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In the wake of the debate over healthcare reform, community health centers grapple with the challenges of implementing an Electronic Health Records (EHR) System. The barriers to an effective implementation are as varied as there are strategies for implementation. The culture of the organization adds a layer of complexity to the efforts to enhance organizational readiness for EHR implementation. By adopting a three-phased approach involving organizational assessment, data gathering and analysis and a discussion of results and findings, this study systematically identifies the barriers to the effective implementation of an EHR system at a community health center. Once identified, the lessons learned from the barriers were then used to manage the roll-out of the EHR system. Comparative data from the study reveals process and operational benefits in the proper implementation and adoption of the EHR system. This study was undertaken to understand the barriers to the implementation of EHR at a community health center and to use that information in guiding the implementation effort. This study also highlights some of the pitfalls in the implementation process.

Strategies to manage diversity and address racism within organizations are fast becoming routine practice. This is especially important given the demographic compositions of workforces are changing and evidence that racism is commonplace within workplaces and associated with a range of detrimental economic, social and health outcomes. In this paper, we consider organizational assessment as a largely overlooked approach to managing diversity and addressing racism in the workplace. Approaches to organizational assessment in the fields of diversity management and cultural competency are explored and critiqued before turning to a review of organizational assessment tools focused on managing diversity and/or addressing racism. A critical review of the eight tools that met the inclusion criteria led to the formulation of six key principles to guide the selection of organizational assessment tools.. Current organizational assessment tools lack an explicit focus on addressing systemic racism and require further refinement and testing in order to effectively manage diversity and address racism in the workplace.

Several nonprofit associations have implemented assessment and certification programs intending to produce institutional improvement for member organizations. Using the Technology Acceptance Model (TAM) as a foundation, this study develops and tests an extension of TAM with organizations that chose to participate in one such program, (the Louisiana Standards for Excellence organizational assessment), and with those that did not. The results of this quantitative study largely validate TAM and indicate that dimensions such as usefulness, access barriers related to resources, attitudes, executive director pro-activity and behavioral intent all influence the decision to pursue voluntary certification. These findings advance current theory and contribute to the foundation for future research aimed at understanding user-adoption behavior in a general sense, and more specifically, in the nonprofit sector.

The purpose of this study was to evaluate whether the training and experience of assessors to record behaviors as part of an actual organizational assessment center (AC) would transfer to another context: performance appraisals. Specifically, we examined the effects of transfer of training on managers' behavioral specificity in comments on performance evaluations. Performance appraisal comments from managers who had received training and participated as an assessor and from managers who had not were compared. Analyses revealed significant differences between managers who were trained as assessors compared with managers who were not, suggesting transfer of training effects. Results provide the first empirical evidence for an added benefit of AC assessor participation and training.

Mental health organizations that have successfully reduced or, in some cases, eliminated use of seclusion and restraint report that they have primarily focused on organizational factors to facilitate this process. The purpose of this paper is to describe the development of an instrument that measures staff perceptions of organizational activities to reduce seclusion and restraint as well as staff attitudes toward the use of these interventions. Consequently, the instrument can be used diagnostically to identify areas in need of improvement and can also be used as an outcome measure to assess shifts in staff perceptions reflective of organizational change. This article describes validation of the instrument, information on its administration, and analysis and use of data obtained with it.

This paper provides a model of organizational assessment that in support of enterprise transformation. We argue that the assessment process spans beyond performing the assessment itself. For the assessment to provide the expected benefit, organizations must first of all create an environment ensuring a clear understanding of the role assessment plays in the enterprise transformation process. To this end they must promote open and frequent discussion about the current state of the enterprise and future goals. The assessment process must be carefully planned to ensure it runs effectively and efficiently and that assessment results are accurate and reliable. Assessment results must be analyzed and turned into specific recommendations and action plans. At the same time, the assessment process itself must be evaluated and adjusted, if necessary, for the next assessment cycle. Based on literature review and case studies of four large aerospace companies, we recommend a five-phase assessment process model that includes mechanisms to change organizational behavior through pre-assessment phases. It also allows for adjustment of the assessment process itself based on the results and experience of participants so that it better suits the organization's needs and practices.

The current study explored the concept of change leadership in a US military organization that was undergoing extensive organizational changes. Participants' (N = 395) leadership perceptions, change readiness indices, and intentions to engage in the change were collected during an organizational assessment. Results indicated that change leadership from senior executives was most predictive of individuals' reported change readiness for military officers and civilian personnel. In addition to change leadership from senior executives, general leadership was also predictive of change readiness for enlisted personnel. Both leadership and change readiness were significantly related to higher intentions to engage in the change initiative. The change readiness of personnel appeared to increase according to the stages outlined by the Transtheoretical Model of behavior change (TTM), thus suggesting that this may be a useful model for predicting intentions to engage in and support organizational change initiatives. ...

