Health care professionals engage in all sorts of activities.

Health care professionals engage in all sorts of activities. Health care professionals engage in all sorts of activities, ranging from planning, organizing, decision making, staffing, leading or directing, communicating as well as motivating. These professionals are often assuming the roles as department or unit managers or supervisors, or they may participate in only a few of these traditional functions such as training and the development of employees. In the health care industry proponents of mandatory, inpatient nurse-to-patient staffing ratios have lobbied state legislatures and the United States Congress to enact laws to improve overall working conditions in hospitals. As a result, it is important to have some type of regulation in place to govern and monitor the situation as it continues to develop and progress. Internal Control Mechanism are methods of managing variables in a desirable way. Control Mechanism is methods of managing variables in a desirable way. “Although formal and informal control mechanisms are often simultaneously used to govern systems development projects, considerable disagreement exists about whether the use of one strengthens or diminishes the benefits of the other.” (Tiwana, A. (2010). For example, a Health care managers at Nichols Health Care might install a variety of control mechanisms to help them monitor workers and adjust the flow of materials and other production inputs to maximize overall production efficiency in generating the desired amount of outputs. Given the increasingly diverse nature of operations and the dynamic transfer of officials within an organization, a systematic internal control mechanism is of great importance. “The importance of the control mechanism is shown to be greatest when the process is subject to high demand intensity, particularly when the demand process is sporadic.” (Vaughan, T. S. (2009). Display the status of the accomplishment of routine scheduled preventive maintenance activities by the plant engineering department. By creating monthly article to assist in publicizing the plant engineering department system including a fully functional operational report, announcing his/her determination to achieve certain goals and the efforts made by the engineering department to design the system and preventative maintenance efforts made. The engineering department also used a variety of methods to inform employees of the significance, function, and scope of the system in an effort to reach a consensus and foster determination to reach goals. Track the number of repeat patient chart requests fulfilled beyond a started two-hour response –time limit. Daily monitoring refers to the process of self- auditing within the internal control system and includes assessing whether the control environment is satisfactory, whether risk assessment is timely and accurate, whether control operations are appropriate and accurate, and whether information and communication systems include the proper items. Monitoring can be on-going or done on a case-by-case basis. Follow the processing of a letter of complaint from its initial Receipt to the disposition of the problem. Weekly monitoring of risk assessment refers to recognizing the internal and external factors that prevent goals from being achieved, and assessing the potential risk and impact of a variety of factors. The result of assessments can assist the organization in designing, amending and implementing necessary control operations. Track the timeliness of the clinical laboratory’s responses to STAT test requests. Daily control of activities that refers to designing a comprehensive control framework and setting control procedures at all levels. This guarantees that instructions from the board and manager are carried out, including approvals, authorization, certification, adjustment, reexamination, routine inventory, record verification, division of labor, guaranteeing asset safety, projects, budgets or comparison with previous results. Track the department’s financial operating results as compared with the departmental budget. Information refers to the targets of an information system, such as recognition, consideration, processing and reporting. The system includes operations, financial reporting and adherence to regulations by financial and non-financial information. Communication refers to the relay of information to various people, and to internal and external communications. The internal control system requires information from production planning to supervision and offers a mechanism for the person requiring specific information to obtain it. Report on employment turnover throughout the organization by quarter and by year. The goal of internal audits is to assist the board and managers to investigate and reexamine any problems in internal controls and to judge operational results. Audits also provide constructive suggestions to ensure the continuous and effective implementation of internal control systems. Audits are also used to examine and make amendments to the system. To ensure the objectivity of internal auditing work, auditing departments are usually directed by the board or president and operate independently. Case: The Employee-Retention Committee Meeting, Chapter 9 pages 318-320 in your text. Follow the instructions to complete the exercise and include at least three scholarly references in addition to course resources to support your analysis. “The findings suggest that relationship conflict, limited career prospects, and unsolicited work roles and responsibilities were amongst the common reasons for intended and actual turnover of key employees.” (Gialuisi, O., & Coetzer, A. (2013) A detailed critique of the Employee Retention Committee meeting, has many proofs that it was poorly managed and definitely without order or any real sense of professionalism. Therefore, I have created a list of occurrences or omissions that I believe indicates faulty committee practice and are as follows: a. The meeting did not start on time as requested; therefore, the meeting or the chairman of the committee was also not taken seriously. What should have been done was an inter-office Memo sent to all the invitees and includes all the managers and then sends the invite to meeting via outlook or messenger or some other form of media. For instance, you can always send a broadcast email