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BUSM4176 Introduction to Management Founded 30 years ago, Healthco is a private health insurance company which has long had a reputation for being...

I got a HEALTHCO case study for 1500 words and the due day is coming up in 4days. Need a help with a clear outline and key ideas for the main questions, as well as the management theories were linked  ( eg. Maslow, Mintzberg's ,)  at lease 5 references in Harvard Referencing style .

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Thanks so much.

BUSM4176 Introduction to Management Founded 30 years ago, Healthco is a private health insurance company which has long had a reputation for being extremely competitive on prices and for its aggressive approach to expansion. A recent decline in membership numbers, however, has led to considerable pressure on the firm and concerns over staff morale. Over 300 staff currently work for Healthco, which has long been considered an industry leader. Yet a recent survey of Healthco employees undertaken by external management consultants revealed considerable discontent among Healthco staff concerning both the direction and organisational culture of the firm. Of the 300 staff at Healthco, half work in the head office in the CBD in Sydney, the others in the branch offices spread out all across the country. Some 50 of these employees hold managerial and supervisory roles, the remaining positions being classified as clerical, with women making up 92% of the total workforce. Annual staff turnover is low and is mostly accounted for by employees taking maternity leave. Part-time or casual employees comprise 5% or less of the workforce, but very few women are represented in senior roles at the firm. The CEO and founder of Healthco is well respected in the healthcare industry, and every member of Healthco staff interviewed by the management consultants credited the CEO with the creation of Healthco’s culture, which was described by one middle manager as “top-heavy” and “autocratic”. The CEO was reported to have very little face-to-face contact with employees, due in part to the location of his office (which was situated at the top of a six-floor building where only management and their secretaries were allowed access). Consequently, the CEO was described by several staff as a “mythical figure” using memos as his main form of communication which were passed down the line from managers to supervisors. The Healthco CEO is renown for being decisive, quick to seize business opportunities and particularly focused on achieving results. Yet as one long-serving employee commented “management thinks we are all a number – they should get out and visit us more.” “All they do is look at the statistics” claimed another clerk, “and we cop the flak if they are not good.” The number of computer “hits” made each day was used to measure employee productivity, so the HR manager explained. “We are networked so we can run a report and find out what staff did all day”. Many managers described their staff as “low-skilled clerks” and consider them “economic conscripts” whose “level of satisfaction is related only to money as a motivator.” Yet the notion that the female clerks were low skilled was described by one supervisor as “far from the truth, but a typical management attitude as they do not understand what a clerk does”. The recent loss of members appeared to the consultants to have had a negative influence on employee morale. Healthco had also recently raised their policy rates after their reinsurers had negotiated a comparable rise in the cost of wholesale insurance. Healthco employees were informed of the increase 15 minutes before the offices closed, on the day before the rate rise. Therefore, most employees found themselves unprepared for the many enquires they received the next day when customers found out about the rise. The lack of notice given before the health fund rates rose, combined with employees’ inability to provide information, led some customers to become aggressive and abusive.
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Introduction to Management 2 Similar problems had occurred before, and many of the staff interviewed by the consultants were upset as they claimed management had promised a similar failure would not happen again. “We came in one morning and found that the computers and rates had been changed, but no one had warned us. That is why we lost so many members this time.” Most staff seem to think that the CEO regards Healthco to be his “baby”. “We have a CEO who has been here for 30 years”, explained one senior supervisor, “and he still wants to make all the decisions.” “Healthco is stuck in the Dark Ages”, commented one insurance clerk. “Management has got to listen to what the staff are saying”, she claimed. Other complaints seemed to relate more to personal issues. “Unless you do something wrong you don't hear anything” commented one employee. “Sometimes you work your butt off for weeks, and you don't get any praise.” Indeed two years ago, the company introduced “super snoops” who visit the branches posing as customers in order to report back on the quality of customer service. The super snoops were widely characterised by Healthco staff as “spies”. Many staff blamed the CEO