Fletcher, C. (1994). Questionnaire surveys of organizational assessment practices: A critique of their methodology and validity, and a query about their future relevance. International Journal of Selection and Assessment, 2, 172–175. Kanning, U. P., Pcttker, J. & Gell ri, P. (2007). Assessment Center-Praxis in deutschen Grosunternehmen – Ein Vergleich zwischen wissenschaftlichem Anspruch und Realit t. Zeitschrift f r Arbeitsund Organisationspsychologie, 51, 155–167. Krause, D. E. & Gebert, D. (2003). A comparison of assessment center practices in organizations in German-speaking regions and the United States. International Journal of Selection and Assessment, 11 (4), 297–312. Krause, D. E., Gebert, D. & Thornton III, G. C. (2007). Interkulturelle Unterschiede in der Assessment Center Anwendung. In H. Schuler (Hrsg.), Assessment Center zur Potenzialanalyse (S.359–378). Gcttingen: Hogrefe. Krause, D. E. & Thornton, G. C. III (in press). A cross-cultural look at assessment center practices: A survey in Western Europe and Northern America. Applied Psychology: An International Review. Lievens, F. & Thornton, G. C. III (2005). Assessment centers: Recent developments in practice and research. In A. Evers, O. Smit-Voskuijl & N. Anderson (Eds.),Handbook of selection (pp.243–264). Oxford, UK: Blackwell Publishing. Simon, H. (Ed.). (1957). Models of man: Social and rational. New York: Wiley. Spychalski, A. C., Quinones, M. A., Gaugler, B. B. & Pohley, K. (1997). A survey of assessment center practices in organizations in the United States. Personnel Psychology, 50, 71–90. Task Force on AC Guidelines (2004). Guidelines and ethical considerations for assessment center operations. Las Vegas: NV.

The main objective of this study is to identify criteria that would allow us to determine when a collection of people is a group. A bibliographic search of the psychological literature has yielded the terms groupness, entitativity, and groupality. These three constructs are then theoretically analyzed and compared, and are found to share two main aspects: (a) the conception of groups as a continuum varying in their level of group development (LGD) and (b) most of the central criteria that have been considered to define a group as a group. Regarding these central criteria, we categorize them as determining elements, LGD criteria, and group results trying to respect their different epistemological positions. The theoretical proposal outlined here provides a basis on which to develop tools that will enrich organizational assessment.

Although several different measures have been developed to assess job satisfaction, large-scale examinations of the psychometric properties of most satisfaction scales are generally lacking. In the current study we used meta-analysis to examine the construct validity of the Michigan Organizational Assessment Questionnaire Job Satisfaction Subscale (MOAQ-JSS; [Cammann, C., Fichman, M., Jenkins, D., & Klesh, J. (1979). The Michigan Organizational Assessment Questionnaire. Unpublished manuscript, University of Michigan, Ann Arbor; Cammann, C., Fichman, M., Jenkins, G. D., & Klesh, J. (1983). Michigan Organizational Assessment Questionnaire. In S. E. Seashore, E. E. Lawler, P. H. Mirvis, & C. Cammann (Eds.), Assessing organizational change: A guide to methods, measures, and practices (pp. 71–138). New York: Wiley-Interscience]), which is a brief, face-valid measure of global job satisfaction. Our analyses indicate that the MOAQ-JSS is a reliable and construct-valid measure of job satisfaction. We also report normative data for the MOAQ-JSS.

Other than measuring units of output or profit to evaluate organization performance, this research develops a new assessment concept, organizational health. The survey of Work Environment Scale as the foundation data for the System-wide Interpretation of Health and Quality was used in this case study on a Romania firm. Structural measurement on organization effectiveness, leadership, and term work efficiency was conducted and further explained by three dimensional graphs with a weighted least squares method. The system-wide assessment shows multiple causalities among the endogenous variables.

The purpose of this study was to explore the effects of organizational self-assessment as a tool to enhance organizational capacity in nonprofit human service agencies when it is performed as part of an accreditation process. Eighty-eight organizations completed a self-assessment pretest designed to measure capacity at the beginning of an accreditation process and then the same self-assessment posttest at the end of the accreditation process. The findings reveal that 59% of these organizations demonstrated an increase in capacity. Organizations identified their greatest capacity challenges. The findings mostly support the premise that organizational self-assessment is a beneficial process in building capacity.

