7d990ca60d7c52210d85bea2ec83388228cece93 xDiP_Consultant_1 x
Please Note: This paper is in the required APA 7 format.
Chapter One
HUMAN RESOURSES DEVELOPMENT WORK PLAN OUTLINE
1. Introduction Describe the nature of the Dissertation in Practice, human resource development and the underlying theoretical framework used for the Dissertation in Practice (i.e., HPE and Phillips Model of Evaluation).
2. Background Provide the background of the organization, what it does and pertinent information pertaining to the performance issue.
3. Performance Gap Describe the HRD performance gap or issues as revealed from initial contact/interview with client organization’s representative using Kurt Lewin’s Force Field Analysis (Describe the current situation? Describe the desired situation?
Identify where the current situation will go if no action is taken; List all the forces driving change toward the desired situation; List of the forces resisting change toward the desired situation etc.) in conjunction with William Rothwell’s guided performance improvement questions:
1. What is the performance issue?
2. When does it occur?
3. How often does it occur?
4. Where does it occur?
5. How frequently does it occur?
6. Why does it occur?
7. Who is affected by the performance issue? State if the problem is at the individual, group or organizational level. Not only explain the performance gap, but think about illustrating it as well by using a cause-and-effect Ishikawa Fishbone diagram and Kurt Lewin’s Change Model.
4. Literature Summary of the Central Problem Define the central performance problem in one sentence. Summary of literature related to the central problem
Items that need to be addressed in Chapter 1 by my Chair.
CHAPTER 1
OVERVIEW OF THE PROBLEM
The University requires candidates for the doctoral degree in Educational Leadership with a specialization in Human Resource Development to complete a dissertation in practice. A dissertation in practice demonstrates how a scholar-practitioner identifies a problem of practice (a performance issue) within an organization, analyzes it, provides a solution, implements the solution and evaluates. The format of this paper starts by identifying the organization and the problem of practice, and then provides a casual analysis, a theory of change, a change initiative and an evaluation.
Background of the Organization
The organization used for this project is a real organization. A fictitious name was used to ensure the confidentiality of the real organization and parties involved.
The organization used for this project is a real organization. A fictitious name “The Regional Eye Care Center” was used to ensure the confidentiality of the real organization and the parties involved. The Regional Eye Care Center was started by Dr. Howard forty years ago. In 2001 his son, Dr. Howard took over the practice. There is one general manager, five ophthalmologists, and four assistants. Comment by DE: If that isn’t a fictional name, change it. Same for Dr. howard. Comment by Author: You should first start with a sentence like this:
The organization used for this project is a real organization. A fictitious name was used to ensure the confidentiality of the real organization and the parties involved.
The Regional Eye Care Center receives patients on the basis of referrals from those patients’ primary care providers. Comment by Author: You should first start with a sentence like this:
The organization used for this project is a real organization. A fictitious name was used to ensure the confidentiality of the real organization and the parties involved.
Background of the Organization
SWOT Analysis
(What it is and why we use it and how did you get the information for this.)
Diagram place here
Strengths
(talk about your organization and support it with research for each of the sections)
Weaknesses
Opportunities
Threats
Problem of Practice
Regional Health Care Clinic:
“What Are the Current Organizational Systems, and Can They Sustain New Business Requirements?”
By
XXX
EXECUTIVE SUMMARY
This human resource development (HRD) dissertation in practice used the human performance evaluation (HPE) model to analyze patient satisfaction at the reception department of an Ophthalmology Clinic. To assess patient satisfaction, the following research question was posited: What are the best patient practices to streamline their patient referral process? Three options were considered as solutions. Findings from the analysis determined the best solution to address patient satisfaction was to employ a process that provided patients with additional assistance when making appointments and obtaining referrals. Using the Analysis, Design, Development, Implementation, and Evaluation (ADDIE) model, which is designed to develop employee expertise with the purpose of improvement, was used to establish new processes for this study. The new processes were evaluated using Phillip’s model to determine the return on investment.
Insert the TABLE OF CONTENTS
CHAPTER 1—INTRODUCTION
Overview
This study examines a medical clinic’s organizational structure by integrating three conceptual models—Human Resource Development (HRD), Human Performance Enhancement (HPE), and Analysis, Design, Development, Implementation, and Evaluation (ADDIE)—for analysis and development of their business organization and future requirements.
