Unit 7 Research Paper, A. Ibarra

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ORGANIZATIONAL DEVELOPMENT RESEARCH WCSI, ACCOUNTING DEPARTMENT PAST DUE INVOICES AND COLLECTIONS Amanda Ibarra Park University Internet Campus A course paper presented to the School for Arts and Sciences and Distance Learning in partial fulfillment of the requirements for the degree of Baccalaureate Organizational Development and Change Park University February, 2024 This paper or presentation is my work. Any assistance I received in its preparation is acknowledged within the document or presentation, in accordance with Park University academic honesty policies. If I used data, ideas, words, diagrams, pictures, or other information from any source, I have cited the sources fully and completely in a citation within the paper and also listed on the reference page. This includes sources which I have quoted or that I have paraphrased. Furthermore, I certify that this paper or presentation was prepared by me specifically for this class and has not been submitted, in whole or in part, to any other class in this University or elsewhere, or used for any purpose other than satisfying the requirements of

this class, except that I am allowed to submit the paper or presentation to a professional publication, peer reviewed journal, or professional conference. This is not a draft and is submitted for grading to satisfy in part the requirements for this course and the program(s) in which I am enrolled. In typing my name following the word 'Signature', I intend that this certification will have the same authority and authenticity as a document executed with my hand- written signature. Type Signature: Amanda Ibarra 2

TABLE OF CONTENTS Page INTRODUCTION ............................................................................................................ 4 BODY ............................................................................................................................... 4 Organization Problem ........................................................................................... 4-5 Impact of Organization's Culture .......................................................................... 5-7 Client and Practitioner Considerations .................................................................. 7-8 Data Collection and Diagnostic ............................................................................ 8-9 Overcoming Resistance to Change ....................................................................... 9 Intervention Consideration .................................................................................... 10-11 CONCLUSION ................................................................................................................. 11 REFERENCES .................................................................................................................. 12 3

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INTRODUCTION Workers Comp Solutions, Inc. (WCSI) specializes “in services that help reduce claims handling costs for the employers, insurance carriers, and TPA’s” (Rios, 2024). Our organization specializes in the handling of worker’s comp injury claims, med legal liens, certified interpretation services, and legal hearing representation. The leadership assignment I have assumed is to ensure that the invoicing and collecting of invoices, new and past due, are handled in a manner that will result in collection of invoices in a timely manner and reduce the number of past due invoices that are and have created a loss in company profit. BODY There will be a series of changes that are required to develop a process that will improve the organization and management of invoices and the handling of past due invoices. The development and change will (a) decrease the amount of past due services owed (b) create a structured and organized culture within the accounting department, (c) improve communications with our clients regarding invoices and collections, (d) collect and record payments adequately for financial purpose, (e) overcome the resistance to change how the procedures are managed and handled, and (f) intervene and assist with the success of the organization and its financial stability. WCSI Invoicing and Past Due Collections WCSI is in dire need of restructuring the accounting department, it’s invoicing and collections procedures, and the improvement in communication with our clients. There is an excessive number of past-due invoices vs. the current invoicing of services rendered. WCSI is facing a deficit of $87,450.00 in past due invoices (WCSI Financial Report, 2023). The process 4

in which the invoicing is handled has proven to be ineffective, inefficient, and inappropriate. The department is managed by one person and communication between this manager and our clients is struggling. The fault does not just lye with the accounting manager alone. Our clients fail to inform us when there are changes in whom to contact per case file invoice. This leads to the invoice going unpaid and the loss of time trying to find out whom to address them to. As many of our clients work remotely, hunting down the appropriate person takes time and causes invoices to be more than 30 days late, in our case, many over one year past due. Impact of Organization's Culture The language of worker’s compensation falls within the legal umbrella in wording. When presenting a claim to the worker’s comp appeals board (WCAB), it is usually Employee v. Employer/Insurance Carrier (TPA). When injured workers see this, many hesitate to proceed with their claim. They also think it means they can no longer work for the employer. Settlement offers are provided to injured workers by the employer and it leads to misunderstanding of the situation for many who do not know the laws and procedures. Many employees feel they will be reprimanded in proceeding with a worker’s comp case and find the language intimidating. Communication is a key factor when dealing with a worker’s comp claim. The employer’s representative should be knowledgeable in the process to explain to an injured worker. It would help in following through with a claim from beginning to end. It is important to communicate to the injured worker that every claim is based on artifacts, or documented proof, in regard to the injury and body part(s) affected. All proof obtained leads to the final process and 5