The management of error is considered a source of learning and its main barrier is the fear of making mistakes or fear of failure. Fear of failure is present in all human beings and therefore influences in the activity of any organization, in its performance, in its capacity for innovation and in other related variables such as leadership and climate. Then the paper objective is to analyse through the behaviours of a sample of directors of Spanish companies the relationship among performance, fear of failure and the innovation capacity in accordance with the organizational assessment model proposed by Stuart-Kotze. The importance of this work is due to determine a new and a wider field of academic study and at the same time a lookout for managers to monitor the influence of fear of failure in their organizations

Objective: to enable students to gain an experiential understanding of the benefits and potential problems inherent in a systematic assessment process Courses: Instructional Communication, Organizational Communication, Organizational Assessment, Professional and Business Communication, Research Methods, Small-Group Communication

Bright Lights is a small non-profit organization in Lincoln, NE offering a summer enrichment program to school aged children. Post 9/11, the organization faces challenges in its efforts to sustain financial resources. With enrollment and course offerings on the rise, funding is more important than ever. At the second to the last meeting of the year at which budgets are established, the Bright Lights' Board of Directors asked the Executive Director, Kathy Hanrath, and the Co-Owner/Director of Education Services, Barb Hoppe, to come up with some alternatives for fundraising top present at the final yearly meeting. Kathy has recently attended some sessions on franchising at a local entrepreneurship conference and would like to explore franchising as an option for Bright Lights growth. Kathy feels that franchising might have the potential to both increase performance and funding. This case focuses on issues associated with the exploration of franchising as a method of distribution and capital acquisition for a social organization. It calls attention to the appropriate situations for franchising, the importance of organizational assessment for franchise readiness, and other legal, economical, and organizational considerations.

This article reviews the role of organizational diagnosis in managerial and organizational consultative roles. The particular contributions of Harry Levinson are highlighted. The ways in which Levinson, a pioneering clinical psychologist of work and organizational issues and a pioneering psychologist-consultant, utilized and approached organizational diagnosis are reviewed. Methods of integrating these perspectives in the day-to-day work of psychologist-managers are discussed.

This article provides a pragmatic example of how a model‐based approach was utilized to conduct an organizational assessment in a company that had undergone a tremendous number of changes during the 12 months prior to the assessment. The assessment was designed to identify relationships between staff perceptions of communication within the organization, staff perceptions of change implementation, staff attitudes, and individual outcomes such as intent to turnover, absenteeism, job stress, and individual performance.

In this study, we examine turnover intention in Information Technology (IT) workers, in particular among women and minorities. An initial set of intention to turnover questions from the Michigan Organizational Assessment Scale (Seashore, Lawler, Mirvis, & Cammann, 1982) was used. Phone interviews were conducted with 13 people from three IT companies to refine these turnover intention questions. A new set of three questions was then developed to capture the causes and consequences of turnover intention. Data from 125 IT workers using this new set of questions is also reported.

Accurate information about an organization's culture can provide a basis for improving processes and enhancing outcomes such as customer service and return on investment. Using a reliable and valid survey is an effective way to obtain employee perceptions about the organizational culture. This article describes the development and use of the U.S. Office of Personnel Management's Organizational Assessment Survey. It provides two examples, the U.S. Mint and the Environmental Protection Agency (EPA) Region VI, that show how measures of organizational culture can help federal agencies become high-performance organizations. © 2002 Wiley Periodicals, Inc.

The paper outlines a systemic approach to understanding and assessing safety capability in the offshore oil and gas industry. We present a conceptual framework and assessment guide for understanding fitness-to-operate (FTO) that builds a more comprehensive picture of safety capability for regulators and operators of offshore facilities. The FTO framework defines three enabling capitals that create safety capability: organizational capital, social capital, and human capital. For each type of capital we identify more specific dimensions based on current theories of safety, management, and organizational processes. The assessment guide matches specific characteristics to each element of the framework to support assessment of safety capability. The content and scope of the FTO framework enable a more comprehensive coverage of factors that influence short-term and long-term safety outcomes.

This article describes an integrated and structured organizational assessment approach using multiple tools to collect qualitative and quantitative data from organization members. The purpose of the assessment is to create a clear and shared view within an organization of “where are now” to serve as critical input for determining how to reach a desired future state. This assessment approach has evolved over several applications in different organizations, and an application within an engineer-to-order slip ring manufacturing plant is described. Key results from this application are described. The plant leadership team used the results as a foundation for change. The implications for others using a similar assessment approach and directions for future research are discussed.

National and organizational assessment models are increasing in number throughout the world. Among the most recent is Quebec's QUALImètre. In a recent interview Jean‐M. Richard, managing director of the Mouvement Québécois de la Qualité (Quebec Movement for Quality), explained the philosophy, principles for implementation and innovations of this tool, which incorporates international developments in quality to improve regional competitiveness.

