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My Personal Philosophy Of Innovation - 1384 Words

Philosophy of Innovation Hussah Bubshait Arizona State University- College of Nursing and Health Innovation Philosophy of innovation â€Å"There is no escaping change- except for death! Thus it makes good and prudent sense to learn as much as on can about the nature of change, including how to embrace it and how to maximize positive changes†(Porter_ O’Grady Malloch,2016.p.4). It is important for a leader to understand her own philosophy of innovation and leadership to be effective in the workplace. In this course, I learned how to develop my philosophy of innovation and leadership, and how to create my own personal mission based on my ethics and core values to be effective DNP leader in the future. Personal philosophy of innovation â€Å"Innovation is definitely not self-starting or self-perpetuating. People make it happen through their imagination, will power, and perseverance† (Kelley and Littman.2005.p. 6). I believe that an innovation leader is a person who empower himself with knowledge and skills to support others and create a change. My personal definition of innovation is â€Å"when people work hard to create a change and transfer their positive ideas into actions.† My personal philosophy of innovation is influenced by the book The Ten Faces of Innovation. From this book I learned that people can play different roles in their lives to be a good innovators. For example, in a hospital the head nurse can play the Anthropologist role and come up with new insights toShow MoreRelatedMy Personal Philosophy Of Innovation1290 Words   |  6 PagesNursing Innovation and Leadership: A Personal Philosophy To embrace the person that you are, in a time and place where everyone seems to be telling you that you should be everything but the person that you are, is a daunting but worthwhile challenge. I believe that it is in the acceptance of our true selves, imperfections and all, that we gain the ability to view others through a lens colored with compassion and acceptance. It is then that we can become a leader who is self-aware and emotionallyRead MoreMy Personal Philosophy Of Innovation1370 Words   |  6 PagesPhilosophy of innovation â€Å"There is no escaping change- except for death! Thus it makes good and prudent sense to learn as much as on can about the nature of change, including how to embrace it and how to maximize positive changes†(Porter_ O’Grady Malloch,2016.p.4). It is important for a leader to understand her own philosophy of innovation and leadership to be effective in the workplace. 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Lalumiere GNUR501: Evidence Based Communication Cheryl Slusher Indiana Wesleyan University February 4, 2015 I have read and understand the plagiarism policy as outlined in the syllabus and the sections in the Catalog relating to the IWU Honesty/Cheating Policy. By affixing this statement to the title page of my paper, I certify that I have not cheated or plagiarized in the process of completing this assignment. If it is found that cheating and/orRead MoreA Personal Philosophy Of Education869 Words   |  4 Pageshealthcare field continues to evolve so must the nursing education system. Personal Philosophy of Education A personal philosophy of education is important to all Nurse Educators. It allows for the Nurse Educator to truly take time to reflect and reconnect to themselves and their profession; highlighting what is central and sacred to them as an individual, a nurse, and an educator. I believe that my personal philosophy of education will continue to progress and change just as healthcare and ourRead MoreThe Principles Of The Competing Values Framework1457 Words   |  6 Pagesdifferentiates the high performing managers from their counterparts (Hart Quinn, 1993). Upon completing the CVF survey, I discovered that as a manager my strengths lay most of the roles except that of an innovator. The innovator role requires a manager to think creatively and promote change, an area that I struggle with the most. Innovation has always been my weakness as I have been content and comfortable with following the road that has been paved for me. It is evident that I lack certain traits thatRead MoreAnita Roddick809 Words   |  4 Pages2. How do you evaluate Anita Roddick’s management philosophy and style? How important a contribution did she make to the creation of The Body Shop? How important is her role in its ongoing management? Anita Roddick’s Management Philosophy amp; Style 1. PHILOSOPHY The 4 basic management functions of Planning, Organizing, Leading amp; Controlling can be analyzed in detail for drawing a picture of Anita Roddick’s Management Philosophy for The Body Shop. 1. Planning * First majorRead MoreEducational Leadership Platform : Philosophy Of Education830 Words   |  4 PagesEducational Leadership Platform Philosophy of Education Education is necessary for progression into the future for a society as a whole. My administrative belief is that education has to have equal opportunities for all; educating society with relevant, meaningful standards to enhance students personally and academic prosperity on a global scale. Understanding students’ needs and their complexity of development will magnify the successes within each of us resulting in an educated society. 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Bonacorso Insurance Agency, Burlington, MA Free Essays

