Management, Leadership and Public Health Planning

Management, Leadership and Public Health Planning Student Name: Aphrodis Ndayisaba 0. Introduction The complexity and dynamism of healthcare systems around the world make them require strong, knowledgeable and skilful managers and leaders. The need for effective health managers and leaders is of paramount importance in allowing organisations and professionals to achieve their goals. Part of the knowledge and skills that healthcare services managers and leaders should have include planning and change management. In this essay, we will discuss, using a health project and examples, the steps undertaken in planning process and later on we will be discussing on various ways that healthcare services managers and leaders would partake to effect organisational change. 1. The steps in a health planning process According to Ardal et al (2006), a plan is defined as â€Å"a map, as a preparation, as an arrangement†. Planning defines the direction where the organisation or a person is heading and how to reach there. Various activities are undertaken in health planning process. It is stated that health planning process follows as the same basic steps as any planning process and these steps form a cycle which is normally repeated in the planning process for programs, populations, systems or health goals. The necessity of repeated cycle is due to the prevailing conditions which some or all may push to the change of the existing plan. For example, new evidences to create, restore or support health are released unceasingly, thus to incorporate these evidences into plans, the planning process should be cyclical (Ardal al, 2006). According to Ardal et al (2006), most planning cycles comprise seven steps which are: Surveying the environment Setting directions Identify problems and challenges Identify ranges of solutions to the problem and challenges Identify the preferred solutions Implementation Evaluation According to the same source, some people might argue that planners are only involved in the first five steps yet planners are also instrumental in understanding and supporting to shape the implementation plan and evaluation. They may be invited to provide support in these latter activities. To discuss on these steps, we use an example of a community health project on fighting against malaria in a local district. 1.1. Surveying the environment This step is concerned with the information collection to determine the current situation regarding the issue under consideration. The assessment of the current situation is done from various perspectives. For example, in the planning process for the project to fight against malaria, those involved in the planning process can review the previous plans about the project. According to Chatora and Tumusiime (2004), the review of the previous plans is essential in the planning process as it helps find out whether the government policy changed over a period of time and what its impact on the plan. Additionally, the planners can review the previous plans to see any change on certain key information in the planning like demographic information on the number of the target population, social, economic and cultural factors, community engagement in the process and health delivery. Similarly, the review of the previous plans provides information on the change about resources like human, financia l and material resources and about the performance of the previous plans. 1.2. Setting directions This step involves goals and objectives setting and the establishment of the standards against which the existing health/ illness status or existing organisational or system performance will be compared with. Simply put, at this stage, health planners seek to answer the key question â€Å"where do we want to go?† or â€Å"what do we want to achieve†. In other words, the health planners identify the desirable future state or outcome for the issue in question. For example, during the planning process of the project intended to fight against malaria in the district, those involved may set the target of having zero death due to malaria in the district during a certain period. 1.3. Identification of problems and challenges This step is concerned with the identification and quantification of the shortfalls between the existing situation and the desirable situation. To identify problems and challenges, the available data should be taken into consideration; data from health information management system, community surveys, census, reports, and anecdotes alike. Problems can be either primary or secondary. On one hand, Primary problems include illnesses identified in the community like malaria, tuberculosis HIV infection, leprosy or other related to socioeconomic factors like inequity, unfairness or patient dissatisfaction. On the other hand, secondary problems or contributory problems are those problems related to poor health systems like shortage of health resources, poor health delivery services and poor management skills which contribute to the primary problems (Chatora Tumusiime, 2004). For example, during the process of planning the project to fight against malaria, planners have to make use of various data sources to determine the causes of the deficit between the current situation and the desired situation about malaria in their district 