A pesar de ser un desarrollo con más de 40 años, la manufactura esbelta o lean manufacturing todavía es uno de los temas de estudio que más atención convoca en el mundo académico y empresarial. Se basa en principios como la eliminación de desperdicios, el trabajo en equipo y valores como la constancia y la disciplina. Sus beneficios han sido demostrados en diferentes ámbitos y diferentes países. Sin embargo, para una empresa pequeña en un contexto como el colombiano, todavía no es claro cómo puede utilizar estos principios para obtener mejoras en su desempeño y ventajas competitivas. Este estudio parte de las normas NTC ISO, que rigen a las empresas colombianas en la gestión de sus actividades y a partir de éstas, se realizan algunas modificaciones teniendo en cuenta los principios y fundamentos de la manufactura esbelta, con el fin de apoyar los procesos de diagnóstico de micro, pequeñas y medianas empresas. Se propone una herramienta para realizar un diagnóstico organizacional y generar recomendaciones en pro de la reducción de los desperdicios hallados. Como caso de estudio, la herramienta se aplica en una organización del sector de la comunicación gráfica. RESUMEN ABSTRACT INTRODUCCIÓN 1 DISEÑO DE UNA METODOLOGÍA PARA EL DIAGNÓSTICO Y EVALUACIÓN ORGANIZACIONAL DE MIPYMES COLOMBIANAS 2 PROBLEMA DE INVESTIGACIÓN 2.1 DESCRIPCIÓN DEL PROBLEMA 2.2 FORMULACIÓN DEL PROBLEMA 3 JUSTIFICACIÓN Y ALCANCE DE LA INVESTIGACIÓN 3.1 JUSTIFICACIÓN 3.2 ALCANCE DE LA INVESTIGACIÓN 4 OBJETIVOS 4.1 OBJETIVO GENERAL 4.2 OBJETIVOS ESPECIFICOS 5 MARCO CONCEPTUAL 6 MARCO LEGAL 6.1 NORMAS DEL SISTEMA DE GESTÓN DE CALIDAD 6.2 CLASIFICACIÓN DE LAS MIPYMES EN COLOMBIA 7 CASO DE ESTUDIO "EDITORIAL SERIOFFSET LTDA" 7.1 CARACTERIZACIÓN DEL SECTOR DE LA ARTES GRÁFICAS 7.2 EDITORIAL SERVIOFFSET LTDA 8 TIPO DE INVESTIGACIÓN 9 DISEÑO METODOLÓGICO 9.1 FUENTES PARA LA OBTENCIÓN DE LA INFORMACIÓN 9.1.1 FUENTES PRIMARIAS 9.1.2 FUENTES SECUNDARIAS 9.2 ETAPAS DEL ESTUDIO 9.3 RECURSOS PARA EL DESARROLLO DEL ESTUDIO 9.4 CRONOGRAMA PARA EL DESARROLLO DEL ESTUDIO 10 ESTADO BIBLIOGRÁFICO DE LA MANUFACTURA ESBELTA 10.1 LA MANUFACTURA ESBELTA EN EL MUNDO 10.1.1 HISTORIA Y DESARROLLO DE LA MANUFACURA ESBELTA 10.1.2 ANTECEDENTES DE LA MANUFACURA ESBELTA 10.1.3 ALGUNAS TENDENCIAS DE BUSQUEDA EN INTERNET 10.2 HERRAMIENTAS DE LA MANUFACTURA ESBELTA 10.2.1 ANÁLISIS DEL DESPERDICIO 10.2.1.1 SOBREPRODUCCIÓN 10.2.1.2 INVENTARIO 10.2.1.3 TRANSPORTE 10.2.1.4 REPROCESO Y DEFECTOS DE PRODUCCIÓN 10.2.1.5 ESPERAS 10.2.1.6 MOVIMIENTOS 10.2.2 MANTENIMIENTO AUTÓNOMO 10.2.3 CAMBIOS RAPIDOS DE HERRAMIENTA "SMED" 10.2.4 QUÉ SON LAS 5 ESES 10.2.5 SISTEMAS POKA-YOKE 10.2.6 JUSTO A TIEMPO 10.2.7 CÉLULAS DE MANUFACTURA 10.2.8 KANBAN Y NIVELACIÓN DE INVENTARIO 10.2.9 EVALUACIÓN DE LA CADENA DE VALOR (VSM) 10.3 LA MANUFACTURA ESBELTA EN COLOMBIA 11 DESARROLLO DE LA HERRAMIENTA PARA EL DIAGNOSTICO ORGANIZACIONAL 11.1 IDENTIFICACIÓN DE LOS PILARES LEAN EN EL DIAGNOSTICO 11.2 CONSTRUCCIÓN DE LA HERRAMIENTA PARA EL DIAGNÓSTICO 11.2.1 COMPARATIVO DE LAS NORMAS NTC ISO (9001, 14001 Y 18001) 11.2.2 DESARROLLO DEL DIAGNÓSTICO EMPRESARIAL 12 APLICACIÓN DE LA HERRAMIENTA DISEÑADA EN GEMBA 12.1 CALIFICACIÓN OBTENIDA EN LA EMPRESA CASO DE ESTUDIO 13 CONCLUSIONES Y RECOMENDACIONES DE LA APLICACIÓN 13.1 CONCLUSIONES 13.2 RECOMENDACIONES 14 CONCLUSIONES DE LA INVESTIGACIÓN 15 RECOMENDACIONES DE LA INVESTIGACIÓN 16 BIBLIOGRAFÍA Pregrado Ingeniero en Industrial Ingeniería Industrial

