netrashetty
Netra Shetty
Cerner Corporation (NASDAQ: CERN) is an international health care information technology corporation that specializes in providing complete systems for hospitals and other medical organizations to manage and integrate all electronic medical records, Computer physician order entry (CPOE) and financial information.[1]
Cerner claims to be the largest provider of electronic medical systems in the United States.[2][3] Its largest competitor, McKesson Corporation, is larger in size but McKesson has income from other non-technology medical sources.
As of Second Quarter 2009 its systems are licensed by 8,000 facilities around the world including 2,100 hospitals, 1,500 pharmacies and 3,300 physician practices representing 30,000 physicians.[4]
It has more than 7,800 employees. As of June 2006[update], approximately 1,900 associates in the United States and 600 associates in India were involved full-time in the software development aspect of the company. Cerner has more than 6,000 clients worldwide.
Motivation will be provide to our employees through the career developments programs, promotion and transfers, increasing morale, additional incentives, recognition and others.
1. CAREER DEVELOPMENT PROGRAMS
Career development programs are often instituted to meet the unique needs of particular employees. Although many different groups and issues may be targeted for development, some of the more common programs are those that focus on work-family issues, outplacement, entrenched employees, late-career employee, disadvantages employees, fast tract employees and supervisors.
Work-family programs
This focuses on increasing use of flexible work schedules and training for managers in implementing the schedule, opening of more on-site child-care centers, and greater use of paid leave for fathers and adoptive parents, more programs that set goals for advancing women into senior management positions and increasing number of companies holding managers accountable for meeting these goals.
Relocation Assistance and hiring practices
This focuses on the support provided by firms in assisting spouse of employees during employee relocation. The amount and nature of support could vary from company to company. Some firms have altered their policy on nepotism to allow for hiring both spouses.
Work family seminars and flexible HR practices
This allows for organizations to design programs to help employees manage their work family conflicts and coping strategies. Organizations are changing their practices for recruitment, travel, transfer, promotions, scheduling hours, and benefits to meet the needs of the larger number of dual career couples.
Flexible Work schedules
These are being increasingly instituted at the workplace. These include flextime, job sharing, part time work, working from home, compressed workweeks, temporary workweeks etc…. such programs enable employees to address their work and family concerns and reduce their potential stress or conflicts between their various life roles. Telecommuting has becomes very popular.
Outplacement program
This program during retrenchment and downsizing are now a professionally managed process in most organizations. The objective here is to assist the effected employees in making the transition to new employment. It could involve re-skilling for new, more relevant skills per market demand so finding a new job is easier.
Special programs for women, Minorities and Employees with Disabilities:
With more employees in these special categories entering the workforce there is an increase need to recognize the importance of assisting these employees with their career needs.
Fast Track employees
These identified usually as ‘stars’ with high potential for future are placed on a fast track program to enable them to move senior positions quickly and also helps in retaining this critical talents. Organizations must provide considerable feedback, training and counseling to these employees as well as offer quicker job changes and more challenging job assignments, particularly during the employee’s first few years on the job.
One of the spill-over effects of the macro problems in the organization is conflict. For one, it wastes essential human resources that should have been used in more productive endeavors, which should include the ultimate goal of the organization. Managers spend increasingly more time mending conflicts and its repercussions. Yet, conflict gives out negative results and it ironically paves the way for beneficial results. For example, the emerging conflict between Mr. Tony and Glenn often helps uncover persistent problems so that they can undergo careful scrutiny. In this manner, conflict sometimes serves as the drive for effective and needed change (Rahim & Buntzman 1988, p.198).
Managing the process of resolving conflicts is the central task regarding organizational order. Such management of conflict requires a full and sophisticated grasp of major elements in the conflict process. Individual causes and determinants of conflict, such as faulty attributions, poor styles of communication, and personal traits or characteristics that contribute to interpersonal friction, all play a role and must be taken into account. Similarly, organization-based factors, such as competition for scarce resources, ambiguity over responsibility or jurisdiction, growing internal complexity, and faulty or inadequate forms of communication, must also be considered. Make sure that positive effects are garnered from the situation and all of those involved or in control must do everything in their power to maximize the positive products while minimizing the disruptive consequences.
