healthcare systems, University medical health departments, long-term care, mental health centers, pharmaceutical care, and health insurance companies.
Kocakulah and Austill (2007) state that healthcare organizations have traditionally relied on the use of nonfinancial statistics, most of them believed they had tools like the Balance Scorecard in place. However, what looks like a Balance Scorecard is just a list of easily collected measures with no clear connection with the organization’s mission or strategy.
Hypothesis 1b: To achieve success project management leaders will ensure business objective are communicated, solutions are accelerated, internal expertise is developed, key stakeholders are involved in the process, and integrated solutions applied.
DIVERSITY IN ORGANIZATION
Pavis (2003) defined cultural diversity as differences among individuals and groups, which involve places of origin, age, culture, languages, physical abilities, gender, class, religion, professional occupation, and knowledge. It is important that organizations understand that promoting and managing cultural diversity is a good way to establish and maintain a competitive edge.
Until the 20th century, business commonly used the metaphor the melting pot, referring to immigrants melting into American culture. Leaders were taught to find commonalities and blend differences. Leaders thought of languages being a handicap for organizations to overcome.
When organizations eliminate prejudice and racial misconceptions of others it facilitates organizational change. By implementing diversity training and development this creates effective organizations and leaders. It increases workers motivation and company productivity leading the company to a greater profit margin. This environment will create a more diverse client base for the organization while attracting a broader talented and skilled workforce (Combs 2002).
Witt/Keffer (2006) states many formal diversity programs in healthcare systems at the HR level have been high on exposure but low on substance. The most effective programs are those that are adopted by the CEO and Executive Team. Witt/Kieffer (2006) facilitated an Advancing Diversity Leadership in Health Care survey that consists of CEO’s followed by HR Executive at 23 percent; the remaining 32 percent are Senior Vice President and Vice President or hold other executive positions.
Witt/Kieffer (2006) states the selection of diverse candidates for leadership in healthcare organizations has increased over the past five years. The best practices in developing diversity leaders was unanimously agreed to create mentoring programs and expose young people to healthcare careers. Search for ways to move individuals from college and healthcare jobs to hospital administration.
Communicate diversity initiatives to all company employees. Witt/Kieffer (2006) states to sensitize management to diversity needs, target diversity leadership as a strategic goal, develop cultural sensitivity initiatives and strategies, examine and identify cultural disparities among leadership positions and medical staff.
The Catholic healthcare system has embraced diversity and has been more receptive than other organizations. The Catholic organization is comfortable working and socializing with people from different racial and ethnic backgrounds.
Witt/Kieffer (2006) states the nation’s changing face is requiring diversification in organizations it is no longer a choice; it is a business requisite particularly in healthcare already suffering from a shortage of clinicians.
Healthcare must reflect the diversity found nationally including language, ethnicity, religion and culturally. Everyone will at one time in their life find themselves needing the assistance of doctors, nurses and clinicians in order for each need to be met diversity in healthcare is mandatory to identify with each person on an individual basis on a national level. Diverse leadership provides a competitive advantage by representing the interest of a broad range of people; understand their needs providing services that appeal to those groups.
Diversity also provides different points of view and ways to solve problems; creating more robust dialogue; making broader intellectual decisions; understanding culture and language; creating better awareness of community needs, communicating openly and instilling trust among employees.
Hypothesis #2: Cultural diversity and sensitivity show how people are correlated to project management effectiveness.
INNOVATION AND TECHNOLOGY
Rose, Shipp, Lal, Stone (2009) states innovation is a complex and multidimensional activities that cannot measure directly or with a single indicator. It provides organizations capabilities to benchmark diagnosis, provide support and strengthen innovation culture and practice. The innovative activities include research and development that is not related to development of an exact organization.
Hansen and Birkinshaw (2007) views innovation as a value chain, a three phase process that involves; idea generation, idea development, and the diffusion of developed concepts. The conditions for innovation are: economics demand, public policy environment, infrastructure, social attitudes and cultural factor are critical for successful innovation.
Carney, Ryan (2010) states there are five innovation dimensions: Innovation strategy—Vision and strategic focus on innovation, implementation of strategy; Organization and culture—role and responsibilities, organizational structure, culture and climate; Innovation life cycle process: idea management, product, process and service development launch and continue improvement; Enabling factor—project management, human resource and incentives, IT and knowledge management Innovative results.
