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PRJ5002 Enterprise and Resource Planning

Trimester 2, 2021

Assessment 4: Case Study

Words: 2643 words

Student ID:

Student Name:

Date: 20th August 2021.

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Table of Contents
Question 1:.......................................................................................................................................3

Question 2:.......................................................................................................................................3

Question 3:.......................................................................................................................................4

Question 4:.......................................................................................................................................5

Question 5:.......................................................................................................................................7

Low-Performance Character........................................................................................................7

Lack of Consensus.......................................................................................................................7

Adopting new technologies.........................................................................................................7

Neglected Communication..........................................................................................................7

Question 6:.......................................................................................................................................8

Disease is changing......................................................................................................................8

Medicinal quality.........................................................................................................................8

The power of individuals.............................................................................................................8

An important function of drug stores and patients......................................................................9

Rising G.D.P. reconstruction.......................................................................................................9

Question 7:.......................................................................................................................................9

References......................................................................................................................................11
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Case Study

Question 1:

Medical services are probably the fastest-growing area in the Middle East. The interest in
medical services in the Middle East has grown with the formation of dynamic people, chronic
and long-term medical conditions, attention to compulsory health care, medical emphasis in the
tourism industry, expansion of the developing business sector, and new heads. In 2017, NOVA
Healthcare Service Company won "The Award for Excellence and Innovation." After earning a
reputation for her organization's profits, NOVA, the distinguished Ms. Fatima, Excellence and
Innovation Manager, a key figure in leading NOVA leadership campaigns through the Employee
Promotion Program, shared the secret of her success at NOVA honorary service:

The central idea is it would use the skills of the staff and creative ideas to increase the limits and
opportunities to establish a better quality of life regularly to provide more improved outcomes
for a strong and happy local environment.

After the honorary service held at the Gulf stadiums, he arrived at work and was received with
great joy. He moved on to his workplace and put fame into his office work. Looking at the glory,
he admired its shining bright star. He was delighted, and these glorious moments prompted him
to reflect deeply on his previous business and NOVA's great attempt to link the creative power of
the staff to its official event conversion. He is currently deep in thought, depressed about the
consequences of his long-term efforts.

Question 2:

NOVA's main goal has gone into its key objectives, particularly to achieve excellence, develop a
business culture that is cared for by clients as its primary concern, and provide a list of medical
care management. These levels are important to the organization's abuse where it can place its
presentation. NOVA focuses on eight key requirements: financial management, patient
fulfillment, best management, best practice performance, product set-up, action and support in
building community Emiratization planning, construction of construction services and global
construction practices, development of new jobs in the area of medical care. Doing Competency
Mapping work was a long way from easy. It was completed at all levels, including store staff.
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H.R. spoke to people who were united to get their views on that model, and the answer they
received on their own was that it would not work for them. By H.R., H.R. was not free. It also
confirmed the interaction with additional documents that the purpose was to assist development
representatives in assisting the organization. After sowing the seeds of the 'need' for such
mediation, there have been cases of people who have gone through skills planning and prepared
for the needs that separate the evidence and the improved credits with knowledge and
professional development. These tangible forms have helped 'sell' the mediation case.
Competency mapping representatives' views made a difference, and the drive gained the trust of
the staff. The journey was rough, long, about five years, and found many bludgeons. However,
the slow-moving approach ensured the successful adoption of a power assessment framework
(Agyepong, I.A. and Adjei, S., 2008).

NOVA has entered nine key levels to win global recognition, especially management, continuous
development, HR, preparation, board measurement, weather, information research, critical
planning, and quality control. These key needs are divided into four key regions: quality, access,
cost, and individuals.

 Quality: NOVA provides excellent types of patient support without compromising on

quality.
 Accessibility: NOVA aims to meet the needs of patients, staff and facilities as evidenced
by improving applications and thinking.
 Cost: Usually focuses on reducing costs w.r.t. applying important principles and
undermining your reliance on government funding.
 People: The first concern for NOVA is its staff. NOVA provides its representatives with
preparation, learning, and improvement projects to bribe, and achieve, an excellent
presentation (Ahmad, S.Z. and Jabeen, F., 2019).