Cerner claims to be the largest provider of electronic medical systems in the United States.[2][3] Its largest competitor, McKesson Corporation, is larger in size but McKesson has income from other non-technology medical sources.
As of Second Quarter 2009 its systems are licensed by 8,000 facilities around the world including 2,100 hospitals, 1,500 pharmacies and 3,300 physician practices representing 30,000 physicians.[4]
It has more than 7,800 employees. As of June 2006[update], approximately 1,900 associates in the United States and 600 associates in India were involved full-time in the software development aspect of the company. Cerner has more than 6,000 clients worldwide.
Motivation will be provide to our employees through the career developments programs, promotion and transfers, increasing morale, additional incentives, recognition and others.
1. CAREER DEVELOPMENT PROGRAMS
Career development programs are often instituted to meet the unique needs of particular employees. Although many different groups and issues may be targeted for development, some of the more common programs are those that focus on work-family issues, outplacement, entrenched employees, late-career employee, disadvantages employees, fast tract employees and supervisors.
Work-family programs
This focuses on increasing use of flexible work schedules and training for managers in implementing the schedule, opening of more on-site child-care centers, and greater use of paid leave for fathers and adoptive parents, more programs that set goals for advancing women into senior management positions and increasing number of companies holding managers accountable for meeting these goals.
Relocation Assistance and hiring practices
This focuses on the support provided by firms in assisting spouse of employees during employee relocation. The amount and nature of support could vary from company to company. Some firms have altered their policy on nepotism to allow for hiring both spouses.
Work family seminars and flexible HR practices
This allows for organizations to design programs to help employees manage their work family conflicts and coping strategies. Organizations are changing their practices for recruitment, travel, transfer, promotions, scheduling hours, and benefits to meet the needs of the larger number of dual career couples.
Flexible Work schedules
These are being increasingly instituted at the workplace. These include flextime, job sharing, part time work, working from home, compressed workweeks, temporary workweeks etc…. such programs enable employees to address their work and family concerns and reduce their potential stress or conflicts between their various life roles. Telecommuting has becomes very popular.
Outplacement program
This program during retrenchment and downsizing are now a professionally managed process in most organizations. The objective here is to assist the effected employees in making the transition to new employment. It could involve re-skilling for new, more relevant skills per market demand so finding a new job is easier.
Special programs for women, Minorities and Employees with Disabilities:
With more employees in these special categories entering the workforce there is an increase need to recognize the importance of assisting these employees with their career needs.
Fast Track employees
These identified usually as ‘stars’ with high potential for future are placed on a fast track program to enable them to move senior positions quickly and also helps in retaining this critical talents. Organizations must provide considerable feedback, training and counseling to these employees as well as offer quicker job changes and more challenging job assignments, particularly during the employee’s first few years on the job.
One of the spill-over effects of the macro problems in the organization is conflict. For one, it wastes essential human resources that should have been used in more productive endeavors, which should include the ultimate goal of the organization. Managers spend increasingly more time mending conflicts and its repercussions. Yet, conflict gives out negative results and it ironically paves the way for beneficial results. For example, the emerging conflict between Mr. Tony and Glenn often helps uncover persistent problems so that they can undergo careful scrutiny. In this manner, conflict sometimes serves as the drive for effective and needed change (Rahim & Buntzman 1988, p.198).
Managing the process of resolving conflicts is the central task regarding organizational order. Such management of conflict requires a full and sophisticated grasp of major elements in the conflict process. Individual causes and determinants of conflict, such as faulty attributions, poor styles of communication, and personal traits or characteristics that contribute to interpersonal friction, all play a role and must be taken into account. Similarly, organization-based factors, such as competition for scarce resources, ambiguity over responsibility or jurisdiction, growing internal complexity, and faulty or inadequate forms of communication, must also be considered. Make sure that positive effects are garnered from the situation and all of those involved or in control must do everything in their power to maximize the positive products while minimizing the disruptive consequences.