Providing services for all consumers should be a focal concern for all businesses. However, there is limited research on how healthcare organizations design their businesses to enhance patients’ satisfaction beginning with their first interaction with a clinic. At the time of this writing, the COVID-19 pandemic has left businesses contemplating how to survive. In addition, the pandemic created a sense of urgency for healthcare providers to re-examine their business model, including creative ways to serve their patients.
Information technology has become critical permitting many ways for patients to select new medical providers and/or medical services. This paper does not proclaim to have exhausted every health care organization’s departmental assessment for improving patient care; however, it does speak to providers seeking an example for organizational development.
The return on investment is important for health care organizations therefore, this paper will illustrate how a clinic identified and determined fiscal benefits by re-organizing its operations to accommodate their patients prior to the pandemic.
Background
The regional eye care center used for this project is a real organization. A fictitious name was used to ensure the confidentiality of the organization and the parties involved. This eye care center depends on referrals from primary care providers to receive patients. Essentially, when consultations with a physician or other primary care practitioner indicate that the patient needs treatment from an ophthalmologist, that patient is referred to the regional eye care center. This means that the patient referral process is crucial for how the eye care center is introduced to patients. Rather, if a patient is referred to the eye care center, then this means that the patient has already seen a primary care practitioner who has determined that the patient should be referred. Devising a method to streamline referrals is crucial to delivering high-quality care to the patients. since again, most of the patients at the eye care center are there because they have received referrals. Thus, the research problem to be investigated is the system used to process patient referrals at the eye care center. This results in long patient wait times, as well as perpetual misunderstandings between the patient and healthcare providers regarding issues such as insurance, coverage, appointment times, and so on. This confusion has led to a drop over time in patient satisfaction rates. The clinical metric that will be evaluated for the present project, then, is patient satisfaction scores. On the basis of observations, it has been determined that the current patient referral process is the reason for dropping patient satisfaction scores. Therefore, the project will seek to improve the patient referral process as a means of improving patient satisfaction scores.
Performance Gap
The current patient referral processing model is reflected in the following diagram:
Figure 1
Figure Title Needed This Figure Table Style Needs To Be Changed & Re-named.
Step 1
.
Most of these patients are seniors, and the process of treating them is for the most part straightforward.
Step 1A
Patients who are not registered or seen without a referral cannot be immediately seen by an ophthalmologist since they do have a referral. These patients tend to become upset while sitting in the waiting room, and they often dispute their cases with the front desk staff.
Step 2
If patients cannot contact their primary care providers and get a referral sent by fax, then they can either schedule a new appointment at the region eye care center or leave.
Step 2A
Patients waiting for faxed referrals tend to become anxious. As a result, they approach the front desk frequently, which creates a general atmosphere of disorder within the waiting room.
Steps 3-5
It is generally smooth sailing through these phases since they pertain to patients who do in fact have their referrals in order. However, it is worth noting that the wait time for the patient could be extended if the patient’s appointment time passes while he/she is waiting for a faxed referral.
From the information presented by….., it can be seen that the process for addressing patients who come to their appointments without a referral is a concern. It is important to determine how to streamline processing for patients who arrive without a referral and then decide to contact their primary care providers to receive a faxed referral.
Framed in this way, perhaps there are a couple of solutions that could be pursued to resolve the identified performance gap. First, referrals could be received immediately by shifting from faxing to scanning and using e-mail to receive referrals. And second, the eye care center could adopt a policy of sending home patients who arrive without a referral. The current process is rather ad hoc, and it is stressful for both the patients and the healthcare providers. Ultimately, the current performance gap reflects inadequacies in the process of addressing the needs of patients who arrive at the eye care center without referrals.
Unfortunately, the ophthalmologist is not aware of the amount of personal time and profit that is lost because of this issue, not to mention the long-term impact on the eye care center’s reputation. At present, the front desk of the eye care center generally deals with the issue without bringing it to the attention of the ophthalmologist. However, this is taking its toll both in terms of the job satisfaction of the front desk workers and the satisfaction of the patients who come to the clinic.