Question 3:

The key task will be to address the growing interest of representatives; however, it does not
guarantee that the work will be closed. The need for self-determination, natural rewards, and
impact is needed to meet the commitment of employees. Employee motivation is embedded in
the notion that psychological needs create a sense of personal development through natural
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motivation, which results in interest and commitment. Taking advantage of opportunities and
commitments can affect a person's worth, behavior, and goals, which are variables felt by a
person's character. A great connection between natural inspiration and broadcast integration.
Broadcasting is all about what representatives feel when they are drawn into their work. The
connection between natural inspiration and broadcast promotes commitment as a need for an
independent attitude (Al-Najjar, S.M. and Kalaf, K.H., 2012).

Assessing the qualifications of the category as they reflect the commitment of the staff provides
details on the employee's component patterns. Business pioneers may attract younger workers to
their paycheck. Many new professionals leave their organizations due to a lack of funding related
to anywhere where the work is reliable for their needs and wants. Recent college grads cannot do
individual penances and are not very trustworthy in their organizations. Postwar American
children are less prone to money-related rewards and more in cycles and loyalty to their
relationships. Business pioneers can draw on NOVA by ratifying an issued agreement with an
organization set up to communicate (Bhakoo, V. and Chan, C., 2011). The latest college grads
will enter whenever they hear that there is no opportunity for development or salary increase
within the association. So, while thinking of excuses for apology or divorce, personal property
experts can better serve their organizations by forgiving the Millennials, unlike NOVA.

Ms. Fatima has faced many difficulties in implementing the Employee Promotion Program. The
reasons are many and have changed: representative commitment and investment in the system
have diminished; vague intentions and questionable motives form an important barrier to the
transmission of targeted information; the intelligent design was dismissed due to the lack of
capacity of the experimental advisor team, and the lack of a proper planning system to assess the
availability of ideas found. An important test was to persuade employees to think critically about
useful ideas. Another important test he needed to manage was a continuous improvement with
complete quality control in regions such as responsibility, preparation for technological
advancement, making data open to everyone, and building a positive culture of trust (Tarhini, A.,
2017).

Question 4:
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The key was to continue to develop at NOVA with driving habits. On 8 May 2014 that Ms.
Fatima stood up and launched the Employee Promotion Program, "MINARA," as part of
NOVA's continuous improvement campaign. The MINARA program is a thinking program set
up to enroll an estimated 18,000 NOVA employees in a climate that promotes the development
and urges them to participate in their ideas and use them to create and present a company
presentation. NOVA's plan to establish a "Minara" promotes business development and
improved job skills in line with the community development plan. "The purpose of this program
is to communicate with our staff on the main purpose of NOVA and to ask for their cooperation
in achieving our vision." These ideas can be seen in working on the production or adequacy of
NOVA presentation, such as reducing patient lines, affecting communication and system
renewal, increasing consumer loyalty, increasing security, working with quality results, reducing
costs, considering fraudulent ideas, diversion, and so on (Chondamrongkul, 2018).

Ms. Fatima has made major changes at NOVA, including a plan to allow for the use of funds and
the responsibility from senior management to assist with authorized goods, special tests, grant
costs, and special assets to fund the new construction of the Tower. A common approach to
managing the E.S.S. was to use a delivery point that was linked to the feedback panel from the
Department of Labor. One person was responsible for dividing the ideas. This was an integrated,
prioritized, and unregistered force. Ms. Fatima has chosen to outline compelling engagement
processes that can reduce trends and engage everyone sufficiently in a strong partnership. His
focus was to make the data open to everyone. Submitted dashboard/login, employee I.D., and
password login on the NOVA intranet to suggest ideas. Ms. Fatima is committed to bringing
about a dedicated partnership and paying attention to the E.S.S. program "MINARA" by notice
on the NOVA site, access routes, hoardings, media, etc. Preparations for registration were
equipped with new employers to remind them of the organization's plan and purpose.

