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Strategic planning in hospitals has exhibited thematic evolution decade upon decade since the time it was necessitated for facilities orientation in the 70s, market orientation with focus on inpatient market share in the 80s, and growing economic concerns in the 90s until the…
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Describe how the strategic planning process is conducted and implemented in hospital. How are the organization’s vision, mission and culture reflected on the strategic plan?
Strategic planning in hospitals has exhibited thematic evolution decade upon decade since the time it was necessitated for facilities orientation in the 70s, market orientation with focus on inpatient market share in the 80s, and growing economic concerns in the 90s until the present. In this regard, strategic planning in the health care industry is sought to be implemented by primarily developing schemes that would favorably adjust financial policies and structure considering resolution for current issues on ambulatory positioning, product line planning, and acquisition of comprehensive knowledge about the key market segments. Just as it applies to other corporate firms, planning strategically is adopted by hospitals following the same pattern that initiates with formulation, proceeds with execution, then evaluation of outcomes thereafter.
Based on a more formal convention, carrying out a strategic plan essentially consists of four stages: -- (1) strategic formulation; (2) strategy implementation; (3) strategy monitoring; and (4) a disciplined analysis – all of which are linked from one stage on to the next in a loop, implying that the implemented strategy does not necessarily have to occur merely once with the same founded setting. The stages in cycle depict the flexibility at implementing schematic flow of agreements such that upon reaching the final stage and the strategies are assessed to have fallen short of meeting the targeted ends or set requirements and objectives, the responsible medical administrative body goes to find alternative means by which to remedy and modify with a new set of plans to work on.
On accomplishing a strategy, the medical institution may need to prepare in coping with internal changes concerning the set objectives, action plans and budgets generated, level of accountability, duties and culture, as well as timelines. The course of implementation varies with complexity especially as it becomes spontaneously affected by factors that come in barrier form as – management barrier, vision barrier, people barrier, and resource barrier. Market assessment outline eventually requires thorough analytics as observed or studied from the strategic planning executed. A research on a well-implemented strategic plan indicates tight connection between long-term strategy and measures to more tactical planning and budgetting.
Because each health organization has its own set of culture, mission, and vision to live by as seen fit by its constituents, a strategic plan is designed not only to settle any prevailing crises within the organization but even to keep the good traditional principles, sense of genuine service, and ethical practice during the application of strategy. As a consequence, the strategic plan being complied with by the members of the organization manifests functions through which unique behavior and specialized individual endeavor can be recognized since people find their nature and capacities able to cope with the strategy. With a strategic plan that is constructed according to the properties of the original system, there emerges a give-and-take mechanism between the organization and the strategy itself so that in effect, the aims, hopes, and socio-cultural identities register in co-existence with the plan in action.
References
Zuckerman, Alan M. “Hospital and Medical Staff Strategic Planning: Developing an Integrated Approach.” CBS Resource Library. Retrieved from http://findarticles.com/p/articles/mi_m0843/is_n8_v20/ai_15786964/ on July 14, 2012.
Goodspeed, Scott W. (11 June 2009). Development and Implementation of a Rural Hospital Strategic Plan: Moving the Performance Needle. IRHA Annual Meeting 12th Annual Rural Health Conference. Read More
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