Maturity Level Of Organization Research Articles

Applying the High Reliability Health Care Maturity Model to Assess Hospital Performance: A VA Case Study

The lack of a tool for categorizing and differentiating hospitals according to their high reliability organization (HRO)-related characteristics has hindered progress toward implementing and sustaining evidence-based HRO practices. Hospitals would benefit both from an understanding of the organizational characteristics that support HRO practices and from knowledge about the steps necessary to achieve HRO status to reduce the risk of harm and improve outcomes. The High Reliability Health Care Maturity (HRHCM) model, a model for health care organizations' achievement of high reliability with zero patient harm, incorporates three major domains critical for promoting HROs-Leadership, Safety Culture, and Robust Process Improvement ®. A study was conducted to examine the content validity of the HRHCM model and evaluate whether it can differentiate hospitals' maturity levels for each of the model's components. Staff perceptions of patient safety at six US Department of Veterans Affairs (VA) hospitals were examined to determine whether all 14 HRHCM components were present and to characterize each hospital's level of organizational maturity. Twelve of the 14 components from the HRHCM model were detected; two additional characteristics emerged that are present in the HRO literature but not represented in the model-teamwork culture and system-focused tools for learning and improvement. Each hospital's level of organizational maturity could be characterized for 9 of the 14 components. The findings suggest the HRHCM model has good content validity and that there is differentiation between hospitals on model components. Additional research is needed to understand how these components can be used to build the infrastructure necessary for reaching high reliability.

Whether We are Still Immature to Assess the Environmental KPIs!

This paper explores the relationship between company maturity level and environmental key performance indicator (KPI) assessment. A cross-sectional approach was taken to examine differences among low and high maturity organizations, measuring the level of environmental KPIs importance assessed by 51 project portfolio managers. The assessment has been prepared according to Regulation (EC) No 1221/2009 of the European Parliament and the Council 2009, and IPMA Delta model for maturity assessment (individual, project and organizational level assessment). Differences between environmental KPIs and individual, project and organizational maturity were observed. Data analysis was prepared using SPSS 20.0 software and Rapid Miner Studio 6.0. The initial step was related to the determination of the relationship between environmental KPIs areas (Material Efficiency, Energy Efficiency, Water Management, Waste Management, Biodiversity, Emissions into the air). K-means algorithm was performed in order to identify group characteristics. Man Whitney test was used for group comparison to determine environmental KPIs differences that are related to organizational, project and individual maturity level. The research findings are described by mean and standard deviation. Analyzing individual, organizational and project factors, influential maturity components were identified using linear regression analysis method. Project portfolio managers’ demographics have taken into account in this analysis. The study showed a significant difference between high mature and low mature organizations in environmental KPIs assessment according to project and individual level, but there is no difference according to the organizational level. Theoretical and practical implications are discussed.

Effect of Representative Leadership Styles on the Composition of Organization Commitment with the Facilitating Role of Organizational Maturity

This study proposes a framework to explore the effect of leadership styles in defining the composition of Organizational Commitment (OC) along effective, normative and continuance dimension. To bring in a more logical choice of leadership styles, limited numbers of representative leadership styles are derived from the long list of styles presented in the contemporary literature. Higher level of organizational maturity is proposed to facilitate the role of leadership style in shaping the composition of OC in three different dimensions. Organizational Maturity is measured by Capability Maturity Model (CMM), stage of Organization Life Cycle and specificity of Organizational Culture. Results support that a more persuasive and participative leadership style enhance the affective and normative commitment while continuance dimension of commitment is maintained under authoritative and unilateral style of leadership.

Determining the maturity level of business organizations for ICT implementation in the case of electronic content management

Starting from the fact that the use of electronic content is an imperative of our time, and from a general opinion that the application of modern information technologies can establish a solution for a reliable and simple organization and systematization of documentation, it can be stated that the organization's success depends directly on the achieved level of information management. Timely, accurate, verifiable, readily available and consistent data are more than necessary for business activities; however, the basic problem of the use of these data is not their existence, but the place and manner in which these data are stored and organized within distributed business units. In addition, the introduction of information technologies into business processes results in more and more useful data; nevertheless, the question is the degree of their utilization. The object of the study was to determine the degree of 'maturity' of business organizations for the implementation of information and communication technologies, viewed through the prism of organizational, personnel and technological maturity of an organization for the implementation of an electronic content management system. At the same time, the use of appropriate maturity models for electronic content management aims at approaching the maturity model concept to business organizations.