As Rothwell (2005) wrote, “A performance gap is a difference between what is happening and what should be happening. A performance gap can also be regarded as a difference between the way things are and the way they are desired to be” (p. 126). In this context, the process at the eye care center regarding patients without referrals qualifies as a legitimate performance gap. In the case of the eye care center, the there are two possible solutions: (1) all patients to arrive with their referral paperwork or (2) provide patients that do not have a referral an easy and reliable way of receiving a referral once they have arrived at the clinic. As a result, the front desk staff has two distinct experiences with patients. On the one hand, while trying to be helpful to patients who arrive without referrals, they become agitated or anxious while they wait for their referral. On the other, for those patients who have all their referrals they are impacted by the negative atmosphere and disorder generated by those patients who did not arrive with a referral. Both situations may result in delays in scheduled appointments. Therefore, this situation clearly fits the definition of performance gap provided by Rothwell (2005).
The Step 2A loophole. An examination of the workflow processes within the eye care center indicated a key problem, identified as the Step 2A loophole. This loophole indicated that patients who arrive without referrals are permitted to retrieve their referral through fax from their primary care providers. This loophole is problematic for three reasons. Firstly, there is no guarantee that those patients will be able to contact their primary care providers immediately, which is a cause of anxiety for those patients. Secondly, patients become distressed while waiting to see if they would be able to retrieve a referral, which creates a negative atmosphere in the waiting room. Finally, some patients may receive their referral after designated appointment times, which means that accommodating the patients on the same day could cause delays. These delays cause a ripple effect in the schedule, even affecting patients who had their referral.
There are two ways of addressing the problem presented by the Step 2A loophole. The first would be to find some way to significantly expedite the process that is used to obtain referrals from primary care providers. This procedure would ensure that patients who arrive without referrals are not inconvenienced. Second, patients who arrive without their referrals would not be accommodated by the eye care center on the same day. These potential solutions will be pursued further in the appropriate sections below, particularly in the consideration of alternatives. Though, it is worth noting that the diagram above already identifies the key problem facing the front desk of the eye care center. That problem consists primarily of what should be done with patients who arrive for appointments at the center without a referral.
Lewin’s model. Lewin conceived of the status quo within an organization as an array of forces within a field that is frozen into place (Hussain et al., 2016). This means that to produce a change in the organization, it would be necessary to unfreeze those forces by creating imbalance, such as the implementation of a change initiative. Then, the final phase of the change would be to create a new status quo to stabilize the organization for future endeavors.
Thus, the diagram above is reflective of the current status quo. The diagram reveals that the primary performance gap is the processing of patients who arrive at the eye care center without a referral. The current status quo involves having the patients wait while they contact their physicians for faxed referrals, which is unsatisfactory to the patient and to the front desk workers at the eye care center. Moreover, if the patients do not receive the referrals by their scheduled appointment times, then they need to be seen later when other appointments have already been booked. In addition, the decline in patient satisfaction scores are now affecting the organization. Thus, it would be necessary to redesign the current organizational arrangement.
The first step toward doing this would consist of presenting the nature and scope of the problem to the head ophthalmologist. At present, the front desk has been trying to address the issue on their own without involving higher leadership, but this has proven to be an inadequate response to the problem at hand. To address the current array of forces, input from leadership is required. Moreover, depending on the resolution may impact the reputation of the eye care center and the number of patients that are treated by the center. This means that it is important to ensure that the organizational change has buy-in from leadership, including the head ophthalmologist.
The primary challenge to changing patient processing by the front desk is inertia. That is, although the current situation is chaotic and undesirable, it is nevertheless the way that things have been done within the organization. Despite this performance gap, the eye care center has been successful. Inertia also indicates that there is no sense of urgency to make changes within the organization. This is especially the case given that it is primarily only the front desk that thus far is even aware that the problem exists or that it is as severe as it is. Until the problem is brought to the attention of leaders within the organization, the current inertia will continue.
A major force that is pushing change, are that patient satisfaction scores have been dropping within the eye care center. This is a serious problem because patient satisfaction is a metric that is used when calculating insurance reimbursements to healthcare facilities (Lindsay, 20
17
). This is an objective problem that is confronting the eye care center, and it is not something that can be indefinitely ignored. Professionals within the center are generally aware that this is the problem, but they have not yet developed a clear framework that links the drop in patient satisfaction scores to the inefficient process of serving patients without referrals. Therefore, the purpose of the present project is to outline the nature of the problem at the eye care center. In other words, this document itself could help leaders within the organization become aware of the seriousness of the problem, which in turn will contribute as a force in favor of unfreezing the status quo and producing change.
