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Strategic planning
Strategic planning
Strategic planning in health care quiz
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Strategic health care management is becoming the primary focus as it is crucial to deal with today’s changing health care landscape. The increasingly growing competitiveness and challenging health care legislative mandate collaborative leadership approaches that synchronize and involve all stakeholders in strategic planning. This is particularly important when determining both long-term and short-term strategic goals. As an example of successful strategic planning, this paper discusses the strategic goals of Johns Hopkins Medicine’s (JHM) strategic plan. The plan covers six priorities including people, biomedical discoveries, patients, education, integration, and performance. Also, the paper identifies the main stakeholders and the relatively different levels of the strategic plan. Long-term goals Strategic planning is based on and developed from the long-range planning that relies on the assumption that future products and services are the same as the present time (Ginter, Duncan, & Swayne, 2013). On the contrary, strategic planning jumps into the future with the aid of all available current information derived from different sources and assessed by different stakeholders participation (Ginter, Duncan, & Swayne, 2013). Clearly, the strategic plan of JHM includes multiple long-term goals. Certainly, those goals are well aligned and consistent with the organization’s mission. JHM’s strategic plan emphasizes the value of improving the workforce overall status by encouraging healthy life styles, professional development, embracing selective recruiting plans, investing in innovative leaders (John Hopkins, 2014). In the biomedical discoveries, the strategic plan aim for Johns Hopkins to become the leading institution research, da... ... middle of paper ... ...dly, precise forecasting is almost impossible, but collaborative efforts coupled with the incorporation of innovative techniques can guide the management to well informed planning. In conclusion, despite the challenging obstacles and impediments to strategic planning, effective planning can easily ensure success. Works Cited Curran, C. R., & Totten, M. K. (2010). Mission, strategy, and stakeholders. Nursing Economics, 28(2), 116-8. Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2013). Strategic management of health care organizations (7th ed.). San Francisco, CA: Jossey-Bass. John Hopkins (2014). John Hopkins Strategic Plan. Retrieved from http://www.hopkinsmedicine.org/strategic_plan/ on 3/15/ Patnaik, R. (2012). Strategic planning through complexity: Overcoming impediments to forecast and schedule. IUP Journal of Business Strategy, 9(1), 27-36.
...he operating margin, cash on hand, and days in accounts receivable as these have been major factors. The new system being put in place for the materials management system should be closely monitored, as it will determine the adaptability of the department. The reformation of the Governing Board can be justified through the successes or failures it creates while going through the restructuring process. It will be important to get feedback from employees and the CEO to see if conflicts arise. The new physical therapy center will continue to be monitored to see if revenues are as high as thought with the expansion of this facility. Overall, it will continue to be a process of monitoring, reevaluating, and gathering appropriate data to determine if the strategic plan being implemented is continuously seeking the values, mission, and vision of the Coastal Medical Center.
Honor Health is a hospital and physician provider system located in phoenix Arizona. Honor health is relatively new hospital chain, more specifically it is the result of a merger of Scottsdale hospital and the John C. Lincoln Health Network (Alltucker, 2013). Honor Health’s mission statement is relatively short, comprising only a single sentence. Their mission and vision statements are, “To improve the health and well-being of those we serve” and, “To be the partner of choice as we transform healthcare for our communities” (Honor Health, 2015). While their vision and mission statements impart a direction and goal for their organization, the vagueness of both statements may cause problems in guiding targeted strategic initiatives. This essay
Current health care systems exist in complex atmospheres that regularly change to meet the demands of health care personnel and consumers. Health care systems deal with many different cultures, values, and interests making it increasingly more difficult for management to provide their employees with a clear vision of the future (Lega, Longo, & Rotolo, 2013). Begun, Hamilton, and Kaissi (2005) explain health care centers utilize strategic planning to better understand their environments and ensure the organization’s structure, culture, and important decision-making are compatible within their current surroundings. Ginter, Duncan, and Swayne (2013) describe strategic planning as “the periodic process of developing a set of steps for an organization to accomplish its’ mission and vision using strategic thinking” (p.14). The goal of strategic health care planning is to improve performance throughout the organization (Begun et al, 2005). This paper discusses the strategic plan for Brooklyn Hospital Center including its long and short- term goals, its strategic thinking and key stakeholders, and the various strategies identified within the plan.
A strategic planning process is developed from a SWOT analysis (Harrison, 2010). When a nurse begins to plan strategically, this entails organization, adjustment and management to strengthen operations within the healthcare organization (Nelson-Brantley & Ford, 2017). Due to an ever-changing environment within a health
Formed in 1998, the Managed Care Executive Group (MCEG) is a national organization of U.S. senior health executives who provide an open exchange of shared resources by discussing issues which are currently faced by health care organizations. In the fall of 2011, 61 organizations, which represented 90 responders, ranked the top ten strategic issues for 2012. Although the issues were ranked according to their priority, this report discusses the top three issues which I believe to be the most significant due to the need for competitive and inter-related products, quality care and cost containment.