Carney, Ryan (2010) state to begin measures of innovation must create a clear objective and purpose, once the purpose is defined and the scope of measure is established then the critical inputs, activities and output are identified. Focus must be given to access this process and its enabling factors are in sequence to guarantee sustainability.
The Innovation Radar tool was discovered by the Kellogg School of Management’s researcher, in 2006, research in technology and innovation management. The researcher at the Kellogg school of Management are: Mohan Sawhney, Robert C. Wolcott , and Inigo Arroniz. This tool was tested with 40 fortune 500 companies in the US ie: Microsoft, Boeing, and Dupont.
The innovation radar, gives a holistic view of innovation. It support the
empirical evidence that companies that take a business perspective on innovation
will outperforms companies that only focus on product or process innovation.
Aidemark (2009) states HCA originally known as Hospital Corporation of America pioneered as a business model innovation that allowed it to consolidate the management of dozens of facilities and realize the economies of scales unidentified in the fragmented healthcare industry.
The national chain is currently 190 hospitals and 200 outpatient centers were successful by avoiding competing with politically influential academic medical centers. Aidemark (2009) states it grew while it expanded into underserved communities where customers appreciated a local hospital where doctors welcomed the opportunity to work in modern facilities.
Aidemark (2009) states the certainty of reimbursement from insurer and Medicare enabled HCA to borrow heavily for construction, and its access to the equity markets as a public company offered funds that were unavailable to non-profit hospital. Centralized health care systems, buying power keeps drugs and medical devices prices low—this delighted consumers and created a challenge for innovators.
Hypothesis # 3: It is predicted that a Project leader who utilizes innovation and technology for sustainability in the healthcare industry will achieve the competitive advantage.
MOTIVATION
Dealy (2006) states motivation is defined as the complex forces, needs, drives, tensions, or other methods that create and maintain voluntary activity directed towards achievement of goals. To achieve long-term production goal an employer could implement a program that encourages friendly competition between workers to meet production numbers.
Managers use a variety of tools and techniques to encourage employee’s satisfaction that promotes motivation and improve productivity. Jansen, Van Den Bosch, Volberde (2006) states it is suggested that an individual’s performance is related to goal-setting and working towards the accomplishment of those goals. A workplace with high morale can better retain its members and attract new ones with skills and experience. Employee benefits, flexible work hours and recognition for achievement all help improve job satisfaction.
Hypothesis #4: The project leaders who connect with team members that are motivated and excited about their jobs are related to project management effectiveness.
CONCLUSION
In conclusion, this literature review reveals the systematic strategies and processes resulting in project management effectiveness. The literature has demonstrated for project management leaders to achieve success business objectives are communicated, solutions are accelerated, key stakeholders are involved in the process and integrated solutions are applied.
The literature has also demonstrated how cultural diversity and sensitivity reveal that people are correlated to project management effectiveness. Innovation and technology are vital factors, supported by literature illuminating the necessity for sustainability in the healthcare industry to achieve the competitive advantage. Finally, the literature demonstrates project leaders that connect with team members are motivated and excited about their jobs and directly relate to project management effectiveness.
CHAPTER THREE: METHODOLOGY
From the literature review, the researcher has discovered various factors that contribute to project management effectiveness. The key components are: leadership organization performance and design, diversity in organizations, innovation and technology and motivation have been found to influence project management effectiveness both domestically and internationally, as suggested in the research literature review. The methodology selected for this study is the mixed methods approach, outlined in this chapter.
RESTATE PURPOSE OF RESEARCH AND RESEARCH QUESTION
The purpose of this research is to develop effective leadership, team motivation, organization innovativeness, diversity in organizations skills, talent and ability, while maintaining a commitment to truth, improving organizational performance and improving the profit margin of the organization.
Through this research I hope to discover innovative strategies and objectives that will gain consistent results for effective project management at XYZ Healthcare Systems. To improve the organization capabilities in teamwork and communications by increasing employee productivity ultimately improving company profits. To demonstrate how leadership will motivate team performance increasing industry success in healthcare. The following research questions are to be examined in this study:
• To what degree can strategic planning and implementation effectively change organizational processes and procedures?
