Economic Management: Maximizing Organizational Effectiveness (part 7 - The Conclusion - The Podcast)

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Economic Management: Maximizing Organizational Effectiveness (part 6 - The Podcast)

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Public Relations: A Practitioner's Guide (part 1)

What is Public Relations?

by

Charles Lamson

There are many different definitions of public relations. American historian Robert Heilbroner once described the field as "a brotherhood of some 100,000, whose common bond is its profession and whose common woe is that no two of them can ever quite agree on what that profession is."

In 1923, the late Edward Berneys described the function of his fledgling public relations counseling business as one of providing

information given to the public, persuasion directed at the public to modify attitudes and actions of an institution with its publics and of publics with those of that institution.

Today, although a generally accepted definition of public relations still eludes practitioners, there is a clearer understanding of the field. One of the most ambitious searches for a universal definition was commissioned in 1975 by the Foundation for Public Relations Research and Education. Sixty-five public relations leaders participated in the study, which analyzed 472 different definitions and offered the the following 88-word sentence:

Public relations is a distinct management function which helps establish and maintain mutual lines of communications, understanding, acceptance, and cooperation between an organization and its publics; involves the management of problems or issues; helps management to keep informed on and responsive to public opinion; defines and emphasizes the responsibility of management to serve the public interest; helps management keep abreast of and effectively utilize change, serving as an early warning system to help anticipate trends and uses research and sound and ethical communication techniques as its principal tools.

In 1988, the Public Relations Society of America formally adopted the following definition of public relations:

Public relations helps an organization and its publics adapt mutually to each other.

The Public Relations Society noted that its definition implied the functions of research, planning, communications dialogue, and evaluation, all essential in the practice of public relations.

No matter which formal definition one settles on to describe the practice, in order to be successful, public relations professionals must always engage in a planned process to influence the attitudes and actions of their targets.

Planned Process to Influence Public Opinion

What is the process through which public relations might influence public opinion? Communications professor John Marston suggested a four-step model based on specific functions: (1) research, (2) action, (3) communication, and (4) evaluation. Whenever a public relations professional is faced with an assignment---whether promoting a client's product or defending a client's reputation---he or she should apply Marston's R-A-C-E approach:

1. Research. Research attitudes about the issue at hand.
2. Action. Identify action of the client in the public interest.
3. Communication. Communicate that action to gain understanding, acceptance, and support.
4. Evaluation. Evaluate the communication to see if opinion has been influenced.

The key to the process is the second step---action. You cannot have effective communication or positive publicity without proper action. Stated another way, performance must precede publicity. Act first and communicate later. Indeed, some might say that public relations---PR---really should stand for performance recognition. In other words, positive action communicated straightforwardly will yield positive results.

This is the essence of the R-A-C-E process of public relations.

Public relations professor Sheila Clough Crifasi has proposed extending the R-A-C-E formula into the five part R-O-S-I-E to encompass a more managerial approach to the field. R-O-S-I-E prescribes sandwiching the functions of objectives, strategies, and implementation between research and evaluation. Indeed, setting clear objectives, working from set strategies, and implementing a predetermined plan is a key to sound public relations practice.

Still others suggest a process called R-P-I-E for research, planning, implementation, and evaluation, which emphasizes the element of planning as a necessary step preceding the activation of a communications initiative.

All three approaches, R-A-C-E, R-O-S-I-E, and R-P-I-E, echo one of the most widely repeated definitions of public relations, developed by the late Denny Griswold, who founded a public relations newsletter.

Public relations is the management function which evaluates public attitudes, identifies the policies and procedures of an individual or an organization with the public interest, and plans, and executes a program of action to earn public understanding and acceptance.

The key words in this definition are management and action. Public relations, if it is to serve the organization properly, must report to top management. Public relations must serve as an honest broker to management, unimpeded by any other group. For public relations to work, its advice to management must be unfiltered, uncensored, and unexpurgated. This is often easier said than done because many public relations departments report through marketing, advertising, or even legal departments.