Inter-firm relationships are coordinated to a large extent by non-market mecha nisms. The objective of this paper is to identify which of these mechanisms are the most relevant, and how they can be theoretically and empirically combined into discrete alternative modes of organizational coordination between firms. A frame work is developed for evaluating the comparative effectiveness and efficiency of these combinations of coordination mechanisms in the regulation of different types of inter-firm interdependence, drawing on both organization theory and organiza tion economics. By analyzing network forms as mixes of coordination mechanisms, the framework offers a typology of inter-firm organization forms that is much more fine-grained and conducive to network organization design than those previously available. The predictive power of the framework is demonstrated by using the vast empirical research available on various types of networks, showing its capacity to explain the main findings on the use of different network forms for governing dif ferent types of relations.

This article provides a conceptual framework for assessing and managing the university technology business incubator (UTBI) as a tool for new venture creation. It is widely believed that UTBIs contribute to the nurturing of new technology-based firms (NTBFs). However, they have escaped systematic review in the United States due to a lack of historical data. To fill this gap, a new UTBI performance assessment framework is proposed, which is drawn from a combined survey of the existing body of knowledge in the areas of business incubation, the university's involvement in technology and business development support, and the commonly accepted approaches to organizational assessment that provide the necessary building blocks for the integrative framework. The proposed model is comprised of three performance dimensions: (1) program sustainability and growth; (2) tenant firm's survival and growth; and (3) contributions to the sponsoring university's mission. Further, the scope and effectiveness of the facility management policies, and the provision of services are assessed. The application of this framework is illustrated using four representative UTBI cases selected from a field of 30 five-year or older U.S.-based facilities and their 29 tenant firms out of the 84 firms contacted for the survey (35%). A comparative review of these four cases reveals that the framework provides a flexible methodology to assess the performance of UTBIs. The article concludes with a set of elements identified for evaluating UTBIs under the aforementioned three performance dimensions providing measurement indicators. This framework seeks to provide conceptual clarity for those responsible for assessing UTBI performance, directing their operations, or endeavoring to create them.

Background: Staff development experts in a tertiary-care hospital were searching for a holistic approach to facilitating improved outcomes. Method: Staff development experts, clinical nurse specialists, and clinical managers developed a model that provides a framework for educators to integrate their energies with those of other leaders in order to create a holistic approach to the goal of achieving excellence. Results: The model that is proposed links strategies for change with outcome evaluation. Conclusions: The model provides a conceptual lens that helps nurse leaders focus on organizational assessment, strategies to improve the work environment, and the evaluation of outcomes. The model is useful for guiding practice as well as research.

In spite of years of equal opportunities legislation and guidelines, a marked gender imbalance at the apex of organizational career structures persists (Carrier 1995). The predominant liberal model of equal opportunities (EO) seeks to alleviate sex-discrimination through advocating gender-neutral or ‘same’ treatment (Meehan and Sevenhuisjen 1991; Gatens 1991; Bock and James 1992). However, the present study suggests that ostensibly gender-neutral organizational practices may exclude characteristics, values and concerns more typically associated with women. This paper draws on a study of gender in selection to corporate management and raises questions about whether and how characteristics, values, goals and concerns which have been perceived as ‘female’ or ‘feminine’ may be excluded from ostensibly gender-neutral equality practices. Findings suggest that EO theory and practice need to move beyond limited either/or debates around ‘equality’ and ‘difference’. In order to do so, it may also be necessary to challenge dichotomous thinking about gender which currently informs much of that debate. In order to facilitate the development and progress of women in organizations it is not enough for EO initiatives to treat gender as a category of difference that can be overcome through superficial changes, for example in interview procedures, which merely seek to exclude issues perceived as gendered. Instead, a longer agenda for equality must move beyond the debate about women’s ‘sameness’ or ‘difference’ from men to include a deeper understanding of the gendered nature of organizational positions, structures and practices.