1.4. Identification of range of solutions to problems and challenges At this stage, a range of solutions to each identified problem and challenge is identified. Also, at this stage, an assessment of each possible solution, using criteria like feasibility with the available resources, cost-effectiveness, is done so that each solution can be compared with each other to ease the process of prioritisation. For example, in planning process about community health project to fight against malaria, each identified problem and challenge that impede the initiatives to fight malaria a solution should be sought to it. However, given the complexity of this step in identifying solutions to the problems and challenges, creativity is of paramount importance as some problems and challenges may not have readily available solutions (Ardal al, 2006). 1.5. Identification of preferred solutions This step is concerned with the selection of a solution or a range of solutions to deal with the identified problems and challenges in the above step. The selection of the solutions may require to take into consideration fiscal and political context and other limiting factors (Ardal al, 2006). For example, in choosing solutions to the problems and challenges to the fight against malaria, government policies and guidelines and the available resources and other limiting factors should be not be ignored. 1.6. Implementation This step deals with the implementation of the selected solutions and it is preceded by the development of implementation plan. 1.7. Evaluation It stated that this step may start with the development of an evaluation plan well prior to the actual evaluation. This step is concerned with the evaluation of the outcomes of the implemented solutions to determine if the latter resulted in achieving the goals set in the planning process. It is also concerned with the evaluation of the environment in which the plan was carried out to determine if any change occurred hence helping depict whether the implemented solutions were less effective, more effective or irrelevant. Additionally, it involves developing ongoing tracking system methods to be used to continuously make identification and assessment of the planned or unplanned outcomes of the implemented actions (Ardal al, 2006). 2. Various ways to effect organisational change Healthcare organisations, like any other organisations, either public or private constantly undergo changes. The need for change or reform in these organisations is reported to be fundamental to the management process. Managers of these organisations need to adapt how they work when faced with contextual changes such as the emerging new technologies, changes in environmental pressures, demographics, political ideologies, socioeconomic context and rising demand and cost (Goodwin et al, 2006). So, organisations have to change as their internal and external environment constantly change. Numerous models and theories of change management have been proposed in the literature. These models include the 7-S model, PESTELI, soft systems methodology, Kurt Lewin’s classic three-phase model of change-unfreeze, move or change and unfreeze, John Kotter’s popular 8 step change model, etc. (Goodwin et al,2006; The State of Queensland, 2014). It is stated that each model has its own advantages and disadvantages and no one approach is best in all circumstances. â€Å"Indeed it is not so much the actual model or theory that is important, but more that the approach that is taken is relevant to the circumstances† (The state of Queensland, 2014). In essence, the best change model appear to make use of and adjust aspects of various models to meet the culture of the organisation in question and the context of change needed. Basically, it is reported that the goal of all change management is to secure the involvement of each and every one to the change and align indiv idual and team behaviour and skills with the change (The state of Queensland, 2014): For the case of the director of the Directorate of Public Health who needs to replenish the image of the organisation after observing that it was getting negative, below are the proposed ways that can be partaken to effect the health organisational change. They are the analytical tools that they can be used to develop a coherent strategic response to the situation like the one mentioned above. The 7S model PESTELI Soft systems methodology Process modelling SWOT analysis 2.1. The 7S model The 7S model is one of the diagnostic tools that healthcare organisation managers can use to conduct situational analysis to assess the gap between what is and what ought to be and it is often a tool that can be used for the justification for change management programmes. This model suggests that there are seven criteria which require the harmonisation of each other. These criteria are the following: Strategy: this criteria is concerned with the plan or course of action that leads to the allocation of organisation’s resources to achieve its goals. Structure: This involves the outstanding characteristics of the organisational chart. This is related to the organisational leadership structure and how its parts are interconnected inside the organisation. Systems: This criterion is concerned with the processes and procedures and the information flow around the organisation. Staff: This criterion is concerned with the categories of human resources within the organisation. Style: This is related to leadership style that the managers use to reach the organisation’s goals. Shared values: This is concerned with the guiding principles that the organisation instil to its members. Skills: This is related to the staff capacity of the organisation. Goodwin et al (2006) state that the 7S model can be used in two ways: in identifying strengths and weaknesses by taking into consideration the linkage between each criteria and how change made in one criterion will impact on all of the others. Despite its attractiveness of its dual emphasis on soft and hard organisational components, it is criticised of providing one-sided organisational culture with the only sole focus on the similarities that stick to the organisation and ignore other important aspects like conflict and disagreement (Goodwin et al, 2006). 2.2. PESTELI PESTELI is described as checklist used to analyse the environment in which the organisation operates. It stands for: P: Political factors: political impetus and influences that have an effect on organisational performance or other options open to the organisation. E: Economic influences: competitive nature that the organisation faces and the financial resources available within the economy. S: Social trends: change in demographics, trends in the behaviour and attitude of people regarding how they live, work and think. T: Technological innovations: new ways of doing new and old things and mitigating new or old problems; be it equipment or new ways thinking or organising. E: Ecological factors: this involves defining wider ecological system to which the organisation belongs and the manner the latter interacts with. L: Legislative requirement: these extend from the employment law to environmental regulations. I: Industry analysis: this is concerned with reviewing of the rousing quality of the industry to which the organisation belongs. As the 7S model, PESTELI can be used to conduct an analysis of the favouring factors in the environment in which the organisation operates and those that hinder the progress (Goodwin et al, 2006). 2.3. Soft systems methodology It is a tool which helps in articulating complex social processes. This is done by bringing together concerned people so that they can express their points of view, challenge them and test them. The following steps are undertaken when using this tool: Identify a problem and its causes from the stakeholders, cultural and political perspectives, without any attempt to impose a preconceived structure or to over-simplify the processes in place. Articulate root definitions of relevant systems: purpose, dynamics, inputs and outputs. Discuss on the situation with the stakeholders by describing the needed activities to achieve the root definitions using for instance process mapping tool or cause-and-effect diagram. Compare models with reality by observing, discussing and defining what to alter on the structure, process and attitude. Take action to implement the proposed solutions. Despite the importance of this tool in making change happening, it was criticised of being time consuming and costly. Also, there are concerns of whether organisational members are enough motivated to undertake the task to its end (Iles and Sutherland, 2001 cited in Goodwin et al, 2006). 2.4. Process modelling Process modelling is used as an approach to capture and clarify different views and expectations of a process. It helps increase the understanding of the situation at hand and how the proposed new one will make a difference. Simply put, the aim of this tool is to capture the dynamics of a situation so that those involved can brainstorm and come up with the best practices to change the current process. 2.5. SWOT analysis SWOT analysis is another important tool used to examine an organization’s internal strengths and weaknesses, its opportunities for growth and improvement, and the threats the external environment presents to its survival (Harrison, 2010). It is a systematic way of examining why an organization needs to change. SWOT stands for: Strengths, Weaknesses, Opportunities, and Threats. This tool can be used in combination with other tool. For example, it is used together with the 7S model to identify organisational internal factors and PESTELI to identify external factors that hinder the growth or the normal functioning of the organisation. REFERENCES ARDAL, S. ET AL, 2006. The Health Planner’s Toolkit. http://www.health.gov.on.ca/transformation/providers/information/resources/health_planner/module_1.pdf [6-11-14]. CHATORA, R., TMUSIIME,P., 2004. District Health Management Team Training Modules. Module 4: Planning and Implementation of District Health Services. https://www.k4health.org/sites/default/files/Module%204.pdf [5-11-14]. GOODWIN, N. ET AL., 2006. Managing Health Services. London: Open University Press. HARRISON,J., 2010. Essentials of Strategic Planning in Healthcare. Washington: AUPHA Press. THE STATE OF QUEENSLAND, 2014. Change Management Best Practices Guide: Five (5) key factors common to success in managing organisational. changehttp://www.psc.qld.gov.au/publications/subject-specific-publications/assets/change-management-best-practice-guide.pdf [6-11-14]. 1

Teenagers’ Addiction