Guided Performance Improvement
To summarize, the identified performance gap consists of inadequately addressing the patients who arrive to the eye care center without a referral. When this occurs, the patient is given the choice of either leaving, scheduling a new appointment, or attempting to contact their physicians for a faxed referral. The main gap emerges with patients who do not have a referral but decide to stay. These patients are often anxious or agitated while trying to contact their physicians. In turn, they generate an atmosphere of disorder within the waiting room and are generally upset no matter the resolution. This sometimes causes delays for other patients as well insofar as their designated appointment time passes while they are trying to contact their physicians and get their paperwork in order.
This problem happens quite often. As Brondani et al. (2016) highlighted, patients often know very little about the referral process and communication between healthcare providers is essential during the referral process. In general, patients who come to the regional eye care center without a referral are not aware that a referral is required, or alternatively they believe that their physician already sent the referral to the eye care center. Therefore patients tend to become upset when they realize they need a referral. When this occurs, patients tend to experience a great deal of confusion because they do not know what this means, nor do they know what to do about it. As a result, the front desk staff must dedicate additional time to contact their primary care provider to acquire a referral so that the appointment can proceed.
The identified performance gap happens primarily because of two reasons. The first is that there is no process in place to ensure that the patients’ referrals are in order before they even arrive at the eye care center. In principle, this problem could be addressed by having a referral on the books as a prerequisite for even making an appointment in the first place. It could also be addressed through communication processes that help inform the patients regarding the importance of having their referrals in order prior to arriving at their appointments.
The second reason is that the front desk workers at the selected eye care center are committed to helping patients who arrive without referrals, but they do not have a clear process for doing this that actually makes those patients happy and does not disrupt the broader operations of the center. In principle, the front desk workers could either turn away all patients who arrive without referrals, or they could develop a more effective process for managing patients who arrive without referrals. The problem at the present time is that the front desk workers are trying to help the patients without referrals while also at the same time not having an effective process in place for doing so.
Fishbone Analysis
When using the Ishikawa fishbone tool, the Centers for Medicare and Medicaid Services (2019) recommended using the following four categories to identify the root causes of a problem: equipment/supplies, rules/policies/procedures, environment, and staff/people. The f table summarizes how these categories are applicable to the performance gap that has been identified for the purposes of the present project.
Table 1
Table Title Needed —- Style and contents of this table should be re-formatted.
Point 1
Point 2
Equipment/supplies
The information infrastructure within the eye care center does not always allow for the electronic transmission of patient referrals ahead of time.
Referrals are accepted on the spot through a fax machine, which is perhaps an outmoded form of technology.
Rules/policies/procedures
Patients without referrals are given a chance to obtain referrals by contacting their physicians after they have already arrived at the eye care center.
Patients who obtain their referrals after their appointment times have already passed are not told to go home but are rather accommodated to the greatest extent possible.
Environment
The regional eye care center may be difficult for some patients to reach in a convenient way.
There is pressure to accommodate patients right then and there rather than putting them through the inconvenience of having them come back another day.
Staff/people
The front desk has a great deal of autonomy, and its workers have tried to resolve problems without leaders’ help unless necessary.
The front desk workers are also getting burned out from the stress of continually unhappy patients, which is another problem in addition to dropping patient satisfaction scores.
All these factors contribute to the problematic outcome of decreased patient satisfaction at the regional eye care center. The environment appears to be the least serious factor. However, it should be noted that subpar experiences of patients who have referrals may be due to the leniency with which patients without referrals are treated by the front desk. Consequently, this is an unintended consequence of disrupting scheduled appointments, which then affects all patients within the clinic, including the ones who had a referral.
This leads to rules/policies/procedures that are characterized by leniency. There are two relevant components of rules/policies/procedures for this project: (1) permitting patients without referrals an opportunity to retrieve their referrals and (2) allowing patients to be seen by the ophthalmologist even if their appointment times have passed due to trying to procure a referral. One would imagine that such leniency would improve patient satisfaction scores, but the leniency is actually counterproductive. Since the patients are not aware that there is a problem, meaning the process of seeking referrals appears as an inconvenience. Unfortunately, patients tend to be unaware of the extent to which they are inconveniencing the workflow of the eye care center.
Next, we focus on equipment/supplies because they could limit changes made to the current process. For example, assessing whether the eye care center has the equipment/supplies necessary to ensure that electronic referrals are securely transmitted to the before the patients can make an appointment. Likewise, it is unclear whether the eye care center has the equipment/supplies necessary to upgrade from a fax machine to scanned e-mails for referrals. These logistical considerations could inform solutions for the identified performance gap.