Bonacorso Insurance company was created by John Bonacorso and Brittany Martel, in Burlington Massachusetts. Presently, that location offers their only office, but another office building is being built in Middleton, Massachusetts, and it will be open soon. The company was originally established in 1956, and it served as a local insurance agency, but recently it has expanded to some degree, and offers various insurance portfolios in the private and business sectors. We will write a custom essay sample on Bonacorso Insurance Agency, Burlington, MA or any similar topic only for you Order Now The company is a basic small insurance company, that is trying to acquire as many clients as possible, and to facilitate that action, the company offers discounts to new clients, and campaigns to provide people who could potentially save with Bonacorso Insurance with free quotes, and the advantages of the company, compared with those of competitors. Bonacorso Insurance offers a number of basic policies and packages, and gladly provides quotes for potential clients. The have life insurance policies, homeowner policies, health coverage policies, automobile insurance policies, policies for boat-owners, and for motorcycle owners. Life insurance premiums vary based on the specific conditions of given clients, but the policies usually cost between $500 and $1,500 per month. Depending on the size, condition, and overall value of a home, homeowner’s policies also vary greatly. For more conventional homes, policies start at $500 per month, and range up to, for the more expensive homes, a rate of $250,000 monthly. Basic health insurance policies for those who qualify cost $360 a month. Automobile insurance policies range from $550 to $6000 dollars monthly, depending on the quality and condition of the vehicle. Boat insurance is comparable in premium price to homeowner’s insurance, as its premiums range from $350 a month to $250,000 per month, based on the specifications of the boat. Motorcycle insurance is also offered by Bonacorso Insurance, and premiums for this type of insurance range from $225 to $350 monthly, depending on the quality of the motorcycle. That is how every successful insurance agency operates, as rates are different for every client depending on their histories, and certain specifications of what is to be covered. For more conventional cars, boats, motorcycles, and houses, rates may be lower, as not as much is at risk. But for expensive items, rates are generally higher, as are the deductibles, because the company will have to make a much larger payout if coverage proves to be needed. All of these policies also take into account the specific cases of each client who is covered by Bonacorso Insurance. Rates may be slightly higher for clients who have bad histories, and lower for those who have shown their responsibility. For instance, drivers whose records are free of accidents of their own fault save on automobile insurance, as they present less of a monetary risk to the company. But drivers who have been involved in a number of accidents will generally have higher premiums because the insurance agency feels that they are more likely to be involved in accidents, which the insurance company will pay for on their behalf. And in trying to recruit new clients, Bonacorso Insurance has people who are hired to give people free quotes, hoping that that will encourage them to realize that they could be saving if they switched to Bonacorso. People who work for the agency seek potential clients, and show them their rates, compared to the rates of their competitors, or the national average of a premium for similar clients. Often, when new clients apply for policies with Bonacorso Insurance, discounts are offered to encourage the clients to remain with the agency, because it will save them money. The insurance agency also offers benefits to clients who remain accident free after joining the agency, which may show in a decreasing of premium rates for improving drivers. Automobile insurance is one of the company’s biggest fields, so a lot of the client benefits and rewards are offered in that field. Monthly get-togethers, or parties, are hosted by the company, which invites clients to attend the festivities, giving clients a homely, local feel about their insurance provider. Mugs, T-shirts, and other apparel and novelty items are given to clients as well. Businesses are also recruited by Bonacorso Insurance company, and certain benefits are offered to particular businesses. Portfolios for businesses that offer coverage in a number of areas are provided for professional clients, which gives many businesses incentive to join the agency. And much like other insurance companies that work with businesses, certain services may be exchanged between a business and Bonacorso Insurance agency. For instance, if a business agrees to speak out in favor of the agency, or host certain agency events, which shows the business’ satisfaction with the agency, potentially encouraging other businesses to compare rates and perhaps switch to Bonacorso, rates and portfolios may be less costly for the business. The agency has been growing in popularity lately, and has expanded from just a small, local boat and automobile coverage agency to one that offers all of the amenities of a larger, more established firm. In 1983, John Bonacorso took the company down a new road, which opened the company to the market of home insurance policies, health insurance policies, life insurance policies, and motorcycle insurance policies. One of the major benefits of the company is that premiums are cut for improving clients. Clients who had histories of accidents at home or in their vehicles would generally have higher premiums initially, but like some of the larger insurance agencies such as State Farm and Progressive are doing, rates may decrease for a client if his or her record improves, as that shows that he or she presents less risk to the agency. Bonacorso Insurance only sustains itself