It's 12:30 a. m. YouVe spent your entire night doing your late-night homework and now you have a craving for the munchies. Your mouth waters as you spot a box of Oreos, a bag of Doritos, and yes, even a bag of popcorn. However, what you don't know about these seemingly harmless, delicious snacks is that they contain loads of fats that, on the log run, will surely harm your health!I have put both my time and energy to research about this topic (fast food consumption among teenagers) not only because of its personal influence (considering I'm a teen who used to be a sucker for Junk food), but also because this issue has been strongly prevaling and has been increasing potentially harmful effects on us teenagers as we're growing older, uch as diabetes, high blood pressure problems that can come with even worse complications, like heart diseases and fatal storkes.With only very few exceptions, fast foods have exceedingly high content of saturated fat and trans fat that can easily increase the level of bad cholesterol in a person's body. In addition to fats, sugars and salts that are found in Junk food like candy bars and burgers, respectively, also can have negative impacts on teenagers' healths. Also, some of my school friends have known persons that are currently suffering from the results of constant consumption of fast food.These teenagers suffer from not only evident damages to their physical health, but also those damages to their intellectual health. Moreover, seeing as we are such a school community, I hope that we must be vigilant and take notice for each other as we all wish our friends to stay healthy, Joyful, and successful individuals with long healthy lives. 2. Overview of the subject: Teenagers are becoming immensely absorbed into the theme of today, as their transforming lifestyles are bringing about a lot of challenges in the world.The rapid, untiring, and nervous lifestyles of teenagers today are bringing them towards more ast food consumption rath er than healthier and home cooked food. This has very important problem faced by many countries as the instances of heart diseases and diabetes being observed among teens are growing daily. Teenagers undergoing obesity can have long term sicknesses which will be discovered sooner or later in their lives. In Canada, over 26% of teenagers (1. 6 million teenagers) are considered overweight or obese. Frood, 2009). The same phenomenon has occurred in the United States. The prevalence of overweight teenagers in the United States has increased dramatically in the past few years. Recent reports have reached epidemic levels, with approximately 16 percent of teenagers, 12 to 19 years old, classified as overweight (Bellows ; Roach, 2009). According to Novikova, there are three major causes why so many teenagers are attracted to fast food consumption (Novikova, 2009): The first factor is that of time constraints.This means that Junk food is addictive due to its simplicity and students prefer it as it is very quick to purchase. Students save themselves the hassle of preparing a lunch the night before or even eating breakfast, because some find it tedious and time consuming. In fact, they prefer to grab a quick bite in between classes or to have a quick lunch from the cafeteria so that they can continue with their tasks being almost uninterrupted, hence making Junk food utterly convenient for students to purchase.The second main reason Junk food is hard to resist is the delicious taste. However, the truth is that Junk foods get their taste from large amounts of oils, salts, and sugars, mostly resulting in empty calories (providing energy without any real nutrients needed by the body). Junk food is also tempting, especially on bad days; ome studies suggest that carbohydrates, which are present in most Junk foods, increase serotonin levels, prompting one to feel happier. A third factor is the increasing availability of Junk food.The increase in availability is mostly within d istricts lacking funds to supply nutritious food; therefore, they turn to the cheap, efficient, and tasty alternative that appears to keep everybody content. In general, a â€Å"10 percentage point increase in the proportion of schools with Junk food is correlated with about a 1 percent higher BMI for the average student,† according to National Bureau of Economic Research. This means the more Junk food available, the more weight gain–showing a large disregard for the health risks associated with it; if it's there, students will eat it (Novikova, 2009). 3.Methodology section: This research, which studies the estimations and views of teenagers, examines a rank of fast food-related themes. Using measuring survey approaches, I have polled 15 high school students, all of which ranged between 13 to 18 years of age. Each questionnaire paper was composed of four carefully chosen questions, all of which ere multiple choice questions (refer back to Appendix A for questions). As it can be and straight to the point, in order to meet my research's critical needs successfully. After the data were obtained, information was examined methodically using content analytic approaches.In general, I found that most, if not all, teenagers were well- enlightened about good health and home-food cooking, but they did not translate this knowledge into food behavior; they prefer fast food consumption. Teenagers felt that