As a health care administrator monitoring of the strategic metrics of our business unit report that there is needed changes to met growing competition. Our weakness: 1.) old obsolete facilities, 2.) under skilled technician. The criterion and strength for our unite strategic planning and strategic alternative is 1.) continue our consistent high-quality of patient care in our main facility and retrain our technical staff on new diagnostic equipment in new satellite facilities. 2.) that we have adequate financial resources to implement our strategic plan and strong cash flow. What criteria to use is entirely up to your management team. Playing with several criteria can be a useful way to learn of the strategies sensitivity to various combinations of criteria. When necessary, managers should supplement this analysis with detailed forecasts and analyses. For example, to assess which strategy might yield the most revenue growth were each one is implemented, the team should conduct a more detailed revenue forecast for each strategy over the planning horizon of 3 to 5 years. Even though such projections are still estimates and based on assumptions, they require more reflection and thought than mere guesses (Practice L. Spath, 2014).
As a future health care administrator I am required to evaluate strategies, efficiency, efficacy, and outcome of my department/unit. It is reported that the strategic metrics is a huge key factor and a powerful tool of organizational change and that is needed to be visualized to meet goals. The weaknesses of this department are easy to identify by evaluating performance factors, such as sales, revenues, cost control, and continuing with general measures such as worker evaluations. By conducting a department review and evaluation it helps determine how much each worker is contributing to the overall operation of not only the department but the organization. An effective strength would be monitoring the progress for implemented strategic plans and success. As taking on these responsibilities of a health care administrator, it is important to focus and deal with day-to-day operational and according to Krentz, “to overcome obstacles to successful use of strategic metrics, providers should communicate the organization's strategic intent, establish accountability for achieving the targets, and ensure buy-in through review of metrics and involvement of appropriate people“ (Krentz, DeBoer & Preble, 2006, pg.1).