Nor can public relations take place without appropriate action. As noted, no amount of communications---regardless of its persuasive content---can save an organization whose performance is substandard. In other words, if the action is flawed or the performance rotten, no amount of communicating will change the reality. Stated another way, it is axiomatic in public relations that "You can't pour perfume on a skunk."

The process of public relations, then, as Professor Melvin Sharpe has put it, "harmonizes long-term relationships among individuals and organizations in society." To "harmonize," Professor Sharpe applies 5 principles to the public relations process:

• Honest communication for credibility
• Openness and consistency of actions for confidence
• Fairness of actions for reciprocity and goodwill
• Continuous two-way communication to prevent alienation and to build relationships
• Environmental research and evaluation to determine the action or adjustments needed for social harmony

And if that doesn't yet give you a feel for what precisely the practice of public relations is, then consider public relations Professor Janice Sherline Jenny's description as "the management of communications between an organization and all entities that have a direct or indirect relationship with the organization, i.e. its publics."

No matter what definition one may choose to explain the practice, few would argue that the goal of effective public relations is to harmonize internal and external relationships so that an organization can enjoy not only the goodwill of all its publics but also stability and long life.

*SOURCE: THE PRACTICE OF PUBLIC RELATIONS, 10TH ED., 2007, FRASER P. SEITEL, PGS. 4-6*

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Leading Human Resources: An Analysis (part 26 - The Conclusion)

Transformational Leadership
by
Charles Lamson

Studies of successful and unsuccessful organizational transformation have emphasized the decisive role of leadership in these situations and have given rise to the concept of transformational leadership, which is also termed visionary leadership, strategic leadership, or charismatic leadership. This new leadership arena involves specific leadership behaviors, actions, and strategies that are required to bring about organizational transformation. The concept of transformational leadership does not alter the basic definition of leadership, the process of influencing the activities of an individual or a group in efforts toward goal achievement in a given situation. It does, however, highlight the specific actions that the leader should perform in a transformation. Let's summarize the key leadership actions for bringing about organizational transformation.

Personal Commitment to the Transformation by the Leadership

The leadership of the organization must be fully committed to the transformation, and the commitment must be visible to other organizational members and external stakeholders (key players).

Firm, Relentless, and Indisputable Communication of the Impossibility of Maintaining the Status Quo

The leadership must forcefully communicate the future of the status quo. This must be done in such a way that a critical mass of members will want to change. The Schein model emphasizes the importance of increasing the anxiety of not changing and decreasing the anxiety of changing. This process requires:

• Firm statements backed by credible evidence that the status quo is untenable because of circumstances and trends external to the organization.
• Clear indications that the failure of the status quo is final and irreversible.

Clear and Enthusiastic Communication of an Inspiring Vision of What the Organization Could Become

The leadership must persistently communicate a clear picture of the future state of the organization in a way that this vision is shared and supported by the members of the organization, individually and collectively. This communication requires:

• A clear and vivid value-based vision created by an appropriate mix of rational analysis, intuition, and emotional involvement.
• Repeated communication of the vision, beliefs, and values to the members of the organization in a way that inspires and excites them and touches their hearts and minds with a sense of urgency.

Timely Establishment of a Critical Mass of Support for the Transformation

The leadership must identify the key players and power holders in the organization and in its operating environment and obtain their support for the change. Obtaining support requires:

• Acknowledging the power that key players in and outside the organization have.
• Discussing with them the failure of the status quo, presenting them with the vision of the future and the values accompanying it, and convincing them of the need to change.
• Showing personal and organizational benefits to be achieved and involving them in decisions and implementation.

Acknowledging, Honoring, and Dealing With Resistance to the Transformation

The leadership must acknowledge resistance to the change and deal with it as a necessary stage in the process of abandoning the status quo and embracing the new vision with its beliefs and values. Dealing with resistance requires:

• A willingness to listen.
• Some tolerance and patience.
• Clarification and repetition of the need to change and the benefits of the transformation.