to anybody and include a group of people that you would like to receive the message. b. The people invited showed up to the meeting when they saw fit; What should have been done was excuse the late show stoppers and advise them that they will be invited to next meeting and will be notified via a email or office memo with meeting exact information. Ask them to sign document that they willingly did not participate in a business meeting. c. No roll call; therefore no accountability of the information that was to be given What should have been done was a document should have been created with all of names of those invited. The document should have been sent around the room for everyone to sign and date. d. Side-bar discussions in the meeting room; distractions from the focus of the meeting What should have been done was that they were asked to discuss with everyone in the room what so important that they saw fit to disturb this business meeting. ; What should have been done; was a meeting room reservation should have already been reserved in advance and confirmed that would be adequate enough to hold everyone invited to the meeting. e. Acquiring adequate time and space were neglected; What should have been done, was just like the previous which was make reservation for the appropriate occasion. f. Meeting was constantly being obstructed by external parties; What should have been done, was advise all those attending to silence all cell phones and pagers and the start of the meeting. In addition, put a notice on the door there is a meeting in progress in this room. g. Disrespect of others and the time they are losing to make the meeting; What should have been done was the facilitator should have had all of the information needed for the meeting printed well before the time of the meeting was supposed to be held. h. Missing materials or lack meeting preparation for documents. (etc, reports, printouts, brochures) What should have been done, was that all documents should have been ordered or printed and ready for distribution before the attendees showed up to the meeting room, not once they arrived. i. The facilitator of meeting not prepared (fumbling through papers); What should have been done, was the chairman should have been prepared even if no one else even knew what was going on in the meeting. He should have been on point and ready to deliver his message no matter what and able to conclude and resolve any issues that the people may have at the time of his meeting. j. Missing the crux if the meeting; What should have been done was he should have resolved those issues in regards to the replacement of a leaving employee, and opened the communication lines for the employee retention program or pursuit or any other relative matters at that point. k. Never coming to any resolution or any conclusions about any of the topics needing to be discussed as a result of not being prepared the What should have been done, was since he was not ready for the meeting to reschedule so that everyone will not have so much down time and the people resume to the business as usual. How I would structure and position such a Employee Retention Committee: The primary employee retention strategies have to do with creating and maintaining a workplace that attracts, retains and nourishes good people. This covers a host of issues, ranging from developing a corporate mission, culture and value system to insisting on a safe working environment and creating clear, logical and consistent operating policies and procedures. “Since increasing financial benefits is considered as an unsustainable strategy in employee retention, firms have begun to consider flexible working as an alternative tool.” (Idris, A. (2014). The environmental employee retention strategies address three fundamental aspects of the workplace: the ethics and values foundation upon which the organization rests; the policies that interpret those values and translate them into day-to-day actions, and the physical environment in which people work. The overall goal is to make your company a place where people want to come to work. A sampling of environmental employee retention strategies includes the following: • Clarify your mission. • Create a values statement. • Communicate positive feelings. • Stay focused on the customer. • Be fair and honest. • Cultivate a feeling of family. • Promote integrity. • Do not tolerate sub-par performance. • Insist on workplace safety. • Reduce the number of meetings. • Make work fun. In conclusion, “this positive relationship is most widely recognized through the impact that employee retention has on increasing a firm's level of the knowledge transfer antecedent, absorptive capacity, thereby increasing the potential value of the stocks of knowledge within the organization.” (Larkin, R., & Burgess, J. (2013) In addition, one of the greatest challenges facing employers today is finding and keeping good employees. By regularly taking the pulse of your people get you a better sense of what is going on. From time to time, bring in an outside third party to get a more objective view of how your people really feel. Find out if they really know your vision, mission and values. At the same time, give employees plenty of information about how the company is performing and where it is going. When people buy into your clearly stated corporate values and have the information they need to get the job done, they are more than happy to stick around a while longer. References 1. Gialuisi, O., & Coetzer, A. (2013). An exploratory investigation into voluntary employee turnover and retention in small businesses. Small Enterprise Research, 20(1), 55-68. doi:10.5172/ser.2013.20.1.55 2. Idris, A. (2014). Flexible Working as an Employee Retention Strategy in Developing Countries. Journal Of Management Research (09725814), 14(2), 71-86. 3. Larkin, R., & Burgess, J. (2013). THE PARADOX OF EMPLOYEE RETENTION FOR KNOWLEDGE TRANSFER. Employment Relations Record, 13(2), 32-43. 4. Tiwana, A. (2010). Systems Development Ambidexterity: Explaining the Complementary and Substitutive Roles of Formal and Informal Controls. Journal Of Management Information Systems, 27(2), 87-126. doi:10.2753/MIS0742-1222270203 5. Vaughan, T. S. (2009). Alternative control mechanisms for cyclical scheduling systems. International Journal Of Production Research, 47(22), 6321-6332. doi:10.1080/00207540802262135 Auto Detailing Supplies Inc.