before addressing with the judge at the WCAB, “all proof must be provided to support the legal documents required” (WCAB, 2024). Communication of rights to the injured worker are also documented and provided as proof when a judge reviews the claim. There are many myths when it comes to worker’s compensation. Many employees listen to hearsay when it comes to reporting an injury. They are told if they do so, they can no longer work or will get fired for filing a claim. There are many I have personally encountered who feel they can get sued for filing a claim. The ritual of worker’s compensation is simple, with the hardest part being the injury itself. One files a claim, it is the responsibility of the employer and insurance carrier to assure all documentation and medical evaluations are handled properly, finally, when all is finalized by the doctor, there are two options to proceed: 1) Stipulation with Request for Award: this option leaves open the claim, disperses any permanent disability compensation, secures future medical (for life), and processes all proof, documentation, and settlement stipulation of the claim with the WCAB. 2) Compromise and Release: this option closes the claim completed, pays out any benefits due to the injured worker, and buys out future medical value based on the primary treating physician. Ethics falls into place as it is the right of the employee to file a claim and the responsibility of the employer to assure the employee’s claim is followed through accordingly. It is unethical to force an injured worker to make decisions based on what is profitable to the organization. There is a moral code to be followed and no worker’s comp claim can be inappropriately handled if it is followed through up to final review with a judge. 6

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As employer representatives in worker’s compensation claims, WCSI’s decision making style relies on the documents and proof of the injury claim. “We receive the file from the insurance carrier, review all documents, benefits, medical records, and communicate with the employee to assure both parties understand the case and what is entailed. We assure that the employees have received the appropriate compensation, medical treatment and care, and understand the process so that we can all get to the final stages of the claim” (Ibarra, 2024). Client and Practitioner Considerations a. Our client is the employer (defendant) and the employer’s insurance carrier (TPA). Our clients expect WCSI to manage their claims with the utmost professionalism and as that of the defense attorney. We are non-legal representatives who have the ability to manage a claim within the Worker’s Comp Appeals Board (WCAB) in similarity to a defense attorney. Our obligation is to the employer and to assure that they have followed all policies and procedures prior to presenting the claim to the WCAB judge. It is also our duty to ensure that services are invoiced accordingly, accurately, and in a timely manner. It is also our obligation to ensure the invoices are collected on and in a timely manner, with communication being the most important factor with our clients. b. For the issues at hand, I have been recommended as team practitioner as I am aware of what the issues are and with my education and expertise, was a selected candidate amongst my peers. The internal consultant is the Worker’s Comp Walk Through Specialist. She has five years of experience with worker’s compensation and over 20 years working in an office environment. Within the twenty years, she has worked from front office clerk, 7

sales department, human resources, office manager, personal and office assistant to CEO’s, and accounting department. She is two months shy of obtaining her bachelor’s in business administration with a concentration in human resources and has retained the responsibility of two departments within WCSI and the responsibility of improving the accounting department, including training the accounting manager in new policies and procedures regarding invoice and collections. c. The role taken is to intervene in the accounting department, diagnose the situation at hand, mobilize the department and provide ways to improve the overall handling of invoices and collection. We will address the dissatisfactory conditions which create a loss of profit for the organization. Data Collection and Diagnostic a. Examining the issues facing the organization led to the accounting department and what needed to be addressed. In the program used by WCSI to track its files, Clio, a report of services invoiced can be generated. This report includes files opened, whether invoices have been issued or not, and what value of invoices have been paid vs. those that have not been paid. Upon analyzing the report, the issue is that the collection process is not effective, more so that there was no collection procedure set in place. “The development of the strategic plan greatly helps to clarify the organization’s plans and ensure that key leaders are all “on the same script”, (I. 2023). The planning process was extensive and the ability to serve invoices via email and fax makes the process much easier to track and follow up on. Implementing this procedure did not take long and thus far, it has succeeded on invoices past due within the last year. 8

Tracking is a vital role in the strategic planning, issues-based diagnostic model to succeed. Although invoices are not due until 30 days from date of receipt, there is no reason that follow-up and constant communication with the client cannot be performed. This process allows the client to trust that we are on top of our invoicing and collections. The client will also not be inconvenienced with accounting trying to collect on invoices that are over months due. The diagnostic model of strategic planning, based on issues in the organization, substantiated the problem within the accounting department. The basis relates to our organization’s problem and was the best method in implementing the policies and procedures that will benefit our organization’s profit and obtain its goals in growing and expansion of our services. Overcoming Resistance to Change The potential organizational resistance to change that may be faced by WCSI is nothing more than the accounting manager’s willingness to accept change and understand that it is for the better of the company and its financial year end reporting. The willingness to learn, improve, and adhere to new policies will result in a successful transition from an “old school way of handling a business”, (Melendrez, 2024). Being able to be open and flexible to change will help the accounting department to rewire the approach and embrace the changes rather than trying to control them. “Some people have innate strengths to stabilize, reduce risks and protect what is working, and others have instincts to drive change, experiment and explore options. If you are resisting change because you are risk averse, you might start by assessing risk, researching or planning. Then, enlist help to drive the change” (Mackenzie, 2017) 9