there were many obstacles and limits to changing their fast food consumption – pecifically, lack of time, absence of discipline, and absence of the sense of urgency. Time was regarded as the most important aspect – students realized themselves as being too engaged to worry about food, nourishment, meal cooking, and eating properly.The next remarks were typical: â€Å"We prefer other ways to spend time and we do not have enough time to change bad habits. † â€Å"We do not have the time with all this school work – a lot of problems . † â€Å"There's a lot more than food that is actually important to us. † 4. Analysis and interpretation: While the greater number of students in the questionnaire said that they found ome kinds of healthy foods agreeable (few of them even suggested their addition in the school food schedule), there was omnipresent and ubiquitous endorsement of temperance in consuming foods of minimal nutritional value.The primary attraction of fast foods, according to the pupils, is the taste. Most noticed that they preferred and ate such foods without noticing the consequences, which involved â€Å"getting fat,† â€Å"occurrence of inflamed glands,† â€Å"bad state of mind† â€Å"bad health,† â€Å"poor feeding† â€Å"laziness,† â€Å"cavities,† and â€Å"getting ill frequently'. The other most popular cause given or consumption of fast food is its practicality. At all times, seeming to be in a rush, teenagers find fast food, in spite of its negative values, to be an essential part of their busy lives.The most important obstacle that these teens cited in the questionnaire was the unsuitability and expenditure involved in developing their diets. Since many teenagers are becoming conscious of themselves as leading lively, energetic, busy individuals, they sometimes trust that it is too much trouble to prepare a meal from scratch, thinking it would be a waste of time. More precisely, they can't seem to stop escribing how much they are tempted to fast-food places and well-timed and favorable foods (such as chocolates, sweets, and chips).Such food selections are easy to reach and involve no planning or trouble in shopping for. The prevailing opinion among the teenagers I polled is that healthy food is â€Å"too large of a bother† and they are too engaged and pressured to consider much about healthy food. 5. Conclusion: Teenagers require to learn the skills obligatory to make dietary transformation. They nutrit ion facts, and to reckon up dietary and food information. Moreover, training in ields such as solution making, assertiveness, and opposition to peer pressure required to be involved into programs purposed at producing food changes.During this questionnaire pupils put forward for consideration that many teenagers' absence the self-discipline required to eat healthy foods since their priority is for fast food consumption. Ultimately some of the teen respondents put forward for consideration that practicing good food habits had little hurry to teenagers. While self-confessing the significance of healthy eating practices, teenagers thought they ould concern later in life about eating better.It took me a while to think about an issue that I would have loved to read about, learn more about, and know how to deal with. After that, it only seemed convenient for me to research about the hazards in Junk food and how to prevent them as much as possible, for l, myself, am someone who needs a die tetic wake-up call! I was glad that I have found a topic that I was completely absorbed in, and from there, my Journey of researching began. Digging more into my topic, by reading as many relevant articles as I could, slightly overwhelmed me, especially with the uncountable number of articles that I could use as references.However, with constant elimination, I finally succeeded to narrow down my options. Another challenge was choosing the 5 questions for my interview. At first, it took me a while to choose whether the question should be multiple choice questions or free- subjective ones. However, I knew for a fact that if I received a survey form to fill out, I would have preferred to have fast and easy-to-answer questions due to my typical eenage busy schedule and lack of patience. Therefore, I made sure to keep my survey questions easy to relate to and quick to answer.Of course, I also made sure to keep a varied set of answers available in order for them to meet everyone's opinion s. all. It took me a while to put my words together and make the best out of all the sources. To be completely honest, I never felt like I was burdened to the extent where I was so close to NOT doing this research. Despite the fact that I've been exempted from the final exams, I umfortunately still have to study for two difficult SAT subject ests, and to practice for the musical performance that I will be performing on my graduation night , all that in a matter of 2 and a half weeks!Not to mention, of course, that I still haven't bought my graduation dress! (that alone is a girl's worst nightmare, believe me! ) Nevertheless, I was able to finish this ever-so-stressful mission, and I couldn't be more relieved! It made me realize that my hard work and perseverance never fail to pay off and make me outdo myself everytime. I am so pleased to say that I have officially broken my record of deligence against Dar Jana's stressful assignments!

