Project

2

Management Action Plan (MAP): Part 5

Michell Muldrow

Columbia Southern University

MHS 5201

Dr. Alicia Chatman

3/7/23

Management Action Plan (MAP): Part 5

Sequencing of Key Action Steps

The critical action steps identified in Part 4 of the MAP need to be sequenced in order to ensure that the goals and objectives of the MAP are achieved. This can be done by looking at each step and determining what other steps must be completed before that step.

The first step is to pass legislation from various levels of government (federal, state, and local) that provides adequate funding to improve public health preparedness, promotes collaboration and coordination among stakeholders, and ensures training and education for healthcare workers and the public addresses social determinants of health. Before this step, policy implementation must be completed. This includes developing surveillance systems, improving vaccine distribution and access, increasing training and education for healthcare workers and the public, and addressing social determinants of health. This step is necessary to ensure that the essential systems and procedures are in place to respond to public health emergencies. It is also important to note that this step is also dependent on leadership governance and clinical performance of a healthcare administrator, as they must create and maintain a culture of accountability and compliance with the MAP and ensure that the goals and objectives of the MAP are being met.

Next, training and education of healthcare workers, nurses, and the public should be completed. This should equip them with the latest public health strategies and interventions so that they are prepared to respond. This step is also dependent on the policy implementation step. It is essential to ensure that healthcare workers and the public have access to the necessary resources and information to stay informed about public health trends and risks.

Following this, knowledge management should be implemented. This will help ensure that healthcare workers and the public can access the latest public health information and reliable data. It will also ensure that all stakeholders have access to the same information, helping to improve communication and reduce confusion. Furthermore, it will allow for identifying gaps in knowledge and implementing strategies to fill these.

Finally, human resources and financial management should be completed. This includes allocating human resources to ensure that healthcare workers and the public have access to the resources required to keep them safe, healthy, and informed. It also includes allocating financial resources responsibly to ensure public health preparedness is given the necessary funding.

Benefits of Incrementalism and Consequences of Not Utilizing Incrementalism

Incrementalism is making small, accurate, incremental changes instead of undertaking a few well-planned, large jumps. This approach is beneficial because it allows more flexibility to adjust and respond to changing conditions over time (Bjørndal & Ronglan, 2019). It also allows for implementing changes in a more controlled and manageable manner, reducing the risk of failure. Additionally, it allows for a more detailed assessment of the impact of the changes, enabling the organization to make adjustments accordingly.

Incrementalism is beneficial for the MAP because it allows for the plan's implementation in stages. This allows the organization to assess the impact of the changes and make adjustments as needed (Li, 2020). It also allows the organization to respond to changing conditions over time, ensuring that the MAP is always current and relevant.

Finally, incrementalism is beneficial because it allows the organization to allocate resources more efficiently. Instead of allocating a large sum of resources to the entire MAP simultaneously, resources can be allocated in stages as the plan is being implemented (Lennerts et al., 2019). This enables the organization to focus resources on the most important tasks while having the flexibility to respond to changing conditions.

On the other hand, utilizing incrementalism can have positive consequences. With incrementalism, the organization may be flexible to adjust and respond to changing conditions over time (Puriwat & Hoonsopon, 2021). This could lead to the MAP needing to be updated and relevant, which can have a negative impact on the organization's ability to respond to public health emergencies. Additionally, allocating resources for the entire MAP at once can be risky, as the organization may need more funds to complete the plan. Finally, not utilizing incrementalism can also lead to a lack of detailed assessment of the impact of the changes, which can hinder the organization's ability to make necessary adjustments.

Sequenced Action Steps with Responsible Parties, Suspense Dates, and Completion Date

The key action steps identified in Part 4 of the MAP have been sequenced and ordered as follows:

1. Leadership Governance and Clinical Performance of a Healthcare Administrator – Responsible Party: Administration Department – Suspense Date: March 5, 2023

2. Policy Implementation – Responsible Party: Administration Department – Suspense Date: March 10, 2023

3. Legislative Action – Responsible Party: Legal Department – Suspense Date: March 15, 2023

4. Training and Education of Healthcare Workers and the Public – Responsible Party: Human Resources Department – Suspense Date: March 20, 2023

5. Knowledge Management – Responsible Party: Information Technology Department – Suspense Date: March 25, 2023

6. Human Resources and Financial Management – Responsible Party: Finance Department – Suspense Date: March 30, 2023

Given the above key action steps and their respective suspense dates, the estimated completion date for the entire MAP is April 5, 2023.

Measurement and Monitoring

To measure the success of the MAP following implementation, various metrics should be used to assess the impact of the changes. These metrics should include public health preparedness measures, such as the number of health threats identified, the speed of response, and the effectiveness of interventions. Additionally, healthcare worker and public knowledge measures should be used to assess the impact of training and education (Heath et al., 2020). Finally, measures of the organization’s performance should be used to assess the impact of policy implementation, leadership governance and clinical performance, and human resources and financial management.

To monitor ongoing performance and prevent regression, regular assessments should be conducted. This should include assessments of public health preparedness, healthcare worker and public knowledge, and organizational performance. Additionally, evaluations of the MAP should be conducted regularly to ensure that it is current and relevant. This will enable the organization to make necessary adjustments to the MAP. Finally, the organization should monitor compliance with relevant regulations and legislation to ensure compliance with all relevant laws.

Conclusion

The key action steps identified in Part 4 of the MAP have been sequenced and ordered, and a responsible party and suspense date have been assigned to each step. Incrementalism has been identified as a beneficial approach for the MAP, as it allows for more flexibility to adjust and respond to changing conditions over time. To measure the success of the MAP following implementation, various metrics should be used to assess the impact of the changes. Regular assessments should be conducted to monitor ongoing performance and prevent regression, and the organization should monitor compliance with relevant regulations and legislation. With these strategies in place, the MAP can be successfully implemented, and the goals and objectives of the MAP can be achieved.

References

Bjørndal, C. T., & Ronglan, L. T. (2019). Engaging with uncertainty in athlete development – orchestrating talent development through incremental leadership. Sport, Education and Society, 1–13. https://doi.org/10.1080/13573322.2019.1695198

Heath, C., Sommerfield, A., & von Ungern‐Sternberg, B. S. (2020). Resilience strategies to manage psychological distress amongst healthcare workers during the COVID‐19 pandemic: a narrative review. Anaesthesia, 75(10), 1364–1371. https://doi.org/10.1111/anae.15180

Lennerts, S., Schulze, A., & Tomczak, T. (2019). The asymmetric effects of exploitation and exploration on radical and incremental innovation performance: An uneven affair. European Management Journal. https://doi.org/10.1016/j.emj.2019.06.002

Li, F. (2020). Leading digital transformation: three emerging approaches for managing the transition. International Journal of Operations & Production Management, 40(6), 809–817. https://doi.org/10.1108/ijopm-04-2020-0202

Puriwat, W., & Hoonsopon, D. (2021). Cultivating product innovation performance through creativity: the impact of organizational agility and flexibility under technological turbulence. Journal of Manufacturing Technology Management, ahead-of-print(ahead-of-print). https://doi.org/10.1108/jmtm-10-2020-0420