Evaluation Of An Organization Development

Leadership development in the military is critical to its mission and objectives. Understanding and embracing leadership will foster an agile culture and facilitate attainment of strategic goals. People desire quality leadership to assist with achieving their goals, albeit personal or professional development. Having a clear vision and the motivation to perform at high-levels influences others to work synergistically together to achieve organizational goals. Insomuch, employees value being treated respectfully, fairly, and ethically. Leaders serve people best when they help them develop their own initiative and good judgment, enable them to grow, and help them become better contributors.

The core leader competency ‘Develops’ is broken into four key objectives: create a positive environment, prepare self, develop others and be a steward of the profession. The behaviors associated with these objectives are essential to the successful implementation of the Army SHARP program. Creating a positive environment decreases the risks of disciplinary issues in general. When an NCO is familiar with the required reporting procedures and available support programs they can more effectively train their Soldiers in what needs to be done given a situation that requires intervention. By passing the knowledge of how to handle situations to subordinates a NCO is ensuring the next generation of leaders carry on the ideals of the profession. When all of these objectives are met the unit becomes an environment where all personnel can be assured that not only their leaders, but also their peers will be invested in their wellbeing.

I did not know much about the military, but I knew that the Marine Corps was the most difficult and within it, Reconnaissance was the most demanding. I also knew that the harder the job the more rewarding it would be, my desire to seek the toughest challenges always paid off in the end. With the work ethic my parents instilled in me, I knew I would succeed. In my 24-year Marines Corps career as a Recon Marine, I have had the opportunity to learn, lead, and teach Marines of various caliber and rank. As a senior Staff Non-Commissioned Officer my days of performing at the team level are behind me, but I am always learning. I now rely on the young professionals I work with to teach me the latest technical and tactical procedures; this further allows me to establish confidence with our senior Commanders. My introduction to the highly educated Marine Officers in the Amphibious Reconnaissance profession has been an eye opening experience. By working with them on a daily basis, these extremely smart and academically proficient professional men and women have shown me that I too have what it takes to achieve success at an institution of higher learning. My experiences teaching and mentoring young Marines, my work developing a non-profit organization targeted at providing financial and moral support to veterans during their most critically vulnerable point:

The Institute of Medicine (IOM) introduced five core competencies for healthcare professionals, to improve the United States healthcare system: provide patient-centered care, work in interdisciplinary teams, employ evidence-based practice, apply quality improvement, and utilize informatics (Institute of Medicine of the National Academies, 2003). IOM insists that should all five competencies are met, quality patient care can be achieved. Thus, healthcare organizations need to continually seek quality improvement in order to enhance patient care. The organization need to revamp their current charting system, in order to improve patient care.

Remember that culture is the way things are done at a certain place and it derives mostly from the ethics, and priorities that an organization sets. We also examined the chain of command within the Army. There are chains of command in every workplace but the Army’s is a very complicated system and it allows everybody to know their roles within the organization, it also allows people to advance which boosts morale and self-esteem. This paper also informed about the Operations Process which is the way that decisions and missions are carried out within the Army. Remember that there are four parts of the Ops Process that can be applied to any task in our daily lives; Plan, Prepare, Execute and Assess. In conclusion, even though people may not think of America’s soldiers as managers, they are. They are managers because from day one they are forced into leadership roles and they are taught these management processes. The Army requires Specialists and Corporals to complete 80 hours of training, called Structured Self Development (SSD), in order to be eligible for promotion to Sergeant. The training teaches the Army culture, management styles, Army regulations and more. It is very important to teach all workers at every level, how to effectively manage and lead because eventually they will be the ones making the calls and tough

Brief surveys are conducted on a regular basis by the customer service department to ensure quality is consistent throughout the organization. The Federal Drug Administration (FDA) conducts audits of all manufacturing sites to ensure the proper goods manufacturing practices are followed. The FDA also reviews all standard operating procedures (SOPs) relating to product manufacturing and handling.

From the day I met my recruiter, I took the first steps into the transformation all young men and women must undergo as they start their journey to become a United States Marine. This process cannot be achieved in one day and must be continuously reinforced. From the unit leaders to the newest Marine in the unit, all Marines have a role to play in sustaining the transformation. Throughout this paper I will go into further detail on the different ways of how my unit fails and succeeds at sustaining the transformation, and what I can do to guide my subordinate Marines to success. To be able to successfully sustain the transformation you must instill the unit’s history and sense of mission, practice drill, be a family oriented unit, have a good sponsorship program, assist in cohesion and unit obstacles, and finally instill discipline.

