Strategic Management in Healthcare
Project Assignment
In order for one to truly appreciate and learn the concepts of
strategic management one must be positioned at the head of the
table as a leader in a healthcare organization. This project is
intended to afford you the proximal experience of some actual
events in the health care industry. There are steps to expedite
your success as you embark on a career up the healthcare
ladder. The first step is to become thoroughly knowledgeable
about the facility or organization by performing an assessment.
Part 1) ASSESSMENT of a Healthcare Organization
You must construct a hypothetical health care facility (community
hospital, skilled nursing facility, or mental health facility etc). This
is base on the components of real facilities. The factors must be
realistic. Keep in mind that everything cost. Do not use real
names. If you are employed in a heath care facility you may use
your place of employment (again, do not use the real name of the
facility). You may use any resources available to you in obtaining
the following: (Minimum of 1000 words)
1) Size of the facility (number of beds) and the approximate
land area that it occupies
2) Type of facility (services provided) (General Hospital, Skill
Nursing Facility etc.)
3) Payment type (private, public, non-profit , etc)
4) Organizational type (hierarchy etc.)
5) Culture and climate of the organization
6) Organizational leaders and stakeholders
7) Organizational communication type (Top-down, etc)
8) Location of the healthcare facility and population size (state
and local area)
9) Demographics of the area’s population.
Hint: Locate a facility on the internet that is equal in size to
the one you are constructing and come in proximity of their
makeup.
Part 2) IDENTIFICATION of Threats
Once the assessment is completed on a healthcare facility the
second step is to identify internal and external threats to the
integrity of the organization. In this step you are to identify those
issues affecting your organization. Begin with issues impacting all
healthcare facilities and then, provide three additional issues that
are specific to your facility. Therefore, it becomes prudent to
perform a SWOT (Strengths, Weaknesses, Opportunities, and
Threats) analysis. Please cite sources. (Minimum of 750 words)
Part 3) APPLICATION of Strategic Plan
You have identified the economic, social, technologic, political
and competitive changes impacting your healthcare facility. Now
it becomes imperative that you address these issues in order to
maintain integrity to your facility. Address the identified threats to
your organization utilizing strategic management planning,
strategic thinking and managing strategic momentum. Be certain
to prioritize threats and include time frames (long range and short
range). Utilize the concepts and apply principals of strategic
management, from your readings, when developing your plan.
Please do not simply restate facts. (Minimum of 750 words)
Note: Your grade will be determined by the realistic nature in the
construction of your facility, thoroughness of your SWOT analysis
and the application of your strategic plan. You will also be graded
on conceptual/ theoretical application and organization of work.
All parts need to be submitted on time and in APA 6th edition
format. All sources must be appropriately cited. Please include
appropriate cover sheet. Please check for spelling, grammar and
punctuations. Point will be deducted for infractions
Running Head: BCD HEALTHCARE FACILITY
BCD Healthcare Facility
Part 1
1
BCD HEALTHCARE FACILITY
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BCD Healthcare Facility
The healthcare facility sits on an eight-hectare land and has a bed capacity of two hundred
beds. The non-referral hospital aims to meet the community's medical needs by providing primary
healthcare to the community with both inpatient and outpatient services. The extensive land also
seeks to accommodate the facility's departments, such as resting areas, laboratories, wards,
pharmacy, and morgue (Sakharkar, 2009). The extensive land provides room for healthcare
expansion in the future. Therefore, BCD may restructure its current budget for the purpose of
ensuring it meets the future needs.
Type of the Facility
The hospital is a general hospital providing primary service related to the community with
government support. The hospital received funding from the State government to support its
services and operations. As such, from a community perspective, BCD health facility is a low-cost
healthcare center. The hospital offers elementary medical services such as short-term
hospitalization, emergency services, general surgical services, radiology, laboratory, blood, and
pharmaceutical services (Sakharkar, 2009). The hospital also provides pediatric and family support
services. Additionally, the hospital offers obstetrical services to assist delivery and baby nursery
services.