Підхід до оцінювання рівня проектної зрілості органів місцевого самоврядування

Актуальним є питання професійної готовності управлінців місцевого рівня кваліфіковано використовувати створене методичне забезпечення управління проектами та програмами, яке має бути адаптовано до нетрадиційних умов застосування проектного підходу у сфері місцевого самоврядування. У статті розглядається виникнення поняття зрілості організації в різних аспектах: технологічної, організаційної, проектної з метою розроблення підходу до формування моделі проектної зрілості органу місцевого самоврядування. Для цього розглянуто основні моделі оцінювання рівня проектної зрілості організацій у бізнес­менеджменті, виявлено специфічні особливості, які слід врахувати при побудові моделі для органу місцевого самоврядування. З урахуванням зазначеного та відштовхуючись від теорії соціального навчання Альберта Бандури, запропоновано чотирирівневу модель оцінювання проектної зрілості органу місцевого самоврядування, визначено характерні ознаки кожного рівня моделі. Модель проектної зрілості дозволяє виявити сильні та слабкі сторони, дослідити рівень якості виконання, управління й контролю стосовно відповідних процесів, оцінити ступінь готовності органу місцевого самоврядування до ефективного управління своєю діяльністю і розвитком на основі проектного підходу. Підкреслено, що вихід органу місцевого самоврядування на високий рівень проектної зрілості дозволяє зменшити негативний вплив людського чинника й системно орієнтувати діяльність на задоволення потреб територіальної громади на проектних засадах.

Quality Management Systems Implementation Compared With Organizational Maturity in Hospital.

Background:A quality management system can provide a framework for continuous improvement in order to increase the probability of customers and other stakeholders’ satisfaction. The test maturity model helps organizations to assess the degree of maturity in implementing effective and sustained quality management systems; plan based on the current realities of the organization and prioritize their improvement programs.Objectives:We aim to investigate and compare the level of organizational maturity in hospitals with the status of quality management systems implementation.Materials and Methods:This analytical cross sectional study was conducted among hospital administrators and quality experts working in hospitals with over 200 beds located in Tehran. In the first step, 32 hospitals were selected and then 96 employees working in the selected hospitals were studied. The data were gathered using the implementation checklist of quality management systems and the organization maturity questionnaire derived from ISO 10014. The content validity was calculated using Lawshe method and the reliability was estimated using test - retest method and calculation of Cronbach's alpha coefficient. The descriptive and inferential statistics were used to analyze the data using SPSS 18 software.Results:According to the table, the mean score of organizational maturity among hospitals in the first stage of quality management systems implementation was equal to those in the third stage and hypothesis was rejected (p-value = 0.093). In general, there is no significant difference in the organizational maturity between the first and third level hospitals (in terms of implementation of quality management systems).Conclusions:Overall, the findings of the study show that there is no significant difference in the organizational maturity between the hospitals in different levels of the quality management systems implementation and in fact, the maturity of the organizations cannot be attributed to the implementation of such systems. As a result, hospitals should make changes in the quantity and quality of quality management systems in an effort to increase organizational maturity, whereby they improve the hospital efficiency and productivity.

Applications of a UX Maturity Model to Influencing HF Best Practices in Technology Centric Companies – Lessons from Edison

In recent years, user experience design (UX) and Human Factors (HF) have become key components of many business models, but there are still many technology companies which view UX and HF as less than central to their product's value proposition; and, in extreme cases, they view it as aesthetics and visual design only. This lack of HF, or UX “maturity”, makes the adoption of effective HF practices problematic. There are a number of models[1] that describe various levels of organizational maturity with regards to adopting HF and UX best practices. The authors will show how one of these UX maturity models[2] can be used with organizations that are in early HF adoption stages, to better understand approaches to organizational change. Pragmatic “success” in this context would be the introduction of accepted HF best practices into an organization where none had previously occurred. The authors will then examine three case studies and analyze the lessons learned in terms of: activities introduced; as well as the resultant “state” of UX and what would be required to enable the organization to advance to the proverbial “next level.” As a means to illustrate the fundamental nature of UX maturity and innovation we will compare these practices to the approach of Thomas Edison.