Objectives: At the close of the 20th century, the government's role in maternal and child health is in a state of transition. What is needed is a framework defining roles and responsibilities and guidance on how to operationalize these functions. This article presents the Maternal and Child Health (MCH) Functions Framework and discusses its value as an advocacy, planning, evaluation, and educational tool. Methods: The Johns Hopkins Child and Adolescent Health Policy Center developed the Framework in collaboration with leading public health organizations. The process entailed formulating a conceptual approach and facilitating consensus among the relevant organizations. Results: The Framework consists of three main components: (a) a list of ten essential public health services to promote maternal and child health, (b) an outline detailing program functions specific to MCH that apply to all levels of government and to all MCH populations, and (c) selected examples of local, state, and federal activities for implementing MCH program functions. Conclusions: The MCH Functions Framework can be used in advocacy, policy development, program planning, organizational assessment, education, and training. To date, it has been used by several state and local MCH agencies and in MCH education and training programs.

Aplicación de un diagnóstico general de la situación actual de la empresa en cuanto al manejo de proyectos a partir de un análisis de las entradas, actividades y salidas de cada uno de los procesos manejados, seguido de un estudio de diferentes metodologías de evaluación de madurez en el manejo de proyectos y así determinar la metodología a usar para el cumplimiento del objetivo del trabajo. La metodología utilizada fue el Modelo de madurez del Project Management Institute –OPM3 para la administración de proyectos desde la perspectiva organizacional diseñada para ayudar a las empresas a alinear diversos aspectos de sus procedimientos con la estrategia de la empresa en conjunto. Luego de aplicar la metodología planteada se determina que Gattaca Outsourcing presenta en general un nivel de madurez alto, distribuido en cada uno de sus procesos; finalmente se realizan algunas recomendaciones tales como la creación de una PMO en la cual por medio de programas de capacitación a los diferentes directores de proyectos, generando estrategias que permitan mayor aprehensión en todos los niveles de la organización y evaluando constantemente el nivel de madurez de la empresa de manera que se identifiquen las posibles mejoras en cuento al manejo de proyectos. Application of a general diagnosis of the current situation of the company in the management of projects from an analysis of the inputs, activities and outputs of each of the processes handled, followed by a study of different methodologies for assessing maturity in project management and determine the methodology to be used to fulfill the objective of the work. The methodology used was the Maturity Model OPM3 Project Management Institute, Project Management from an organizational perspective designed to help companies align various aspects of their processes with the strategy of the company as a whole. After applying the proposed methodology is determined that Gattaca Outsourcing generally has a high level of maturity, distributed in each of its processes; finally some recommendations such as the creation of a PMO in which through training programs to different project managers, generating strategies to greater apprehension at all levels of the organization and constantly evaluating the maturity level will perform company so that potential improvements are identified in the project management story. Especialista en Gerencia de Proyectos

Latent variable models analogous to those developed by L. J. Williams, M. B. Gavin, and M. L. Williams (1996) were used to investigate the measurement and nonmeasurement relationships of negative affectivity (NA) and positive affectivity (PA) with the Job Diagnostic Survey scales. Reanalyses performed on data collected as part of an organizational assessment of nonfaculty university employees (N = 644) showed NA and PA to have weak measurement and substantive relationships with the job characteristics and affective outcomes scales. The relationships between job characteristics and job outcomes were not associated with NA. However, PA showed a weak association with these relationships. Implications for future research on affectivity's roles as substantive and methodological variables in organizational assessment are discussed.

This paper discusses the role of EAP professionals in identifying situations in which organizational dynamics and problems underlie employees complaints of emotional distress. It reviews literature debating the limitations of an individually focused medical model in EAP work, considering special problems associated with organizational assessment and intervention. The article discusses the ethical implications of an expansion of EAPs role. It concludes that EAPs may make a significant contribution to the quality of occupational environments, but that doing so will require a broadening of perspective and the development of skills required for organizational interventions.

