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Strategic Assessment in Health Services Organizations

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Strategic Assessment in Health Services Organizations
What impacts organizational strategies for HSOs? How do health care administrators address factors that contribute to, affect, and compromise operations for HSOs?
Situational analyses assist health care administrators in determining those factors that contribute to the overall situation concerning the operation of an HSO. As examined earlier in the course, there are a variety of factors that may contribute to how health care administrators design, implement, and revise initiatives for improvement within HSOs. As you continue your examination of these factors within the context of improving performance in HSOs, consider the role of strategic assessment in addressing those factors for maximizing improvement.
For this Assignment, review Case 3, "HSO Strategic Assessment," in Chapter 9 of the text, Managing Health Services Organizations and Systems. Reflect on those factors from the general and health care environments that most greatly impact the situational analysis in the case. Then, consider how these factors might affect organizational strategies implemented in an HSO. Review the Week 4 Case Questions document in this week's Learning Resources to complete the Assignment.

1. Compile a list of situational analysis considerations that are relevant to the HSO selected.
2. Identify and describe past and present organizational strategies the HSO has implemented or is implementing
3. Discuss the context in which the HSO made strategic choices. Use the list of aspects of context:

Type of organization how the hso adapts to its external environment competitors and customers
Strategic decision style the process by which strategic alternatives are formulated and evaluated and decisions are made
Managerial philosophy continuum that ranges from opportunity maximization to cost minimization
Organizational culture and strategic manager's values of decision makers who formulate strategies are contextual variables that often affect the selection f strategies from among options.
Portfolio analysis borrowed from marketing and describes and categorizes resource producing or resource consuming services and products.
Organization life cycle refers to the stage of development of an HSO/HS
Competitive position predicated on the position. Barriers to market entry, the threat of new entrants, availability of substitute services and the HSO strength as a seller or buyer.

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What impacts organizational strategies for HSOs? How do health care administrators address factors that contribute to, affect, and compromise operations for HSOs?

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

Size and complexity of the HO. 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. • Limited resources for production. 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 only the best and most efficient HOs to remain.

Focus is shifted from the product or service to the client. 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. • Size and complexity of the HO. 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.

http://www.revespcardiol.org/en/strategic-planning-in-healthcare-organizations/articulo/90147901/

1. Compile a list of situational analysis considerations that are relevant to the HSO selscted.

In regard to the relevant issues that must be considered in the analysis for the HSO when developing strategy, these entail ensuring that the healthcare organization focus upon the clients or patients who are more informed because of technology, highly aware of their patient rights, and require healthcare organizations to engage in more transparency to ensure that they are receiving the highest quality of healthcare possible. The fact that there exists alternative healthcare providers as a result of managed care facilities and other forms of ...

Solution Summary

The following posting discusses various facets of strategic assessment in health care organizations. Concepts covered include organizational strategies, situational analysis, and strategic choices.

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