The Success Of An Organization

To ensure the long term success of an organisation, strong clinical governance infrastructure needs to be put in place from the service’s inception. Clinical governance refers to the system by which a governing body, as well as the staff of an organisation share responsibility and accountability for patient care, managing risks and instituting a system which monitors and improves standards. Within healthcare organisations clinical governance aim to develop an environment and processes in which the quality of care delivered within a system is continuously improved(1) with a goal to maintaining and improving standards of clinical practice, while dealing with failures in standards of care and poor performance within the system. Many aspects fall under the umbrella of clinical governance, with the WHO defining quality into four aspects; professional performance (technical quality), resource use (efficiency), risk management (the risk of injury or illness associated with the service provided) and patient’s satisfaction with the service provided(2). This framework is appropriate in designing the clinical governance infrastructure required for the success of the new aeromedical retrieval service. This paper will look at the elements of clinical governance infrastructure that need to be developed prior to the new aeromedical service commencing operation, as well as reviewing the literature available for transport ventilators and analyse their suitability for this service.

SAMSUNG Electronics Co. is a South Korean multinational electronic information technology company having headquarter in South Korea. Samsung Electronics is the world’s larger mobile phone maker and world’s second larger semiconductor chip-maker.

Samsung products range from mobile devices, TV, audio and video, home appliances, cameras, PC and peripherals and print solutions (Samsung 2014). This essay will predominantly look closely at Samsung’s mobile phones market.

An organization’s long-term success in meeting its strategic objectives rests with its ability to manage employee performance and ensure that performance measures are consistent with the organizational needs (Mello, 2015, p. 438). In the case study of Alex Sander, this is exactly what the manager’s need to think about in regards to developing Sander. Sam Glass, Product Group Supervisor for Landon care products has his work cut out for him in regards to his very aggressive ego driven yet valuable employee in the organization. While trying to implement a new 360° performance feedback method for the first time, how can Sam channel Alex’s talent and ensure success both for Alex as an individual and for the organization?

Samsung is a multinational Korean electronics company engaged in designing, manufacturing and marketing mobile communication and other media devices, as well as related software, accessories and third-party applications. They are one of the most well-known electronic brands in the world. According to Mintel (2017), Samsung is still the world’s number one smartphone vendor and along with Apple they dominate the smartphone market with 66% of the market share. Samsung currently operates in relatively 84 countries and have hired more than 320 million employees working for them. In the recent period, it has been focusing on making products that help people lead a better and smarter lifestyle.

Smartphone market is fast-moving and very high competitive due to intense competition between two big smartphone producers, Apple and Samsung. At the beginning, Apple dominated this market solely by introducing a new innovative type of smartphone by Steve Jobs that has revolutionized people lifestyle and mobile industry. A few years after launching iPhone, a new fast following competitor, Samsung came into this market, and their sales have outperformed Apple from the year 2011 (According to Chart A1 in Appendix). In term of developing their product, Samsung has created its products by following Apple’s technology since the beginning of producing its smartphone, therefore there are many patent lawsuits between them. Since Steve Job passed away, Apple has continued to develop its core competence, which is an innovation of new type of smartphone that could help them to take back their market share from its rival, Samsung. Nonetheless, the competition between Apple and Samsung will still continue intensively in the future.

Delery and Doty (1996) examined organisational success from three different perspectives: universality, contingency, and configurational. The universality perspective asserts that it is possible to have some common or best practices in the area of organisational performance without the consideration of strategy. Much of the early research conducted on HPWPs stemmed from this perspective in which researchers surveyed many organisations of the same industry to determine which practices worked best for all. From the contingency perspective, an organisation governs its human resources practices.

What attributes make an organization successful? It depends on the environment, the management style as well as a host of other factors. Since the late 19th century sociologist have been studying organizations to determine, what works and what doesn’t, to be effective and purposeful. Through the past century theories have been developed to define organization structures, such as open systems theory that says organizations can be mechanistic or conversely organic. Other theories like Institutional theory seek to explain how organizations are influenced by their environments. Resource dependence theory details how all organizations rely on their environment for resources that they cannot create on their own, even when other organizations hold these resources.

The success of an organization is driven by the employees. Leaders have to be able to deliver their vision and work with their teams to achieve those goals. It has been proven that teams deliver better results than individual employees, therefore, leaders must work with their teams to ensure that they develop properly and mature over time. To make sure a team develops properly, leaders must follow the stages of team development which are: forming, storming, norming, and performing (Abudi, 2010).

An organization’s future success depends on its own internal conditions as well as external conditions. Companies need to identify its strength to remain profitable and its weaknesses for a competitive advantage. An internal analysis focuses on the factors that give an organization certain advantages and disadvantages in meeting the needs and creating value through competitive advantage and core competence, value chain and financial analysis.

The success of an organization depends greatly on effective roles of management. Vital roles of management include effective planning, expert organization, exceptional leadership and the ability to control and maintain an efficient productive environment. Mangers must be conscious of the organizations culture due to constant changes in the external, internal and global environments in which they serve.

The behavior and success of an organization is fluid and requires looking at its characteristics in a variety of ways. Managers and leaders must be flexible and willing to adjust and change as situations and environment change. Bolman and Deal (2008) have identified four frames that an organization’s leaders can use to strategize in taking the organization from one level to the next, while still remaining true to its employees, mission and values. These frames are: Structural, Human Resources, Political, and Symbolic. In utilizing these frames, management and leaders should consider and exercise the following: 1) be deeply rooted in their organization’s values, mission, and beliefs, 2) be honest and reflective and consider the answers

The performance of an organization is dependent on the decision made within the organization and beyond. In recent months, the United States has seen the enactment of several Executive Orders by the newly elected President Donald Trump. The impact that these orders possess is far reaching with the possibility of influencing the salary systems.

The key product streams for Samsung in regard to the mobile device global marketplace are its range of smartphones and mobile tablet devices it introduced in 2009 (Anon 2013). The established dominant player in this market at the time was Apple with their IPhone (Hughes 2013). In order for Samsung to attain any degree of success in this market it would have to provide

Now, Samsung can be sure that they are one of the major mobile phone markets in the world; the company sold most mobile phone in 2012, accounting for 22 percent of the market. Samsung’s mobile market success starts when the company brings out the idea of brand new touch-screen smartphone in 2008. Samsung releases their first Galaxy S Series, S stand for success, in March 2010 which was the company’s first actual attempt to take on the iPhone; iPhone was the most popular and number one selling smartphone in that time. Later, Samsung becomes success at growing its company as a major mobile company by launching Galaxy S2, S3, and