Management Performance in Medi-Call - Case Study Example

xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Institution xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Course xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Date xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Management Performance The case study in question, concerned with Medi-Call personal alarm system, is basically concerned, with the manner in which these very systems, serve the intended purpose right, and in the most effective way possible. Medi-Call, works to provide personal alarm systems to the elderly in society, as well as to those who are more or less infirm. The firm targets clients, or rather customers, who mainly consist of those individuals who live alone as per their own will, as they prefer not to spend their time being looked after, neither by their family, nor in some sort of seclusion set up particularly for that line of work. Medi-Call as a firm, works with the reception of three main categories of calls from its clients. This include, emergency calls, which would be considered as the most vital of all the firms operations, as they result to having the firms agents being on the phone, for an average time of thirty minutes. This however goes further to be spread over to a greater number of calls, whereby the customer, the client’s family, or even the neighbors are at times involved in the entire calling procedure. Technical enquiries, as well as reassurance calls, are also part of the buildup that the firm consists and works with (Treas, 2010, 68). Technical calls normally come from new customers, as they are normally not certain, or rather used to the operation of the equipment in use. Technical calls last to approximately five minutes, as they are brief, and to the point. On the other hand, reassurance calls revolve around the effort of the firm. How exactly is this? Medi-Call advocates for its clients to make a call to the overall call center, with an aim to ensure that their equipment still work accordingly, and in line with what is expected of them. This particular category of calls varies in their time span, with most lasting to approximately six minutes. This is because, some of Medi-Calls clients spend a lot of time alone, and end up using this opportunity to strike long conversations on the phone, letting their bottled thoughts out (Lovelock, 2012, 82 ). Elderly institutions should not be overcrowded as this would be hard for them to have free space and disease that are contagious can be transmitted through various factors such as air that is in low supply. Competition for basic needs such as water and other needs such as towels and washrooms may not be adequate. Large numbers would cause death, as nurses may be unable to account for each elderly person on time. The high number can increase the lack of necessary of equipments such as beds are inadequate as patients experience force, facilitating them to sleep in pairs (Gubrium,2009, 96). In view of the research’s basis, and revelation, it is evident that Medi-Call systems need to have all sort of management go back to the drawing board and strategies on new ways forward. This is in terms of operation management and its performance. As per present day standings, Medi-Call systems is at its best of performance, though the fact is that, there lies great opportunity for better performance. The elderly need peace of mind as they require attention to meditate and there eardrums may be weak which can cause harm to them and cause impartibility. The elderly need ease too access medical facility as the elderly are prone to diseases which might distort their way of living and inconvenience the way they leave they might need total care and support (Faherty, 2009, 102). In relation to the efficiency of the firms services, Medi-Call systems realization of overwhelming positive reaction from its clients, with their direct customers being on the frontline. This refers to the elderly, who are the direct beneficiaries of the firm’s services. Closely follows the elderly family and friends, inclusive of all direct relatives too. With the firms operation and service rendering to the community, in terms of catering for their aged, facilitating their daily lives positively (Lovelock, 2012, 297). Buildings used for homes of the elderly they should not be in a storey form as most of the elderly got difficulty in walking this would reduce the mobility of the elderly patients forcing them to seek support from nurses slowing activities in the institution. The availability of aid tools such as wheel chairs, listening aid tools that boost the eardrums from perceiving sound this would increase the performance in the institution as everyone including the elderly would take part and this would increase the performance of the institution. The elder would exercise simple exercise as it would boost their morale and help their bodies. Taking part in basking would ensure that their bones grow stronger day by day and this would help them from less monitoring (Tinker, 2009, 278). Figure 1: Graph showing changes in capacity, call time and total time over the 12 hour period As the graph indicates, a typical morning in light of the firm, realizes more reassurance calls, than any other. This could be contributed by the idea behind why these calls are made in the first place. Emergency calls tend to be on the high, as it is not possible to control emergencies, since they happen without warning. On the other hand, technical calls are the least made. In depth, research on this reveals that they do not follow any specific pattern, as it is in the case of both emergency and reassurance calls. Situations whereby the efficiency and the effectiveness of the firm are evidently clear is whereby the old in the society are awarded, through the firms operations, a chance to associate with their age mates. This is perhaps one of the most rare chances in a person’s life, to come by at the age of seventy years plus. The reason behind this kind of situation being, at that elderly age, one rather requires the safest and most conducive environments to spend their life in. With this, it is found out that the elderly are normally re-situated to perhaps the up countries, making the chances of them to ever meet, leave alone mingle with in the future, only slimmer (Coronas, 2007, 54). With the running of firms and service providers such as Medi-Call, there emerges the availability of a better alternative to the manner, in which they enjoy the late ages of the elderly, or rather, bare fruits of their labor, to their own favor. It creates the perfect environment for the aged to come out