As a sovereign, retaining some of the entrants was the greatest test he had ever faced. As a
solution to self-reliance and low self-esteem, you are familiar with NOVA involvement methods
and empowering representatives to share a greater degree of flexibility. Key strategic
partnerships were developed for community members to demonstrate best practices and to
promote accountability and performance (Darshana, 2018). Representatives are allowed to work
together to integrate creative ideas that will build their capacity to respond more effectively to
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broader changes in the workplace of the medical profession. The program has been supported by
new data entry technology, inclusive programs, and appropriate prizes.
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Question 5:

Usually, any organization can get it without fixing the change. Even though change can be
difficult to deal with, your commitment as a pioneer is to set your staff on these inevitable
changes in the way things are done. This can range from the reorganization of a small staff to a
merger or purchase of another organization.

Low-Performance Character

In many cases, representatives despise the change unless it is what they have said or campaigned
for, which means that internal purchases are an important barrier to change. For example,
suppose you are changing your top design from a standard building where all employees are
urged to contribute and help resolve the choice in the construction of positions where all the
power and energy is in your hands. You can expect the worker's spirit to tolerate a high dog as
your employees admit that they are losing the ability to have a real voice of how things end.

Lack of Consensus

In the unlikely event that you neglect to give everyone the power over corporate changes, you
will probably face limitations during the interaction. The choice to make a change must come
from a higher level of organization. All management-level staff must be ready and willing to
manage progress, or you may encounter disagreements within the staff (Rad, A.M.M., 2005).

Adopting new technologies

The renaming has been an important part of many organizations that develop and prosper but
have its challenges. For example, one test introduces new features to your current categories in a
way that doesn't create major strategic issues. Another test is to get your employees state of the
art in a very efficient way to use new products. Finally, your representatives are the "last client"
in creating another framework in the workplace.

Neglected Communication

Employees need to know what is going on, whether positive or negative details. The feeling of
being in danger when the board does not deliver disrupts performance and causes representatives
to feel like they are not something they like. Keep employees regularly updated about plans and
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progress making changes. No matter how much you can expect from meetings or meetings,
involve all staff to develop new ideas to help during planning.

Question 6:

The elements that make up the medical services space in building business sectors expect
Pharma to find another strategy for working in a more creative economy. Andrew Lane
highlights the difficulties and benefits in these countries to come. Medical care in developing
business sectors is rapidly changing. We are seeing a growing number of people and people
burning, close to increasing wages, and a rapidly growing working class. In addition, migration
to cities promotes less productive lifestyles, which means that chronic infections, such as poor
health, diabetes, and heart disease, are rising. So, the material elements shape the nature of
medical services in the development of business sectors, and why is it important here in drug
organizations?

Disease is changing

According to the prevalence of the disease and the problem of uncontrollable infection, chronic
diseases are increasing rapidly. For example, the diagnosis of diabetes depends on the
acceleration in many sectors of developing businesses (Arshad, 2014). The International
Diabetes Federation estimates that 66.8 million Indian adults were living with the disease in
2014 and that the number is expected to rise by 63%, to 109 million, by 2035.

Medicinal quality

The type of doctor's documentation is a critical consideration in developing business sectors.

Creative countries, such as the U.S., have strict quality guidelines that must be met before a drug
can be sold. However, this is not always accurate. In some emerging business sectors, up to 60
organizations may manufacture drugs with the same particles, all with varying quality standards.
Moreover, as quality guidelines grow, they create at different rates. Likewise, patients are
looking for secrets in organizations and products that deliver reliable quality medicines.

The power of individuals

The patient today does not want a solution alone. Additional supplementation is something they
consider when choosing a drug. If an item offers more value, such as comfort, ease of use, better
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taste, better wrapping, or continuous support, while it still makes sense, people will choose it.
Companies should provide additional information, and it is important for all patient visits that
include continuing a healthy lifestyle.

An important function of drug stores and patients

Most people who spend their money on medical services often have more power than the
products they decide to buy at a drug store. This makes drug stores and drug specialists more
vulnerable. Many patients treat their drug specialists like social workers, much more than the
created nations (Beigel, 2020).

Rising G.D.P. reconstruction

The development of a complete home product in business sectors has significant benefits in
medical services. The increase in individual fees directly affects the consumer's spending, that is,
with the development of medical services.

