Strategic Plan Part I

I have chosen to analyze an organization that has helped millions of individuals in Utah and Idaho with their healthcare needs, Intermountain Healthcare, (IHC). For the specific purposes of this paper I will be representing the homecare department of IHC, located in Ogden, Utah. The individual I have selected to analyze is the branch manager who is over the Ogden branch. I have selected this organization and leader as I had the opportunity to work for this company for over 3 years. I have a high level of insight and personal experience that I can bring to this paper which I feel is very advantageous. I hope to learn how to improve the organizational performance of this branch by analyzing previous management and leadership methods.

Pearce, J. A., II, Robinson, R. B. (2011). Strategic management: Formulation, implementation, and control (12th ed.). Boston, MA: McGraw-Hill/Irwin

Healthcare organizations are constantly changing to meet the needs of their communities. According to Mitchell (2013), organizations utilize evidence base practice to determine the changes needed of a given community. The purpose of this paper is to analyze Catholic Health Initiative (CHI) Saint Vincent Infirmary’s (SVI) complex adaptive system, mission, values, culture, leadership style, level of greatness, and readiness for changes.

The three systems whose factors greatly affect the efficient delivery of services are hospitals, long-term care facilities and mental/behavioral health services. Each of these are significantly impacted by diverse influences, affecting the direction and method for health care delivery. For hospitals, the three factors are vertical integration, horizontal integration and sources of power, or stakeholders (). Horizontal and vertical integration are both structure mechanisms, but are very different in nature and their impact on the hospital system. Horizontal integration allows facilities in different geographic areas and different financial status affiliate with one another through a larger organization for the purposes of offering similar services.

G.G. Dess, G.T. Lumpkin, M.L. Taylor, A.A. Thompson, and A.J. Strickland III, Strategic Management (Boston, McGraw Hill, 2004) pp. 141-148.

Every healthcare institution no matter the size has an organizational structure that promotes efficient management of departments. I found the theme of chapter six to be about a corporation’s personhood and the duties of a corporation’s governing board. It is critical to understand the structure of an institution because it facilitates the chain of command, lays out what department is accountable for what, and gives you a better understanding of the relationship the organization has with its employees (this is essential to know because chapter seven is about the distinction between an employee/independent contractor and their relationship with the hospital).

Strategic planning can dictate the success of any organization if properly planned as well as the failure of an organization if not implemented as planned. Strategic planning is all about making choices. It is a process designed to support leaders in being intentional about their goals and methods. Simply stated, strategic planning is a management tool, and like any management tool, it is used for one purpose only—to help an organization do a better job. This portion of the strategic plan will explain why an

In order to examine this issue further, this research will look at a number of different sources. Contemporary managerial sources are explored in order to understand how other voices in the field are describing similar methods for change. First, popular structures for change management are examined, especially within their correlation to Palmer & Dunford (2009). This is followed with an extensive

The organizations that will be discussed are Century 21 Powerhouse Realty where I am employed at as a real estate agent and the Disney organization, which is an organization that has adopted total quality management. In the following paragraphs I will evaluate my organization’s mission, vision, goals, and objectives as well as discuss the relationship

In this paper, I will attempt to study the operation condition about Akron Children’s Hospital. First of all, I will briefly introduce the hospital’s basic information, including the beginning of its operation, its development process, and current situation. Then, we will focus on the Akron Children’s hospital’s current managerial problem. They want to by using the research to help them fix this problem. The research process is conducted by a professional management research company, who was called “Marcus Thomas LLC”. Their management research process could be separate into five hierarchy, and in every step, Akron hospital has a specific work to do, or they have a particular

Memorial Hospital Case Study uses a series of communication between different level and functional hospital employees to paint a picture of how this hospital operates. This paper will analyze and summarize key characteristics underlining the organization structure, management style and leadership, identify major challenges and recommend workable solutions.

Found in the organizational structure and studied in hospital re-organization is the core and periphery both are varied systems that relate to the identity of the hospital and it’s

Similar to a vehicles control board, the balanced scorecard shows indicators of performance that gives an overview of the organization. A balanced scorecard, developed by Robert S. Kaplan and David P. Norton, is a tool that merges financial and nonfinancial measurements into a view of organizational performance linked to the strategy (Pearce & Robinson, 2009). Although several versions of balanced scorecards exist, each defines an organization’s mission, vision, and objectives. Demary & Sons’ mission is to deliver freight professionally and on time while committing to highway safety. The

Fixing problems that face health care in many health facilities demand a system wide set of solutions. The systems used in these facilities must be assessed and redesigned to identify factors that will aid in the achievement of the set goals. The enormous task of achieving the goals should be undertaken collaboratively by all the key stakeholders, who include, health care professionals, planners and policy makers, administrators, payers, and patients and their families. These partnerships must begin with a common understanding of the problems together with a shared commitment to cooperate and work together to eliminate the problems. With this knowledge, therefore, an action plan for redesigning the health care system can be developed and later implemented. For a successful health care service to be realized, there are various factors which should be employed and which are not found in the traditional business setting. These include unique economic processes, proper regulatory requirements and the perfect quality indicators. This creates a need for every leader within the healthcare industry to create or develop unique skill sets that will harmonize both organizational leadership and the inter-professional team development. It is, therefore, important to understand the comprehensive approach to the management of patient care and also how the concepts of team development and organizational leadership support healthcare leaders in creation of a patient-centric

The Hospital Sisters Health Systems consist of four different divisions within two states and have a total of 13 hospitals, along with a large physician group. The organization was originally run by a group of nuns. However, the nuns have formed a board to oversee the governance of HSHS to ensure they continue to meet the high expectations and mission originally designed by the founding convent in 1875. As the hospital system has grown the governance board has also grown and now has several key members listed on its organizational chart. Each of the roles is essential in creating uniformed quality facilities throughout not only the divisions but the entire HSHS system. The governance board assists in many areas, including HIT decisions and upgrades. This paper will discuss the governance of HSHS, various roles within the organization’s governance model, the HIT decision making process, and an example of HIT implementation within the HSHS-EWD.