The “accomplishment record” method represents a semi-quantitative assessment based on self-reported descriptions of accomplishments in highly relevant, behavioral dimensions of risk management and control. It can be used by managers and by enforcement agencies in conjunction with regulatory regimes aimed at mobilizing and challenging the initiative of the industry.

espanolIntroduccion. La evaluacion clinica objetiva y estructurada (ECOE) es una prueba que evalua las competencias clinicas. Sujetos y metodos. Se realizo un cuestionario online . Resultados . La valoracion organizativa de la prueba fue de 8,96 (sobre 10), y la experiencia global de los estudiantes, de 7,91 (sobre 10). Las estaciones de mayor dificultad fueron las de redaccion de informes. Conclusion. La ECOE ofrece una valiosa informacion de la calidad percibida por el alumno, lo que permite plantear futuros planes de mejora. EnglishIntroduction. The objective and structured clinical evaluation (OSCE) is a test that evaluates the clinical competences. Subjects and methods. An online questionnaire was conducted. Results. The organizational assessment of the test was 8.96 and the overall experience of the students was 7.91. The stations of greater difficulty were those of writing of reports. Conclusion. The ECOE questionnaire offers valuable information on perceived quality perceived by the student, which allows for future improvement plans.

This chapter explores the impact of technology on assessment and evaluation in higher education. The impacts on program and organizational assessment are discussed. Technology for organizational assessment has continued to boom in light of the dual push for both accountability and continuous improvement by accreditors. The social impacts and burden of organizational assessment and evaluation are discussed. Overall, it is concluded that in order to evaluate the impact of technology, attention needs to be paid to the consequences of organization assessment.

More and more government organizations are implementing Total Quality Management programs. One of the initial steps in doing this is to conduct an organizational assessment of employees' attitudes toward quality-related principles and practices. Thus, an organization can determine the degree of its quality orientation and uncover opportunities for bolstering interest in and support for quality improvement. This article discusses the quality assessment efforts of a Midwest government agency and examines the challenges it faces in achieving successful TQM implementation.

While business process management (BPM) is often associated with large investments in IT systems and process analysis projects, the success of BPM initiatives largely depends on the cultural readiness of organizations for process management. In this article, we introduce a model that helps to understand the role of culture in managing business processes and to take the right investments into the development of organizational culture. For that purpose, we also describe an assessment tool that allows examining the supportiveness of an organizational culture for BPM initiatives. We show how the results of such an assessment help organizations to determine in which areas of a corporation investments in cultural change can be most beneficial.

This study investigated registered nurses' (RNs) and physicians' (MD) experiences with disruptive behavior, triggers, responses, and impacts on clinicians, patients, and the organization. Using the Disruptive Clinician Behavior Survey for Hospital Settings, it was found that RNs experienced a significantly higher frequency of disruptive behaviors and triggers than MDs; MDs (45% of 295) and RNs (37% of 689) reported that their peer's disruptive behavior affected them most negatively. The most frequently occurring trigger was pressure from high census, volume, and patient flow; 189 incidences of harm to patients as a result of disruptive behavior were reported. Findings provide organizational leaders with evidence to customize interventions to strengthen the culture of safety.

El proyecto se basa en la aplicación del Modelo de Modernización MMGO, diseñado por la Universidad EAN, con el fin de diagnosticar el estado actual de la empresa Soluciones Tecnológicas Proyectos Ltda., y realizar propuestas de mejora en los cuatro componentes que presenten mayor ruta crítica. Siendo en este caso, los componentes de Direccionamiento Estratégico, Gestión Humana, Gestión de Mercados y Logística. The project is based on the application MMGO Modernization Model, designed by the University EAN, in order to diagnose the current state of the company Projects Technology Solutions Ltd., And make proposals for improvement in the four major components with critical path . As in this case, the components of Strategic Management, Human Resources, Management and Market Logistics. Administrador de Empresas

El presente trabajo se desarrolló para la empresa ventas y servicios S.A. ubicada en Bogotá Colombia. Su contenido se fundamentó en el análisis de todos los componentes o áreas de mayor impacto en la organización, evaluándola por medio de la herramienta MMGO (Modelo de Mejoramiento de la Gestión Organizacional) de la universidad EAN. Seguidamente, se realizó una investigación del Sector de Call Centers, Contact Center y su evolución a BPO, estableciendo las razones de su transición, como es su desarrollo en Colombia, principalmente en la ciudad de Bogotá y como la empresa Ventas y Servicios S.A logra ubicar sus servicios y está entre las primeras empresas dedicadas al Outsourcing en Colombia. Los resultados obtenidos por esta herramienta de diagnóstico e intervención se presenta a través de mejoramiento de procesos en áreas como: • Direccionamiento estratégico: Se evalúa el comportamiento interno frente al entorno, como parte de las actividades que se realizan debe tener una buena toma de decisiones para optar por obtener un mayor reconocimiento en el sector y lograr procesos exitosos. • Entorno económico: Se realizada un análisis exhaustivo de la empresa frente al sector, sus competidores y las oportunidades que tiene frente al marco BPO, mediante un análisis PEST o PESTEL This proyect was developed for Ventas y Servicios S.A, it locates in Bogotá Colombia. This Proyect was based on analysis of all components or areas of greatest impact on the organization, evaluating it by means of the tool MMGO (Organizational Management Improvement) EAN University. in the second part, we conducted an investigation about market Call Centers, Contact Center and BPO evolution, the reasons for the transition, and the development in Colombia. The results of this diagnostic tool and intervention is presented through process improvement in areas such as: • Strategic direction: in this case was evaluate the internal environment as part of the activities carried out that has a relation with a good decision process to opt for greater recognition in the industry and achieve successful processes. • Economic environment: This component talks about the analysis of the company in front of industry, competitors and the opportunities it has fromt the market BPO by PEST or PESTEL analysis tools. Administrador de Empresas