Question 7:

Ms. Fatima should have known that the number of staff / groups related to the proposal / cycles
and how often this was discussed. Looking forward to the development, Ms. Fatima has taken
the next step in reducing priorities and taking into account the pioneers and business executives
who are responsible for and focused on strong collaboration in decision-making. Since the main
ideas were overlooked or ignored due to errors between the sender and the recipient, no longer
set the stone method set, Johari's windows of mutual trust with letters and received productive
response to powerful interactions. Fruitful, powerful support is expected to enhance the
performance of the system while maintaining a balance of trust and sound communication. The
concept of Johari’s window is familiar with the immediate center of building fragile skills, such
as loving knowledge, compassion, cooperation, letters, collaboration and group relationships,
and personal support. Ms. Fatima is familiar with pioneers and institutional gatherings with a
preparatory meeting that differs in the use and operation of the Johari window, in resolving
appropriate and possible decisions regarding the views expressed (Mehrajunnisa, M., 2020). The
pioneers responded by embracing new and useful ideas, giving delegates the power to express
their opinions and feelings openly, inviting people to speak openly about any disputes, and
ensuring that workers worked for the same purpose. Subsequently, Johari's window at NOVA
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strengthened staff commitment and added to the strong pressure by removing uncertainty from
the strong cooperation based on the views received by the Minara Plan.

When the representative enters the entry and sends the words, a quick line (manager) that
responds with the Minara frame leaves. The representative is given a little focus on every
thought presented. The subject line is answered by concluding whether you should continue the
idea or reject it. In making their decision, the cable managers are ready to use Johar's window, as
shown in Table II, to assess the feasibility of such an idea. Line managers respond by
investigating the feasibility of installing any of the entries. Any negligence on the part of the
project management raises the RED FLAG, and all the chiefs are accused of negligence in their
obligations; and this will have an impact on the evaluation of their presentation (Al-Najjar, S.M.
and Kalaf, K.H., 2012).
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References

Agyepong, I.A. and Adjei, S., 2008. Public social policy development and implementation: a
case study of the Ghana National Health Insurance scheme. Health policy and
planning, 23(2), pp.150-160.

Ahmad, S.Z. and Jabeen, F., 2019. Implementation of employee suggestion programme: a case
study of the Middle East health-care service company. Emerald Emerging Markets Case
Studies.

Al-Najjar, S.M. and Kalaf, K.H., 2012. Designing a balanced scorecard to measure a bank's
performance: A case study. International journal of business administration, 3(4), p.44.

Bhakoo, V. and Chan, C., 2011. Collaborative implementation of e‐business processes within the
health‐care supply chain: the Monash Pharmacy Project. Supply Chain Management: An
International Journal.

Jabeen, F., Mehmood, K. and Mehrajunnisa, M., 2020, June. Strategic drivers to promote
employee suggestion schemes in G.C.C. organizations. In Evidence-based H.R.M.: A
Global Forum for Empirical Scholarship. Emerald Publishing Limited.

Obeidat, B.Y., Al-Hadidi, A. and Tarhini, A., 2017. Factors affecting strategy implementation: a
case study of pharmaceutical companies in the Middle East. Review of International
Business and Strategy.

Rad, A.M.M., 2005. A survey of total quality management in Iran: Barriers to successful
implementation in health care organizations. Leadership in Health Services.

Robertson, A., Cresswell, K., Takian, A., Petrakaki, D., Crowe, S., Cornford, T., Barber, N.,
Avery, A., Fernando, B., Jacklin, A. and Prescott, R., 2010. Implementation and adoption
of nationwide electronic health records in secondary care in England: qualitative analysis
of interim results from a prospective national evaluation. Bmj, 341.

Weiner, B.J., Lewis, M.A. and Linnan, L.A., 2009. Using organization theory to understand the
determinants of effective implementation of worksite health promotion programs. Health
education research, 24(2), pp.292-305.
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Zhang, X., Yu, P., Yan, J. and Spil, I.T.A., 2015. Using diffusion of innovation theory to
understand the factors impacting patient acceptance and use of consumer e-health
innovations: a case study in a primary care clinic. B.M.C. health services research, 15(1),
pp.1-15.