• Is it vital for an organization to be technologically innovative?
• Does diversity in an organization have an impact on its effectiveness and efficiency?
• Is truth, honesty, ethics and integrity critical factors in business practices for leaders and employees?
RESEARCH DESIGN
This study is a random sampling non-experimental survey using a mixed methods approach including both qualitative and quantitative data. Organizations require large platforms to manage customer and employee relations organization innovativeness and performance these critical systems are needed to maintain functionality of the organization.
Creswell (2008) states both quantitative and qualitative data, together, provide a
better understand of your research problem than either by itself. When one type of research quantitative or qualitative is not enough to address the research problem or answer the research questions; Pragmatism –practicality; multiple view points; bias and unbiased: subjective and objective.
Creswell (2008) states to incorporate a qualitative component into an otherwise quantitative study; to build from one phase of study to another explore qualitatively then develop an instrument, follow up a quantitative study qualitatively obtain more detailed information.
Project management is a vital part of all managers daily work plan. From the UK to the US this crisis has brought an international responsiveness; the cost of failure with ineffective project management practices has reached astronomical heights.
The qualitative data is collected in a survey and was given to 250 men and women employed at XYZ Healthcare Systems. The survey targets employee’s experience with leadership, team motivation, organization innovativeness, diversity in organizations, and organizational performance at XYZ Healthcare Systems.
Are the needs of the employees being met through management? Do employees trust management’s leadership, is there effective communication on all levels of the organization, is organizational advancements offered to all company employees? Significant questions are addressed in the survey. The researcher used this research to develop the hypothesizes.
Quantitative statistics gather measurement of organizational culture in XYZ Healthcare Systems and the target group includes employee’s age, education level, ethnicities and diversities.
Mixed methods approach combines qualitative and quantitative research within the study. The researcher has closed ended questions with numeric responses and open end question on the same survey. The mixed method approach was selected to provide research that is unbiased and conclusive.
RESEARCH SETTING AND SAMPLE
The researcher chose simple random sampling to ensure all in population has equal chance to be selected. During the experiment the data collectors are not informed of which group the participant are in to maintain confidentiality and anonymity. Reduced variability in sampling promotes a 95% confidence that the truth will be found within the margin of error given the validity to this mixed methods approach.
The target market consists of 250 men and women 21 years or older employed at XYZ Healthcare Systems of all diversities and ethnicities. The survey will be sent via electronic mail. This method was selected for time efficiency while providing anonymity and a rapid response process for the participants.
SELECTION OF ORGANIZATION
XYZ Health Care Systems is a fortune 500 company. XYZ HCS is an American multinational leader in medical devices, pharmaceutical, and consumer goods manufacturing company that was established in 1886. The office the experiment will be conducted in is location at: 1 Centennial Avenue, Piscataway, NJ. The business segment produces a broad range of innovative products used primarily by health care professionals in the fields of orthopedics, neurovascular surgery, vision care, diabetes care, infection prevention, diagnostics, cardiovascular disease, sports medicine, and aesthetics.
XYZ Health Care Systems provides strategic account management, contracting and supply chain services to key health care customers, including hospital systems and group purchasing organizations, employers, leading health plans, pharmacy benefit managers, and government health care institutions. This work environment is fast paced with constant changes that are implemented throughout the day.
Project management teams are in regular operation at XYZ HCS, where they play an important part of new product roll-outs and testing. The project management teams are utilized to ensure all product information is in the system. When one project ends another project begins.
This location is ideal for the experiment (survey). With over 250 employees the participants are of all diversities, various economic backgrounds and ethnicities; male and female employees of XYZ HCS. Located in Piscataway New Jersey 21 years and older, participant are from the Order to Cash and Supply Chain divisions only.
DATA COLLECTION STRATEGIES
The survey will be sent to 250 employees, male and female of XYZ Healthcare Systems from the Supply Chain and Order to Cash divisions; twenty-one years or older and of all diversities and ethnicities. The survey will be sent via e-mail on May 1, 2013 with a return delivery receipt to track surveys. E-mails will be placed on an automatic daily reminder for the next five days on the Interoffice Outlook calendar until the survey is completed and returned.