10 Facts About the Mexican-American War

Best Practices in Supply Chain Management Case Study of an Aerospace - Free Essay Example

Sample details Pages: 5 Words: 1484 Downloads: 10 Date added: 2017/06/26 Category Management Essay Type Research paper Did you like this example? Corporations in the 21st century are adjusting to the changes that occurred during the 1980s and 1990s. These changes have contributed to a highly competitive global economy (Ireland Hitt, 2005). Those corporations that will survive in this globally competitive environment are those that continue to push the boundaries of improving performance. Don’t waste time! Our writers will create an original "Best Practices in Supply Chain Management Case Study of an Aerospace" essay for you Create order Identifying what is best in class or process best practices is an area of growing interest. Corporations and organizations are not only faced with challenges of correcting deficiencies and inefficiencies, competition is forcing firms to pursue improved practices or lose competitive position (Blanchard, 2007). Of specific corporate concern is the area of supply chain management which encompasses executing the activities of design, make, deliver in producing products or services (Hugos, 2006). In 2005, $500 billion U.S. dollars were outsourced, leading many corporations to develop core competencies that include the ability to manage this chain of product and or service supply (Merrifield, 2006). Companies with supply chain disruptions experience shareholder value declines in the ranges of 51% in process, 42% in retail and 27% in the high tech industries. Associated incomes in the large business sector are reported to drop as much as 86% when the supply chain continues to malfunction (Blanchard, 2007). Best practices are viewed as a systematic approach to improving performance and competitiveness through operating targets that are based on best practices found in the industry (Camp, 1989). Human Performance Technology (HPT) is an approach for studying and measuring human behavior and the environmental impact on behavior (Gilbert, 1996). This is contrary to popular improvement approaches and techniques based solely on interventions of rewarding expected behavior. HPT is focused on the human contribution to performance (Gilley Maycunich, 2000). Literature Review Supply chain management represents the philosophy of managing technology and processes in such a way that the enterprise optimizes the delivery of goods, services and information (Gartner, 2000, p. 1). Supply chain management has increasingly become a strategic necessity for corporations. In recent years the validity and necessity of a robust and effective supply chain methodology has become evident with announcements of major schedule delays by aerospace companies due to unknown and unforeseen supplier and internal inefficiencies and unacceptable performance. All leverage and cost gains are being lost in alternate work strategies driven by schedule delays and the demands of customers or consideration. Interest in any and all performance improvement techniques and methodologies to address these performance and oversight issues are being pursued. Background of Supply Chain Management Supply chain management has roots in the focus on lean and efficient manufacturing. These lean efficiencies were driven by corporations initiating cost saving changes to the business process. Supply chain management is seen as a process-driven approach to streamlining the business (Henderson, 2008). High-tech industries streamline by moving facilities closer to the customer, automotive manufactures developed just-in-time delivery, while the consumer industry achieves supply chain efficiencies through demand driven networking, (Henderson, 2008). Pope (2008) sums up the current plight in the industry stating that, Never before has there been a greater need to become more agile and responsive to customers that are demanding more variety and increased quality, delivered with less waste and in shorter lead times. Combine the current financial climate with the resulting uncertainty and caution that this creates in the marketplace, adding the unrelenting pressure from overseas competit ion. (p.36). Trends in Supply Chain Management For the last three decades, supply chain related strategies have been on the increase in aerospace companies. While methods and procurement strategies for outsourcing non-core competencies have increased and improved procurement strategies, this has not been paralleled in supply chain management. Improving the performance of the supply chain requires that the organization increase its sphere of influence over the functions along the supply chain (Lapide, 2006). Critical Concepts in Supply Chain Management The goal of supply chain management is improving or maximizing an organizations effectiveness, timeliness, cycle-time and quality. These overarching measures when managed correctly contribute to a corporations competitive advantage (Bay, et al., 2004; Drake Schlachter, 2007). Each corporations supply chain must be responsive and efficient as indicated by these measure (Hugos, 2006). The supply chain typically includes the functions or organizations of: planning, supplier management, operations, logistics and material control. Supply Chain Management in the Firm The firms supply chain model