MHA WEEK 5 DISCUSSION AND PROJECT INSTRUCTIONS

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MHA5020 WEEK 5 LECTURE

Sustaining Organizational Infrastructure

In order to successfully introduce change in an organization, it requires effective leadership by way of planning, organizing, directing, and controlling the management of change. In the ever-changing environment of health care, organizations are adopting a framework to implement change as an evolving system.

A model of leadership for change requires a vision, strategy, and the development of a culture of empowerment, motivation and organizational citizenship. Model of leadership for sustaining operational infrastructure engages a vision to align employees with a core ideology of their organization. Building a sustainable concept of leadership model may serve as a supporting variable in the creation of an environment which fosters continuous quality improvement. If the process of developing and sustaining an operation infrastructure is going to be successful, the first and foremost importance involves the substantive involvement of top leaders.

Top leaders conceptualize key deliverable functions and align those functions fulling the needs of the key stakeholders and the organization. The functions for a sustainable operational infrastructure include: boundary spanning, forecasting, knowledge management, accountability and corporate design, continuous improvement, and operational improvement. The function of sustaining the operational infrastructure process is an approach by which the people, structure, culture, and social networks are recombined through the strategic assessment based on strengths and weaknesses. In this process, health care leaders generally find ways to work cooperatively within the organizational system to lead an organizational transformation and evidence-based approach. The ideology behind this approach is to disclose a strategic plan of organizational mission, vision, goals, and values to its members to influence organizational citizenship behaviors.

Additional Materials

From your textbook, The Well-Managed Healthcare Organization, read the following chapters:

· Chapter 3 – Operational Leadership

From the South University Library, read the following articles:

· Downs, J. W., Flood, D. T., Orr, N. H., Constantineau, J. A., & Caviness, J. W. (2017). Sandfly Fever in Afghanistan-A Sometimes Overlooked Disease of Military Importance: A Case Series and Review of the Literature. U.S. Army Medical Department Journal, 60-66.

· Maddox, T. M., & Ho, P. M. (2017). Health Services Research in Improving the Delivery of Care for Patients with Cardiovascular Diseases: Moving From Observation to Innovation to Action. Circulation, 135(5), 403-405. doi:10.1161/CIRCULATIONAHA.116.022877

Aligned Governing Board

In a rapidly changing health care environment, a successful healthcare organization must introduce a structure to the operational infrastructure that requires effective leadership by way of planning, organizing, directing and controlling the management of operations. The functions of the organization entail development, analysis and measurement of the effectiveness of coordination and design, operations of the governance system, the caring system and the learning system as representations of the governing boards, functioning both internally and externally.

The foundation of a healthcare organization is built through the ongoing commitment, and relationship leadership establishes with the stakeholders or also known as governing board. The governing board of an organization provides leadership as an essential function by which direction and sculpting of the organization is achieved by ensuring that organizational members contribute to the organizational mission. Health care organizations may develop well-focused function of general strategies considering the scope or nature of the systems perspectives and strategic environment. The governing board of an organization is challenged with the task to define the perspective and to speed the scope of the strategy process, and the relationship of the process to other strategic management processed carried throughout other levels of the organization. The governing board provides a voice for leadership and the stakeholders of the organization while ensuring accountability of executive management in strategic operations.

Additional Materials

From your textbook, The Well-Managed Healthcare Organization, read the following chapters:

· Chapter 4 - Governance 

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From the South University Library, read the following articles:

· Mariani, L., & Tieghi, M. (2018). Measuring effectively in healthcare: From the governance of the system to the management of the organizations, and back. International Journal Of Healthcare Management, 11(2), 112-121. doi:10.1080/20479700.2016.1268815

Identifying A Market Brand

Healthcare leaders face great uncertainty whether strategy and marketing plans are stable enough to predict the future or adaptation to key variables of industry outcomes create a stable business environment. The standard practice in strategy and marketing is to lay out a vision of future events which are precise enough to be captured in an environment analysis. Healthcare leaders may base their strategies on the analysis of uncertainty by utilizing analytical tools in an attempt to identify and evaluate strategy options.

Forecasting is a process of extending the trends, development, delimits and events that the organization is monitoring. Forecasting may help to identify where the changes in the environment will continue beyond the present rate and help foretell the impact of those changes. Forecasting environmental change may also function as an indicator of the interrelationship between the issues and environmental categories and development of alternative projections. In developing marketing and strategy plans, healthcare leaders must understand the issues in the external environment including the general environment challenges affecting business operations and the health care industry specific to trends and advancement in evidence-based practices.

Conducting an environmental analysis requires an investigation of four fundamental processes, scanning, monitoring, forecasting, and assessing issues affecting the heath care organization. The environmental analysis is a useful tool to guide the four P’s of market strategies of organization services. The four P’s are important in capturing critical information about what Product or service to be offered, the Placement of the product or service, the Price based on economic value, and who to target the product or service in Promotion. The tools of an environment analysis and market analysis provide opportunity for organizations to differentiate strategies based on uniqueness of services provided and to establish a basis of strategic brand.

Additional Materials

From your textbook, The Well-Managed Healthcare Organization, read the following chapters:

· Chapter 15 - Marketing and Strategy

From the South University Library, read the following articles:

· Grustam, A. S., Vrijhoef, H. M., Koymans, R., Hukal, P., & Severens, J. L. (2017). Assessment of a Business-to-Consumer (B2C) model for Telemonitoring patients with Chronic Heart Failure (CHF). BMC Medical Informatics & Decision Making, 171. doi:10.1186/s12911-017-0541-2

· Zerfass, A., & Viertmann, C. (2017). Creating business value through corporate communication. Journal Of Communication Management, 21(1), 68. doi:10.1108/JCOM-07-2016-0059