Ramlall, S., Welch, T., Walter, J., & Tomlinson, D. (2009). Strategic HRM at the Mayo Clinic: A case study. Journal of Human Resources Education, 3(3), 13-35. Retrieved from http://business.troy.edu/jhre/Articles/PDF/3-3/31.pdf
...opment is a good way to define the upcoming changes for a company from within. The first goal will pertain to the efforts of expanding the culture from inside Mayo Clinic, due to the high number of diversity seen, culture is a key goal that should integrated into play. The second goal will be used in organizational development in terms of teamwork. By the 1940s, behavioral scientists in the United States already were recognizing the value of teamwork according to Wesner (2010). “Teamwork and teambuilding are considered effective ways to improve organizational performance and development” (Wesner, 2010, p. 42). Finally the third goal is to help promote the medical school that is here located at Mayo Clinic. Since there is a threat of losing the expertise that is currently offered the organizational development and strategically planning should be driven by this fear.
WellStar Health Systems is currently the preeminent and largest health care provider in Metro Atlanta. WellStar Health Systems is a not-for-profit institution that is composed of 5 hospitals and an abundance of physician groups. Physician specialty groups included within WellStar are: ENT, Psychiatry, Endocrinology, Pulmonary Medicine, Infectious Disease, General Surgery, Rehabilitation, Pathology, and Rheumatology. WellStar’s organizational design is composed of internal and external factors that define the organization’s size, organizational structure, and processes. Internal and external factors are the basis for influencing managerial conclusions in decision-making. These factors vary from organization to organization and are the rationale for understanding WellStar’s strengths, weaknesses, opportunities, and threats. Understanding these variables is a necessity for the sake of WellStar’s survival
A strategic plan is a tool that delivers guidance in achieving a mission or goal with maximum proficiency and control for an organization. Strategic planning is used to transform and revitalize organizations. The plan helps provide an inclusive understanding of opportunities and challenges both internally and externally for the organization. The plan delivers an assessment of the strengths and limitations that are realistic within the company. A well-developed strategic plan will offer a comprehensive approach and empowerment for the stakeholders involved. It is an opportunity for learning and understanding priorities that will drive the business to succeed. Jones (2010), describes how in health care organizations, strategic plans characteristically concentrate on operational and organizational goals such as when to obtain new technology, how to meet competitive challenges, and what staffing, tools, or facilities are needed to ensure organizational survival. The mission and value statements are significant in determining the quality of a strategic initiative. Forcing the organization to look toward the future creates proactive objectives in which both short-term and long-terms plans and goals are necessary in order to succeed.
New businesses will take longer to thrive with the United States falling economy. The faltering job market and the deepening slump in housing threaten to hurt consumer spending. Consumers are becoming more conscious of their spending and therefore using cash to pay for smaller necessary purchases. The cost of entertainment and other presumed luxuries may be pushed to the background by most families, when having to choose whether to pay for a bill or treat the family out. Thriving businesses will understand the need to provide a service or product at affordable prices.
Planning aims to reduce uncertainty. It does this by forcing managers to look ahead, anticipate change, consider the impact of change and develop appropriate responses. (Robbins 2012) Through attempted monitoring of conditions in a changing environment, one is able to respond quicker to new information and new circumstances, thereby becoming more flexible. In addition, having the environment under constant observation enables managers to analyse how the organisation will differentiate itself from its competitors, therefore facilitating more chan...
Quality health care is precipitously deteriorating amongst the nation’s health care industry. The health industry trends of high turn over rates amongst staff and important key employees are creating a rift in profit margins, decreasing patient quality care, triggering higher expenses and loss of patients (Hunt, 2009). In the “Best Practices in Health Leadership Talent Management and Succession Planning” case studies, presented by the National Center for
If asked what strategic planning is one could interpret it as simply a road map that can guide the organization in the right direction. It is very unlikely that an organization would know which direction to take without a sense of direction. Managers are faced every day with decisions that have a major impact on the direction the organization must take, therefore, strategic planning can play an important role in guiding managers in the right direction. In other words strategic planning is a tool that management can use to give them a sense of direction that will guide them in doing a better job and to ensure that all the members of the organization are working toward the same goals
In addition, Kovner and Knickman (2011) highlighted principles according to Bowen, which would apply to the Board of Trustees contribution to John Hopkins Hospital. Monitoring performance, ensuring the organization operates effectively and responsibly and ensuring the crucial resources are available to carry out the strategic plan are key contributions of the governing board (Kovner & Knickman, 2011). For instance, in order to achieve the strategy to “proactively engage global, national, regional and local audiences through an innovative, cohesive, and satisfactory online visitor experience,” the governing board must approve a budget inclusive of interactive technology systems to develop this (John Hopkins Medicine, 2013, p. 12). All performance measures (financial, clinical, and administrative), and financial indicators must be reviewed and discussed amongst the governing board (and key staff), to be cognizant of the organization’s progress or challenges, and provide input for improving measures. The governing board must also ensure that the most appropriate management is hired to lead the operations of the
Good strategic planning is typically based on a rich mix of conceptual, qualitative and quantitative information about what works for whom.