Management Services (ANG-A) delivers enterprise services to support the NextGen organization and its modernization partners. We provide ANG-wide integrated business and human resource functions instrumental in developing and maintaining a highly skilled workforce. Through continual process improvement we focus on fulfilling requirements for technical, professional, and administrative services. This office supplies critical financial services to ensure continuity of mission critical functions while serving as a decision making support unit for ANG leadership. We guide and facilitate business and budget planning as well as performance monitoring and reporting to execute Agency and NextGen priorities.
Procurement Services Division (ANG-A1)
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We reinforce the NextGen mission by fulfilling ANG’s needs for talented employees and the materials, equipment, and workspace they require to succeed. Providing these services while building and maintaining a workforce of diverse personnel is a high priority for our organization. We support the Agency’s efforts aimed at implementing and/or revising performance evaluation methods to the managers Equal Employment Opportunity performance standard. We have developed internal mechanisms and procedures to notify managers of requirements related to onboarding new employees as they are …show more content…
We manage the operating accounts throughout the year, which allows ANG to address a number of unfunded highly visible and high-impact facility issues at the Technical Center. Sound financial management allows for unplanned funding to the directorates for job performance enhancements for their staff. Diligence by staff resulted in achieving the target of performing fund certification within three business days of receipt of obligating documents for 85% of randomly selected transactions. ANG-A4 led the effort to train and transition ANG staff onto the new E2 travel system. Our staff was instrumental in the planning and documenting the FY18 Capital Budget requirements for the agency-wide NextGen portfolios. ANG-A4 also established a roadmap for resource guidance, budget planning, and accountability that facilitates achievement of FAA and NextGen Initiatives and Objectives. This was accomplished through providing Business Plan guidance, formulation, governance, and performance
The National Occupational Standard (NOS) was developed in 2006 by the Financial Skills Partnership (int-comp, no date). The eighth and ninth parts describe the paraplanners responsibilities (CII, 2013), these include: fostering a dynamic working relationship...
Every organization and business enterprise has a dream of making the highest profit in all their ventures as well as minimizing all the inputs while at the same time maintaining the quality of their products and services. This goal cannot be achieved without the proper and powerful management team that directs all the organization operations and calls the shots. Management comprises of procedures and processes for rationalizing and connecting the activities of the business in order to achieve defined objectives and goals. In most cases, management is included as a fundamental of production process in the same category as machines, raw materials, and cash (Niederle, 2013). However, for an organization’s management to effectively and efficiently manage all its activities that include staffing, organizing, coordinating and controlling, it has to be conversant with rules of the land regarding
The purpose of this report is to reflect the practices of the company and proffer suitable organizational components that can help the company manage the challenges and more competitive. Also, make a recommendation in order to bridge the gap between the practices and the market environment. It has been described in the literature the need for companies to undergo changes on a continual basis. Thus the importance of organizational change in today's turbulent business environment has increased.
During the final stage broadening the perspective, the APN is starting to settle in in his/her new role, the NP experiences realistic expectations and a feeling that they are competent. During this phase, I will focus on identifying my strengths and work on strengthening them further. I will do this by seeking for biannual and annual evaluations from management/administrator. I plan on making changes in my work environment in order to increase the care delivery system.12
Process and team integration: GE has developed an organization called GE Capital Services that specializes in the process of acquisition and integration. They h...
This summary report will provide an overview of the decisions we made as a team, the strategies we used and an evaluation of the final results. This report will also reflect on the learnings on how to successfully manage an organization.
Due to WellStar being a multi facility health system, its organizational design is constantly being reviewed for simpler and more efficient processes. WellStar’s two smallest hospitals, WellStar Paulding and WellStar Douglas, previously under went reconstruction with regards to their hierarchical structure in Patient Access Services (PAS). WellStar Paulding, the smallest facility of the five hospitals, renovated their managerial chain of command in PAS. WellStar Paulding’s patient volume is less than half in comparison to the 4 additional hospitals. As a result, their staff is smaller and only requires minimal supervision. In the past WellStar Administrators requested supervisors for every department, a manager of the entire department, and a director that managed PAS’ management directly and PAS staff indirectly. Recent cuts ...
Each employee involved in the process gets a report of readiness and competency assessment. They also get guidance and direction on development, training opportunities and together with managers create a career learning plan
Although great progress is being made, the firm however has areas to improve. One of the major areas to be improved on is cost control. Mark Zuckerberg, CEO of Facebook, emphasized the need to control cost as it greatly impacts the growth of the organization. While cutting cost however, firms must pay attention to its consumers as well as employees as these stakeholders are mostly impacted by the change. An implemented cost strategy must be a sustainable one in order to survive through an economic depression. Alexander Mann Solutions can build on their innovative strategies, creating improvements directly impact company costs. Also the firm can leverage the training programs in place by tailoring the training to topics such as career progression and time management. It is important for employees to make a connection between their productivity, absenteeism and career progression. Employees are more willing to work hard if they see a reward. Finally cost can be controlled by Alexander Mann Solutions by doing a regular headcount assessment. Although difficult, it is imperative for the firm to assess headcount on each account as the business
The principles of job enrichment are applied to this case are three-fold. First, the administration will look at the policies and organizational alignment. Leaders will address the possibilities of re-engineering; the process of rethinking the business and systems
The new mission is more specific, satisfying five components of the MCM Nine-Component Test (“Component,” 2014), such as customers (“corporate customers”; “job seekers”), services (“global recruiting”), markets (“global market”), self-concept (partly in “continue to lead”), and concern for public image (superior service indirectly expressed in the entire mission statement). It failed to incorporate its basic technology (component #4 Technology), economic objectives (#5 Concerns for survival, growth, and profitability), philosophy (#6), and concern for employees
Savit,(2012) identifies Norton Healthcare’s approach to onboarding that has three phases. The first stage last for 1 week and is purely an introductory process of the new employee to the organization. The second phase is from the first week to 30 days and focuses on the company’s clients. The third and last stage extend from 30 days to 90 days. This last stage help employee deal with the stress of the job establishing work life balance.
The globalization of the economy, and the associated heightened competition, lead to higher demands on efficiency, quality, flexibility and the innovative capacity of businesses. Consequently, the demands on the primary business process continuously heightened. Complex cases could be calculated, for example the influence of certain investments on the cost of sales of a product. The senior management of businesses quickly learned to weigh the relevant options for each innovation process. Due to the quick developments in the primary processes, it was inevitable that the secondary (supporting) processes had to develop as well. For facility organizations this meant focussing on a more economically responsible way of managing the facility services (Kooyman, W., 2007).
Second, create a diversity group ranging from upper management to employee and include someone from each different ethnicity (Haskins, Saunders, & Vazquez, 2015). This group would help manage diversity training and inclusion within Ethio Express. The third step, would be to keep up with training and make sure that every employee 's needs are met through an equal opportunity policy (Engineering Management, 2004). Through education and equal opportunity policies, cultural competence can be addressed. Within the diversity group, employees can speak openly and freely about their different cultural experiences and grow to an understanding of
A follow up and evaluation process has to be done in order assess the new employees progress beyond the first day of arrival in the organisation . This follow up and evaluation will assist in establishing whether there are any obstacles in integrating the new employee in this new environment, they could be either political , socialism and whether mentor support is sufficient to integrate the new employee in this new environment. It will also serve as enquiry toll to establish if is there are any training needs needed by the employee further to those that have been offered by the employer.