Recent studies have shown that turnover is a major issue in IT environments (Armstrong & Riemenschneider, 2011; Carayon, Schoepke, Hoonakker, Haims, & Brunette, 2006; Moore, 2000a; Rigas, 2009). In fact, the research literature in IT and the popular press suggest that IT professionals are particularly vulnerable to burnout (Armstrong & Riemenschneider, 2011; Kalimo & Toppinen, 1995; McGee, 1996; Moore, 2000a). Using the Job Demands-Resources Model of Burnout as a framework, this study investigates the relationship between disengagement, work exhaustion and turnover intentions among IT professionals in a single university in a major metropolitan area. This study employed a non-experimental, cross-sectional survey research design using a Web-based survey questionnaire to collect data from a population (N=287) of university IT employees in a major metropolitan area. Two instruments were employed in the study: the OLdenburg Burnout Inventory (OLBI) measures work exhaustion and disengagement as developed by Demerouti et al. (2001); the Michigan Organizational Assessment Questionnaire Job Satisfaction Subscale (MOAQ-JSS) measures turnover intentions. The findings from this research indicated that disengagement consistently showed a statistically significant, positive correlation with turnover intentions. The most important conceptual implication of the study is that future investigations of disengagement, work exhaustion and turnover intentions among university IT employees must account for the unique work environment and how those workplace characteristics predict disengagement, work exhaustion and subsequent thoughts about quitting.

Patients with DVT, aged 45.64 years, often present to the ED, with an annual cost of $1.5-$3.2 billion per year. This paper describes the process used to implement an evidence-based guideline on deep venous thrombosis (DVT) for the emergency department (ED). Specific aims were to (a) conduct an organizational assessment of DVT treatment practices; (b) compare organizational results with evidence-based treatment guidelines; (c) develop recommendations for the treatment of DVT for ED discharge; and (d) conduct an interdisciplinary evaluation of the evidence-based guideline. A retrospective review of 149 records of adults in an urban Midwestern ED in 2010 was undertaken. Differences in provider practices were identified. A guideline was developed that included clinical management, social/financial concerns, patient education, anticoagulation monitoring, and outpatient follow-up. Implementation and evaluation were accomplished through electronic and paper communication, medical record monitoring, and patient call back. Evaluation also included simulation exercises with an interdisciplinary team.

En diferentes empresas donde se adelantan actividades de gerencia de proyectos, basados en la aplicación de las buenas prácticas de la PMI; se ha detectado que cada persona que adelanta una actividad, crea sus propios formatos de documentación requeridos y en muchas ocasiones omiten información relevante, ó la información no tiene una secuencia lógica. También se ha identificado que la información se almacena en rutas diferentes, lo que dificulta el seguimiento eficiente y/ó consecución de la información por parte de los miembros del proyecto. El proyecto consiste en modelar el software que ayude a implementar un gestor documental basado en buenas prácticas PMI, por medio de cuentas de usuario donde crear una ruta por proyecto, que automáticamente generará las plantillas de diferentes documentos utilizados durante el ciclo de vida de los proyectos, basado en la PMI Almacenar para cada proyecto, los respectivos documentos en forma organizada. Realizar checklist de control de los documentos en cada una de las áreas de los proyectos. In companies where different activities are being carried out project management, based on the application of good practices of PMI has been found that every person who is carrying out an activity, create their own documentation formats required and often omitted relevant information, or the information is not a logical sequence. Also been identified that information is stored on different routes, hampering efficient tracking and / or achievement of the information by project members. The project consists of modeling software to help implement a document management system based on PMI best practices through user accounts in which to create a route for the project, which will automatically generate templates for various documents used during the life cycle of projects based on the PMI Store for each project, the respective documents in an organized manner. Checklist perform control documents each project areas. Especialista en Gerencia de Proyectos