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Directional Strategies Report
Directional Strategies Report
GRADING RUBRIC MUST BE FOLLOWED ANY OUTSIDE RESOURCES MUST BE WITHIN 5 YEARS OLD Create a 3–5-page directional strategy report, as if you were preparing to present your assessment to a representative panel of employee stakeholders of a health care organization. Questions to Consider: What are the major categories of employee stakeholders in a health care organization of your choosing (such as executives, senior management, middle management, caregivers, maintenance, administrative support personnel, volunteers)?What role does the board of directors play in your health care organization?What are the important elements of an effective board of directors?What is the process your organization uses to select members?How effective is that process?What are industry best practices for selecting board members for a health care organization?How well do your organization’s strategies align with its published vision, mission, and values?How does this organization’s environment support or hinder its alignment with its vision, mission, and values? Assessments 1 and 2 must be completed before beginning this assessment. Analyze the relevance of the organization’s directional strategy, including its vision, mission, values, and organizational culture. The goal is to focus upon application of the concepts and new insight. Keep it brief and substantive. Note: Feel free to construct images/diagrams to summarize information where appropriate (for exle, TOWS matrix…). Complete the following: Review the mission, vision, and values statements of your health care organization.Examine how well each statement addresses the components of a directional strategy.Analyze the gap between the desired outcome and the actual state of the current environment.Analyze the organization’s directional strategy, including its vision, mission, and values.Examine the strategic “fit.”Does the directional strategy fit the environment?Is the organization headed in the right direction given the environmental assessment?Does growth make sense right now or does maintaining the status quo or even contraction make better sense?Recommend changes you would make to ensure a foundation necessary for the current structure and strategies of the organization. Note: Support your recommendations with relevant resources from the literature. Resources: Organizational Ethics and Strategic Planning These resources and articles help identify the decision-making process, considering mission, values, and ethics in the strategic planning process. Ginter, P. M., Duncan, W. J., #038; Swayne, L. E. (2013). Strategic management of health care organizations (7th ed.). San Francisco, CA: Jossey-Bass.Chapter 5, “Directional Strategies,” on pages 163–204.Kotalik, J., Covino, C., Doucette, N., Henderson, S., Langlois, M., McDaid, K., #038; Pedri, L. M. (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.Maritan, C. A., #038; Lee, G. K. (2017). Resource allocation and strategy. Journal of Management, 43(8), 2411–2420.Newhouse, J. J., #038; 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. These articles help identify the decision-making process and directional strategies for strategic planning. Kukreja, D. (2013). Strategic planning: A roadmap to success. Retrieved from http://iveybusinessjournal.com/publication/strateg…Parsons Miller, S. (2016). Directional strategies in the development of strategy for a healthcare organization. Retrieved from http://smallbusiness.chron.com/directional-strateg…Bradley, J. (2016). Operational versus functional level strategy. Retrieved from http://smallbusiness.chron.com/operational-versus-…Johnson, S. (2015). The triangle of corporate strategy. Retrieved from http://smallbusiness.chron.com/triangle-corporate-…Wolf, C., #038; Floyd, S. W. (2017). Strategic planning research: Toward a theory-driven agenda. Journal of Management, 43(6), 1754–1788.
