For Expert_Researcher ONLY Assessment 2 attempt 3, Assessment 3 attempt 2

Running head: DIRECTIONAL STRATEGY 1

DIRECTIONAL STRATEGY 8

Parklands Hospital’s Directional Strategy

Michelle Santiago

Capella University

Parklands Hospital’s Directional Strategy

Admittedly, when enhancing efficiency and responsivity in any organization, the management team must develop inclusive and flexible operating strategies and implement them effectively (Aday, Mayo, Elliott &Rockey, 2016). This paper analyzes the current operational strategy, vision, mission, and value statements of Parklands Memorial Hospital and uses the analysis to develop a directional strategy. Admittedly, the organization is currently experiencing low output rates despite its high and extensive capacity. In this regard, enhancing efficient allocation of resources by ensuring all stakeholders are satisfied will enable the firm to assume sustainability and responsiveness in promotion of better care.

Organizational Structure

Notably, Parklands Health & Hospital System was named among the top performers in LGBT Healthcare Equality by the Human Rights Campaign (Aday, Mayo, Elliott, &Rockey, 2016). Moreover, the firm is also famous for its high patient handling and infant delivery capacity as well as its highly wired modern technology equipment. These factors allow the organization to increase its competence nationaly as well as promote social welfare by enhancing health stability within the region. Its extensive and exceptional record was made possible by the firm’s core values, mission, vision and operational code of ethics. Combining all these factors in developing the organizational culture has not only enabled the health center to assume prosperity but also acquire sustainability in the operational environment.

The hospital’s mandate is to furnish the societal medical aid and hospital care with an aim of enhancing health stability in the district, county and the state at large (Aday, Mayo, Elliott, &Rockey, 2016). In this regard, the hospital is committed to identifying the health constraints facing the community and develop counter response alternatives which will not only solve the arising problem but also prevent the chances of such calamity to occur in the future. The mission of Parklands Health & Hospital System is a dedication to the health and well-being of people and communities which are entrusted to the firm’s care. Thus, the hospital feels obligated and accountable to all patients visiting the facility. As a result, the practitioners dedicate themselves to providing high-quality services to the best of their knowledge as well as the use of modern technology in solving some of the medical puzzles. This has enabled the institution to become one of the most efficient and reliable hospitals in the country due to its patient handling procedures. The hospital’s vision is letting its actions define the standards of excellence with regard to the public health system. On this note, the firm’s vision is dictated and engineered by the code of ethics where every sector and individual is entitled to operate under.

Justifiably, Parklands Health & Hospital System’s goal is to provide the best possible care for its patients through teamwork, competent skills, and compassion (Scott, 2015). Under this factor, the hospital is willing and committed to providing their services in a spirit of empathy, love, and concern to enhance high efficiency in the operational strategy. In addition, the organization blends in aspects such as integrity, collaboration, leadership, excellence, and stewardship to enable it to become responsive and flexible to the changing environment. These aspects also aid in increasing the facility’s capacity of handling uncertainties such as high prevalence of chronic diseases and encroachment of unexpected epidemics.

The Gap between Desired Outcome and Organization’s Actual State

Although the institution has managed to develop and maintain efficient, flexible and responsive operational platforms, its strategies do not promote equity to all stakeholders. The firm’s operating strategy, mission, vision, goals, and code of ethics are all tied to promoting the patient’s social welfare (Aday, Mayo, Elliott, &Rockey, 2016). As a result, the hospital develops and maintains a positive public image which enables it to receive many honorary awards. However, the patient-centered strategies do not cover the workforce’s needs, desires, and welfare. In other words, the hospital views the doctors, nurses and other practitioners as operational assets where their duty is to enhance high-quality service delivery. In this regard, the doctors are in many cases not rewarded for their commitment, hard work or sacrifice. This exclusion extends to the non-medical staff who feel that their services are not appreciated.

Failing to address the concerns of the workforce has reduced its competence, reliability, overall output as well as its creativity and innovative aspects (Aday, Mayo, Elliott, &Rockey, 2016). Most of the doctors feel obligated to conduct only what is required of them because any extra service will not be noticed or rewarded. In some cases, practitioners are punished after conducting unauthorized procedures meant to help the patients recover from critical illness. The institution limits the creativity, and innovativeness of its workforce through its code of ethics. These constraints lead the workforce to lose motivation and determination towards meeting the organization’s goals and objectives. As a result, their general output decreases as well as the quality of services offered. This causes the organization to reduce its utility function due to inefficient allocation of available resources. In addition, Parkland Health & Hospital System’s College produces many nurses and other practitioners who end up offering their services to other institutions; leaving the institution to continue experiencing workforce shortage.