Defining Quality and Maturity Level Applying the Grey System and the Method for Automotive Enterprises Diagnosis

This study intends to diagnose the maturity level of companies certified by the Automotive Quality Management System ISO TS 16949: 2009. Thus, it analyzes if those are considered World Class Organizations (WCO), identifying its management strengths and weaknesses, to provide input for improvement opportunities in their systems. This study methodology applies the Questionnaire Benchmarking Industrial from the Institute Euvaldo Lodi of Santa Catarina (IEL / SC) using the Method for Enterprises Diagnosis (MED). Therefore, it was performed using quantitative analysis regarding the degree of companies’ maturity, applying the Grey Correlation Analysis System. Considering this research limitations and implications classify, its results are classified as exploratory. Future research may focus and study the correlation between a greater number of companies certified by ISO TS. Broad-based and larger sample size would provide a better picture for ISO TS and each organizations maturity state. This study value lies in the ability of diagnosing the organization maturity level, applying MED, Industrial Benchmarking and Grey System tools. Those allowed to define weaknesses and strengths of each organization in analysis. The study resulted in the identification of a systematic way to guide new projects and initiatives, to support and develop strategic planning and to identify how organizations are establishing world class standards.

An empirically verified project risk maturity model

Purpose – The purpose of this paper is to develop and to empirically verify a model of project risk management maturity (PRMM). Design/methodology/approach – Theoretical work to develop the initial model of risk maturity. Empirical study by a cross-sectional survey to the Indonesian construction industry. Findings – A new model of PRMM is developed and empirically tested. The model is valid (face validity, content validity, discriminant validity, convergent validity, and criterion validity) and reliable. Research limitations/implications – A more comprehensive, follow-up study is required to gain more insights on the actual maturity level of Indonesian construction industry. Practical implications – The model is applicable to assess the organizational maturity level which in turn could be used for improving organization performance. Originality/value – The work demonstrates a novel approach in developing models by emphasizing on the empirical verification.

Evaluation of organizational maturity based on people capacity maturity model in medical record wards of Iranian hospitals.

Context:People capacity maturity model (PCMM) is one of the models which focus on improving organizational human capabilities.Aims:The aim of this model's application is to increase people ability to attract, develop, motivate, organize and retain the talents needed to organizational continuous improvement.Settings and Design:In this study, we used the PCMM for investigation of organizational maturity level in medical record departments of governmental hospitals and determination strengths and weaknesses of their staff capabilities.Materials and Methods:This is an applied research and cross sectional study in which data were collected by questionnaires to investigation of PCMM model needs in medical record staff of governmental hospitals at Isfahan, Iran. We used the questionnaire which has been extracted from PCMM model and approved its reliability with Cronbach's Alpha 0.96.Statistical Analysis Used:Data collected by the questionnaire was analyzed based on the research objectives using SPSS software and in accordance with research questions descriptive statistics were used.Results:Our findings showed that the mean score of medical record practitioners, skill and capability in governmental hospitals was 35 (62.5%) from maximum 56 (100%). There is no significant relevance between organizational maturity and medical record practitioners, attributes.Conclusions:Applying PCMM model is caused increasing staff and manager attention in identifying the weaknesses in the current activities and practices, so it will result in improvement and developing processes.

AN EMPIRICAL ANALYSIS ON BUSINESS INTELLIGENCE MATURITY IN MALAYSIAN ORGANIZATIONS

One of the greatest challenges organizations face today is the lack of infrastructure management. With the increased complexity and information overload, it is difficult for organizations to make quick and informed decisions at the pace required by today’s rapidly changing market. Business intelligence (BI) represents a significant opportunity to improve decision making by providing right information in a timely manner at the right place for the right people. Doing this requires the right management of infrastructure (e.g., people, processes, functionalities) to ensure that the BI environment meets the business expectations and lift BI capabilities to higher level. This researchin-progress paper focuses on an empirical analysis of a proposed BI maturity model among Malaysian organizations. This maturity model comprises of four dimensions: organizational, process, technology, and outcome, spanning across five levels of maturity. An empirical study was undertaken with the development of a structured questionnaire to examine the efficiency of each dimension of BI maturity. Study results show that outcome and organizational dimensions have a higher impact on the BI maturity level of Malaysian organizations. Results also indicate that none of the organizations in Malaysia have achieved level 5 and most of them are still at low level of maturity across all the four dimensions that built into the BI maturity model. Through the understanding of dimensions that affect current level of BI maturity, effective BI roadmaps can be formulated to assist the organizations to make necessary improvement in BI capabilities and keep them productively engaged for a long-term in achieving sustained high performance.

