Essays on Rural Health Education Foundation Case Study

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The paper "Rural Health Education Foundation" is a wonderful example of a Management Case Study. Every organization has a strategy through which they seek to meet their various goals and objectives. The Human Resource department has a huge role to play in ensuring that this is successfully achieved. Their chief goal involves maximizing the potential that the organization has by using the available human resources. Without the activities they supervise, companies could not function successfully or fulfill their goals. One key role of HR towards promoting the achievement of organizational objectives and goals is to develop a Human Resource Strategic Plan that aligns every Human Resource with organizational priorities and directions.

In this regard, HR seeks to address the learning needs of employees in addition to the provision of employee support services. Rural Health Education Foundation has not been left behind in this as she seeks to develop and maintain highly motivated employees.           Analysis of the strategic plan Rural Health Education Foundation identifies three key objectives in her strategic plan for the period beginning 2010 to 2014. With regard to education, the organization aims at creating educational products that are effective and distribute them via accessible and relevant channels.

She intends to fulfill her marketing and communication role to the stakeholders through consolidating, solidifying, and growing her reputation in addition to increasing her profile with the stakeholder. This is to be achieved through the establishment of effective and functional marketing and communication sub-committee. The financial objective of the Rural Health Education Foundation is to ensure organizational sustainability by securing a steady stream of income. This income is to be used in longevity, diversification, and expansion.

The organization targets to have the funding raised to $5 million by the year 2014/15. This is so as to meet her aim of attaining sustainability (Bhattacharya & Wright, 2005). Culturally, the organization targets to ensure that there is a change in behavioral practices and offer relevant services to rural communities. History Rural Health Education Foundation was established in 1992. It is a nonprofit organization that strives to improve the health and welfare of rural and poor Australians. The main aim of this organization is to offer independent, accredited education services to practitioners and health professionals working in remote rural areas in Australia.

They concentrate on the health, medical and educational needs of Aboriginal and Torres Strait Islander people. Any donation above $2 is tax-deductible as the raw of Australia governs. SWOT Analysis. This SWOT Analysis identifies the environmental factors (internal and external) that influence the strategic plan. STRENGTHS WEAKNESSES Have a strong reputation within the policy community Good links with the health and education ministries strong partnerships and relations proven NGO track record for delivery and capability The willingness of the public to take active roles in their own health care. the growing emphasis on health promotion Availability of professionals trained at degree level. commitment to education the improved livelihood of the poor Vulnerability to vital staff being sick, leaving, etc. lack of funding and resources Changing donors demographics weak community organizing Variable political support lack of coordination amongst the stakeholders Present professional leadership is thin for the development of higher-level professional skills. poor support from the government officials OPPORTUNITIES THREATS working on a concerning issue The government listens to local NGOs Support from other NGOs from all regions Greater focus on corporate donors; and engaging the private sector. value-adding to the community improving professionalism through education Lack of long term funding government policy changes media spoiling of risk factors and impact on health priorities among the poor lack of long term plans by the local government. the poor state of transport infrastructure making it hard to reach the vulnerable population Human Resource Implications Four HR (Human resources) implications are identified from the SWOT analysis of the strategic plan for the period beginning 2010 to 1014.

These are: Employee learning and development Rural Health Education Foundation recruitment and maintenance of highly motivated employees Knowledge and leadership management Staff cohesion and teamwork. Employee learning and development Training and development are very essential in Rural Health Education Foundation in ensuring that the organization’ s staff members remain at a better position in training.

This is because the organization targets to transform the rural community through training. If her staffs lack the adequate skills and knowledge to address the main issue that may come up during community and health staff members in the rural areas training, the trust will be lost making it hard to change the community behaviors (Mullins, 2005). They also need to be trained in topics relevant to health issues for the rural communities to ensure that information spread to the community is relevant and that the community beliefs and culture are respected.

According to Bhattacharya & Wright (2005), this reduces resistance to change thus making it possible for her to achieve set goals and objectives.

References

Bhattacharya, M., & Wright, P.M. (2005). Managing human assets in an uncertain world: applying real options theory to HRM. International Journal of Human Resource Management, 16(6), 929-948.

Black, R. J. (2003). Organizational Culture: Creating the Influence Needed for Strategic Success. New York: Prentice Hall.

Coffman, C., & Gonzalez-Molina, G. (2002). Follow This Path: How the World's Greatest Organizations Drive Growth by Unleashing Human Potential. New York: Warner

Monks, K. and McMackin, J. (2001). Designing and aligning an HR system. Human Resource Management, 11(2), pp. 57–72.

Mullins, L. (2005). Management and organisational behaviour. Edinburgh: Prentice Hall: Pearson Education

Towers Perrin-ISR (2006). Engaged Employees Help Boost the Bottom Line. US: Towers Perrin-ISR.

Welbourne, T. M. 2007. Employee engagement: Beyond the fad and into the executive suite. Leader to Leader, 2007 (44), 45-51.

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