Directional Strategy Report for a Health Care Organization

Overview

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.Directional Strategy Report for a Health Care Organization

Note: The assessments in this course are presented in sequence and must be completed in order.

Directional strategies allow organizational leaders to define what the organization should be doing and how the organization plans to achieve results. As industry dynamics shift, strategies need to be adjusted. Directional strategies are all about sustainability. For example a directional strategy of growth needs to be carefully evaluated with respect to internal capacity, external community fit, and financial feasibility.

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

• Competency 1: Analyze organizational structure, design, culture, and climate in relation to environmental forces. ◦Analyze an organization’s mission, vision, and values statements in terms of directional strategies.

◦Analyze the gap between the desired outcome and the actual state of the current environment.

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• Competency 3: Recommend an organizational structure and design to optimize a strategic plan. ◦Examine organizational ethics as expressed in mission, vision, and value statements, and its relationship to health care strategy.

◦Propose changes to vision, mission, and values statements that align organizational structure and strategies.

• Competency 4: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration. ◦Write in a clear, concise, and well-organized manner, supporting conclusions with relevant evidence.

◦Follow current APA guidelines for format and style.

 

Context

The primary directional strategies discussed in strategic management literature are mission, vision, and values. It is important to note that strategic goals also provide direction to the organization and are an important part of the strategic planning process.

The process of creating authentic and congruent vision and mission statements hinges on filtering the creation process through an organization so that ownership of the strategic plan is shared by everyone. All employees should have a say in their specific goals within the structure of an organizational strategy.

Read the Assessment 3 Context document for additional information about the following topics:Directional Strategy Report for a Health Care Organization

• Strategy Formulation Process.
• Directional Strategies.
• Creating Momentum.

 

Questions to Consider

To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.

• In a health care organization or your choosing, what are the major categories of employee stakeholders (such as, executives, senior management, middle management, caregivers, maintenance, administrative support personnel, volunteers, et cetera)?
• 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 does 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?

 

Suggested Resources

The following optional resources are provided to support you in completing the assessment or to provide a helpful context.

 

Library Resources

• 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.
• McSherry, R., &Warr, J. (2010). Implementing excellence in your health care organization: Managing, leading and collaborating. Berkshire, GBR: Open University Press.
• 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.Directional Strategy Report for a Health Care Organization

 

Internet Resources

Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.

• Kukreja, D. (2013). Strategic planning: A roadmap to success. Ivey Business Journal. Retrieved from http://iveybusinessjournal.com/publication/strategic-planning-a-roadmap-to-success/
• Parsons-Miller, S. (2016). Directional strategies in the development of strategy for a healthcare organization. Houston Chronicle. Retrieved from http://smallbusiness.chron.com/directional-strategies-development-strategy-healthcare-organization-81073.html
• Bradley, J. (2016). Operational versus functional level strategy. Houston Chronicle. Retrieved from http://smallbusiness.chron.com/operational-versus-functional-level-strategy-61306.html
• Johnson, S. (2015). The triangle of corporate strategy. Houston Chronicle. Retrieved from http://smallbusiness.chron.com/triangle-corporate-strategy-68313.html

 

Assessment Instructions

Note: 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 example, 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.

 

Additional Requirements

• Length: 3–5 double-spaced, typed pages.
• APA formatting: Resources and citations are formatted according to current APA style and formatting.
• Resources: Use evidence from the literature to support your recommendations.

Directional Strategy Report for a Health Care Organization

Strategic management of health care organizations

Overview

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. Strategic management of health care organizations

Note: The assessments in this course are presented in sequence and must be completed in order.

Directional strategies allow organizational leaders to define what the organization should be doing and how the organization plans to achieve results. As industry dynamics shift, strategies need to be adjusted. Directional strategies are all about sustainability. For example a directional strategy of growth needs to be carefully evaluated with respect to internal capacity, external community fit, and financial feasibility.

ORDER A FREE-PLAGIARISM PAPER HERE

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

• Competency 1: Analyze organizational structure, design, culture, and climate in relation to environmental forces. ◦Analyze an organization’s mission, vision, and values statements in terms of directional strategies.

◦Analyze the gap between the desired outcome and the actual state of the current environment.

• Competency 3: Recommend an organizational structure and design to optimize a strategic plan. ◦Examine organizational ethics as expressed in mission, vision, and value statements, and its relationship to health care strategy.

◦Propose changes to vision, mission, and values statements that align organizational structure and strategies.

