Research Your Chosen Organization's Governing Structure

Research your chosen organization's governing structure. Write a 1,400- to 1,750 -word report on your findings that address the following

Research your chosen organization's governing structure. Write a 1,400- to 1,750-word report on your findings that address the following: Identify the organization's mission, vision, and key values. Analyze the framework of a strategic plan. Describe the strategic planning model your chosen organization uses. Evaluate the relationship between the strategic plan and your organization's mission, vision, and values. Describe the organizational structure of your chosen organization. Identify the current key leaders in your chosen organization and describe their roles. Describe the change management model your chosen organization uses. Evaluate the impact of governance on implementation of strategic goals. Consider the role of the Board of Directors on formation of strategic goals. Analyze the organization's major service delivery and support activities in its value chain. At a minimum, include the following:

  • Location
  • Target market
  • Programs and services
  • Clinical operations
  • Marketing
  • Billing
  • Follow-up
  • Organizational culture
  • Strategic resources

Analyze how the organization uses its value chain to implement its strategic plan. Cite at least 3 peer-reviewed, scholarly, or similar resources to support your information. Format your paper according to APA guidelines.

Paper For Above instruction

Introduction

Strategic planning is critical to the success and sustainability of health care organizations. It provides a framework for decision-making, resource allocation, and aligning organizational goals with the overall mission and vision. This paper examines the governing structure of Harbor UCLA Medical Center, analyzing its mission, strategic planning framework, organizational structure, leadership, and governance impact on strategic implementation. Additionally, it explores the organization’s core activities and how its value chain supports strategic objectives.

Organization’s Mission, Vision, and Key Values

Harbor UCLA Medical Center's mission is to deliver comprehensive, compassionate health care to the underserved populations of Los Angeles County. Its vision emphasizes becoming a leading academic medical center committed to innovation, education, and community health. The key values guiding Harbor UCLA include excellence, integrity, respect, accountability, and continuous improvement (Harbor-UCLA Medical Center, 2023). These core statements underpin organizational behavior and strategic initiatives, ensuring alignment with community needs and institutional goals.

Framework of the Strategic Plan

Harbor UCLA employs a strategic planning model rooted in a participatory, data-driven approach consistent with the Balanced Scorecard framework. This model involves stakeholder engagement, SWOT analysis, setting measurable goals, and establishing performance indicators aligned with organizational priorities (Kaplan & Norton, 2001). The strategic plan details specific initiatives across clinical excellence, research advancement, education, and community outreach, emphasizing accountability and continuous reassessment.

Relationship Between Strategic Plan and Mission, Vision, and Values

The strategic plan at Harbor UCLA is intricately linked to its mission of serving underserved populations and its vision of academic excellence. The plan articulates goals that reinforce community health improvement, research innovation, and educational leadership, reflecting the core values of integrity, compassion, and continuous improvement. This alignment ensures organizational efforts promote a cohesive direction, fostering stakeholder trust and organizational cohesiveness (Mays & Smith, 2011).

Organizational Structure

Harbor UCLA features a hierarchical organizational structure with a governing Board of Directors overseeing strategic oversight and policy approval. Executive leadership includes the CEO, Medical Director, Chief Financial Officer, and Chiefs of Clinical Departments. The structure supports clinical, administrative, and academic functions, facilitating integrated service delivery and operational efficiency (Sicotte & Brun, 2010). Cross-functional committees work to address strategic priorities, fostering collaboration across disciplines.

Key Leaders and Their Roles

The current key leaders include the Medical Center Director, responsible for overall operations; the Chief Medical Officer, overseeing clinical standards; the Chief Financial Officer, managing financial sustainability; and the Director of Community Health Programs. These leaders serve as strategic partners, translating the organizational vision into operational and clinical initiatives. Their roles involve policy development, performance monitoring, stakeholder engagement, and resource management (Ginter, Duncan, & Swayne, 2018).

Change Management Model

Harbor UCLA utilizes the Lewin's Change Management Model, emphasizing unfreezing current practices, implementing change, and refreezing new behaviors. This model supports organizational adaptations necessary for technological advancements, process improvements, and cultural shifts. To ensure effective change, leadership employs communication strategies, staff training, and stakeholder involvement, minimizing resistance and promoting adoption (Cameron & Green, 2019).

Governance and Strategic Goals Implementation

Governance plays a critical role in translating strategic plans into tangible outcomes. The Board of Directors sets strategic priorities, approves resource allocation, and monitors performance. Their oversight ensures alignment with community health needs, regulatory requirements, and financial sustainability. A well-structured governance process promotes accountability, risk management, and strategic agility, enabling Harbor UCLA to effectively execute its strategic initiatives (Abbott & Wallace, 2011).

Major Service Delivery and Support Activities (Value Chain Analysis)

Harbor UCLA's core activities include clinical services such as emergency care, outpatient clinics, and specialty services, supported by administrative functions like billing, marketing, and follow-up. Its strategic resources comprise state-of-the-art facilities, skilled clinical personnel, cutting-edge research, and educational partnerships. The organization’s marketing efforts target underserved communities, while its billing and follow-up systems ensure service continuity and financial health. Its organizational culture emphasizes community engagement, innovation, and excellence, aligning with strategic objectives (Porter, 1985).

Application of the Value Chain in Strategic Implementation

Harbor UCLA leverages Porter's value chain concept by integrating primary activities—clinical service delivery, research, and education—with support activities such as infrastructure development, technological advancement, and human resource management. This integration optimizes patient outcomes, operational efficiency, and innovation capacity, thereby supporting strategic goals of community health improvement and academic excellence (Porter, 1985; Barney, 1991). Continuous process improvement, data analytics, and stakeholder engagement further enhance its strategic execution.

Conclusion

The governance structure of Harbor UCLA Medical Center exemplifies how leadership, strategic planning, and operational activities align to fulfill the organization's mission and vision. Effective governance, clear leadership roles, and a well-developed change management approach foster an adaptive environment capable of meeting community health needs and advancing organizational objectives. Utilizing the value chain enables Harbor UCLA to systematically implement its strategic plan, ensuring sustained growth and community impact.

References

  • Abbott, P., & Wallace, P. (2011). An introduction to governance in the healthcare sector. Journal of Health Organization and Management, 25(4), 385–399.
  • Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
  • Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care organizations (8th ed.). Wiley.
  • Harbor-UCLA Medical Center. (2023). About us. https://www.harbor-ucla.org/about
  • Kaplan, R. S., & Norton, D. P. (2001). The strategy-focused organization: How balanced scorecard companies thrive in the new business environment. Harvard Business Press.
  • Mays, G. P., & Smith, S. M. (2011). Evidence-based strategies to support population health improvement. Milbank Quarterly, 89(2), 169–196.
  • Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
  • Sicotte, C., & Brun, J. P. (2010). Organizational structure and performance: The case of hospitals. Journal of Health Organization and Management, 24(2), 123–142.
  • World Health Organization. (2020). Framework on health governance. WHO Publications.
  • Yamamoto, K., & Tatar, M. (2019). Strategic planning in health care: A practical guide. Routledge.

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