Please read the case study provided and answer the following questions The customer knows best: AtlantiCare TQM isn't an easy management strategy to introduce into a business; in fact, many attempts tend to fall flat. More often than not, it's because firms maintain natural barriers to full involvement. Middle managers, for example, tend to complain their authority is being challenged when boots on the ground are encouraged to speak up in the early stages of TQM. Yet in a culture of constant quality enhancement, the views of any given workforce are invaluable. AtlantiCare in numbers 5,000 Employees $28om Profits before quality improvement strategy was implemented $650m Profits after quality improvement strategy One firm that's proven the merit of TQM is New Jersey-based healthcare provider AtlantiCare. Managing 5,000 employees at 25 locations, AtlantiCare is a serious business that's boasted a respectable turnaround for nearly two decades. Yet in order to increase that margin further still, managers wanted to implement improvements across the board. Because patient satisfaction is the single-most important aspect of the healthcare industry, engaging in a renewed campaign of TQM proved a natural fit. The firm chose to adopt a plan-do-check-act cycle, revealing gaps in staff communication - which subsequently meant longer patient waiting times and more complaints. To tackle this, managers explored a sideways method of internal communications. Instead of information trickling down from top- to-bottom, all of the company's employees were given freedom to provide vital feedback at each and every level. Atlanticare decided to ensure all new employees understood this quality culture from the onset. At orientation, staff now receive a crash course in the company's performance excellence framework - a management system that organises the firm's processes into five key areas: quality, customer service, people and workplace, growth and financial performance. As employees rise through the ranks, this emphasis on improvement follows, so managers can operate within the company's tight-loose-tight process management style. After creating benchmark goals for employees to achieve at all levels - including better engagement at the point of delivery, increasing clinical communication and identifying and prioritizing service opportunities - AtlantiCare was able to thrive. The number of repeat customers at the firm tripled, and its market share hit a six-year high. Profits unsurprisingly followed. The firm's revenues shot up from $280m to $650m after implementing the quality improvement strategies, and the number of patients being serviced dwarfed state numbers. 12:10 Tue 28. Dec 100% bb.uop.edujo i Question (1) HIGHLIGHT and EXPLAIN the mechanism (approach) adapted by AtlantiCare to improve organizational performance and what was the impact it had on managers decision-making. (6 Marks) Question (2) Explain the concept of "quality culture and what was the approach followed by AtlantiCare to promote this culture inside of the organisation. (2 Marks) Question (3) We explained in class that competitive organisations emphasises open communication between management and employees to compete in global market place. A. What is the importance of communication in TQM and which communication method proved successful in AtlantiCare (2Marks) B. How can TQM help in developing an adequate system of communication? (2Marks) C. Describe the manager's role in maintaining an ethical working environment (2Marks) Question (4) Choose a World Class Organisation" and clearly discuss the following: A. Why is this firm considered to be a world class orgnisation and what are its core values? B. What is the difference between a corporate strategy and a competitive strategy? Give two examples of each. C. Based on the discussions we had in class, write 3 (hypothetical) strategic goals and suggest action plans (tactical plans) that could help the orgnisation achieve its set purpose and objectives. (6 Marks) Best of luck! If you have any questions, just drop me a message J