소프트웨어 시험노력 추정 모델의 설계

지금까지는 FP, UCP, COCOMO 모델에 의하여 시험노력을 추정하거나, 또는 개발한 수많은 프로젝트 데이터 측정을 통하여 각 단계별 노력 투입 비율에 의거 시험단계에 투입된 시험노력을 추정하였다. 본 연구에서는 소프트웨어 시험노력 추정을 소프트웨어 개발노력 추정과 독립적으로 이루어질 수 있도록 시험노력 추정 모델을 만들고 또 시험노력 추정절차를 제시한다. 모델은 시험노력이 테스트 케이스의 수와 복잡도에 비례하는 특성을 반영하고, 통합시험, 시스템시험, 인수시험 등 시험 태스크를 수행하는 시험 조직의 역량에 영향을 받는 점을 고려하였다. 제시한 시험노력 추정 모델과 절차에 의해 기존의 프로젝트 데이터에 시험에 관련된 추정 데이터를 이용하여 시험노력을 추정한 결과와, 개발계획 수립을 위하여 추정한 개발노력 상에서 배분된 시험노력과 비교하였을 때 4.7% 정도의 오차를 보였다. 시험 조직이 갖는 기술적인 경험, 구축된 시험환경의 정도, 프로젝트의 복잡성과 개발조직의 환경 등을 측정하여 주어진 모델의 조정 계수 값에 반영한다면, 보다 정교한 독자적인 시험노력 추정이 가능하다. Test effort estimated so far is as a by-product of the development effort estimation activity which is based on the FP, UCP, COCOMO model, or calculated data from the project knowledge base which is containing test effort information for the test phase on software development life cycle. In this paper, test effort estimation model and calculating procedures are suggested, which is independent from software development effort estimation model. Generally test efforts is depends on the number and the complexity of test cases, and also maturity of test organization that performs test activities, such as integration test, system test, acceptance test and so on. The estimated results with the suggested test effort estimation model has deviation of 4.7% compare to the corresponding test efforts generated by the development effort estimationprocedures. The suggesting model will be accurate more and more with refinements of coefficients which reflect the technical and environmental maturity level of test organization, and also including the software complexity level of projects.

Makro lygmens bei organizacijos kultūros konteksto ir organizacijos elgsenos sąsajų analizė

Straipsnyje pateikiamos organizacijos elgsenos, bendrosios ir organizacijos kultūros sampratos, charakteristikos ir tipologija, susisteminami požiūriai į organizacijos vertybes, kultūros vaidmenį organizacijoje ir jos įtaką organizacijos elgsenai. Ypatingas dėmesys skiriamas makro lygmens kultūros veiksnių bei organizacijos kultūros dedamųjų, tokių kaip vyraujanti vertybių sistema bei organizacijos brandos lygmuo, įtakojančių organizacijos elgseną, analizei.

MULTI-FACTOR ENTERPRISE METHODOLOGY: AN APPROACH TO ERP IMPLEMENTATION

As further investigation on the Information and Communication Technology (ICT) investment especially in Indonesia showed that a larger capital of investment does not automatically bring more benefit for the company, for example Enterprise Resource Planning (ERP) system implementation. The present research was aimed at developing a methodology for ERP Implementation which was fundamental problem for achieving a successful implementation. This methodology will be contained some factors that influenced ERP implementation success (technical or non-technical) as an activity each phase. Because, some of methodologies that common used by consultant more concentrating on technical factors without considering non-technical factors. Non-technical factors were involved in the new proposed of ERP implementation methodology, such as: top management commitment, support, and capability; project team composition, leadership, and skill; organizational culture; internal/external communication; organization maturity level; etc. The conclusion of the study was expected to be useful for private or public sectors when implementing ERP in order to gain optimal return value from their investment.

A Study on Determining the Level of Individual, Procedural and Organizational Maturity Based on Integrated Pattern of People – Capability Maturity Model: (P-CMM) and 3- Dimensional Pattern of Organizational Maturity in Production and Industrial Organizati

Excellence of the organization depends on directing improvements in all the fields and organizational dimensions. Excellence of the organization requires organizational maturity in three individual, procedural and organizational levels. The present research has been performed with the purpose of measuring the rate of organizational maturity in Mobarakeh Steel Company during 1389 in which from statistical population of managers and experts 105 out of 140 individuals have been selected based on Morgan Table. A questionnaire for determining the level of organizational maturity was designed for measuring the rate of organizational maturity and data were analyzed using SPSS and Minitab software and T, ANOVA Tests, post-test TUKEY and Pearson correlation coefficient. Studying reliability and internal stability of the test indicated that reliability for the questionnaire is 0.910 for measuring the rate of individual maturity, it is 0.952 for measuring the rate of procedural maturity, it is 0.934 for measuring the rate of organizational maturity, and in general, it is 0.962 for measuring total organizational maturity. The results show that the rate of individual maturity in Mobarakeh Steel Company is 81.18 %; it is 62.48% for procedural maturity, and 67.32% for organizational maturity.

