I need help with responses to my peers discussions

Dec 1st, 2015
Health & Medical
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#1) There are 3 key elements of an organizational strategy: strategic thinking, strategy formulation, and strategy implementation (Spath & Abraham, 2013). These steps would be relevant to the strategic mindset of an organization’s management team if their purposes are to aim at directing the pathway of the overall entire organization, having a long-term outlook to the future perspective of the company’s stakeholders and considering positive results of effort by many within the organization. Every organization is engaged in some current activities that are designed to create sales for delivery, distribution, clients and patients. I believe that basic strategy consist of both innate and learned traits. There are so many different components of being a fantastic leader and understanding the key elements of organizational strategy that in my own personal perspective it should be of the things learned mostly. It is important to challenge basic strategy and stretch the knowledge in order to be a more fantastic leader. “Strategic management is nothing less than steering and managing an HSO to be successful over time—not just for the next quarter or year, but for the long term. It involves deciding the direction in which the organization should go and what products and services the organization should offer” (Spath & Abraham, 2013).


Spath, P. L., & Abraham, S. C. (2013). Strategic management in healthcare organizations. Ashford University: San Diego, CA.

Juanell Seward



The three elements of strategic management are strategic thinking, strategic formulation, and strategic implementation (Spath & Abraham, 2014).  In strategic thinking is looking at where the hospital is and where it would like to be.  There are times when the service line that has worked well in the past may not be working well today and that is where the hospital needs to look at other alternatives.  It would look at what is going on in the community and what may be needed in the future.  In strategic formulation is a look internally in the organization on what are the strengths and its weaknesses and looks at why.  We are seeing many hospitals looking inward on what they can do to improve.  many are looking at their internal processes to improve its patient scores, infection rates, wounds, and its readmission rates.  Many are seeing that many processes need to be looked at and changed.  In strategic implementation a hospital takes what it has learned and implements changes and monitors them for success.  Implementing a new program can be difficult due to cost of the new process if it will need additional staff or create education hours to teach staff the new process.  It will also need to be audited and data collected over time to see if the changes expected occurred or will there need to be adjusted.  It is relevant to management that they are looking at improvements need to be done to keep the hospital doing well financially and that patients are receiving the best care.   

  I think that it is a learned trait.  The process of strategic management is learned and the mindset you need is part of the person’s personality on how they would work to achieve the goals.  You can teach a person how to look at data and see what service line is working and if it is not working.  The implementation can also be taught by rolling out the new process, monitoring the compliance, and reviewing the changes occurring. 

Jonny Candari

Spath, P., & Abraham, S. (2014). Strategic Management for Healthcare Organizations. San Diego, California, United States of America: Bridgepoint Education, INC.


#3) Emily

Resources and competencies are keys to implementing strategies. Resources encompass more physical items, such as finances, facility space, and equipment. (UTA, n.d.)Competencies are more intangible and specific to the people of the organization: skills and capabilities, attitudes, intuition, and creativity. (UTA, n.d.) Competitive advantage is simply defined as a “significant edge over competitors. (Spath & Abraham, 2013) The role of licensed health care providers can give an organization a competitive advantage by showing that they use industry respected best practices and are committed to ongoing professional development of their employees. (National Healthcare Workers Association, 2015) “Certification is also a vehicle for hospitals to distinguish themselves from competitors. It demonstrates to consumers that the organization attracts only the most skilled and experienced healthcare professionals.” (National Healthcare Workers Association, 2015)

National Healthcare Workers Association. (2015). “Benefits of Certification” Retrieved from http://nationalhealthcareworkersassociation.com/benefits-of-certification/

Spath, P. L., & Abraham, S. C. (2013). Strategic management in healthcare organizations. Ashford University: San Diego, CA.

University of Texas at Arlington. (No Date). “Strategy Implementation”. Retrieved from http://wweb.uta.edu/management/dr.mcgee/Summer11/Chapter%209%20-%20Implementing%20the%20Strategy.ppt.


#4) Sandra

Strategic resources and competencies are essential for achieving high quality health care.  Effective resources bring profit to an organization yet it’s not about the quantity but rather the quality.  Resources are physical things or property such as technology/equipment, finances, and physical space or buildings.  Competencies are the people that make up the organization which deals with the ability of the health care professionals to deliver quality care.  This evaluates their level of education and training and their effectiveness and capabilities (Spath & Abraham, 2013).  Accuracy is a vital element in the health care environment.  Undergoing a surgical procedure the consumer trusts that the surgeon is fully competent and capable of performing the surgery safely.   

Competitive advantage in the health care environment is obtaining a remarkable advantage over competitors.  An example would be when laparoscopic surgery was first introduced.  Most surgeons were doing invasive surgeries for minor procedures such as the removal of the gallbladder.  There were only a small number of physicians who started the experimentation of minimally invasive surgeries (MIS).  An idea derived from a German gynecologist.  This procedure had rapid recovery times and improved patient satisfaction.  Because this was a new innovative procedure that produced incredible results it became the “new” way of surgery.  Yet, only few doctors were trained and capable of performing laparoscopic surgeries.  This made the doctors performing laparoscopic surgeries a commodity in the surgical field.  The health care organizations such as the hospitals gained an advantage over other facilities if they employed a surgeon performing laparoscopic procedures (Blum & Adams, 2011).   


Blum, C. A., & Adams, D. B. (2011). Who did the first laparoscopic cholecystectomy? Journal of Minimal Access Surgery, 7(3), 165–168. http://doi.org/10.4103/0972-9941.83506

Spath, P. L., & Abraham, S. C. (2013). Strategic Management In Healthcare Organizations. Ashford University: San Diego, CA.

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