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This guidebook goes beyond people analytics to provide a research-based, practice-tested methodology for doing relational analytics, based on the science of relational coordination. We are witnessing a revolution in people analytics, where data are used to identify and leverage human talent to drive performance outcomes. Today's workplace is interdependent, however, and individuals drive performance through networks that span department, organization and sector boundaries. This book shares the relational coordination framework, with a validated scalable analytic tool that has been used successfully across dozens of countries and industries to understand, measure and influence networks of relationships in and across organizations, and which can be applied at any level in the private and public sectors worldwide. Graduate students and practitioners in human resource management, health policy and management, organizational behavior, engineering and network analysis will appreciate the methodology and hands-on guidance this book provides, with its focus on identifying, analyzing and building networks of productive interdependence. Online resources include data appendices and statistical commands that can be used to conduct all these analyses in readers'own organizations.

Economic inequality has recently gained considerable academic attention. However, two important aspects of inequality have not been discussed systematically: its multidimensional nature and the question of what can be done to reverse it. This book offers insights from scholars representing the Global Labour University, which operates in Brazil, Germany, India, South Africa and the US. They analyse the various drivers of inequality, assess policy responses, and discuss counterstrategies. The main findings of this book are that rising levels of inequality cannot be addressed only with the standard policies responses, namely education, redistribution and ‘green growth'. In addition, the way markets currently function needs to be corrected. The chapters in this volume focus on specific fields of contemporary capitalism where important drivers of inequality are located, for example, the labour market; the financial system; the tax system; multi-national corporations; and gender relations. Other chapters discuss in detail where political opportunities for change lie. They critically assess existing countermeasures; the idea of a ‘green economy'and its implications for inequality; and existing campaigns by trade unions and new social movements against inequality. In line with the global nature of the problem, this book contains case studies on countries both from the north and south with considerable economic and political weight. This book provides academics, political practitioners and civil society activists with a range of ideas on how to drive back inequality. It will be of interest to those who study political economy, development economy and labour economics.

The number of connecting passengers through Southwest Airlines'Baltimore station has grown 100% CAGR since 1997. Originally designed as a point-to-point network, this load of connecting passengers has been stressing Baltimore ground operations, resulting in an erosion of service quality and difficulties in achieving fast plane turnarounds--one of the key elements of Southwest's low-cost strategy. This case presents comparative data to illuminate the key elements of Southwest's operating strategy and provides detailed information about the activities and information flows required to turn around a plane, allowing for a meaningful analysis of the process--e.g., resource utilization, capacity, bottlenecks, and coordination mechanisms. A rewritten version of an earlier case.

Supplements the case.

JetBlue Airways shows how an entrepreneurial venture is able to use human resource management, specifically a values-centered approach to managing people, as a source of competitive advantage. The major challenge faced by Ann Rhoades is to grow this people-centered organization at a rapid rate, while retaining high standards for employee selection and maintaining a small company culture.

Supplements the case.

Supplements the (A) case. A rewritten version of an earlier supplement.

External cost pressures are motivating the adoption of case management (CM) at Beth Israel Deaconess Medical Center (BIDMC), but several of the organization's key professional groups are working against it. President and CEO David Dolins must decide whether CM is needed, and whether it is compatible with the employee-and patient-centered culture upon which BIDMC has built its success. CM has been touted in the health-care industry as a way to coordinate the complex, multidisciplinary process of patient care, in hopes of controlling costs without reducing quality. CM creates a new role that stands above the established disciplines--physicians, nurses, and social workers--to coordinate their activities and oversee their performance. The case describes the threat posed by CM to the professional status of physicians, social workers, and nurses. It also explores the coordination mechanisms already in place--care paths, primary nursing, care-management teams, and information systems--and questions whether CM is needed.

Transitional Infant Care Specialty Hospital (TIC) addresses the question of whether and how to maintain strategic focus in an industry that is calling increasingly for integrated service delivery. Despite providing high-quality, cost-effective care relative to competitors in its market, TIC is in trouble. Full-service hospitals in its market area are adopting some of its innovative practices and are beginning to provide similar services. Worse, the local health care system in Pittsburgh is shaping up into two large integrated delivery systems, in neither of which TIC is a strong player. TIC has neglected marketing and strategy issues in favor of'caring for babies.'How can they position themselves in an increasingly integrated local health care delivery system, without losing the focus that has been the source of their operational and service excellence?

Describes an innovative approach to organizing health care proposed by Oxford CEO Steve Wiggins. Wiggins contends that the primary care physician'gatekeeper'model typically used by health maintenance organizations to control access to and coordinate specialist care is ineffective. The generalist PCP cannot be expected to have knowledge that is sufficiently deep to play the role of coordinator. Wiggins aims to replace it with an approach that connects patients to teams of specialists and health care facilities that have contracted with Oxford to provide total care for particular conditions or'cases,'from start to finish. The success of this model rests in part on the ability of specialists and health care facilities to agree contractually on how to split the pie among themselves. But beyond that starting point, it rests on the ability of these distinct entities, each with its own specialized knowledge, to coordinate care more effectively than the generalist PCP. Will this model, on which Wiggins claims to have'bet the company,'succeed?

Reading Rehab Hospital has experimented with a popular new concept in health care--patient-focused care--intended to increase quality and reduce costs by organizing care delivery around particular diagnoses or'service lines,'rather than around the functions or disciplines of the care providers. It is equivalent to product rather than process focus. Rehabilitation involves multiple disciplines which must share information about their evaluations of the patient, about planned treatments, and about patient progress. The decisions and actions of one care provider depend on those of another. This case illustrates the effects of a problem fundamental to service operations--variable demand and the limitations of organizing production by service lines under conditions of uncertain demand, due to the loss of pooling. Finally, its methods, for achieving the coordination benefits of service lines under conditions where the level or stability of demand is insufficient to justify the use of service lines.

United Electric Controls (UE) was a small, traditional family-owned manufacturing company when Dave Reis, the youngest member of the Reis family, took over the business. This case describes Reis's efforts to change UE's traditional work practices in order to make the business more profitable and position it for growth. UE's experiments with strategies to involve workers in the change process are described, as are efforts to adopt Japanese manufacturing techniques. The case dilemma centers around UE's decision to spend $1.5 million to put in place a state-of-the-art computer system. It is hoped that this system will help to better integrate company functions. The wisdom of this decision and how it would impact UE's future growth should be the subject of a rich classroom discussion.