Defining and Setting Up an Organization That Can Implement the Vision

The leadership must design and put into action an organization that will be congruent with the new beliefs and values. Leadership must be willing to risk the introduction of structural changes and the acquisition and allocation of resources that will secure the competence and commitment to make the transformation work and that will put into place appropriate systems of organization for the transformation including:

• Modeling and anchoring the required beliefs and values in appropriate new roles and actions.
• Implementing strategies, structures, and systems including a power network that is clearly aligned to, and supportive of, the actions that need to be accomplished in order to realize the vision and enact the new beliefs and values.
• Replacing key staff, or staff in key positions, who are not suited to the change.
• Introducing education, training, and retraining in the actions required by the transformation and specifically by the new beliefs and values.
• Implementing a reward system that will reinforce actions that are congruent with a new set of beliefs and values.

Regular Communication of Information about Progress and Giving Recognition and Reward for Achievements

The leadership must communicate to the organization how the transformation is progressing, announce and celebrate achievements, openly share setbacks, and encourage the risk-taking behavior required to implement the vision. This step requires:

• Regular publication of achievements and face-to-face feedback sessions.
• Emphasizing, recognizing, and consistently rewarding the gains made toward the implementation of the vision, the beliefs, and the values.

Transformational leadership thus includes both the dramatic, courageous, and emotionally stirring actions and the mundane, ongoing day-to-day transactions that are integral to life in organizations. Putting all of this together, we define transformational leadership as:

A deliberate influence process on the part of an individual or group to bring about a discontinuous change in the current state and functioning of an organization as a whole. The change is driven by a vision based on a set of beliefs and values that require the members of the organization to urgently perceive and think differently and to perform new actions and organizational roles.

Let's examine this definition in some detail.

A Deliberate Influence Process

The leadership is very conscious of what they want to bring about, and they have a specific plan, at least initially, of how they want to bring about the transformation. Their actions are premeditated rather than spontaneous.

On the Part of An Individual or Group

This phrase specifies that the leadership may be an individual or a group within the organization.

To Bring About a Discontinuous Change

The term discontinuous is used in deliberate contrast to the term incremental. A transformation is a clear break from the past and the present. The acid test for a discontinuous change is analysis of future critical success factors. If these factors are not qualitatively different from the current critical success factors, the change is probably only incremental.

In the Current State and Functioning

State refers to the performance of the organization, such as the health of the organization. Functioning includes the internal and external interactive patterns as reflected in organizational structures and systems.

Of An Organization As a Whole

Transformational leadership is pervasive in terms of both the horizontal and vertical dimensions of the organization, and it is also systemic in that it sees the organization as a system to be changed.

The Change is Driven by a Vision Based on a Set of Beliefs and Values

The development and pursuit of a belief- and value-anchored vision is the distinguishing feature of transformational leadership. The vision, in terms of being a belief- and value-infused picture of representation of what the organization as an entity could become, is also the clearest signal that the change to come is discontinuous. The vision, and particularly the set of underlying beliefs and values, is, in effect, a control mechanism for ensuring the type of activities required to achieve the future state.

That Requires the Members of the Organization to Urgently perceive and Think Differently and to Perform New Actions and Organizational Roles

Transformational leadership aims at instilling new behaviors in most members of the organization and without exception requires new role sets and role behaviors in the classic interpretation of the concept of role, as used in the behavioral sciences. Although we  have put the emphasis on new actions as the observable result, we also include in the concept new ways of perceiving and thinking as the precursors toward observable behavior. Transformational leadership is also invariably characterized by an urgency; time is important, and because a transformation more often than not is a response to an organizational crisis, the new actions are urgently required.

*SOURCE: MANAGEMENT OF ORGANIZATIONAL BEHAVIOR: LEADING HUMAN RESOURCES, 8TH ED., 2001, PAUL HERSEY, KENNETH H. BLANCHARD, DEWEY E. JOHNSON, PGS. 417-421*

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The Rant - Economic Management: Maximizing Organizational Effectiveness ...

Economic Management: Maximizing Organizational Effectiveness (part 5 - The Podcast)

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Leading Human Resources: An Analysis (part 25)

Implementation---Getting from Here to There

by

Charles Lamson

The implementation process involves the following: identifying alternative solutions and appropriate implementation strategies; anticipating the probable consequences of each of the alternative strategies; and choosing a specific strategy and implementing it.