and interact with each other thus efficiently handling their late years, in a method of their liking too. These practice shows more efficiency still, whereby it makes the elderly, even at their old age, link with technology, even at its most basic sense of existence. The use of communicators using signals and other forms of technology alerts their minds, as they thirst to absorb as much as they consider enough. This gradually brings closer the realization of technology spread, to all ages and beating barriers (Levine, 2008, 143). The resource management sector or rather department plays a vital role to ensure fund management is of the most transparent of nature. This is because; it is known that mismanagement, as well as misappropriation of funds facilitates, by a relatively huge percentage, the falling of firms and organizations. In a bid to concur to this argument, very little, or even no operation is possible, leave alone practical, in the absence of funds (Flint, 2009, 133). Misuse of this funds would result to bankruptcy, which is very risky towards the realization of the firms overall goal. This poses an even worse risk of killing the dreams of the elderly, who directly benefit from Medi-Call. There lies a number of ways through which the management policies of the firm, as well as the firms practices, could be changed in order for the firm to realize increased effectiveness in its line of service provision, as well as efficiency in what it does. Medi-Calls operations clearly revolve around the aged and the infirm, and so should the basis of improving their services (Young, 2008, 138). On the other hand, there never lacks room for improvement. In this particular case scenario, it would be advisable for Medi-Call to make thorough, all security aspects concerning the running and operation of the firm. This should stretch from, securing and maintaining the loyalty of all employees to creating a secure environment for its clients, that builds their confidence in Medi-Call. Client-Information privacy should be well maintained and respected too. With this being the case, Medi-Call is able to retain their employees, deterring any competitors targeting that particular sector, as they would have already taken-up the role of a monopoly (Tassel, 2006, 22). Operational performance too could be improved in the sense that, the high quality of client-interaction and relationship with the firm is kept high. This would include practices such as going back to the market in search of prospective employees, considering the skill and talent that the subjects portray. This would ensure that the quality services in offer never drop as they recruit professionals to give a break to the prior workers in a move to avoid exhaustion of either party (Santurce, 2007, 178). In what would so far be referred to as a critical and very vital move for Medi-Call to take, would be to find a non-complex method, through which, the clients families are incorporated to the daily lives of their elderly, who are the clients of Medi-Call. As the firms’ intention is not a move to isolate the aged from their families, this should be clearly elaborated by the use of developed modes of linking both parties as many times as possible, preferably unlimitedly. This only result to the tightening of the bond between the trio, the clients, their families, and Medi-Call (Sharmer, 2009, 102). Primarily, it is important to consider the fact that, the firm estimates that its employees are effective to about eighty percent of the overall time that each individual lies in shift. This on the other hand translates to the fact that, they are allowed short breaks as some of the members of staff are not entirely competent and up to the task. Work Cited Coronas, T., & Oliva, M. 2007. E-Human resources management managing knowledge people. Hershey, PA: Idea Group Pub. Preston, A. 2009. Managing resources. Jordanstown, Co. Antrim: University of Ulster. Levine, C. H. 2008. Managing human resources: a challenge to urban governments. Beverly Hills, Calif.: Sage Publications. Lovelock, C. H. 2012. Managing services: marketing, operations, and human resources (2nd ed.). Englewood Cliffs, N.J.: Prentice Hall. Sharma, S. P. 2009. Service marketing. Jaipur: Paradise Publishers. Coronas, T., & Oliva, M. 2009. E-Human resources management managing knowledge people. Hershey, PA: Idea Group Pub. Bowen, D. E., Chase, R. B., & Cummings, T. G. 2010. Service management effectiveness: balancing strategy, organization and human resources, operations, and marketing. San Francisco: Jossey-Bass. Jones, C., & Jowett, V. 2008. Managing facilities. Oxford [England: Butterworth-Heinemann. Mondy, R. W., Noe, R. M., & Gowan, M. 2010. Human resource management (9th ed.). Upper Saddle River, N.J.: Pearson Prentice Hall. Drucker, P. F., & Maciariello, J. A. 2008. Management (Rev. ed.). New York, NY: Collins. Flint, D. 2009. Managing resources. London: Hodder & Stoughton. Kotler, Philip. Operational Performance. Millennium ed. Upper Saddle River, N.J.: Prentice Hall, 2010. Print. Arrison, S. 2011. 100 plus: how the coming age of longevity will change everything : from careers and relationships to family and faith. New York: Basic Books. Caring for frail elderly people: policies in evolution.. 2009. Paris: Organisation for Economic Co-operation and Development. Faherty, V. E. 2009. Social welfare and social work 99/00. Guilford, Conn.: Dushkin / McGraw - Hill. Goldfarb, A. I. 2008. Aged patients in long-term care facilities; a staff manual. Based on staff seminars conducted by Alvin I. Goldfarb.. Rockville, Md.: National Institute of Mental Health, Section on Mental Health of the Aging, U. S. Govt. Print. Gubrium, J. F.2009. The mosaic of care: frail elderly and their families in the real world. New York: Springer Pub. Co.. Health in an older society. 2011. Washington, D.C.: National Academy Press. Health reform the aged care chapter : a review of the Aged Care Act 2007 Cth. 2010. Canberra: Aged Care Association Australia. Santurce, S. J. 2007. The Elderly, social, psychological and health aspects for their well being and care: development of training modules for persons serving the elderly population : final report.. Santurce, P.R. : University of the Sacred Heart. Socio-economic policies for the elderly. 2012. Paris: Organisation for Economic Co-operation and Development ; Tassel, D. D., & Stearns, P. N. 2006.Old age in a bureaucratic society: the elderly, the experts, and the state in American history. Westport, Conn.: Greenwood Press. Tinker, A. 2009. The elderly in modern society (2nd ed.). London: Longman. Young, M. 2008. Social security. Detroit: Greenhaven Press. Read More