Systemizing Virtual Learning and Technologies by Managing Organizational Competency and Talents

The article presents promising components and practices of virtual learning and technologies and discusses how systemization can be made through managing organizational competency and talents. The main goal is to suggest how technologies should be incorporated within an organization to improve the effectiveness of employees’ learning, performance, and development. For technology implementation and adoption, we also introduce models for examining organizational maturity levels and integrating technologies.We argue that virtual learning and technologies are fundamentally pressing HRD roles to change from experts of learning and development to work solution partners leading and supporting the creation of a smart organization.

A capability maturity model for scientific data management

In this poster, we propose a capability-maturity model (CMM) for scientific data management that includes a set of process areas required for data management, grouped at three levels of organizational capability maturity. The goal is to provide a framework for comparing and improving project and organizational data management practices.

Modeling the enablers of Six Sigma using interpreting structural modeling

PurposeThe purpose of this research paper is to study the enablers of Six Sigma and to establish relationship among them using interpretive structural modeling (ISM).Design/methodology/approachThe research paper presents a blend of theoretical framework and practical applications. In the paper, 11 enablers of Six Sigma are identified from literature survey and experts' opinion and then these are validated by questionnaire survey in India. Finally, ISM is used to obtain structural relationship among these enablers of Six Sigma.FindingsThe ISM‐based model indicates that “effective top management leadership role”, “availability of funds” and “availability of expert training” are strategic requirements; “organizational culture”, “organizational infrastructure”, “quality maturity level of organization”, and “employees' adaptability and flexibility towards learning” are tactical requirements. “Statistical thinking”, “committed work force”, “reliable data gathering and retrieval system”, and “technical competence” are operational requirements for Six Sigma applications.Originality/valueEnablers are the building blocks for deployment of Six Sigma. To know the key enablers and relationship among them can help many organizations to develop Six Sigma competences. It is one of the foremost attempts to model enablers of Six Sigma. The paper provides useful insights to the Six Sigma implementers, consultants, and researchers.

조직성과에 미치는 SPI 영향요인에 관한 연구 :조직 성숙도의 조절효과 관점에서

Software Process Improvement(SPI) has been a challenging issue to software organizations. The factors affecting SPI were analysed for improving software development processes. Numerous studies suggested influencing factors, and assessment models were utilized for software improvement. This research suggested that SPI factors affecting on an organizational performance may vary according to the CMM(Capability Maturity Model) level. The moderating effects of organizational maturity level between the SPI factors and the organizational performance were empirically tested. This research found that all six SPI factors except for the resistance to change affected the organizational performance. The moderating effects of management support, goal alliances, participation, and effect analyses were empirically supported. These results can provide several implications or a practical guidance to academic and industry professionals.

Measurements of Key Success Factors on Enterprise Resource Planning (ERP) Implementation

Competitive Advantage is important thing that have to be considered when implement the ERP system. Most of the organization only gain operational benefit rather than create the competitive advantage. A lot of factors that influenced the success of ERP implementation in order to gain competitive advantage. One of them is the organization maturity level. We classify the organization maturity level into three levels (high to low): strategic, managerial and operational levels. In Indonesia, it is almost 70.95% companies which were implement ERP system in the managerial and operational level. It shown that organization maturity level does not automatically drive the ERP implementation. The result of the study also shows that there is no-pattern of relationship between organization maturity level and ERP implementation success. This implies that the implementation of ERP in those companies have been done trivially. On this study, we applied Spearman rank test (non-parametric) to identify significant relationships among the organization maturity level, implementation approach and ERP implementation. Thirty five respondents from seven companies were chosen as the object of the study, covering four different industrial sectors, namely: telecommunication, manufacturing, automotive and oil & gas companies. Survey result showed that ERP Implementation Approach (X 2) has more significant influence than does the Organization Maturity Level (X 1) on ERP Implementation Success (Y). It is discovered that coefficient correlation between X 1 and Y is 0.252. On the other hand, the coefficient correlation between X 2 and Y is 0.862.