Sar health services switzerland

Assessment Information/Brief 2018/19 To be used for all types of assessment and provided to students at the start of the module. Information provided should be compatible with the detail contained in the approved module specification although may contain more information for clarity. Module title Strategic International Business Management (RKC) CRN July 2019 Level 7 Assessment title Final Assignment Weighting within module This assessment is worth 50% of the overall module mark. Submission deadline date and time As indicated under Unit 3 of the Syllabus section on the RKC online campus. Module Leader/Assessment set by NB all student enquiries regarding the assignment must be sent to their RKC module tutor(s), How to submit You must submit your report via the RKC online campus, either from the home page, or from the Unit 3 of the Syllabus. Assessment task details and instructions For this task you should consider yourself a management consultant who has been recruited by a company (see the case detailed below) to advise them on how to implement a planned change. TASK A) Read the case study below: SAR Health Services (SARHS) are part of a multi-national enterprise based in Switzerland. They supply sophisticated diagnostic equipment to hospitals across Europe and have recently entered new marks in Asia. SARHS’s relationship with its customers is based on high trust, high quality products and in Europe on 24/7 servicing. The company employs around 3000 staff, consisting of technicians, production, office staff (sales, marketing, distribution) managers and drivers. SARHS puts particular emphasis on environmental education through staff training and induction. New staff receive a half-day session on sustainability. In addition, monthly departmental meetings in head office include a ‘green slot’ where updates and activities regarding environmental Assessment Information/Brief 1 sustainability are discussed. The organisation also runs an internship, which has proved to be a useful source of ideas regarding green initiatives. The company has gone through two reorganisations in the last 3 years. The most recent involved shifting from a functional to a matrix structure. Managers however, have complained that this last structural change confused authority and responsibility relationships. Due to pressure on equipment budgets for healthcare organisations, and increasing competition, SARHS senior management team is aware that it has to find ways of reducing operating costs. A decision has been taken to close one production site (Site A) and consolidate operations at another (Site B), some 100 miles away, in 6 months’ time. During this time site B will be redesigned, including the development of an ‘open plan’ office, which it is expected will reduce energy costs. It is anticipated that the overall number of office and production staff will be reduced by 5 -8%, but technical and sales staff numbers are expected to remain the same. ** The management’s aim is to decrease the company’s