Finally, staff/people are an important category that is reflective of the human resources available to the eye care center. In addition, staff/people are essential resources that may be re-deployed to effectively address the problem. Specifically, an evaluation is needed on how to engage with eye care center leaders and the head ophthalmologist to address the problems that are being confronted by the front desk workers.
STEP 1
Patient arrives to the RECC for a scheduled appointment either, by HMO provided transportation or alone.
STEP 1A
Patients are not registered or seen without a referral
Step 2
Patients that chooses not to contact their doctor or, unable to get one be faxed may reschedule or, they leave.
STEP 3
The RECC staff has recieved the referral.
Patients are registratered into the healthcare database.
STEP 4
Patient wait times vary upon amount of those recieving referrals post-appoinment schedule.
STEP 5
Patients recieve follow-up information, and leave the RECC with their mode of transportation.
Step 2A
Patients able to obtain a PCP referral via fax or, brought one to the appointment move on to Step 3
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WORK PLAN O
UTLINE
1. Introduction Describe the nature of the Dissertation in Practice, human resource
development and the underlying theoretical framework used for the Dissertation in Practice
(i.e., HPE and Phillips Model of Evaluation).
2. Background Provide the backgroun
d of the organization, what it does and pertinent
information pertaining to the performance issue.
3. Performance Gap Describe the HRD performance gap or issues as revealed from initial
contact/interview with client organization’s representative using Kurt
Lewin’s Force Field
Analysis (Describe the current situation? Describe the desired situation?
Identify where the current situation will go if no action is taken; List all the forces driving
change toward the desired situation; List of the forces resisting
change toward the desired
situation etc.) in conjunction with William Rothwell’s guided performance improvement
questions:
1. What is the performance issue?
2. When does it occur?
3. How often does it occur?
4. Where does it occur?
5. How frequently does
it occur?
6. Why does it occur?
7. Who is affected by the performance issue? State if the problem is at the individual, group or
organizational level. Not only explain the performance gap, but think about illustrating it as well
by using a cause
–
and
–
effect
Ishikawa Fishbone diagram and Kurt Lewin’s Change Model.
4. Literature Summary of the Central Problem Define the central performance problem in one
sentence. Summary of literature related to the central problem
1
Please Note: This paper is in the required APA 7 format.
Chapter One
HUMAN RESOURSES DEVELOPMENT WORK PLAN OUTLINE
1. Introduction Describe the nature of the Dissertation in Practice, human resource
development and the underlying theoretical framework used for the Dissertation in Practice
(i.e., HPE and Phillips Model of Evaluation).
2. Background Provide the background of the organization, what it does and pertinent
information pertaining to the performance issue.
3. Performance Gap Describe the HRD performance gap or issues as revealed from initial
contact/interview with client organization’s representative using Kurt Lewin’s Force Field
Analysis (Describe the current situation? Describe the desired situation?
Identify where the current situation will go if no action is taken; List all the forces driving
change toward the desired situation; List of the forces resisting change toward the desired
situation etc.) in conjunction with William Rothwell’s guided performance improvement
questions:
1. What is the performance issue?
2. When does it occur?
3. How often does it occur?
4. Where does it occur?
5. How frequently does it occur?
6. Why does it occur?
7. Who is affected by the performance issue? State if the problem is at the individual, group or
organizational level. Not only explain the performance gap, but think about illustrating it as well
by using a cause-and-effect Ishikawa Fishbone diagram and Kurt Lewin’s Change Model.
4. Literature Summary of the Central Problem Define the central performance problem in one
sentence. Summary of literature related to the central problem
DISSERTATION IN PRACTICE OUTLINE
For an Evaluation/Action Research Project
Executive Summary (Place the summary at the beginning of your paper, before the Table of Contents)
Briefly describe your project and its most important points. Make sure you include the following important points in your summary:
·
an introduction of your area of study and your topic;
· a statement of the main argument of your project; i.e. What is the problem of practice? What is the design for action?
· a few words about methodology and approaches used for researching and analyzing the topic;
· the results of your project. i.e. What generative impacts are expected?
· It should be very brief and specific. As a rule, executive summaries should be on one page and do not exceed a 250-300 word limit.
· Provide at least one sentence for each section of the dissertation
· Don’t recycle sentences or paragraphs verbatim from the actual paper.