by its number of clients. For any insurance agency to succeed, the number of clients has to be somewhat established, and it cannot sharply decrease. For example, if there were only three clients that an agency had acquired, who were paying an average of $500 a month for their automobile insurance, it would potentially ruin the agency if one of the cars was to be totaled, causing many thousands of dollars in damages. But one in three cars being totaled in a short period is very bad odds for the insurance agency, and if one thousand in three thousand clients totaled their vehicles, it would have the same devastating effects on the insurance agency as if one in three was totaled. But the risk is much higher when the number of clients is low, because with a large number of clients, the firm acquires a level of stability, as the premiums of everyone else would be used to cover the accidents of the few. So Bonacorso Insurance makes it clear that they are always looking for clients, and they tell potential clients how they operate, which is done by stabilizing themselves with a large number of clientele. As with most insurance companies, Bonacorso provides potential clients with rate quotes, that in some cases can be detrimental to the agency, as it demonstrates that, in particular cases, the people shopping for insurance could save more elsewhere. But this is part of the process. No company can offer every client a lower rate than the individual could find with other agencies unless that agency was well on its way to monopolizing the market. So for the most part, Bonacorso Insurance knows that most clients will feel that they could be saving with the agency, as in many cases, rates are lower for potential clients with Bonacorso than with other agencies. So Bonacorso has established enough stability to reveal their quotes, compared with their competitors quotes for particular people (which at times could be slightly lower) because for the most part, Bonacorso Insurance agency offers more to the clients. Another thing that the agency has going for it is its local status. The company fits into the community of the Burlington, Massachusetts area, and that makes people feel safe and satisfied as they are insured by people whom they know. This is really shown by the get-togethers and parties that the agency hosts, which it invites its clientele to attend. Trust is thus established by the agency and its clients, which encourages clients to remain with the agency, which, many of them feel, really is helping them. All in all, the company has been a smaller, cordial insurance agency that has a neighborly relationship with its clients. Benefits and cut rates help the agency to secure clientele, and decreasing rates and courteousness on the part of the agency help Bonacorso Insurance maintain its client base. Although it started as a very localized agency that did not offer coverage in all of the fields that it does today, Bonacorso Insurance has grown to some degree, and plans to open a second branch in Middleton, Massachusetts. But community involvement and its local, neighborly nature should continue to keep the company going at both locations for some time, because clients are satisfied by the way the agency operates. How to cite Bonacorso Insurance Agency, Burlington, MA, Papers

A Continuous Improvement Plan Samples †MyAssignmenthelp.com

Question: Discuss about the Continuous Improvement Plan. Answer: Introduction The research paper I am writing aims to find a management solution to a firm facing challenges in managing a newly acquired enterprise. They insist that there is generally negative feedback from the clients concerning services offered as well as deterioration in the quality of the products by the company since the take-over from the previous owner. One major aspect is finding the cause of the downfall of the firm since the management claim to have made little to no changes from the previous regime including manpower and the negative impacts are still rampant. As such, the appropriate methodology to be used will be discussed to provide an elaborate plan to our client on particulars of solving similar matters in the future. Consequently, the client will be provided with the findings and the solution to the problem as well as specific activities they should implement to reverse the problem and maintain success. Tools used A continuous improvement plan is a tool used by businesses to ensure that they attain and retain success in their endeavors. Sokovic et al (2009 p.1) insisted that for the process to achieve the objective in which it was meant, it must be actively implemented with company management with assistance from experts to monitor progress. However, he insists that a tool to be employed for this activity must be evaluated to determine the type of impact it will have on the process since they are not all equally productive on all types of businesses one might work well for one process while might fail on another (Mercelino-Sadaba, et al 2014 p.329) . There are seven basic tools used in the process although there can be a lot more, they all fit at least in one of the seven categories (Magar and Shinde 2014 p.364). The tools include but are not limited to flow charts, control charts as well as histograms (Sokovic 2009, p.1). their role is mainly comparing progress or seasons graphically such tha t the role of following up on the trends is simplified (Sokovic et al 2009, p1). As such, the basic aspects that must be considered is the type of business and most workable plan which stakeholders are comfortable to work with and in order to reach specific goals. The tools might be used for different purposes which may include research activities like collecting data