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Intervention Consideration a. An individual is considered an employee of the organization. The interaction and relationship of each WCSI employee is vital in continuing its success through the Human Process intervention. Each employee is responsible for adhering to the design and alignment of the organization’s structure, the technology used, and the processes of the restructuring of Techno-Structural intervention. Among its success, the Human Resources Management intervention comes in place to appraise, reward, and oversee the wellness of the employee. The Strategic Change intervention will include the employee’s alliance to WCSI and his/her desire to succeed and participate in the organizational learning process which will allow for leadership development within the department and the success of collections on all past due invoicing. WCSI’s team is comprised of four employees, who happen to all be family members. The interventions guide the organization, and intergroup team building which allows for brainstorming the possibilities in improving the issues at hand. The team focuses on the organization’s structure and quality of management within each of the departments as each employee manages a department, and one manages two departments through the techno- structural intervention. The HR Management intervention falls into place by assuring all employees follow the policies and practices involved that affect the performance and development of WCSI, as well as appraising employees and diversifying the relationship between all managers. With the team working as one, the strategic changes will succeed in following WCSI’s vision, mission, and strategy to improve the invoicing and receiving of payments in a timely and efficient manner. 10

In WCSI following the Organization Development Interventions, the organization can minimize the issues with past due invoicing and collecting. The organization will improve as individuals who are responsible for the success of the department they manage, the organization’s structure through the techno-structural intervention will improve the restructuring process of invoicing and collecting, and how the system is used to track and manage the process. The HR Management intervention and organization of HR will improve how the employees are rewarded, and the well-being of the organization as a whole. The Strategic change intervention will be successful in adhering and executing our services to meet that of WCSI’s vision, mission, and strategy for being a successful team. CONCLUSION WCSI’s issues within the accounting department not only lies in that acting department manager, but how well the organization, each department, and each employee work together to combat what is holding WCSI back from progressing and growing. In implementing these new strategies, the success offers ways to improve the quality and quantity of invoicing and collections, WCSI is able to provide for the organization as a whole and provide the many incentives that come with being successful and benefiting from the profits that are gained in maintain an efficient accounting system. Invoices will be collected in a timely manner and communication with our clients will improve as the process improves. WCSI’s goal in finishing strong for the 2024 year ending financial reports will prove that all employees, departments, and managers have come together to ensure a work culture that will be effective, successful, and profit bearing. WCSI relationship with clients will improve and assure that accountability is held between the accounting department and WCSI clients. 11

REFERENCES I. (2023, September 3). All About Strategic Planning . Management Library. https://management.org/strategicplanning/index.htm MacKenzie, A. (2017, December 11). 12 Ways To Overcome Your Resistance To Change . Forbes. https://www.forbes.com/sites/forbescoachescouncil/2017/12/11/12-ways-to-overcome- your-resistance-to-change/?sh=6891e3fd5833 Melendrez, J (2024, January 29) WCSI Accounting Manager. Rios, M (2024, January 30) President/CEO. WCSI 2023 Financial Report (n.d.). Worker's Compensation Appeals Board (WCAB) . State of California Department of Industrial Relations. https://www.dir.ca.gov/wcab/wcab.htm 12

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Research Paper Checklist (x ) Yes, I downloaded and used the template (x ) Yes, I included a cover page, per the template (x ) Yes, I included a table of contents with correct page numbers, per the template (x ) Yes, my paper is at least eight pages, NOT counting the cover, table of contents, and reference pages (x ) Yes, I used 12 pitch font, double spaced, but did not double-double space between paragraphs (x ) Yes, I labeled all the topics and subtopics (put the topic and subtopic name at the beginning of the paragraph as outlined in the template). (x ) Yes, I used the exact topics and subtopics and ordered them exactly as listed in the table of contents. (x ) Yes, I included a reference page with at least six (6) references. Three (3) are different personal references from members of the organization researched; for example, quotes from people who are members of the organization. (x ) Yes, for every reference listed on the reference page, I have a matching citation in the introduction, body, or conclusion of my paper 13

(x ) Yes, for every citation in the introduction, body, or conclusion of my paper, I have a matching reference on the reference page (x ) Yes, my pages are numbered ( x) Yes, I did not use any contractions (i.e., don't) (x ) Yes, I documented my references in APA format and as outlined in the template on the reference page and as citations in the introduction, body, and conclusion of the paper ( x) Yes, I included all the topics (introduction, body, conclusion, and reference) ( x) Yes, I included all subtopics: (a) organization problem, (b) impact of the organization's culture, (c) client and practitioner's considerations, (d) data collection and diagnostic, (e) overcoming resistance to change, and (f) intervention consideration. (x ) Yes, I read the syllabus and rubric as relates to grading criteria for the research paper (x ) Yes, I drop-boxed the research paper not later than Sunday of Week 7. 14

Hello Amanda: 1. Approved, do it. I recommend using a process intervention to improve financial tracking and solution discrepancies that department managers provide. 2. Please download the attached research paper template. The research paper template is the exact format and style that should be used to complete the paper. The research paper is due in the grade book before Sunday, week 7. 3. Ensure the weekly critical essays (weeks 2 - 8) are directed at Workers’ Comp Solutions, Inc. (WCSI), and you mention Workers’ Comp Solutions, Inc. (WCSI) in the essay to include cited references. Regards, Karl 15

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