· Always keep in mind that you do not have too much space. Thus, do not include any excessive details, descriptions, quotations, etc.
· Better make it after the rest of your project is finished. Thus, you can be sure that none of the significant points will be missed in your dissertation executive summary.
CHAPTER
1
– INTRODUCTION
Overview
Give an overview that allows the reader to understand what your dissertation is about. Don’t recycle sentences from the executive summary. Make sure to:
· Describe the nature of the Dissertation in Practice
· Provide concise, complete, and specific information.
· Do not include any excessive references, details and descriptions.
Core Issues Central to Human Resource Development/Educational Leadership
· Briefly show how this DIP links to human resource development/Educational Leadership and how it fits with this evaluation/action research. Emphasis should be on application of the field to your DIP and not simply defining the field.
The Improvement Process (HRD)/ Improvement Science (Ed Leadership) Framework
· Briefly state the two underlying process models that guided the project (for example, Rothwell’s HPE, PDSA Cycle, Phillips Model of Evaluation,).
· Be sure to share how it will be applied
· Be sure to include a process map/diagram of each model
Background
Provide the background of the organization (its purpose, its constituents, when established etc.) and factual information are pertaining to the performance issue.
Performance Gap (HRD) /Problem of Practice (Ed leadership)
· Be sure to make compelling case that the problem of practice…
· is defined through the process of systematic & intentional inquiry (Formative Data Collection)
· is informed by critical review of data and perspectives across the boundaries of the organization
· Start this section talking about how Rothwell/PDSA Cycle 3 improvement question will guide this process.
1. What is the performance issue?
2. When does it occur?
3. How often does it occur?
4. Where does it occur?
5. How frequently does it occur?
6. Why does it occur?
7. Who is affected by the performance issue?
· Focus here on your Data Collection process: What are the primary and/or secondary sources of data used to determine the problem of practice? Consider the following questions and right your content with this flow:
· What and why are you using this data collection method? (Surveys, interviews, focus groups etc.)
· Whom did you collect the data from?
· What was the procedure to collect the data?
· How long did it take?
· What was the data collected?
· How was it analyzed?
· How did it inform the next step in the process?
· End this section with a clear statement of the Problem of Practice
· Describe the performance gap or issues as revealed from your data.
· State if the problem is at the individual, group or organizational level
·
· .
Causal Analysis
Not only explain the performance gap, but think about illustrating it as well by using a cause-and-effect Ishikawa Fishbone diagram.
As you introduce the diagram, you want to clearly show how it illustrates and was informed by your data analysis.
Model of Change (HRD)/Improvement (Ed Leadership)
· Here is where you need to make a compelling case that your problem of practice is likely to yield performance improvement or change. Do this by introducing Kurt Lewin’s Model of Change and briefly:
· Describe the current situation?
· Describe the desired situation?
· Identify where the current situation will go if no action is taken
· Important to include diagram highlight the driving and resisting forces.
Chapter Summary
Have two or three sentences that sum up the problem of practice and lets the reader know that in chapter 2 you will be looking at alternatives and best practices to address the performance gap/problem of practice.
ANALYSIS OF ALTERNATIVES
5. Alternatives
· In this section, every solution or course of action that could possibly solve the central problem should be succinctly described.
· Consider using a driver diagram for illustration
· This should be supported by relevant literature findings that informs the solutions.
6. Discussion and Analysis
· Analyze and discuss the alternatives thoroughly in light of the relevant factors.
· Compare and discuss in detail the relative importance of the advantages and disadvantages of each course of action. Consider using a comparative analysis table.
7. Conclusions
· At the end of the discussion and analysis section and even as the analysis is being completed, certain conclusions start becoming obvious. State these conclusions in this section.
· List the conclusions arrived at as a result of the discussion and analysis.
· Conclusions are based solely on the discussion and analysis.
Please Note: This paper is in the required APA 7 format.
Company Name: Regional Health Care Clinic
Dissertation Question:
Regional Health Care Clinic:
· “How do they address servicing a mass of registered members, honoring the medical reimbursement regulations and maintain patient satisfaction?”
Chapter One Sections To Expand
HUMAN RESOURSES DEVELOPMENT WORK PLAN OUTLINE
Section 1. Introduction Describe the nature of the Dissertation in Practice, human resource development and the underlying theoretical framework used for the Dissertation in Practice (Use
Phillips Model of Evaluation Model
).
