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An introduction to the strategic management of the canberra hospital

Strategic areas and objectives. Abstract Strategic planning is a completely valid and useful tool for guiding all types of organizations, including healthcare organizations. The organizational level at which the strategic planning process is relevant depends on the unit's size, its complexity and the differentiation of the service provided.

A cardiology department, a hemodynamic unit or an electrophysiology unit can be an appropriate level, as long as their plans align with other plans at higher levels. The leader of each unit is the person responsible for promoting the planning process, a core and essential part of his or her role.

Strategic Planning in Healthcare Organizations

The process of strategic planning is programmable, systematic, rational, an introduction to the strategic management of the canberra hospital holistic and integrates the short, medium and long term, allowing the healthcare organization to focus on relevant and lasting transformations for the future.

Article Aspects to consider before starting the strategic planning process A thorough understanding of some of the conceptual aspects of strategic planning SP is essential before it can be effectively implemented. Unless such understanding is achieved—which is not always the case—the process may be approached in a superficial manner, which is a common cause for the failure of SP. Definition of Strategic Planning There are many academic definitions, as well as others which, although not academic, have an introduction to the strategic management of the canberra hospital applied an introduction to the strategic management of the canberra hospital by those employing them.

Strategic planning is the systematic and organized process whereby an organization creates a document indicating the way it plans to progress from its current situation to the desired future situation.

It is the set of decision-making criteria and the decisions taken and implemented by an organization to definitively and permanently guide its activities and structure. We would like to highlight 2 important aspects: There is still a long way to go before it is fully recognized that a health professional working alone, even with sufficient material resources available, cannot solve all the challenges that arise in the current healthcare setting.

The following could serve as an academic definition an introduction to the strategic management of the canberra hospital SP: When an organization behaves reliably and consistently over time, it can be said to have a strategy. The first refers to the decisive importance 4 that should be placed on anything considered to have a strategic role. This role is frequently conferred on trivial matters, which should be avoided to prevent misuse of the term.

There are 5 indicators that, in combination, would suggest the need for SP. If we assume that patients are the only clients of a health organization HOit seems obvious that in the future the HO will be treating patients who are increasingly better informed, aware of their rights, demanding, and with a growing capacity to choose their healthcare provider, a decision that has consequences for financing the HO.

The system of resident physicians, access to updated knowledge, and continuous training have led to the following: This factor needs little explanation, and even less in times of severe economic crisis. A possible response to this situation is the increased obligation to allocate resources on a rational basis, allowing an introduction to the strategic management of the canberra hospital the best and most efficient HOs to remain. The focus is no longer solely on the quality of the product or service, but also on how this is transferred to the client and their experience.

HOs no longer simply focus on carrying out the processes to the best of their ability, but on achieving patient satisfaction and obtaining the best results possible. What matters is not only what, but how. Increases in the size of the population, their needs, and the diagnostic and treatment options offered has led to physical growth in the size of HOs and increased organizational complexity.

A clinical service may already be too large a productive unit, and decomposing it into highly complex subunits may have to be considered. Another source of complexity arises from the need to act in collaboration with primary care in relation to a range of diseases, especially chronic ones.

All these circumstances clearly affect HOs, immersing them in an environment of constant and sudden change both in their external and internal circumstances, and those of their clients. In these circumstances, SP is a fully applicable tool that is both useful and relevant to the HO.

If SP is not conducted, then in a few years HOs could become irrelevant or even cease to exist. Advantages, Drawbacks and Errors Advantages SP is a rational process that aims to bring the future closer and allows us to both study and conduct simulations of the future. The process can reveal previously hidden opportunities or threats, 6 providing the option to act on them early. Strategic planning establishes a clear and explicit framework with criteria for making day-to-day decisions and identifying fragmentary and unaligned choices or personal value judgments, all of which facilitates and simplifies managerial decision-making.

The development of SP encourages the participation and commitment of the entire HO in achieving the planned results, thus becoming an important element in institutional cohesion. Finally, an organization that has good SP and applies it consistently offers an introduction to the strategic management of the canberra hospital serious and credible external image corporate reputation.

Drawbacks Strategic planning is definitely not a bed of roses. It is expensive, especially in the amount of time invested by members at different levels of the organization, and may seem very tedious or a waste of time.

Strategic planning may uncover differences or conflicts that were more or less hidden and which the members had learned to live with, thus making the situation during the process seem worse than before. Given that SP not an exact science, a genuine fear is that even with good SP an organization may still fail. However, in changing or turbulent environments, the risk of failure is obviously greater when no plan exists. Another error is the failure to link SP to organizing the resources financial or otherwise needed to carry it out.

Any strategic plan should be able to answer the question of how much it costs. Perhaps the most common error is to put all the effort into the planning stage, but fail to put the plan into practice. A an introduction to the strategic management of the canberra hospital of this is when its implementation is interrupted by the arrival of a new management team or head who wants to restart the entire process. At the highest director in the organization, the chief executive officer CEO has the duty to promote the SP process and provides the organization with a plan for the future.

The CEOs can and should rely on their teams to create the plan and can also receive assistance from third parties consultants. However, neither the team nor consultants can replace their initiative when analyzing the current situation, creating a shared vision of the desired future and identifying the best way to close the gap between reality and desire.