An independent data collector will collect the surveys. The survey will be collect three weeks from May 1, 2013. All non-responsive surveys will be sent an additional e-mail inviting the participant to complete and return the survey. The independent data collector will record all data, store, and report data on chart, graph and histogram. The data will be analyzed and interpreted.
INSTRUMENT AND MEASURES
The data collected from this study will be reviewed and the results for each participant will be recorded, stored, and reported on charts, graphs and histograms. The researcher will identify the relationships between variables (dependent and independent). The qualitative data will measure the individual and group level of XYZ HCS employees. The quantitative data will provide numeric data for analysis.
Data Analysis Plan
The data analysis plan also consist of making a list of the data, abbreviate the topics as codes and write the codes next to the segments. Create topics and turn them into categories, assemble data material for each category in one place and perform an analysis. Accept or deny the null hypothesis of the experiment.
The surveys are evaluated and calculated via the Likert-scale. A standard deviation is formed with a deceptive statistic to be analyzed and concluded. The statistic tool will be the Chi-square (one-way or two-way) to test the hypothesis predicted for the statistics significant.
The Likert-scale Questionnaire consist of the rating range from 1 to 4: 1=strongly agree, 2=agree, 3=disagree, 4= strongly disagree; any additional comments were welcome at the end of the survey. The participants were asked to circle the one that best describe their opinion.
Effective leadership is critical to organizational growth.
1 2 3 4
Financial growth is a concern for both employee and management in an organization.
1 2 3 4
My contribution to the organization is appreciated by management.
1 2 3 4
Job performance is an effective measure and evaluation for determining rewards and incentives.
1 2 3 4
These are samples from the questionnaire; includes open and closed-end questions. The information collected in this survey will be used in the analysis of data.
DATA ANALYSIS PLAN
When an all acceptable response rate has been achieved and data has been collected for each portion of the research, the collected information will begin the process of analysis. Sales of measurement will be applied to the questionnaire response. Analysis and interpretation will be applied by researcher for the interview collected information.
The research will show the relations between dependent and independent variable of the research. Statistical methods such as histograms, graphs, and charts will be used to illustrate the area of research with the collected data. The retained, collected, and analyzed data will be able to provide a response to the proposed research hypothesis. The statistical analysis of the effectiveness of leadership in project management in XYZ Health Care Systems resulted in no significant changes.
You did not discuss the limitations of the data collection and analysis.
PERSONAL REFLECTIONS
On a personal note, the Organizational Management program, School of Business and Leaders located at Nyack College has opened up a new world of opportunities and options I didn’t realize existed for me. I am the last one of my sibling to earn a Bachelor degree with the thought this was outside of my scope. What I put into my education; time, studying, focus, and an abundance of faith, is better than what I could have ever hoped for.
Every week; working harder, becoming more focused and more determined. I worked and met the weekly challenges with Cohort 526, a group of dedicated people striving for the common goal of completing the program, it was hard work but it was worth it!
Every class taught me a different life lesson. Every lesson life changing, every lesson different from the next all important building blocks in my development. How empowering and invigorating it is to return to school, nerves and all and learn so much.
I’ve learned the importance of investigating topics of importance to establish facts; effective leaders lead by positive example; embracing technology and innovation are crucial for sustainable success. Anticipate areas of concern in projects and prepare ways of resolving problems before they arise; maintain integrity in business practices by being honest and truthful. Establish effective lines of communication between employee and manager. When implementing new processes communicate each phase of the process, seek feedback and address questions immediately.
I have also learned that I have the power to impact the community. I no longer need to wait for someone else to make a difference for me; this is powerful! Through this program a new sense of self has developed, a more confident, courageous and focused person.
On a final note, Professor A. Hundley our lead Instructor is a great example of the human spirit, focused and determined to impart the teachings of each subject while adding the value of his enlightening educational examples to the lessons. Professor Hundley has always made himself available to respond to questions and concerns of his students. I am truly grateful for Professor Hundley’s commitment to education and his students.
References
Aidemark, L. F. (2009). Measurement and health care management. Financial Accountability & Management, 25(2), 253-276.
Alexander, D. (2006). How do 360 Degree Performance Review affect Employee Attititude, effectiveness and Performance. University of Rhode Island.