Section 3 – Performance Gap Describe the HRD performance gap or issues as revealed from initial contact/interview with client organization’s representative using
Kurt Lewin’s Force Field Analysis This must be included and you can find the guidelines online,
(Describe the current situation? Describe the desired situation?
Identify where the current situation will go if no action is taken; List all the forces driving change toward the desired situation; List of the forces resisting change toward the desired situation etc.) in conjunction with
William Rothwell’s
guided performance improvement questions:
1. What is the performance issue?
2. When does it occur?
3. How often does it occur?
4. Where does it occur?
5. How frequently does it occur?
6. Why does it occur?
7. Who is affected by the performance issue? State if the problem is at the individual, group or organizational level. Not only explain the performance gap, but think about illustrating it as well by using a cause-and-effect Ishikawa Fishbone diagram and Kurt Lewin’s Change Model.
Section 4. Literature Summary of the Central Problem Define the central performance problem in one sentence. Summary of literature related to the central problem
(these are the 3 areas this paper has focused on)
· Information Technology
· -Business Operations
· -Status of Patient Satisfaction
·
· Regional Health Care Clinic:
· “How do they address servicing a mass of registered members, honoring the medical reimbursement regulations and maintain patient satisfaction?”
·
·
·
·
·
·
·
·
· By
· XXX
·
EXECUTIVE SUMMARY
·
· This human resource development (HRD) dissertation in practice used the human performance evaluation (HPE) model to analyze patient satisfaction at the reception department of an Ophthalmology Clinic. To assess patient satisfaction, the following research question was posited: “How does they serve the mass of registered members, honor the medical reimbursement regulations, and maintain patient satisfaction?
· Using Rothwell’s model the RECC led to examining their business design, organizational structure, and information technology. The Analysis, Design, Development, Implementation, and Evaluation (ADDIE) model, designed to develop employee expertise used to establish new processes for this study. The new processes were evaluated using Phillip’s model to determine the return on investment.
·
Table of Contents
Model of Change (HRD)/Improvement (Ed Leadership) 3
Chapter Summary 3
– EXECUTIVE SUMMARY 7
– Overview 9
– Background 9
Background of the Organization 11
(This section needs to discussed) 11
SWOT Analysis Needs to be added 11
(What it is and why we use it and how did you get the information for this.)
11
Diagram place here
11
Strengths (talk about your organization and support it with research for each of the sections)
11
Weaknesses 11
Opportunities 11
Threats 11
Performance Gap 12
·
·
·
·
·
Overview
The University requires candidates for the doctoral degree in educational leadership with a specialization in Human Resource Development to complete a dissertation in practice. A dissertation in practice demonstrates how a scholar practitioner identifies a problem of practice a (performance issue) within an organization, analyzes it, provides a solution, implements the solution and evaluates. The format of this paper starts by identifying the organizations and the problem of practice, and then provides a “casual” analysis, a theory of change, a change initiative and an evaluation. This study examines a medical clinic’s organizational structure by integrating three conceptual models—Human Resource Development (HRD), Human Performance Enhancement (HPE), and Analysis, Design, Development, Implementation, and Evaluation (ADDIE)—for analysis and development of their business organization and future requirements.
Providing good services and products should be the goal for all existing and new businesses organizations, and influence their design to enhance consumer satisfaction. For existing and new companies Information Technology remains a major part of selecting their organizational processing and departmental structures. The return on investment is the ultimate goal for existing and new businesses alike, the need to understand if their organizational structure is making a profit and making their operations to keep it successful.
·
Background
· The organizations and use for this project is a real organization. A fictitious name was used to ensure if re the confidentiality of the real organization and parties involved. The Regional Eye Care Center (RECC) receives patients on the basis of referrals from those patient’s primary care providers. The father of the current owner both are ophthalmologists established the RECC in 1968. Dr. Brown inherited the RECC after the passing of his father in 1995. At the time of this writing the RECC is composed of three ophthalmologists, four optometry assistance, an office manager, two medical billers, one file clerk, and one intake specialist. The medical team at the RECC medical professionals has a very low turnover rate averaging a minimum of five years each. The office manager, medical billers, and intake specialist average a minimum of two years of employment. Today HMO’s govern the practicing medical and specialist practitioners providers wanting to service its because they pay the This growth of the RECC is
· “The managed care revolution of the 1990’s achieved an important, if temporary, success. It stabilized health insurance premiums and National Health Care expenditures.” This shift in regulations and policies for the healthcare and specialist alike evidence-based medical professionals can apply to join their networks. During this period, Group Health Cooperative and Kaiser Permanente, the largest HMO. Group Health Cooperative faced the need of addressing servicing a mass of registered members while, providing patient satisfaction. Operating made possible by new policies and practices of the 1990’s of Healthcare and Maintenance Organizations (HMO’s). The HMO’s partnered with medical specialists creating their own network where Primary Care Providers can refer patients. The RECC has collaborated with multiple HMO’s amounting to an average of 90% of the patients they serve monthly. The other 10% of their business is fro from paying customers.