or for analyzing the collected information (Sokovic et al 2009, p.2). These might include charts, histograms and graphs and the type used is determined by the task at hand (Betsou 2013, p.4). Methods of Solving the Problems The company should carry out research to find out what factors have led to the failure to perform the operation (Pich, Loch and Meyer 2002 p.2). In this case, of the method of identifying the challenges was assessing the clients complains as the primary source of information. Their feedback should be valued because they are the consumers and the drop in performance is as a result of the loss of confidence in their products. In addition, the employees are said to have been retained hence they might have an insight about what changed from the previous era to the current one in order to improve on these areas. Consequently, the engagement environment should be set in a manner that they feel that their input is valuable which will likely boost their sense of ownership thus improving their performance. In addition, they should review their records in terms of the performance over the time to come up with a conclusive report about timelines and compare to the business activities at the spe cific period to evaluate if there is any trend that can be identified for the sake of improvement plan. Assumptions There is lack of cohesion within departments in the firm The company has not set up a plan to direct their activities with an aim of progress management and monitoring Evidence Collected The quality of equipment provided to the clients was poor to an extent that they would fail to operate as compared to the standards they got from the company in the previous years. The design of the machinery was distasteful and they did not get any post-purchase services from the company as it is expected in the industry. Complaints and other concerns raised by clients were not attended to in material time causing clients to look out for other options that prioritize their needs. They also recorded delivery of wrong products from the client indicating employees were not keen. Lastly, they insisted that the customer service team did not provide feedback on inquiries when required. Continuous Improvement Plan Implementation of the plan could be achieved through efforts to get total quality after integrating all the participants in the business (Sallis 2014, p.3). Based on the above scenario, it can be concluded that the production team has failed or neglected to pay attention to the standard quality of the commodities they produced. Additionally, it was found that the designs were sometimes not in the acceptable manner they were used to. Therefore, they should take responsibility as stipulated by the employment contract signed with the company to warn others that might be considering slandering the name of the company in a similar manner. However, the company should consider if there are activities beyond the employee within the premises that may have resulted in the vice. As such, the right intervention would include giving the worker a chance to explain and only let them pay for the mistake if it resulted from intentional neglect. The other issue discovered was a slow response or lack of the same from the designated personnel on the matters that were raised. Right disciplinary action should be implemented as done for any individual found to have intentionally sabotaged the company name. However, the company should look at what part they have played in demotivating their workers. They should carry out a survey to understand what they fail to do for the employees that were done during the period when business performance was impeccable. In addition, they should revise work schedule while comparing it to the previous owners to find out if there are parts of the current regime that allows for the type of failures being experienced. They should carry out the exercise with an aim of putting in place workable solutions (Gardner et al 2010). The first activity in the proposed Demings quality cycle is planning on the specific problem areas and deciding specific aspects that require being altered for the change the company is looking for (Sokovic, Pavletic, and Kern Pipan 2010, p.477). To follow up what has been laid out on the table is actualizing it by employing necessary means and involving the right people in their role to act according to what is agreed upon. Consequently, the company should actively enquire if the changes work in line with what they were implemented to accomplish (Moen and Norman 2010, p.26). As a result of the verification process, a decision can be reached by the group such that if the change brought about anticipated progress then it is allowed to work to the completion while the contrary leads to going back to the planning process until the desired result is attained (Moen and Norman 2006, p.7). Antony, Kumar, and Madu (2005 p.863) insist that the use of six sigma techniques is an effective way of gaining and maintaining constant progress through the duration when the same is employed. The components include management involvement which indicates that it is necessary to involve players at the managerial levels in contribution to the management processes that would benefit the enterprise if there is a need for change as well their response about the effectiveness of the said interventions. Another aspect that plays important role in the process is considering the infrastructure of the organization to align it with the expected outputs (Arnheiter and Maleyeff 2005 p.206). Apparently, the technology in place within an organization can be a limiting factor hence should be considered in case the business considers making changes since they must depend