for the firm’s problems. Rather than a case of “us and them”, some staff commented that the main issue at Healthco seemed to be a case of “us and him”. The consultants also noted a general perception among front-line staff was that management did not know what customers wanted. Several employees in computing were reported to have left the company due to their frustration over not being allowed to use their initiative. Moreover, a recent recruit said that when she first started with the company she suggested a few ideas, but her supervisor said she liked things the way they were and showed no interest. One supervisor claimed that “the job has become more difficult because we have not been allowed to introduce change”. “We have been doing it that way for so long” commented one senior manager, “that the CEO can’t see a reason to change.” Questions: 1. What management theories and approaches seem to be reflected at Healthco? Describe both positive and negative aspects of the management culture at the firm. 2. Which management approaches would you recommend that the company adopt in order to meet the challenges it currently faces? What outcomes would you expect these approaches to have?
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ITM 2016 Developed by RMIT University Study and Learning Centre & Dr. M Heffernan, O.A.M. Page 1 GUIDELINES FOR WRITING A CASE STUDY ANALYSIS These guidelines will guide you through the process of completing the assignment: What steps you need to take How to use the assignment information effectively How to read the case study How to structure and organise your writing What is a case study? A case study is an example of real-life issues (problems) in a company or organisation that you have been asked to solve. Writing a case study analysis requires you to uncover the problem or problems, examine alternative solutions and propose the most effective solution using supporting evidence, and finally, to make recommendations for action. Step 1: Preparing the Case Study Assignment 1. Before you begin writing, you need to understand what you have to do. First, read all the information that forms part of the assessment task: a. Read the task carefully to find out what you have to do. b. Read the marking rubric to find out what criteria will be used to mark the assignment. 2. Use reading strategies (skimming, scanning and deep reading) to understand the case. a. Take notes; highlight relevant facts, underline key problems. 3. Create a mind-map to summarise and organise ideas, and information. 4. Read the electronic links provided in the Week 4 Assessment Task to help you develop the academic skills needed to complete the case study assignment. Case Study Online and Interactive Tutorial: https://emedia.rmit.edu.au/learninglab/ - in the Learning Lab ‘Assessment Tasks’ button click on ‘Case Studies’… https://emedia.rmit.edu.au/learninglab/content/case- studies-0 How to answer a case study: https://emedia.rmit.edu.au/learninglab/content/case-studies-tutorial How to get help from an on-line tutor: (After opening the link click on “Ask a learning advisor” which is found on the right side under the heading ‘ONLINE SERVICES’) https://emedia.rmit.edu.au/learninglab/smarthinking How to apply the Harvard Referencing style http://www.dlsweb.rmit.edu.au/bus/public/referencing
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ITM 2016 Developed by RMIT University Study and Learning Centre & Dr. M Heffernan, O.A.M. Page 2 5. Analyse the case by asking questions a. What are 2 to 3 problems I can identify in the case? b. Why do they exist? c. How do they impact the organisation? d. Who is responsible for them? 6. Review your course notes. Have you studied examples of similar problems? What methods, approaches or theories were discussed? 7. Research scholarly articles to increase your knowledge about the methods, approaches or theories that apply to the problems you identified. This research will help you develop possible solutions. 8. Develop possible solutions a. What needs to change? 9. Develop 2 to 3 possible alternative solutions to the issues (problems) you identified. a. Support your solutions by using evidence from your research. b. Explain which theory (or theories) supports each solution you suggest. 10. Select the best solution Which solution will have the most impact? Consider strong supporting evidence, pros, and cons: is this solution realistic? Step 2: Writing the assignment Once you have gathered the necessary information, a first draft of your analysis should include these sections (you may use these headings in your assignment or develop your own headings): 1. Introduction Include a brief general statement about the sector the case study is from. Identify the challenges managers face when managing complex organisational environments in this organisational sector. Identify the particular company you are going to analyse. 2. Background The ‘Background’ section is to set the scene so the reader has some information about the background of the company you are analysing. Use your own words to paraphrase background information, relevant facts, and the most important issues from the case. Do not just copy information from the case study: be brief and summarise.
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