Background of the Organization
(This section needs to discussed)
SWOT Analysis Needs to be added
(What it is and why we use it and how did you get the information for this.)
Diagram place here
Strengths (talk about your organization and support it with research for each of the sections)
Weaknesses
Opportunities
Threats
Problem of Practice
Performance Gap
—USE ROTHWELL’S MODEL: Following the steps and answer all of the questions.
—– Provide a summary of your findings and recommendations.
Guided Performance Improvement
Based on your findings — Design a simple diagram of your findings & recommendations.
SUMMARIZE the identified performance gap XXX
Fishbone Analysis
The fishbone table summarizes how these categories are applicable to the performance gap that has been identified for the purposes of the present project.
Analysis of Alternatives:
(Discuss each alternative and explain why & how they maybe another solution for the problem.
Information Technology, Re-develop business organization & structure, Staff Development)
Root Cause of the Problem
(Use Rothwell’s root-cause analysis to answer this question in One Paragraph.)
1
1
DISSERTATION IN PRACTICE
OUTLINE
For
an Evaluation
/Action Research
Project
Executive S
ummary
(
Place the summary at the beginning of your paper, before the Table of
Contents)
Briefly describe your projec
t and its most important points.
Make
sure you include the
following important points in
your summary:
·
an introduction of your area of study and your topic;
·
a statement of the main argument of your project;
i.e.
What is the problem of practice? What
is the design for action?
·
a few words about
methodology and approaches used for rese
arching and analyzing the
topic;
·
the results of your project. i.e.
What generative impacts are expected?
ü
It should be very brief and specific. As a rule, executive summaries should be on one page and
do not exceed a
250
–
300 word limit.
ü
Provide at least one sentence
for each section of the dissertation
ü
Don’t recycle sentences or paragraphs verbatim from the actual paper.
ü
Always keep in mind that you do not have too much space. Thus, do not include any excessive
detai
ls, descriptions, quotations, etc.
ü
Better make it after the rest of your project is finished. Thus, you can be sure
that none of the
significant points will be missed in your dissertation executive summary
.
CHAPTER 1
–
INTRODUCTION
Overview
Give an overview that allows the reader to understand what your dissertation is about.
Don’t recycle sentences from the executive summary.
Make sure to:
·
Describe the nature of the
Dissertation in Practice
·
Provide concise, complete, and specific information
.
·
D
o not include any excessive
references, details and
descriptions
.
Core Issues Central to Human Resource Development/Educational Leadership
1
DISSERTATION IN PRACTICE OUTLINE
For an Evaluation/Action Research Project
Executive Summary (Place the summary at the beginning of your paper, before the Table of
Contents)
Briefly describe your project and its most important points. Make sure you include the
following important points in your summary:
an introduction of your area of study and your topic;
a statement of the main argument of your project; i.e. What is the problem of practice? What
is the design for action?
a few words about methodology and approaches used for researching and analyzing the
topic;
the results of your project. i.e. What generative impacts are expected?
It should be very brief and specific. As a rule, executive summaries should be on one page and
do not exceed a 250-300 word limit.
Provide at least one sentence for each section of the dissertation
Don’t recycle sentences or paragraphs verbatim from the actual paper.
Always keep in mind that you do not have too much space. Thus, do not include any excessive
details, descriptions, quotations, etc.
Better make it after the rest of your project is finished. Thus, you can be sure that none of the
significant points will be missed in your dissertation executive summary.
CHAPTER 1 – INTRODUCTION
Overview
Give an overview that allows the reader to understand what your dissertation is about.
Don’t recycle sentences from the executive summary. Make sure to:
Describe the nature of the Dissertation in Practice
Provide concise, complete, and specific information.
Do not include any excessive references, details and descriptions.
Core Issues Central to Human Resource Development/Educational Leadership