Avolio, B. &. (2006). The Hight impact leader. Authentic resilent Leadership that gets results and growth. New York: McGraw Hill.
Avolio, B. G. (2003). Authentic leadership Development Getting to the root of positive forms of Leadership. Leadership Quarterly, 16, 315-338.
Brown, M. E. (2005). Ethical leadership; A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes(97), 117-134.
Carney, P. R. (2010). Measuring firm level innovation review of literature. Survey – design.
Ciulla, J. (2004). Ethics: the heart of leadership. Westport, CT: Praeger.
Cooper, C. N. (2006). Positive organizaitonal behavior. Thousand Oaks, CA: Sage.
Creswell, J. (2008). Educational research & planning, conducting, and evaluatiang quantitative and qualitative reseach. Upper Saddle River: Peason Education.
Dealy, M. D. (2006). Managing by accountability: What every leader needs to know about responsibility. Westport, CT: Praeger.
Glickman, s. B. (2007). Promoting Quality, the Health Care Organization from a Management Perspective. International J Quality Health Care, 19(6), 341-348.
Gottlieb, G. (2008). Moving from Performance measurement to at Brigham and Woman’s / Faulker Hospital. Balance Scorecare Report, 10(2), 3-11.
Herzlinger, R. (2006, May). Why Innovation in Health Care Is So Hard. Harvard Business Review OnPoint Article. Retrieved from http://www.hbr.org
Kotterman, J. (2006). Leadership vs. Managerment: What’s the difference? J Qual Participation, 29(2), 13-17. Retrieved 2012, from http://asq.org/pub/jpq/
Kwan, Y. A. (2009). Availability Impact Analysis of Project managment Trends: Perspecitve from Alled Disciplines. Project Management Journal Witey Interscience.
McDonald, B. (2012). A Review of the Use of the Balance Scorecard in Healthcare. BMCD Consultant. Retrieved from http://www.bmcdconsulting.com
Morris, L. (2008). Innovation: Metric, The Innovation Process and how to measure it. White paper Innovation Labs.
Rogers, R. (2012, June 25). Leadership communication style: a descriptive analysis of Health care professional. Journal of healthcare Leadership, 47-57.
Rose, S. S. (2009). Framework for measuring Innovation . Initial Approach, Science, & Technology Policy Institute, working paper.
Witt/Kieffer. (2006). Advancing Diversity Leadership in Healthcare. A National Survey of Healthcare Executives.
Appendix A: Introduction of Research Letter Inclusive of Informed
Consent/ Confidentiality Agreement
Suzie Sopie
Director of Customer Care Division
XYZ Healthcare Systems
5 Successful Town
Piscataway, NJ 11111
Dear Ms. Sopie:
I am Francine Pratts, a student at Nyack College enrolled in the Organizational Management program. My Primary Instructor is Professor A. Hundley. I am conducting a survey about the effectiveness of leadership in an organization.
I selected this organization because of its domestic and international reach and its leading position in the health care industry. This survey is being conducted to learn which factors are needed to develop effective leadership to improve the strategies and processes of project management worldwide.
With your permission I would conduct the survey on approximately 250 male and female, twenty-one years and older, of all diversities and ethnicities, in the orders to cash and supply chain division only. Be advised that the identity of the company and the participant will remain anonymous. Once the surveys are complete a final copy of the summarized results will be sent to you.
Should you decide not to have the employees of XYZ Healthcare Systems participate in this survey please inform me via e-mail Francine.pratts@nyack.edu or contact me at (555) 333-1111 to select an alternate organization.
If you agree to participate in the survey, please sign and return the enclosed survey permission slip in the enclosed envelope. If you have any questions please feel free to contact me.
Best regards,
Francine Pratts
SURVEY PERMISSION SLIP
As the Director of Customer Contact Division, I hereby grant permission to Joseph Reyes, in conjunction with Nyack College, to conduct a survey of the men and women of XYZ Healthcare systems. I understand that the identity of the organization and all who respond to this survey will remain confidential.
