Graduate Organizational Management (MGMT)
Course: Case Study 3, Introduction Previous Work Position.
MGMT500
B001 Spr 12 - Week-3 Case Study 3 -
Professor
Dr. Jerome Pionk
April
22, 2012, by Mr. Valerian B-K. Masao II
I worked as a
program manager of one of the group home run by a not-for-profit organization.
The group home capacity was 12 individuals with all range of developmental
disabilities. The Six Sigma project that I identified includes understaffing
that was increasingly costly and caused exhaustion with burnout to Direct Care
Workers (DCW) from due to the mandatory overtime. Also during this time
allegation of abuse toward individuals and work related injuries were at the
most high, causing the medical spending for work related to double. As manager,
it was my responsibility to make sure that my group home met the parameters
coverage, safety measures and precautions were taken to keep the group home
(both staff and individuals/clients safe) and yet to operate within the budget.
However, the administration disconnect was vivid, because the overtime was increasingly
becoming costly, overall budgeting spending was high and the drivers of these
spending were not addressed rather bandaged or postponed. For example, the
administration thought of controlling overtime by only allow me to approve 10
hours of over time per employee within the pay period, yet to cover the
parameters. Unrealistic approach to meet the required state and federal
compliance by the regulatory agencies; to meet these compliances I needed at
least 2 new employees (DCWs) to overhaul the system and consume all the
overtime, ovoid burnout, zero injury, maintain safety and drop down the budgetary
cost and spending.