Strategic plans cannot be purchased. However, methodological support can be purchased to develop the strategic plan. The executive board that does not plan or buys a plan is failing in its most fundamental task. In non-healthcare organizations, corporate SP is characterized by being generated at the strategic apex of the organization and sets out the main strategic areas SA that affect the entire organization without exception.

Deriving from this, there may be a strategic plan for each business area in which the corporation is active. In addition, each internal department may have a functional strategic plan tailored to its needs. For example, a pharmaceutical company may have a global corporate strategy. Depending on this strategy, the department of heart medicines may have another strategy that differs from that of the department of drugs acting on the brain, which in turn could be different from the diabetes department, even though the strategic plans for these 3 departments will be completely consistent with the corporate strategic plan.

Within the department of drugs acting on the heart, there may be a need to develop a strategic plan for Spain that could differ from that for Pakistan. Thus, within a sufficiently large organization, distinct strategic plans may coexist at different levels.

The only requirement is that each of the strategic plans is consistent and aligned with any other or others at higher levels. The same criterion should be applied in the HO. Thus, the Ministry of Health or Health Department should have a strategic plan and, within the Health Department, the regional health service should also have a strategic plan that is aligned with the former body.

In turn, there could logically be a strategic plan for specialized care and, within this, a specific hospital could have a strategic plan.

The only qualification for the implementation of strategic plans is that they should be well aligned with one other and not be in conflict or divergent. The justification for their existence is that that they pertain to a structure which, even though subordinate, is sufficiently large, complex and different from the rest of the organization. The only methodological requirement is that it is aligned with the higher-level strategic plan and is not in conflict or divergent.

In recent years, and within the hospital-based cardiology, SP has been conducted for subunits such as hemodynamics, electrophysiology, clinical cardiology, noninvasive diagnosis, etc. Strategic planning is relevant when the subunit is sufficiently large, complex and specific, is clearly different from the rest of the service, and the plan is consistent with the higher-level strategic plan.

Organizing the Strategic Planning Process There should be a steering group within the HO to lead the development and implementation of a strategic plan 6 ; this group should represent all interests and include people with leadership skills. Ideally, this group should be led by its chief representative, who will act as the driving force and display strong commitment to the project and should include someone who is familiar with SP methodology.

The group must have real executive power to avoid being perceived as a mere planning entity. When required by the circumstances, this is a role often assigned to a consultant.

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To address the different aspects of analysis and generate ideas, working groups have to be created that report to the steering group. These should be cross sectional and well coordinated to avoid duplicating work and to fully focus on the assigned tasks. The number of these groups will increase, the greater the size of the HO for which they an introduction to the strategic management of the canberra hospital attempting to plan.

One aspect that may adversely affect the planning process is associated with the relative lack of strategic thinking among the health workers in the HO service. The long-term features very little in their daily work, which requires practical and immediate answers to specific problems that are usually tangible and quantifiable. Their work is usually efficient within the known, due to its repetitive nature.

In contrast, physicians manage uncertainty and vagueness with difficulty and do not go looking for problems as these tend to arrive on their doorsteps and are usually routine. Physicians have problems dealing with ambiguity and problems that cannot be systematized. To minimize any undesirable effects, the difference between the professional skills specific to physicians in the HO services and those required when they are placed in the position of participating in or leading a strategic plan should be taken into account.

The process of strategic planning The SP process is divided into successive phases, although it is recognized that progress may involve the need to return to some earlier stage in order to fine-tune it. The literature provides different names for distinct phases. This article takes a classical approach, which continues to be valid, identifying 5 stages in the process. Defining the Mission, Vision and Values Mission This is a written statement that defines the final aim of the HO, that is, its reason for being.

The mission statement should be short, clear and concise and its content should be shared throughout the entire HO. The mission statement should be disseminated throughout the HO such that all the workers effectively know it by heart.

In this sense, after its successful an introduction to the strategic management of the canberra hospital and dissemination, it can become a rallying point for cohesion within the HO. In addition, clients can be informed of the mission statement as a formal declaration of commitment to a task and its recipients. Vision The vision statement is a written statement that presents the future image of the An introduction to the strategic management of the canberra hospital after the transformation process.

The content of the vision statement should reveal what the HO specifically aspires to be in the future. It should also serve as an inspiration and pose an attractive and motivating challenge to be shared by the members of the HO. They should feel that this vision is achievable and that it is exciting to work with something that, currently just a vision, will be transformed into a reality.

Like the mission statement, the vision statement should be as short and well defined as possible so that the members of the HO can clearly visualize what the organization aspires to be in the future.

A well-formulated and widely shared vision statement exerts a powerful pull on all of the HO's members, who will thus be able to clearly see where the projects are heading.

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Values Values are the set of principles, rules and cultural aspects governing the HO and determining their institutional behavior. These values predict a specific response by the HO when a situation arises that must be immediately resolved. The values must be shared and widely disseminated. The real values of an organization are those that actually govern its behavior and decision-making processes, whether they are formally stated or not.

Strategy Formulation The second phase of SP has 5 stages.