This stage of the change process involves the translation of diagnostic data into change goals and plans, strategies, and procedures. Questions such as the following must be asked: How can change be effected in a work group or organization, and how will it be received? What is adaptive, and what is resistant to change within the environment?

Once your analysis is completed, the next step is to determine alternative solutions to the problem(s). Hand in hand with developing alternative solutions is determining appropriate implementation strategies. Three approaches are helpful in the implementation process: Lewin's change process and force field analysis and Schein's idea of psychological safety. This post will focus on Lewin's change process

Lewin's Change Process

In examining change, Kurt Lewin identified three phases of the change process---unfreezing, changing, and refreezing.

Unfreezing

The aim of unfreezing is to motivate and make the individual or the group ready to change. It is a thawing-out process in which the forces acting on individuals are rearranged so that now they see the need for change. According to Schein, when drastic unfreezing is necessary, the following common elements seem to be present: (1) The individuals being changed are physically removed from the accustomed routines, sources of information and social relationships; (2) all social supports are undermined and destroyed; (3) the individuals being changed are demeaned and humiliated so that they will see their old attitudes or behavior as unworthy and thus be motivated to change; (4) reward is consistently linked with unwillingness to change.

Changing

Once individuals have become motivated to change, they are ready to be provided with new patterns of behavior. This process is most likely to occur by one of two mechanisms: identification or internalization. Identification occurs when one or more models are provided in the environment---models from whom individuals can learn new behavior patterns by identifying with them and trying to become like them. Internalization occurs when individuals are placed in a situation in which new behaviors are demanded of them. They learn these new behavior patterns not only because they are necessary for survival, but also because new high-strength needs are induced by coping behavior.

Internalization is a more common outcome in those influence settings where the direction of change is left more to the individual. The influence that occurs in programs such as Alcoholics Anonymous, in psychotherapy or counseling for hospitalized or incarcerated populations, in religious retreats, in human relations training, . . . and in certain kinds of progressive education programs is more likely to occur through internalization or, at least, to lead ultimately to more internalization.

Identification and internalization are not either/or courses of action. Rather, effective change is often the result of combining the two into a strategy for change.

Compliance is sometimes discussed as another mechanism for inducing change. It occurs when an individual is forced to change by the direct manipulation of rewards and punishment by someone in a power position. In this case, behavior appears to have changed when the change agent is present, but it is often dropped when supervision is removed. Thus, rather than discussing force or compliance as a mechanism of changing, we should think of it as a tool for unfreezing.

Refreezing

The process by which the newly acquired behavior comes to be integrated as patterned behavior into the individual's personality or ongoing significant emotional relationships is referred to as refreezing. According to Schein, if the new behavior has been internalized while being learned, "this has automatically facilitated refreezing because it has been fitted naturally into the individual's personality. It has been learned through identification, it will persist only so long as the target's relationship with the original influence model persists, unless new surrogate models are found or social support and reinforcement are obtained for expressions of the new attitudes."

This statement highlights how important it is for an individual engaged in a change process to be in an environment that continually reinforces the desired change. The effect of many training programs has been short-lived when the person returns to an environment that does not reinforce the new patterns or, even worse, is hostile toward them.  

*SOURCE: MANAGEMENT OF ORGANIZATIONAL EFFECTIVENESS: LEADING HUMAN RESOURCES, 8TH. ED., 2001, PAUL HERSEY, KENNETH H. BLANCHARD, DEWEY E. JOHNSON, PGS. 380-382*

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How to Start a Home Care Business: The Proposal (part 10)

CONSUMER DIRECTED SERVICES’ GENERAL INFORMATION

CONSUMER DIRECTED SERVICES (CDS) include: 

• State Plan Personal Care, which includes but is not limited to: 
• Personal Care – bathing, grooming, dressing, personal hygiene 
• Toileting – ostomy or catheter hygiene; bowel and/or bladder routine; general toileting activities 
• Health – use of transfer devices/mobility issues/prostheses, passive range of motion, manual assistance with medications, treatments, cleaning and maintenance of equipment
• Housekeeping – cleaning, dusting, bed linens, laundry, trash
• Meals – meal preparation and/or assistance with eating, washing dishes 
• Transportation – essential shopping/errands, school or employment

