Assignment 2: Developing A Strategic Approach (Due Week 7)

Assignment 2 Developing A Strategic Approachdue Week 7 And Worth 300

For this assignment, continue your role as the administrator of the organization you created for Assignment 1. Write a six to eight (6-8) page paper in which you: Create a mission and vision statement for your organization. Determine three (3) specific strategic goals that align with the ideals in those two (2) statements. Recommend one (1) specific adaptive strategy or combination of adaptive strategies that would be most effective in ensuring that the organization achieves its strategic goals. Support your recommendation with examples of the successful application of the recommended strategy or strategies.

Outline three (3) service delivery and three (3) support components that will be necessary elements of the organization’s value chain geared toward achieving the strategic goals that you identified. Examine, in detail, the main reasons why the delivery and support components of the value chain that you identified are essential to the achievement of the organization’s goals. Suggest one (1) specific approach to maintaining the selected adaptive strategy or strategies in order to ensure that the organization achieves its mission and vision. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other Websites to not qualify as academic resources.

Your assignment must follow these formatting requirements: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length. The specific course learning outcomes associated with this assignment are: Differentiate between strategic management, strategic thinking, strategic planning, and managing strategic momentum.

Paper For Above instruction

Strategic management in healthcare organizations necessitates a clear understanding of mission, vision, strategic goals, adaptive strategies, and value chain components. As the administrator of my healthcare organization, I recognize that establishing a compelling mission and vision is foundational to guiding strategic efforts and aligning organizational efforts toward common objectives. This paper delineates these elements, identifies strategic goals, recommends adaptive strategies, and analyses key components of the organizational value chain, supporting the sustainability and achievement of strategic objectives.

Mission and Vision Statements

The mission statement of my healthcare organization is: "To provide accessible, compassionate, and high-quality healthcare services to our community, fostering health and wellness for all." This succinctly captures our purpose of delivering care rooted in compassion and accessibility. The vision statement is: "To be a leading healthcare provider recognized for excellence, innovation, and unwavering commitment to community well-being." This vision underscores our aspiration for leadership, continuous improvement, and dedication to the community.

Strategic Goals

Aligning with these statements, three specific strategic goals are identified:

  1. Enhance Patient Care Quality: Implement evidence-based practices and continuous quality improvement processes to improve patient outcomes and safety.
  2. Expand Community Outreach and Accessibility: Increase service reach through telehealth, mobile clinics, and multilingual support to serve diverse populations.
  3. Foster Innovation and Technology Adoption: Integrate cutting-edge healthcare technologies and electronic health records (EHR) systems to streamline operations and improve care delivery.

These goals are designed to promote excellence, inclusivity, and innovation—core to our mission and vision.

Adaptive Strategy Recommendation

Given the dynamic healthcare environment, an effective adaptive strategy would combine organic growth with strategic alliances. Organic growth—through service expansion and technological innovation—allows internal development aligned with organizational strengths. Simultaneously, forming alliances with community organizations, technology firms, and other healthcare providers can facilitate resource sharing, enhance service scope, and foster innovative practices. For example, Johns Hopkins Medicine’s strategic alliances with community clinics and tech firms exemplify how collaborations foster service expansion and technological advancements (Smith & Lee, 2020).

Service Delivery and Support Components

The value chain essential for achieving strategic goals includes:

  • Service Delivery Components:
    • Primary Care Services
    • Specialty Care Programs (e.g., cardiology, orthopedics)
    • Telehealth Platforms
  • Support Components:
    • Information Technology Systems
    • Human Resources and Staff Training
    • Supply Chain Management

The primary care and specialty services directly affect quality and accessibility, while telehealth expands reach. Technological systems underpin smooth operations; skilled HR ensures quality care; efficient supply chain guarantees resource availability. Their integration ensures cohesive service delivery aligned with strategic objectives (Porter & Lee, 2013).

Importance of Components

The service delivery components ensure that patient needs are met efficiently, directly impacting satisfaction and outcomes. Support components sustain these delivery efforts by providing the necessary infrastructure, skilled workforce, and resource logistics. For example, robust IT systems improve record accuracy and facilitate telehealth, hence directly supporting goals of innovation and access (Bouwens & Abernethy, 2000). Effective support components also foster staff engagement and operational efficiency, essential for sustainable growth.

Sustaining Adaptive Strategies

A vital approach for maintaining adaptive strategies is continuous strategic review and environmental scanning. Regular evaluation of external trends and internal capacity ensures the organization remains responsive to changes in technology, regulations, and community needs. Also, cultivating a culture of innovation and adaptability among staff is critical. Encouraging ongoing training, feedback mechanisms, and leadership development helps embed adaptive practices into organizational culture, thereby ensuring long-term success in achieving mission and vision (Sull, 1999).

Conclusion

In conclusion, developing clear mission and vision statements, aligned strategic goals, and adopting flexible, well-supported strategies are imperative for healthcare organizations to thrive in a competitive and ever-changing landscape. By focusing on core service and support components of the value chain and sustaining adaptive strategies through continuous review and organizational culture, healthcare organizations can effectively realize their strategic ambitions, ultimately delivering high-quality, accessible, and innovative care.

References

  • Bouwens, J., & Abernethy, M. A. (2000). The Role of Information and Administrative Costs in the Design of Cost Management Systems. Accounting, Organizations and Society, 25(3), 239-263.
  • Porter, M. E., & Lee, T. H. (2013). The Strategy That Will Fix Health Care. Harvard Business Review, 91(10), 24-32.
  • Sull, D. (1999). Why Good Companies Go Bad. Harvard Business Review, 77(2), 42-52.
  • Smith, J., & Lee, R. (2020). Strategic Alliances in Healthcare: A Pathway to Innovation. Journal of Healthcare Management, 65(4), 289-302.
  • Anderson, T. E., & McDaniel, R. R. (2000). Managing Strategic Change in Healthcare Organizations. Health Care Management Review, 25(4), 59-68.
  • Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). Strategic Management of Health Care Organizations. Jossey-Bass.
  • Kaplan, R. S., & Norton, D. P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Harvard Business School Publishing.
  • Wooten, L., & Reed, M. (2018). Navigating Organizational Change in Healthcare. Journal of Organizational Change Management, 31(3), 519-535.
  • Varley, P., & Maloni, M. (2012). Value Chain Analysis in Healthcare: Improving Service Delivery. Journal of Healthcare Quality, 34(4), 30-37.
  • Friedman, M., & Friedman, R. (2018). The Health Care Delivery System. Jones & Bartlett Learning.

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