• Competency 4: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration. ◦Write in a clear, concise, and well-organized manner, supporting conclusions with relevant evidence.

◦Follow current APA guidelines for format and style.

 

Context

The primary directional strategies discussed in strategic management literature are mission, vision, and values. It is important to note that strategic goals also provide direction to the organization and are an important part of the strategic planning process.

The process of creating authentic and congruent vision and mission statements hinges on filtering the creation process through an organization so that ownership of the strategic plan is shared by everyone. All employees should have a say in their specific goals within the structure of an organizational strategy.

Read the Assessment 3 Context document for additional information about the following topics:

• Strategy Formulation Process.
• Directional Strategies.
• Creating Momentum.

 

Questions to Consider

To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.

• In a health care organization or your choosing, what are the major categories of employee stakeholders (such as, executives, senior management, middle management, caregivers, maintenance, administrative support personnel, volunteers, et cetera)?
• 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 does 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?

 

Suggested Resources

The following optional resources are provided to support you in completing the assessment or to provide a helpful context. Strategic management of health care organizations

 

Library Resources

• 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.
• McSherry, R., &Warr, J. (2010). Implementing excellence in your health care organization: Managing, leading and collaborating. Berkshire, GBR: Open University Press.
• 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.

 

Internet Resources

Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.

• Kukreja, D. (2013). Strategic planning: A roadmap to success. Ivey Business Journal. Retrieved from http://iveybusinessjournal.com/publication/strategic-planning-a-roadmap-to-success/
• Parsons-Miller, S. (2016). Directional strategies in the development of strategy for a healthcare organization. Houston Chronicle. Retrieved from http://smallbusiness.chron.com/directional-strategies-development-strategy-healthcare-organization-81073.html
• Bradley, J. (2016). Operational versus functional level strategy. Houston Chronicle. Retrieved from http://smallbusiness.chron.com/operational-versus-functional-level-strategy-61306.html
• Johnson, S. (2015). The triangle of corporate strategy. Houston Chronicle. Retrieved from http://smallbusiness.chron.com/triangle-corporate-strategy-68313.html

 

Assessment Instructions

Note: 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 example, TOWS matrix…). Strategic management of health care organizations

 

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.

 

Additional Requirements

• Length: 3–5 double-spaced, typed pages.
• APA formatting: Resources and citations are formatted according to current APA style and formatting.
• Resources: Use evidence from the literature to support your recommendations. Strategic management of health care organizations

 

Evidence-based practice researchable problems

Discussion Question

For this discussion, you are asked to review the student learning outcomes for this course and discuss how you met these outcomes. The intention here is to provide you an opportunity to “reflect” on the learning achieved during this term and how you successfully met these learning outcomes. If you do not feel you successfully met the objective, discuss your plans to successfully complete the objective in the future.

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Upon completion of this course, the student should be able to:

1. Critically analyze current practice to formulate researchable problems.
2. Evaluate research as the basis for decision-making to improve outcomes through translation into evidence-based practice.
3. Synthesize an understanding of the research process through development of a proposal to address a nursing problem or focus area identified in nursing practice.
4. Investigate ethical issues related to the conduct of scientific research, including informed consent, data management, data analysis, and protection of human subjects.
5. Explore national and international initiatives and research priorities.

Hypertension in African Americans Research Proposal

Background

The racial differences in hypertension and the related complications for decades are recognized with African Americans having the highest risk compared to other ethnicities. Blood pressure readings have been consistently higher in African Americans with an early onset of hypertension. Despite awareness and treatment attempts, the problem of high blood pressure has continued to rise among the African American population. For this matter, various complications are associated with hypertension among this racial group (Allison, et al, 2014). Complications include end-stage renal failure, stroke, and congestive heart failure. In this case, research is focused and highly committed to determine factors associated with racial disparities in hypertension and addressing the essential need to the existing gaps. The purpose of this study, therefore, is to identify the high risk factors of hypertension and todetermine if providing health education and developments of community programs are effective in reducing hypertension in the African American community. Hypertension in African Americans Research Proposal

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Statement of problem and purpose

The major problem of discussion of this study is the high prevalence of hypertension in African Americans than other ethnicities. It is important to explore the norm, behavioral, and the disease control beliefs of the African American population in relationship to maintaining self-care behaviors that are essential in controlling and mitigating blood pressure and preventing hypertension. This would act as the first phase of studies aimed at developing clinical tools that can be utilized by the health professionals to design or develop more effective interventions aimed at reducing the disparities and prevalence of hypertension (Allison, et al, 2014).