CONSUMER DIRECTED SERVICES PROPOSAL FOR CONTRACT

The following information must be submitted to be considered for a participation agreement (contract) to provide consumer directed services. In order for the Missouri Medicaid Audit and Compliance Unit (MMAC) to conduct an efficient review of the business entity’s proposal, the proposal must meet the requirements as outlined in the Proposal Submission Requirements (see How to Start a Home Care Business (part 9)). 

Section I: Forms

1. CDS Proposal Checklist
2. Vendor Profile
3. Service Area Commitment (SAC) indicating the geographic areas (counties) the applying provider plans to serve.
4. Business Organizational Structure (BOS) and all required documents as indicated by the section of the form completed

Section II: Business Documentation

1. Notification from the Internal Revenue Service of the business entity’s Federal Employer Identification Number.
2. Notification from the Missouri Department of Revenue of the business entity’s Missouri Employer Identification Number.
3. Current Vendor No Tax Due letter from the Missouri Department of Revenue. Information available at https://dor.mo.gov/forms/943.pdf.
4. The e-mailed verification of registration received from the Missouri Office of Administration (OA) (https://missouribuys.mo.gov/). Minimum registration required is “Standard” (no fee). Do not submit anything if the name, address and federal employer identification number are already registered with OA.
5. Copy of EVV (Electronic Visit Verification or Telephony) contract. A quote is acceptable during the proposal process, but a contract must be in place prior to the final approval for participation. Refer to RSMo 208.909.1.
6. National Provider Identification Number (NPI). Information is available at https://nppes.cms.hhs.gov/#/. You must register under the business name as an 02-Organizational Entity
7. Business license. If a business license is not required submit a statement of explanation.
8. Lease agreement or deed for the office location.

Section III: Business Plan

Applying vendors must assure the MMAC that sufficient financial resources exist to provide continuous service to consumers. The use of a business plan will help entities manage their business and ensure financial stability. For assistance in developing a business plan, contact the Missouri Business Assistance Center (MBAC) at 573/751-2863 for a complete start-up package or information is available on their website at www.missouribusiness.net. At a minimum, the Business Plan must include the following information: 

Company - Correct legal name of entity as filed with the Missouri Secretary of State, Internal Revenue Service (“IRS”) and Missouri Department of Revenue (“DOR”) and used throughout the proposal. Description of the entity including if it is new or existing, its history, purpose, etc. 

Office/Plant - Office address and description of area and building. State whether the office is rented, leased or owned. If the business is located in a home, describe the space that is dedicated exclusively for business. Describe how the location meets the Americans with Disabilities Act’s accessibility requirements. 

Personnel - Describe how personal care attendants will be recruited to provide direct care. 

• Describe how employees will be recruited for administrative and billing functions. 
• Describe the prior experience or education that qualifies management to run this type of business. 

Marketing - Describe the local market for this service. 

• Describe the methods to be used to obtain consumers in this market. 
• Describe what efforts, if any, will be used to expand beyond the local market. 
• Describe what kind of payments will be sought (Medicaid reimbursement, Medicare, private pay, etc)

Financial Management – Describe a plan for management of the financial resources of the entity. 

• Describe the qualifications of the person(s) handling the financial matters of the entity. Include the name(s) of the individual(s). 
• Include a budget for starting the business and projected operating costs for the first year of operation. 
• Identify the sources of revenue to be used to start the business. 
• State how the agency will be able to provide fiscal conduit services (continuously meet financial responsibilities prior to state reimbursement).

Section IV: Training

Submit a detailed training and orientation plan for participants that meet the requirements of 19 CSR 15-8.400. Do not submit training materials to be used. Provide a copy of the agenda outlining each topic to be trained.