Leadership is important within in the Marine Corps because it serves as a path of guidance for subordinates to follow and emulate. There are many traits and principles that are taken into consideration when describing a great leader however; there is always room for leadership improvement no matter how great an individual may be. The leadership principle: know yourself and seek self-improvement, is one that is significantly lacking most amongst the noncommissioned officer ranks because, leaders are failing to check personal attitudes, participate in self-reflection, and aren’t willing to admit and learn from failures and weaknesses. By adhering to this principle it would certainly benefit the noncommissioned officer in meeting the obligation that the Marine Corps expects from its leaders. To begin, one way to effectively change one’s leadership positively is by examining one’s own attitude.

The author really shows the importance of the lessons we learned in boot camp and OCS as the basis of what is needed to accomplish any mission. The author validates these assumptions as he goes back to what we learned in training as examples of how we should carry ourselves as leaders and Marines.

PeaceHealth is a non-profit health care system in the Western United States that incorporates medical centers, critical access hospitals, clinics, and laboratories spanning across Alaska, Oregon, and Washington. PeaceHealth operates medical centers in Ketchikan, Alaska, Ketchikan Medical Center, critical access, 25 beds, 29 long-term care beds, Cottage Grove, critical access, 14 beds. Eugene, Sacred Heart University District Hospital, 104 beds. Florence, Peace Harbor Medical Center, 21 beds, level IV trauma center, and Springfield, Oregon, Sacred Heart Medical Center at RiverBend, 338 beds, Level II trauma center. and Bellingham, St. Joseph’s hospital, a level II trauma center with 253 beds, 400 physicians, and 2600 employees, Friday Harbor, = Peace Island Medical Center, is a critical access hospital with 10 beds and a 24-hour emergency room, Longview, St. John’s Medical Center, 346 beds, Level III Trauma Center. Sedro-Woolley = PeaceHealth United General Hospital, critical access, 97 beds, Level IV trauma center, and Vancouver, Washington = Southwest Medical Center 450 beds. Level II trauma center. In addition, the preceding locations likewise provide clinic and laboratory services to their communities (PeaceHealth, 2016).

BMCS has been an advocate for work life issues and engages with its program managers to help reduce and or eliminate any situations that could negatively affect command climate. He has recently assisted several members by focusing them on substance abuse and prevention, as well as mental health assistance programs. He takes the health and well being of his crew extremely seriously and ensures anyone with a need is looked after. The unit has suffered little to no disruption to operations due to the use of these programs. BMCS recently attended a senior leader’s school where he was given in-depth training on work life programs including an exam that tested his knowledge and the use of these programs.

PeaceHealth is a non-profit health care system in the Western United States that incorporates medical centers, critical access hospitals, clinics, and laboratories spanning across Alaska, Oregon, and Washington. PeaceHealth operates medical centers in Ketchikan, Alaska, Ketchikan Medical Center, critical access, 25 beds, 29 long-term care beds, Cottage Grove, critical access, 14 beds. Eugene, Sacred Heart University District Hospital, 104 beds. Florence, Peace Harbor Medical Center, 21 beds, level IV trauma center, and Springfield, Oregon, Sacred Heart Medical Center at RiverBend, 338 beds, Level II trauma center. and Bellingham, St. Joseph’s hospital, a level II trauma center with 253 beds, 400 physicians, and 2600 employees, Friday Harbor, = Peace Island Medical Center, is a critical access hospital with 10 beds and a 24-hour emergency room, Longview, St. John’s Medical Center, 346 beds, Level III Trauma Center. Sedro-Woolley = PeaceHealth United General Hospital, critical access, 97 beds, Level IV trauma center, and Vancouver, Washington = Southwest Medical Center 450 beds. Level II trauma center. In addition, the preceding locations likewise provide clinic and laboratory services to their communities (PeaceHealth, 2016).

This essay addresses leadership challenges and ways for improving leadership skills for positive changes for all Noncommissioned officers (NCO’s) of the California Army National Guard (CAARNG). Improving the current leadership practices by providing continuous training that uses standardized approaches and practices for all CAARNG NCO’s. This will assist in preserving the utmost level of attention on the CAARNG NCO structure that can in turn affect the development newly inducted NCO’s and the retention of highly experienced NCO’s.

Bay State Medical Center’s mission statement is to improve the health of the people in our communities every day with quality and compassion. This mission statement is very clear and I am sure that every hospital has this very same mission in mind for just being in the system of health care. Bay State Medical Center also has forecasts for the future of Health Care and look at themselves with a vision for the Hospital of the Future. This vision is named “Vision 2025” according to their online website and they look to the future of the hospital with goals of having surgical precision, robotics and patient simulation and how medical students will be trained. Currently every health system is looking at a

Organizational development (OD) is an application or process of building a greater level of efficiency within the organization. OD develops the ongoing effort geared for long-term effects. OD works to help management and employees on a variety of levels. Organizational development is perhaps unequaled in its ability to meet any type of organization needs. However, the solutions developed from the role of OD may not be necessarily interchangeable with different organizations (Grant, 2010).