To succeed in today’s marketplace that is uncertain, ambiguous, complex and volatile, companies need to be Agile. An Agile organization has the ability to cope with continuous changes and take advantage of the opportunities that come along. However, this requires some fundamental changes in the thought process and work culture. Agile companies meet the changing market demands by quickly developing products and services with high efficiency, keeping the quality intact. Agility is closely coupled with digital transformation and empowers businesses to stay ahead of the competition. Agile companies have a business model that generates value for both the customers as well as the organization. Let’s have a look at the characteristics of an Agile organization:
HIPAA privacy rule was enacted more than a decade ago and health organizations, ever since, are putting consistent efforts to ensure that the health information remains private and secure. The HIPAA (Health Insurance Portability and Accountability Act) regulations are vast and complex at places and healthcare organizations require a thorough understanding and substantial effort to maintain compliance. Consequently, many organizations, especially the smaller hospitals and physician practices, often fail to keep up with the requirements and land into hefty fines for HIPAA violation. In some healthcare organizations, the staff does not understand who exactly is in charge of maintaining the compliance and in others they ignore the gaps in the procedures believing it to be a low-risk area. HIPAA violations can lead to major financial and reputation damage and this calls for identifying and analyzing the HIPAA compliance gaps and working towards closing them.
Managing employees in a unionized environment has its own set of challenges. Unions and employers are often on the opposite sides of the table representing different interests which results in a tense relationship between the two. However, by using the right techniques and strategies, the management can ease this working relationship, helping both the parties benefit from the interaction. The key to success in this special framework is knowing the rules and principles that govern the unionized workforce. A good management-union relationship means both the management and the union employees are aiming to improve the performance and sustainability of the organization which, in turn, benefits both employees and employers.