Research question

This research is seeking to answer a specific research question concerning hypertension. In this case, the research questions would be, does the development of community programs and providing health education reduce disparities and factors associated with hypertension in predominately African American communities versus a more diverse community? Hypertension in African Americans Research Proposal

Hypothesis

The puzzle of the high risk of hypertension among African Americans has triggered various hypotheses both research and the null hypothesis. For instance, it is hypothesized that there are some genetically determined and modified physiologic differences that exist between the African Americans and whites. In this case, the Creatinine Kinase found in AfricanAmerican’s muscles has greater amounts than the Caucasians. Creatinine Kinase tends to influence blood pressure. It is also hypothesized that the environmental factors such as psychosocial and lifestyle factors are important in the development of hypertension. It is hypothesized that the African American individuals tend to have high rates of obesity. Body mass affects blood pressure and the anthropometric measurements as it relates to the risk of high blood pressure.

Study variables

Study variables are defined as those factors or things that have quantity or quality that varies or changes. In this case, there exist both dependent and independent study barriers. The variables of this study include salt sensitivity, environmental factors such as psychosocial, socioeconomic, and lifestyle factors, genetics, and the body mass index.

Operational definition of variables

Salt sensitivity

While salt sensitivity should affect blood pressure in many populations across the world, there are racial differences that exist in the intake as well as the handling of the sodium and potassium. While the prevalence of salt sensitivity in African Americans and the Caucasians remains similar, the degree of blood pressure increase and changes shows disparities (Allison, et al, 2014).

Body mass

The racial disparities in the body mass index have been recognized and suggestive of differences in blood pressure and the prevalent levels. In this case, African Americans have been associated with high chances of overweight and obesity in various age groups. However, this body mass affects blood pressure and hence the high disparities found in such individuals (Weaver et al, 2017).

Lifestyle

Hypertension can be categorized as a lifestyle disease. Research shows that African Americans, are not associated with high rates of exercise and hence they have high chances of hypertension. On the other hand, the whites take part in exercise and this helps to reduce the excessive fat in the body and hence prevention of atherosclerosis that may lead to increased blood pressure (Sessoms et al, 2015). Meeting guidelines by adhering to lifestyle modifications through the success of the DASH diet, alcohol consumption and weight loss helps to reduce hypertension in African Americans (Sessom et al, 2015). Hypertension in African Americans Research Proposal

Psychosocial factors

Research demonstrates that the psychosocial factors play a role in the development of hypertension. These factors may include occupational stress, personality, housing instability, sleep quality, and support and remain essential factors in the development of hypertension.

Socioeconomic

According to Weaver (2017), it was identified that socioeconomic factors also correlates with the blood pressure. Residential distance may be an indicator of systolic dysfunction in the African American community. Living closer to primary highways are associated with cardiac remodeling in an understudied African American population. Primary highways with limited access are typically busier and have more air pollution that can lead to heart failure.  Those also closest to primary roads were found to have less education, lower socioeconomic and government assisted insurance (Weaver et al, 2017). African Americans who live in the United States usually suffer disproportionately high chances of hypertension when compared to other ethnic groups (Chor et al, 2015).

References

Allison, D. B., Edlen-Nezin, L., & Clay-Williams, G. (2014). „Obesity among African-American Women. Prevalence, Consequences, Causes, and Developing Research.“. Womens Health, 243-274.

Chor, D., Ribeiro, A. L. P., Carvalho, M. S., Duncan, B. B., Lotufo, P. A., Nobre, A. A., … & Barreto, S. M. (2015). Prevalence, awareness, treatment and influence of socioeconomic variables on control of high blood pressure: results of the ELSA-Brasil Study. PLOS one, 10(6), e0127382.

Sessoms, J., Reid, K., Williams, I., & Hinton, I. (2015). Provider Adherence to National Guidelines for Managing Hypertension in African Americans. International Journal Of Hypertension, 20151-7. doi:10.1155/2015/498074

Weaver, A. M., Wellenius, G. A., Wen-Chih, W., Hickson, D. A., Kamalesh, M., & Yi, W. (2017). Residential distance to major roadways and cardiac structure in African Americans: cross-sectional results from the Jackson Heart Study. Environmental Health: A Global Access Science Source, 161. doi:10.1186/s12940-017-0226-4

Hypertension in African Americans Research Proposal