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Contributions of strategic management
Contributions of strategic management
Advantages and disadvantages of strategic management
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A job well done for this interview summary; well analyzed and interesting read.
Allow me to kick-off just like you did with strategic management. I could not agree anymore on how important and relevant strategic management is to the field of emergency management. In essence, one could see strategic management as a process of developing constant, and regular continue commitment to the mission and vision of an organization or agency. To maintain a clear focus in the field of emergency management, strategic management is critical for successful mission. Sang Ok (2008) emphasized that emergency management practice requires that more strategic approach and management styles be exploit more than before. This shows that, as the world advance, there
I believe that if you asked a group of people to list off issues regarding an emergency department then they would say long wait times throughout the process and being moved around to different areas of the emergency department. From what I have heard the long waits can be associated with waiting to get back to a room, waiting to see a nurse, waiting to see a doctor, waiting to go to radiology or lab, waiting on results, waiting to be discharged, or waiting to be admitted. All of these things in my opinion add up to one main problem, which is patient flow through an emergency department. In my opinion being able to have a controlled patient flow allows for improved wait times and decreased chaos for patients. So there are a few things
Good teamwork is important in a patient centred care. It is a team of health professionals who actively participate, cooperate, interact, communicate expertise, respect, trust and its main focus is to improve patient’s health (Miller, 2008, p.14). Also, the team includes the family of the client and the patient itself (Miller, 2008, p. 15). Therefore, all members have a role to play. For instance, in the nursing practice it involves health promotion and maintenance regarding patient’s health in order to decrease the impacts of negative outcomes (NMBA, 2010). Nevertheless, this can be maintained under the national competency standard (NMBA, 2010). Part of the national competency standard promotes professional responsibility, multidisciplinary approach, critical thinking and client care delivery (NMBA, 2010).
Generally, strategic management is a set of managerial decisions and actions that determines the long-term performance of a company, involving both internal and external environmental scanning, strategy formulation, strategy implementation, and evaluation and control. According to the study of strategic management, the corporation should concentrate on monitoring and appraising outside opportunities and threats based on an organization’s strengths and weaknesses (Thomas Wheelen and David Hunger, 2012).
Claire B. Rubin’s second edition Emergency Management: The American Experience 1900-2010 is a wide ranging book that effectively breaks down over 100 years of America’s emergency response history. In the book, Rubin uses an array of previous emergencies and details local, state, and federal response efforts. In doing so, Rubin effectively portrays the ways in which the Federal Government has played an ever increasing role in emergency response. As Rubin states early in the book, the current mechanisms The United States has in place for emergency response and management have come into existence after many lessons learned from ineffectual response efforts in the past. These disasters, referred to as “focusing events” (p. 4), and they have
Emergency management is a career about managing risk that are both technological and naturally occurring. Though these two terms are synonymous with each other in-terms of modern conceptualization of disasters; this has not always been the case. In the developmental history of emergency management these two sources of disaster; were often seen as two completely independent sources of danger, and as a result the emergency management community encountered steep and costly learning curve in managing the hazards associated with these sources risk.
Pre impact conditions mixed with event specific conditions combined with one another during a disaster produce physical and social impacts to a community. The impact from each disaster can be reduced by interventions through emergency management. By assessing these pre impact conditions, an emergency manager can produce social risks and vulnerabilities within their community. Integrating these social risks and vulnerabilities emergency mangers can use the four most important phases in emergency management: preparedness, planning, response, and recovery to benefit their community as a whole.
According to Wheelen & Hunger, strategic management “is that set of managerial decisions and actions that determines the long-run performance of a corporation. It includes environmental scanning (both external and internal), strategy formulation (strategic or long-range planning), strategy implementation, and evaluation and control” (2004, p2). All eleven good to great companies are benefit from strategic management and gain long term strategic advantage then lead to outperforming compared companies.
Britton, N. (1999). Whither the Emergency Manager? International Journal of Mass emergencies and Disasters. 17(2): 223-35.
(Nieto-Gomez, power of the few) To that end, the amoral FEMA’s phenomenon, trend, and “insights for strategic foresight initiative (SFI)” has already emerged. (Crisis Response and Disaster Resilience 2030: Forging Strategic Action in an Age of Uncertainty ---, January 2012) Holistically to break the monotony of failures or barriers to effective management of chaotic catastrophes, the future emergency managers must diligently acquire a unique leadership skills and abilities to impel creative and innovative “thinking outside the box.” (A Leader’s Framework for Decision Making by David J. Snowden and Mary E. Boone. PP 7,
Emergency management is often described in terms of “phases,” using terms such as mitigate, prepare, respond and recover. The main purpose of this assignment is to examine the origins, underlying concepts, variations, limitations, and implications of the “phases of emergency management.” In this paper we will look at definitions and descriptions of each phase or component of emergency management, the importance of understanding interrelationships and responsibilities for each phase, some newer language and associated concepts (e.g., disaster resistance, sustainability, resilience, business continuity, risk management), and the diversity of research perspectives.
Emergency Medical Services are a system of emergency services committed to delivering emergency and immediate medical care outside of a hospital, transportation to definitive care, in attempt to establish a efficient system by which individuals do not try to transport themselves or administer non-professional medical care. The primary goal of most Emergency Medical Services is to offer treatment to those in demand of urgent medical care, with the objective of adequately treating the current conditions, or organizing for a prompt transportation of the person to a hospital or place of greater care.
This indicates the importance of strategic management for organisations in making appropriate decisions and selecting strategies which will assist them to gain strategic competitiveness and as a result earn above-average returns.
...c management or planning presents a structure or agenda for dealing with issues and solving problems, therefore, understanding potential risks or pitfalls of strategic management and being prepared to deal with them is critical and vital to success. Strategic management not only permits top leaders and managers to be more proactive than reactive in building or developing their own potential or outlook in an organization, and it also lets them to make the first move and influence activities, consequently, executives and management can control or in charge of the company’s own future, and achieve its main goals and objectives. Overall, increasing cost-effectiveness and efficiency, improving the value for its stakeholders, and advancing customer services and management excellence are the key objectives of strategic management and decision making in an organization.
Strategic management is a process to enhance the goals of your business. This gives managers a strategic awareness and value of the company when strategic management is implemented. Having a strategic plan in a company makes the business successful. When a manager takes lead in the change of the environment it allows the company to improve on their short and long term goals. Managers
Strategic management is the process where organization managers reach the goals and aspirations of the organization on behalf of its owners. This is done through formulation and implementation of ways and methods to fulfill the organizational goals and objectives (Brian, 2011). This is done with in-depth consideration of both the internal and external environments that the organization operates in, in order to allow the organization make the right decisions. Strategic management is an important element that firms must put together through strategic thinking as well as strategic planning (Nag, R., Hambrick & Chen, 2007).