Section V: Policies and Procedures

1. Philosophy for promoting the consumer’s ability to live independently in the most integrated setting or the maximum community inclusion of participants with physical disabilities in compliance with 19 CSR 15-8.400.  
2. Policy and procedures for maintaining telephone contact with state agencies and participants during business hours and after business hours in compliance with the Program Requirements. 
3. Policy and procedures for notifying participants of any changes in vendor’s telephone number, address, and/or posted business hours in compliance with the Program Requirements. 
4. Policy and procedures for quality assurance and supervision process that will ensure program compliance and accuracy of records in compliance with 19 CSR 15-8.400. 
5. Policy and procedures regarding elder abuse, neglect and exploitation including identification and reporting in compliance with 192.2400 – 192.2475 RSMo; 19 CSR 15-8.400, and the Program Requirements. 
6. Policy and procedures for preventing and detecting conduct or actions that are improper or abusive of the MO HealthNet program, including reporting or resolution of improper or abusive conduct in compliance with 19 CSR 15-8.400 and 13 CSR 70-3.030. Improper conduct or actions include, but not limited to, misappropriation of participant property and/or funds, falsification of service delivery documents, falsification of agency records, etc.  
7. Policy and procedures for suspending and closing services to participants in compliance with 19 CSR 15-8.400. 
8. Policy and procedures for hiring personal care attendants in compliance with 19 CSR 15-8.400 and the Program Requirements.  
9. Policy and procedures for maintaining participant files in compliance with 19 CSR 15-8.400, and Program Requirements.  
10. Policy and procedures for filing claims for Medicaid reimbursement in compliance with 19 CSR 15-8.400.  
11. Policy and procedures for performing payroll functions on behalf of participants in compliance with 19 CSR 15-8.400 and the Program Requirements. 
12.  A copy of the employment application to be completed by personal care attendants. The application must be in compliance with the Program Requirements. 
13. Policy and procedures for ensuring personal care attendants are registered, screened and employable per the Family Care Safety Registry (FCSR) in compliance with 19 CSR 15-8.400, and the Program Requirements. 
14. Policy and procedures for screening personal care attendants against the Employee Disqualification List (EDL) in compliance with 192.2490.1 RSMo and the Program Requirements.

Section VI: Assurances

Complete both pages of the Consumer Directed Services Assurances form. No additional documentation needs to be submitted with this form. However, applying vendor’s policies and procedures must incorporate the assurances noted in items #4 through #21.

Section VII: Screening Documentation

Include in your proposal, a list of the exact name, date of birth and social security number(s) used, for all of the individuals listed below for screening purposes. 

• All owners with more than 5% direct or indirect ownership or control interest, all corporate Officers, Directors, and members of LLCs.  
• Executive Director and CDS Coordinator  
• Each individual listed on the Business Organizational Structure 
• Managing Employees” as defined in 13 CDS 65-2.010(21) 

Registration with Family Care Safety Registry (FCSR) is required for individuals that will have direct contact with Medicaid participants, including but not limited, to those listed above. The registration should now be completed online. Visit https://health.mo.gov/safety/fcsr/ for the online registry and instructions. Include the FCSR registration from DHSS with your proposal.

Section VIII: Confirmation of CDS Orientation Attendance

Any CDS proposal submitted after March 1, 2019, you must submit a copy of the Ceritficate of Attendance for the CDS Orientation Training. Proposals will not be reviewed by MMAC until documentation of attendance is submitted.

Submit the Completed Proposal To

Mailing Address: 

Missouri Medicaid Audit and Compliance 

Provider Contracts P.O. 

Box 6500 

Jefferson City, MO 65102-6500 

Physical Address: 

Missouri Medicaid Audit and Compliance Provider Contracts 

205 Jefferson St., 2nd Floor 

Jefferson City, MO 65101

*source: https://mmac.mo.gov/wp-content/uploads/sites/11/2019/05/CDS-Proposal-for-Contract-CDS-Orientation-Final.pdf*

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Economic Management: Maximizing Organizational Effectiveness (part 4 - The Podcast)

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The Rant - Economic Management: Maximizing Organizational Effectiveness ...

Economic Management: Maximizing Organizational Effectiveness (part 3 - The Podcast)

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