included all of the elements noted above and explained below: Planning-is the process that analyzes demand and supply, developing actions to meet the best procurement, production and delivery requirements. Supplier Management-more commonly known as procurement, are those processes used to procure goods and services to meet planned or emergent demand. Operations-specifically the ro les involving producing a product whether through purchased or on-site manufactured parts to satisfy planned and emergent demands. Logistics-includes delivery of product to production and/or final delivery to the customer. It also includes the return process from the customer, production, and inventory stores. Material Control-includes those activities which involve storing and internal movement of parts, material and finished goods. The research study explores these functional areas to determine how best practices could be systematically identified and validated and what specific practices were being used in these areas that could be described as best practice. The five areas described above; planning, supplier management, operations, logistics and material control, are described as performance drivers that can be managed to produce the capabilities needed for a given supply chain (Hugos, 2006, p. 10). Key to successfully managing these drivers is identifying and replicati ng successful best practices in each of these functional areas. Purpose of the Study The goal of this study is to examine practices in supply chain management in a real life context with specific interest in the perspective of job performers in the functions related to supply chain management. The study will identify best practices and documented how best practices are identified and validated and to provide procedural and policy recommendations. This is an empirical case study that, through the theoretical perspective of human performance technology described the real-world experiences of an aerospace companies engaged in supply chain management activities, focused on identifying supply chain management best practices and determined to what extent practices used by the firm were best practices. Research Questions The goal of the study is to identify similar best practices that are used across the various operating locations in a diversified firm for supply chain management. Contributions of this research will include improving data, resources, and motivation as well as providing a foundation for future research into causal relationships or predictive measures and processes. The specific research questions addressed in the current study were How can best practices in supply chain management be systematically identified and validated? To what extent are the practices used by the firm in the Supply Chain Management Organization best practices? An empirical case study will be used to examine the research questions and to describe the real world experiences of a diversified firm engaged in supply chain management. The focus of the study is to define and then identify SCM best practices in the firm using the theoretical perspective of human performance technology. Methodology The purpose of the case study research strategy is to describe best practices in supply chain management. In this qualitative case study the researcher will describe the perceptions of subject matter experts and employees in their functional roles. Data will be collected for this study using extant data analysis, interviews and observations of a firms facility locations. The analysis and synthesis will be conducted on the information collected to generate conclusions and recommendations about best practice use and identification in supply chain management. The literature review will expose a limited amount of data and information both internally and externally concerning best practices in supply chain management. It is anticipated that the findings would be relevant to the supplier management organizations in general, and specifically to the firm and the field of Training Performance Improvement. Research Sample The research study will be conducted using purposeful sampling design which is described as a strategy in which particular settings, persons, or events are selected deliberately in order to provide important information that cannot be gotten from other choices (Maxwell, 1996, p. 70). The research study will explore job performers perceptions of best practices in the supply chain management organization. Subject matter experts in this organization are chosen as the participants in the study. Subject matter experts are defined as those who meet the following criteria: A minimum of 5 years of experience in their current functional position. Are recognized by the company as senior, or expert in their area as designated by the classification of level 4 or higher as indicated by the companys job classification system. Considered the Process Owner or identified by the process owner for the process under review. A letter of introduction will be distributed to the potential cand idates via intra-company e-mail. For those that respond favorably, a consent form will also be distributed. Confidentiality shall be maintained by the researcher through various methods including removal of any and all personally identifying identification through coding of information and expurgation from documentation.