Sign___________________________________________ Date_____________________
Appendix B: The Survey Questionnaire
Company name:_____________________________________Date:____________________
Your highest level of education:
High School or GED____ Some college ______ Undergraduate______ Graduate______
Age:______ Gender ___________
This questionnaire has been developed to give clarity on what has caused corporate strategies to fail, compromising organizational effectiveness. With your participation through this survey we will evaluate effective leadership. Please take a few minutes to complete this questionnaire. The rating ranges from 1 to 4: 1=strongly agree, 2=agree, 3=disagree, 4= strongly disagree; any additional comments are welcome at the end of the survey. Please circle the one that best describes your opinion. Let’s get started.
Management
Effective leadership is critical to organization growth.
1 2 3 4
Job performance is an effective measure and evaluation for determining rewards and incentives.
1 2 3 4
Trust and honesty, ethics and integrity are important in business practice.
1 2 3 4
Leadership development is an important factor for an organization to achieve continuous success.
1 2 3 4
Financial growth is a concern for both employees and management in an organization.
1 2 3 4
Managers must lead the company by example.
1 2 3 4
Management leadership is relevant to job effectiveness.
1 2 3 4
My contribution to the organization is appreciated by management.
1 2 3 4
Work environment
It is important for a company to be technologically innovative.
1 2 3 4
Diversity in our organization impacts on its effectiveness and efficiency.
1 2 3 4
Older companies can adapt to the new organizational strategies of today.
1 2 3 4
For any organization to obtain sustainable success they would have to embrace the use of technology.
1 2 3 4
An employee’s apprehensiveness about new procedures being implemented should be addressed before the implementation.
1 2 3 4
Managers and employees performance reviews will directly affect promotions and annual bonuses.
1 2 3 4
Communication
Employees and management must focus on building effective business relationships in order to build a successful organization.
1 2 3 4
All employees should have an appropriate venue of communication for business activities and information while implementing new procedures.
1 2 3 4
Managers that lead by example encourage trust among their employees.
1 2 3 4
Fear of job loss serves as an incentive for employees to support and not question organizational change.
1 2 3 4
All employees should reap the benefits of their company’s success.
1 2 3 4
Each employee can speak their mind without fear of reprisal from their managers for future advancement and promotions in the organization.
1 2 3 4
What encourages employees to commit to a company’s vision? _________________________________________________________________________________________________________________________________________________________________________________________________________________________________.
What would help develop managers into more effective managers in today’s organization?
__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________.
Any Comments/or feedback about the survey?
__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________.
Thank you for your participation!
Prepared by: Francine Pratts
Nyack College and Alliance Theological Seminary
1 South Blvd, Nyack, NY 10960 (845) 358-1710
For educational use only
APPENDIX C: RESEARCH PROTOCOL – IRB CONSENT FORM
You are being asked to participate in a research study concerning the leadership and its effectiveness with managers and employees in project management. Please read this form carefully and ask any questions you may have before agreeing to take part in the study.
What the study is about: The purpose of the study is to identify key factors how leaders must manage group information, communication and collaboration.
What we will ask you to do: If you are to be in this study, I will ask you to complete a questionnaire. The questionnaire will include questions about the leadership and the job performance of management and employees of organization. It is a brief survey that will take 10-15minutes.
Risk and benefits: I do not anticipate any risks to you participating in this study.
Compensation: There will be no monetary compensation for this study. However, a gift of the research findings may be distributed.
Your answers will be confidential: The records of this study will be kept private. In any sort of report, we make public we will not include any information that will make it possible to indentify you. Research records will be kept in a locked file; only the researchers will have access to the records. If we tape-record the interview, we will destroy the tape after it has been transcribed, which we anticipate will be within two
Taking part is voluntary: Taking part in this study is completely voluntary. You may skip any questions that you do not want to answer. If you decide to take part, you are free to withdraw at any time.
If you have questions: The researcher conducting this study is Francine Pratts. Please ask any question you have now. If you have questions later, you may contact Francine Pratts at Francine.Pratts@nyack.edu or at (917) 555-1212. Please refer questions or concerns regarding your rights as a subject in this study to: the Institutional Review Board (IRB) at (777) 555-8888.
A copy of this form will be given to you for your records.
Your participation in this research is voluntary, and you will not be penalized or lose
benefit if you refuse to participate or decide to stop.
Statement of Consent: I have read the above information, and have received answers to any questions I asked. I consent to take part in the study.
_____________________________ ____________
Signature of participant date
_____________________________
Print your Name
