Management Services (ANG-A) delivers enterprise services to support the NextGen organization and its modernization partners. We provide ANG-wide integrated business and human resource functions instrumental in developing and maintaining a highly skilled workforce. Through continual process improvement we focus on fulfilling requirements for technical, professional, and administrative services. This office supplies critical financial services to ensure continuity of mission critical functions while serving as a decision making support unit for ANG leadership. We guide and facilitate business and budget planning as well as performance monitoring and reporting to execute Agency and NextGen priorities.
Procurement Services Division (ANG-A1)
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We reinforce the NextGen mission by fulfilling ANG’s needs for talented employees and the materials, equipment, and workspace they require to succeed. Providing these services while building and maintaining a workforce of diverse personnel is a high priority for our organization. We support the Agency’s efforts aimed at implementing and/or revising performance evaluation methods to the managers Equal Employment Opportunity performance standard. We have developed internal mechanisms and procedures to notify managers of requirements related to onboarding new employees as they are …show more content…
We manage the operating accounts throughout the year, which allows ANG to address a number of unfunded highly visible and high-impact facility issues at the Technical Center. Sound financial management allows for unplanned funding to the directorates for job performance enhancements for their staff. Diligence by staff resulted in achieving the target of performing fund certification within three business days of receipt of obligating documents for 85% of randomly selected transactions. ANG-A4 led the effort to train and transition ANG staff onto the new E2 travel system. Our staff was instrumental in the planning and documenting the FY18 Capital Budget requirements for the agency-wide NextGen portfolios. ANG-A4 also established a roadmap for resource guidance, budget planning, and accountability that facilitates achievement of FAA and NextGen Initiatives and Objectives. This was accomplished through providing Business Plan guidance, formulation, governance, and performance
Determined healthcare systems routinely examine their environments internally and externally to locate significant trends and forces in the present and for the future which will have an effect on their performance goals and mission efforts. These healthcare systems understand who their stakeholders are, their needs and how best to meet those expectations and needs. These systems give attention to specific efforts on accomplishing goals that acquire opportunities in the whole environment while they continue to adjust their internal structures and functions. Precise aims are dealt with by uninterrupted sequences for performance improvements. Strategic directions for systems originate from the mission and directives. Strategic directions are identified by observing key stakeholders, addressing their interests and being proactive about responding to current, as well as, future shifts and trends in the systems’ entire environment (Skinner, 2001).
The National Occupational Standard (NOS) was developed in 2006 by the Financial Skills Partnership (int-comp, no date). The eighth and ninth parts describe the paraplanners responsibilities (CII, 2013), these include: fostering a dynamic working relationship...
Due to WellStar being a multi facility health system, its organizational design is constantly being reviewed for simpler and more efficient processes. WellStar’s two smallest hospitals, WellStar Paulding and WellStar Douglas, previously under went reconstruction with regards to their hierarchical structure in Patient Access Services (PAS). WellStar Paulding, the smallest facility of the five hospitals, renovated their managerial chain of command in PAS. WellStar Paulding’s patient volume is less than half in comparison to the 4 additional hospitals. As a result, their staff is smaller and only requires minimal supervision. In the past WellStar Administrators requested supervisors for every department, a manager of the entire department, and a director that managed PAS’ management directly and PAS staff indirectly. Recent cuts ...
Every organization and business enterprise has a dream of making the highest profit in all their ventures as well as minimizing all the inputs while at the same time maintaining the quality of their products and services. This goal cannot be achieved without the proper and powerful management team that directs all the organization operations and calls the shots. Management comprises of procedures and processes for rationalizing and connecting the activities of the business in order to achieve defined objectives and goals. In most cases, management is included as a fundamental of production process in the same category as machines, raw materials, and cash (Niederle, 2013). However, for an organization’s management to effectively and efficiently manage all its activities that include staffing, organizing, coordinating and controlling, it has to be conversant with rules of the land regarding
The objective of the MCEG is to provide channels to exchange information between managed care/health plan information systems executives and to provide opportunity for personal networking. MCEG provides a forum to develop policy which relates to the use of information technology and healthcare. MCEG provides feedback to vendor sponsors and other vendors on the trends and types of technology needed to ensure that their products and strategies meet their customer’s present and future managed care needs. Additionally, their objective is to “educate executives on clinical and administrative trends in health care, new and emerging technologies, and other pertinent information to assist in achieving the key goals of cost containment, effective service and high quality health care.” (Why We Matter, 2011)
The purpose of this report is to reflect the practices of the company and proffer suitable organizational components that can help the company manage the challenges and more competitive. Also, make a recommendation in order to bridge the gap between the practices and the market environment. It has been described in the literature the need for companies to undergo changes on a continual basis. Thus the importance of organizational change in today's turbulent business environment has increased.
During the final stage broadening the perspective, the APN is starting to settle in in his/her new role, the NP experiences realistic expectations and a feeling that they are competent. During this phase, I will focus on identifying my strengths and work on strengthening them further. I will do this by seeking for biannual and annual evaluations from management/administrator. I plan on making changes in my work environment in order to increase the care delivery system.12
This summary report will provide an overview of the decisions we made as a team, the strategies we used and an evaluation of the final results. This report will also reflect on the learnings on how to successfully manage an organization.
Process and team integration: GE has developed an organization called GE Capital Services that specializes in the process of acquisition and integration. They h...
The principles of job enrichment are applied to this case are three-fold. First, the administration will look at the policies and organizational alignment. Leaders will address the possibilities of re-engineering; the process of rethinking the business and systems
Savit,(2012) identifies Norton Healthcare’s approach to onboarding that has three phases. The first stage last for 1 week and is purely an introductory process of the new employee to the organization. The second phase is from the first week to 30 days and focuses on the company’s clients. The third and last stage extend from 30 days to 90 days. This last stage help employee deal with the stress of the job establishing work life balance.
Over recent years companies have become less dependent on paper and more dependent on technology. Take American Honda Motors for example; the Davenport Parts facility recently converted computer systems to more efficiently manage its inventory. Prior to its new system months of preparation was needed in order to ensure a smooth change over. Without the four basic functions of management all working together success would not have been possible.
The globalization of the economy, and the associated heightened competition, lead to higher demands on efficiency, quality, flexibility and the innovative capacity of businesses. Consequently, the demands on the primary business process continuously heightened. Complex cases could be calculated, for example the influence of certain investments on the cost of sales of a product. The senior management of businesses quickly learned to weigh the relevant options for each innovation process. Due to the quick developments in the primary processes, it was inevitable that the secondary (supporting) processes had to develop as well. For facility organizations this meant focussing on a more economically responsible way of managing the facility services (Kooyman, W., 2007).
Second, create a diversity group ranging from upper management to employee and include someone from each different ethnicity (Haskins, Saunders, & Vazquez, 2015). This group would help manage diversity training and inclusion within Ethio Express. The third step, would be to keep up with training and make sure that every employee 's needs are met through an equal opportunity policy (Engineering Management, 2004). Through education and equal opportunity policies, cultural competence can be addressed. Within the diversity group, employees can speak openly and freely about their different cultural experiences and grow to an understanding of
A follow up and evaluation process has to be done in order assess the new employees progress beyond the first day of arrival in the organisation . This follow up and evaluation will assist in establishing whether there are any obstacles in integrating the new employee in this new environment, they could be either political , socialism and whether mentor support is sufficient to integrate the new employee in this new environment. It will also serve as enquiry toll to establish if is there are any training needs needed by the employee further to those that have been offered by the employer.