Balanced Scorecard Briefing- Power Point
Balanced Scorecard Briefing- Power Point
Create and record a 5–10-minute (10–12-slide) presentation of a balanced scorecard briefing for a CEO. Must include speaker notes and have at least 10 mins of speaking content GRADING RUBRIC MUST BE FOLLOWED OUTSIDE RESOURCES MUST BE WITHIN 5 YEARS OUTLINE FOR POWER POINT MUST BE FOLLOWED Questions to Consider: What role does a TOWS analysis play when looking for some strategic alternatives?What is a value differentiation strategy?How would you use it and why?How would you determine which market entry strategy would provide the quickest entry into the market, if you were looking for a marketing strategy?What advantages might the slowest strategy offer?What changes first: Strategy or structure?What role does consumerism play in marketing a service?Does your health organization operate as a consumerism-driven service? If so, how does this affect the organization?What issues do hospital leaders face in responding to a disaster from the perspective of human resources, legal, and financial issues?What, if anything, is a local hospital required to do in response to a disaster?What are the primary differences in the human resources strategies needed for expansion, contraction, and maintenance of scope?Which type of adaptive strategy is the most difficult to implement from a human resources perspective? Why?What is the linkage between the internal environment and value-adding service delivery and support services?What would be a good exle of this in your own health care organization? Step One: Create PowerPoint Presentation When preparing the information for your presentation, focus on the conceptual level to make sure you are on target and aligned with strategic goals. Remember, CEOs expect presentations to be brief, substantive, and concise. Design for your audience. If your organization has branding standards, use them. You are expected to follow generally recognized guidelines for professional presentations. Spare your audience from a “death by PowerPoint” experience. Consult the suggested resources to remind yourself of the do’s and don’ts of effective presentations. Address the following points in your briefing: Describe at least five objectives, with your corresponding metrics, targets, and initiatives, to help the organization achieve the strategic direction you have designed.Present your operational recommendations and strategic control mechanisms.Include the strategic goals, objectives, and action steps for reconfiguring and aligning the organization’s structure, systems, shared values, management style, staff, and skills.Include critical success indicators that the organization can use to measure its performance in implementing the strategy.Evaluate the effect of your strategy formulation, weighing factors of measurement against current measurement benchmarks in the organization. Presentation Structure In the real world, you can consider yourself lucky when you get 5–10 minutes of a CEO’s time. You will need to limit your briefing to 10–12 slides, or you will run out of time. Structure your briefing following the format below. Use the notes portion of each slide to write your script and practice your script to make sure you stay as close to the suggested time frames as possible. Slide 1: Cover (15 seconds).Slide 2: Vision/mission/values (30 seconds).Slide 3: External environment analysis tool applied (table) (1 minute).Slide 4: Internal analysis tool applied (table or graphic) (1 minute).Slide 5: Gap analysis: desired position versus actual (1 minute).Slide 6: Recommend directional strategy (1 minute).Slide 7: Develop 3–4 key goals/objectives (1 minute).Slide 8: Visual: Balanced scorecard table with 1–3 performance indicators and associated metrics (1 minute).Slide 9: Analysis (1 minute).Slide 10: Recommendations/conclusions (1 minute).Slide 11: References. Resources: Strategic Planning These resources and articles help to illustrate the information necessary in communicating a balanced scorecard and strategic plan for a health care organization. Burton, D. A. (2015). 6 predictions for health care and population health. Healthcare Financial Management, 69(4), 58–63.Clarke, S. A. (2017). Strategic operational planning: Why healthcare organizations need to adopt this dual approach under population health management. The Journal of Medical Practice Management, 33(1), 15–18. Daly, R. (2014). The structure of value. Healthcare Financial Management, 68(1), 56–63.Fry, A., #038; Baum, N. (2016). A roadmap for strategic planning in the healthcare practice. The Journal of Medical Practice Management, 32(2), 146–149.Ginter, P. M., Duncan, W. J., #038; Swayne, L. E. (2013). Strategic management of health care organizations (7th ed.). San Francisco, CA: Jossey-Bass.Chapter 6, “Identifying Strategic Alternatives,” pages 205–255.Chapter 9, “Value-Adding Support Strategies,” pages 359–398.Chapter 10, “Communicating the Strategy and Developing Action Plans,” pages 401–428.Kun, K. E., Kassim, A., Howze, E., #038; MacDonald, G. (2013). Interviewing key informants: Strategic planning for a global public health management program. The Qualitative Report, 18(9), 1–17.Malof, L. C. (2013). The power of data—From data mining to consumer pricing and quality-of-care tools. Benefits Quarterly, 29(4), 20–23.Mangelsdorf, M. E. (2016). Mastering strategy. MIT Sloan Management Review, 57(2), 67–71.Meyer, C. K., Clapham, S. E., #038; Lemke, A. (2014). Strategic planning at UnityTrust Hospital. Journal of Business and Behavioral Sciences, 26(3), 112–126.
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