Strategic Management Of Health Care Organizations 7th 490156 ✓ Solved

Strategic Management Of Health Care Organizations 7th Edition1value A

Analyze the role of support strategies in the strategic management of healthcare organizations and their alignment with organizational vision, goals, and internal environment. Discuss how organizational culture, structure, and strategic resources influence strategy implementation, and explore methods for maintaining or changing these elements to support strategic objectives. Examine the significance of organizational culture, structure types, strategic resources, and support strategies in fostering competitive advantage and operational effectiveness within healthcare settings.

Sample Paper For Above instruction

Strategic management in healthcare organizations requires a comprehensive understanding of how various internal and external factors influence the formulation and implementation of effective strategies. Central to this are the support strategies that add value to primary healthcare services and facilitate the organization’s capacity to achieve its mission and vision. These support strategies encompass organizational culture, structure, strategic resources, and support activities, all of which must be aligned with strategic priorities to sustain competitive advantage and operational efficiency.

Role of Support Strategies in Healthcare Strategic Management

Support strategies form the backbone of effective strategic management in healthcare organizations by providing the necessary infrastructure, culture, and resources to support core service delivery. According to Johnson et al. (2020), these strategies are crucial in translating high-level strategic plans into operational actions, ensuring that the organization’s activities are coherent with its overarching goals.

Support functions include organizational culture, structure, human resources, information systems, and technological resources. When aligned appropriately, these elements foster an environment conducive to achieving strategic objectives. For example, a culture emphasizing continuous improvement and patient-centered care can motivate staff to engage actively with organizational goals (Kotter, 2012). Similarly, organizational structure—whether functional, divisional, or matrix—must facilitate coordination, decision-making, and flexibility appropriate to the healthcare context (Scott, 2018).

Alignment of Culture, Structure, and Resources with Strategic Goals

Effective strategy implementation hinges on the alignment of organizational culture, structure, and resources. Organizational culture embodies shared assumptions, values, and behavioral norms that influence how staff operate and respond to change (Schein, 2010). A culture that supports innovation and adaptability is essential for organizations pursuing growth, service diversification, or digital transformation.

Organizational structure must be designed to support strategic priorities. Functional structures foster specialization and efficiency but may lead to siloed thinking, while divisional structures enhance local responsiveness. The choice depends on organizational size, scope, and strategic focus (Daft, 2015). Moreover, strategic resources—financial, human, informational, and technological—must be managed to sustain competitive advantages. As outlined by Porter's (1985) resource-based view, unique and inimitable resources underpin differentiation and cost leadership strategies.

Maintaining and Changing Organizational Culture

Maintaining a strong organizational culture aligned with strategic goals involves clear communication of mission, vision, values, and goals. Leaders must consistently exemplify desired behaviors, recognize achievements, and embed cultural norms in policies and procedures (Schein, 2010). Periodic review and reinforcement ensure cultural coherence and adaptation to environmental shifts.

Changing organizational culture is more complex and requires deliberate efforts. Key steps include clarifying mission and vision, engaging staff in value development, and modeling desired behaviors from top management (Kotter, 2012). Creating an environment of perceived crisis can catalyze change, and quick wins bolster momentum. Leaders must also address barriers, empower staff, and maintain persistent communication to embed new norms (Cameron & Quinn, 2011).

Designing and Reorganizing Organizational Structures

Healthcare organizations may opt for functional, divisional, matrix, or hybrid structures, each with strategic advantages and disadvantages. Functional structures promote specialization but risk silo effects; divisional structures improve responsiveness but may duplicate functions; matrices foster innovation but complicate management (Daft, 2015). The choice must align with strategic priorities such as service diversity, cost management, and technological innovation.

Reorganization efforts typically involve streamlining processes, automating repetitive tasks, adopting advanced technologies, and clarifying role responsibilities. Developing detailed flowcharts and evaluating activity strategy criticality guide restructuring. Outsourcing non-core activities and standardizing procedures can enhance efficiency and flexibility (Scott & Davis, 2016).

Managing Strategic Resources for Strategy Success

Strategic resources—financial, human, information systems, and technological assets—must be maintained and adapted to support evolving strategies. Financial resources require effective cash-flow management, profitability analysis, and innovative financing options for change initiatives (Higgins, 2012).

Human resources strategies include ongoing training, succession planning, and workforce planning to meet demand for new skills. Investing in employee development fosters organizational resilience (Barney, 2018). Information systems and technological resources must be aligned with strategic needs, supporting operational efficiency, data accuracy, and innovation (Laudon & Laudon, 2020).

Changes in strategic resources often necessitate technological upgrades, infrastructure investments, and new skill acquisition. Financial assessments determine feasibility, while tailored recruitment and training address resource gaps. Outsourcing and partnerships also provide avenues to augment strategic resources efficiently (Porter & Millar, 1985).

Conclusion

In conclusion, support strategies are integral to the successful strategic management of healthcare organizations. Their design and implementation require careful alignment with organizational culture, structure, and resources to foster an environment capable of achieving strategic objectives. Through deliberate maintenance and strategic change of these internal elements, healthcare organizations can sustain competitive advantages, improve operational performance, and realize their mission to deliver high-quality, patient-centered care.

References

• Barney, J. (2018). Strategic management and competitive advantage: Concepts and cases. Pearson.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.
• Daft, R. L. (2015). Organizations: Theory and design, with an experiential approach. Cengage Learning.
• Higgins, J. M. (2012). The eight secrets of top Performing companies: Why they succeed and how to duplicate their strategies. Amacom.
• Johnson, G., Scholes, K., & Whittington, R. (2020). Exploring corporate strategy: Text and cases. Pearson.
• Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
• Laudon, K. C., & Laudon, J. P. (2020). Management information systems: Managing the digital firm. Pearson.
• Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
• Porter, M. E., & Millar, V. E. (1985). How information gives you competitive advantage. Harvard Business Review, 63(4), 149-160.
• Scott, W. R., & Davis, G. F. (2016). Organizations and organizing: Rational, natural, and open systems perspectives. Routledge.