on it. The third aspect touches on matters relating to training because, with the same personnel, certain changes may be impossibl e to put in place with their skill set especially if the intervention is a new technique in the market (Pyzdek and Keller 2014 p.25). The last of the interventions is the statistical tools to be used in the whole process (Jeyaraman and Kee Teo 2013 p.3). The component is necessary for the common determinant of whether the other three are working or not hence if not well thought out, may result in a long process that is impossible to verify. Ability to self-assess is essential since it provides the guideline for progress (Linderman et al 2003 p.1). Harry and Schroeder (2005 p.2) insinuate that sigma six components should follow a systematic process in the actualization process guided by five activities. These include defining the changes that are intended to be harnessed followed by measuring the specific extent at which the parties are willing to invest time and resources in the program. Analysis of the process provides a guideline of the improvement and conclusion of the process is taking control to maintain equilibrium suitable for long-term business operations. At this point, businesses are aware of the specific interventions as well as their strength and weakness points and can handle challenges on their own as well as come up with convenient solutions in the time of adversity. Recommendations The company should learn how to identify the loopholes in the operation and determine the possible cause of the same. Consequently, they should understand intervention measures to terminate the problems as well as learn specific methodologies of ensuring that once the progress is made, it can be contained and the past mistakes are not to be repeated. Conclusion Given all the management interventions offered in the paper, the company should be able to identify the root cause of the challenges they face. In addition, the social cohesion should improve such that all stakeholders work as a unit with a common goal (Barkinshaw and Sheehan 2002 p.25). Equally, when issues arise, they should employ the specified techniques provided to reduce or terminate them. The interventions they employ should be long-term or ones they are able to manipulate to their advantage to guide the business in the intended direction. References Antony, J. Kumar, M. and Madu, C. N., 2005. Six sigma in small-and-medium-sized UK manufacturing enterprises: Some empirical observations. International Journal of Quality Reliability Management, 22(8), 860-874. Arnheiter, E. D. and Maleyeff, J., 2005. The integration of lean management and six sigma. The TQM magazine, 17(1), pp. 5-18. Birkinshaw, J. and Sheehan, T., 2002. Managing the knowledge life cycle. MIT Slogan management review, 44(1), p.75. Betsou, F. Gunter, E. Clements, J. DeSouza, Y. Goddard, K. A. Guadagni, F. and Chuaqui, R., 2013. Identification of evidence-based bio-specimen quality-control tools: a report of the international Society for Biological and Environmental Repositories (ISBER) Biospecimen Science Working Group. The Journal of Molecular Diagnostics 15(1), 3-16. Chadha. R., 2017. Value through continuous improvement. Faima Business Management Journal, 5(1), 40. Gardner, K. L. Dowden, M. Togni, S. and Bailie, R., 2010. Understanding uptake of continuous quality improvement in Indegenous primary health care : lessons from a multi-site case study of the Audit and Best Practice for Chronic Disease project. Implementation Science, 5(1), 21. Harry, M. and Schoroeder R. R., 2005. Six Sigma: The breakthrough management strategy revolutionizing the worlds top corporations. Broadway Business. Jeyaraman, K., and Leam Teo. 2010. A conceptual framework for critical success factors of lean Six Sigma: Implementation on the performance of electronic manufacturing service industry. International Journal of Lean Six Sigma, 1(3), 191-215. Kerzner, H. 2013. Project management: a systems approach to planning, scheduling, and controlling. John Willey Sons, 2013. Linderman, K. Schroeder, R. G. Zaheer, S. and Choo, A. S., 2003. Six sigma: a goal-theoretic perspective. Journal of Operations management, 21(2), pp. 193-203. Magar, V. M. and Shinde, V. B., 2014. Application of 7 Quality Control (7QC) Tools for Continous Improvement of Manufacturing Processes. International Journal of Engineering Research and General Science, 2(4), 364-371. Mercelino-Sadaba, S. Perez-Ezcurdia, A. Lazcano, A. M. E. and Villanueva., 2014. Project risk management methodology for small firms. International Journal of project Management, 32(2), 327-340. Moen, R. D. and Norman C. L., 2010. Circling back. Quality Progress, 43(11), p.22. Moen, R. D. and Norman C. L., 2006. Evolution of the PDCA cycle. Pich, M. T. Loch, C. H. and Meyer, A. D., 2002. On uncertainty, ambiguity, and complexity in project management. Management science, 48(8), 1008-1023. Pyzdek, T. and Keller, P. A., 2014. The six sigma handbook (p25). New York: McGraw-Hill Education. Sallis, E., 2014. Total quality management in education. Routledge. Sokovic, M., Jovanovic, J., Krivokapic, Z. And Vujovic, A., 2009. Basic quality tools in continuous improvement process. Journal of Mechanical Engineering, 55(5), 1-9. Sokovic, M. Pavletic, D. and Kern Pipan K., 2010. Quality improvement methodologies-PDCA cycle, RADAR matrix, DMAIC and DFSS. Journal of Achievements in Materials and Manufacturing Engineering 43(1), 476-483 Titu, M. A. Oprean, C. and Grecu. D., 2010. Applying the Kaizen method and the 5S technique in the activity of post-sale services in the knowledge-based organization. In proceedings of the International Multi-conference of Engineers and Computer Scientists (Vol. 3, No. 1, pp.1-5).