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benefits and limitations of strategic planning
the concept and theory of Strategic planning
the concept and theory of Strategic planning
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Health care is an ever changing entity of the world. By not realizing this and not having a plan for the future is setting up for disaster. By not having a road map to follow, this hospital and any other organization without a plan will end up off course and on a road to failure. Strategic planning is the vehicle that will enable this hospital to steer itself into the future and dictate where it lands. By using strategic planning, the hospital can build a map that can lead it out of 1970 and give it the flexibility to face the future (Zuckerman, 2005). That plan will unite the hospital under common goals and ideals, leading to better communication throughout the organization. What better way to involve employees in the growth and future of this hospital than to involve them in planning for it? By encouraging the planning process with an open mind, one would be encouraging this hospital as a whole to welcome the future with open arms and evolve from the past.
In order to be a successful business of any kind, those that run it must know where it is going, in order to get there; strategic planning is the way to make that happen. Opening doors in 1970, without a plan for the future only makes a plan more necessary today. Health care is an ever changing, ever growing “business” that if one does not have a plan; one will drown in the future. To be successful one needs to know the purpose and rules of the “game”, the strengths and weaknesses of the “crew”, and be well-conditioned and prepared for what is to come (Bryson, 1988). If the hospital is able to plan, unite, and conquer; the future will be successful. Strategic thought and action are important to the viability and the effectiveness of any agency. Without starting a strategic ...
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...to start with, this changing hospital will have no ground to stand on. This health care organization must set goals, insist on change, and draw a road map that will lead it into the future.
Works Cited
Bryson, J. (1988). A strategic planning process for public and non-profit organizations. Long Range Planning (21). 73-81.
Pitt, M. (1997). A generalized simulation system to support strategic resource planning in healthcare. Medical Informatics Group: Dept of Computer Science. Manchester, UK.
Williams, G., Mabon, J., & Heim-Myers, B. (2006). Best practice: Strategic planning in a complex environment: The health-care example. Ivey Business Journal Online, 1-6. http://search.proquest.com.proxy1.ncu.edu/docview/216179571?accountid=28180
Zuckerman, A. M. (2005). Healthcare strategic planning 2nd Ed. Chicago, IL: Health Administration Press.
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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
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The current health care system can be difficult to navigate and often medical centers need management tools to help them develop strategic plans within their organizations. The SWOT-Analysis is one strategic tool that health care centers can use to formulate a roadmap for their organizations. The SWOT-Analysis examines internal capabilities (strengths and weaknesses) and external developments (opportunities and threats) when determining a strategic plan for an organization (Van Wijngaarden, Scholten, & Van Wijk, 2012). Van Wijngaarden et al. (2012) explains for SWOT-Analysis to prove meaningful throughout an organization, it is important for stakeholders to be part of the brainstorming to identify its’ internal capabilities and external developments. However, there are a few drawbacks to the using the SWOT-analysis tool that are important for health care centers to remain cognizant of when developing their strategic blueprints. Helms and Nixon (2010) state the SWOT-Analysis can be vague and too simplistic when developing a strategic course for an organization; it can be difficult to classify variables into the four SWOT quadrants; and no definite strategic path is identified after the SWOT-analysis is completed. For these reasons, they explain it can be helpful to use additional analysis tools in addition to the SWOT-analysis. One such tool the U.S. Army Medical System uses is the balanced-score card. The balanced-score card can assist health care centers in the clarification of their strategic objectives and goals, and facilitates communication throughout the organization (Chan, 2006). Chan (2006) also reveals balanced-score cards allow for constructive employee feedback l...
Healthcare is one of the most dynamic industries in our great nation. To truly understand just how dynamic the industry is, one needs to understand that healthcare in and of itself is a living, breathing industry that is ever changing and conforming to meet the ideals set forth from a broad group of stakeholders. When one looks at the evolution that healthcare has undergone in the past 165 years, the picture of the true dynamics of this industry is painted. One must take this evolutional history into account when looking at the next ten years in our industry. When looking at these evolutional processes, one can see that the systems have changed as our country and its people have required it to (Williams & Torrens, 2008). When looking at how this industry will change or evolve over the next decade, one can ascertain that it will be by the demands of those involved that change will come.
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Another reason strategic monitoring is important is because “there are more laws and regulations that apply to health care and biotechnology, with new ones being issued at an accelerating pace” (Moseley, 2009, p. 255). With the laws and regulations changing so often in health care it is important to monitor the changes so that organizations can implement them in their strategic plan as they occur. According to Al-Abri (2007), health care organizations can have a sustainable competitive advantage today if they maintain the ability to change, adapt, and evolve to the changes occurring in the health care industry. It is important for health care organizations to strategically monitor their strategic planning process because of the fast pace changes going on in the industry.
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Organizations in the healthcare system face consistent change and must be ready to perceive and adapt to the new environments. As someone who desires a career in healthcare and also utilizes health services, being aware of the current issues is critical to making informed decisions. This is especially vital for situations where my decision impacts not only myself, but others in the community. In the previous section where I outlined my short-term goals, these pertained specifically to my individual growth. My long-term goals contribute to a growth mindset in the future, but also allows me to be meaningful with the organizations and clients I work with. The outcomes I want to create in my role are not for my personal growth, but elements that contribute to the foundations of an organization for it to continue thriving in the future irrespective of my presence. My desire to utilize my skills and better the lives of others through my professional career is how I believe the Health Administrative Fellowship at Novant Health will help me achieve my
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• Hitt, Michael A; Hokisson, Robert E.; Ireland, RD. Strategic Management. 6th Ed., Masson, Ohio: Souht. Wester 2005.
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