Alternative Measures and Strategies

Scott (2015) argues that, acknowledging the efforts of the workforce makes the organization become more responsive, determined, flexible, and reliable in the operational system. Thus, the firm becomes more adaptive to the environmental changes and flexible to any arising uncertainties. Moreover, the determined workforce has a higher output level which decreases the operational costs and maximizes the utility function on the other hand. Thus, developing and maintaining a competent and determined workforce will enable the firm to meet its goals and objectives of promoting social welfare more effectively. Markedly, developing and maintaining a competent workforce is both a short- and long-term utility maximization strategy which enables the institution to assume sustainability in the operating environment. Additionally, this strategy will reduce the high turnover rate and attract more personnel to work in the health center.

Responsive Amendments in the Vision, Mission and Value Statements

To enhance efficiency in the organization’s operations, the management team should use the human resource department to develop efficient and flexible working environment (Newhouse & Balotsky, 2013). As a result, the HR department should analyze the firm’s vision, mission, value statements, and its relationship to healthcare strategy and develop an inclusive platform that satisfies all the stakeholders. For instance, the HR team should advocate for the use of Leissez Faire organizational structure instead of using an aristocratic mode of governance. Markedly, a Leissez Faire model promotes innovation and creativity in the firm’s workforce while the Aristocratic model inhibits flexibility and reliability if the employees (Newhouse, &Balotsky, 2013). However, the freedom of advancement enhanced by the Leissez Faire model should be moderated by the HR department to avoid any issues that may arise due to untested technology or procedures. In this regard, the hospital will become more adaptive to change by maximizing its resource allocation platforms.

Implementation Strategy and Change Management Platform

Understandably, changing the operational model as well as organizational culture requires time and consistency to avoid any inconveniences in the daily routine. Therefore, after the final draft has been completed, the HR department should begin by explaining to the committee of stakeholders why it is necessary to adapt to the new system. Convincing all the stakeholders that the new strategy will benefit the organization more than the existing one and will enable the department to reduce the intensity of resistance to change in the organization (Kronenburg, 2014). Notably, change management is a crucial aspect when changing the operational strategy and organization structure of any organization. Hence, conducting gradually and consistently will enable the firm to continue with its daily routine effectively and in the long run, the institution will assume sustainability and prosperity. The firm will become more reliable and efficient in terms of promotion of social welfare, enhancing health stability and provision of high-quality services.

Although the current mission, vision, and mandate statements, as well as the code of ethics document, are very efficient in enhancing the promotion of patient’s welfare, they should be modified to address the needs and desires of all stakeholders. As a result, the organization’s mission should be the promotion of community social welfare through a competent healthcare system. As a result, the workforce will feel appreciated and recognized (Kotalik, et al., 2014). To maintain their motivation, the HR department should conduct promotions based on merit and employee’s output to the healthcare facility. Additionally, the hardworking personnel should be rewarded through bonuses, and promotions. These incentives will encourage them to work extra hard during their service period. On the other hand, the firm’s vision should be: through our determination, we will define the standards of excellence that will enhance public health sustainability. This statement shifts the major interest from the patients and distributes the institution’s concern to all stakeholders. Although the firm needs to change its mission, vision and value statements, its code of ethics should remain intact because they enable the firm to maintain utmost integrity, transparency, and stewardess.

Conclusion

Managing organizational change when implementing directional strategy requires a high level of concentration and analysis. Moreover, the implementation process should be gradual to avoid inconveniences in the firm’s daily routine (Ginter, Duncan, & Swayne, 2013). Admittedly, Lessez Faire system is more efficient and reliable when it comes to Parklands Health & Hospital System’s operations. This model will not only enhance stability in the short-term but also sustainability and reliability in the long run.

References

Aday, A. W., Mayo, M. J., Elliott, A., & Rockey, D. C. (2016). The beneficial effect of beta-blockers in patients with cirrhosis, portal hypertension and ascites. The American journal of the medical sciences, 351(2), 169-176.

Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2013). Strategic management of health care organizations (7th ed.). San Francisco, CA: Jossey-Bass. ◦Chapter 5: Directional Strategies

Kotalik, J., et al. (2014). Framework for ethical decision-making based on mission, vision and values of the institution. HEC Forum, 26(2), 125–133

Kronenburg, M. A. (2014). Evaluating important healthcare management competency areas and preparation for healthcare reforms. International Journal of Business and Public Administration, 11(1), 31–40

Newhouse, J. J., & Balotsky, E. R. (2013). Factors motivating hospital CEOs to commit to ethical integration in their institutions: A quantitative analysis. Journal of Leadership, Accountability and Ethics, 10(2), 46–54.

Scott, B. C. (2015). Hospital boards—Why quality and safety matter. Physician Leadership Journal, 2(1), 62–64.