As a non-referral hospital, the facility provides immediate care for the community. In case
of intensive or complicated care or support, the facility liaises with bigger government and private
hospitals to ensure such services. Collectively, the hospital serves as a cushioning health facility
for the community. Importantly, focus on primary ad affordable healthcare renders the hospital
critical and relevant to the community. Collectively, the facility helps respond to the fundamental
needs of members of society and enhances accessibility to healthcare services.
BCD HEALTHCARE FACILITY
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Payment Types
The local government partially supports the BCD Healthcare Facility and receives
significant funding from the government (Sakharkar, 2009). The management of the hospital, as
such, has to closely liaise with the government to request funds used in providing its services to
the community. As such, the hospital benefits from state taxes in advancing its services to the
community. Again, the hospital also received sponsorship from non-governmental institutions that
prioritize community health. The NGOs (non-governmental organization) offer donations through
various avenues, including the supply of medical tools and resources required. As such, the
hospital charges reasonably to make the services affordable to all members of the society and
especially the less fortunate. Collectively, the strong financial foundation allows the healthcare
facility to offer its services to the community successfully.
Organization Structure
The BCD healthcare facility organization structure takes the hierarchical format (Cliff,
2012). The facility is headed by a Board of Directors (BOD), which is represented as the president
of the facility in the hospital as the Chief Executive Officer. The facility also has departmental
heads who report to the president of the board of directors. For instance, the manager under the
therapeutic center oversees the functions of the pharmacy and nursing centers in the hospital.
Similarly, a manager under the administration service center oversees functions of the information,
admission, reception, and human resource centers. The financial service center manager takes
responsibility for the billing center, budget and planning, accounting, and payroll functions. Lastly,
the manager under the support service center oversees functions in emergency preparedness,
facilities planning, safety, and purchasing. Collectively, the departmental heads report to the
president of the BOD who directly reports to the BOD. However, the BOD quarterly holds
BCD HEALTHCARE FACILITY
4
managerial meetings with the departmental leaders as an approach to enhance objectivity and
feedback collection on the operations of the healthcare facility (Cliff, 2012).
Healthcare Culture and Climate
The company prioritizes care and wellbeing culture in the organization. The established
culture focuses on all activities of the organization in enhancing the wellbeing of the community
(Mannion & Davies, 2018). As such, the facility's vision continuously focuses on embracing
creativity and innovation in ensuring the society receives ultimate medical care in the organization.
Importantly, the management has established an open culture with the aim to accommodate
diversities among the staff members in making the facility goals and vision feasible. The teamwork
culture in the organization allows seamless collaboration across team members within same
departments and across the various departments in the organization. The approach as such
enhances productivity of staff, optimization of resources utilization and also boost staff job
satisfaction (Mannion & Davies, 2018). Collectively, the healthcare facility has a healthcare
prioritization culture and similarly supports the employee's professional needs.
BCD Leaders and Stakeholders
The company is led by a team of administrative leaders under the supervision of the BOD
directors. The management team includes representation from each department. The departmental
leaders act as the team leaders for the department team member and oversee progress and
adherence to the facility's fundamental values. The group of managers work directly with their
team and report to superiors who steer the healthcare facility's management. Critical stakeholders
in the facility include core suppliers for medical kits, drugs, and related supplies. Employees also
form a considerable portfolio for the facility stakeholders. The state government and registered
NGO sponsors form part of the company's major stakeholders.
BCD HEALTHCARE FACILITY
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Organization Communication
The company has adopted an open communication strategy that allows managers and
employees to share information related to healthcare operations effectively (Sakharkar, 2009).
Though the top-down communication is present, the management has created an open culture
where the team members can freely interact and share their opinions with the team leaders. The
approach has aided in eliminating team conflicts and also ensure the teams have a shared vision.
Additionally, the approach has enhanced the productivity of teams individually and as an
organization.
Location and Community Demographics
Healthcare is located on the outskirts of the urban area, with a community population of
approximately three hundred thousand citizens. Low-income citizens primarily characterize the
community. The community also has a low employment rate and restricted access to quality
education and healthcare services (Tulchinsky, 2018). Similarly, the community where the
healthcare operates is prone to numerous diseases due to poor drainage and waste management
and, as such, making it susceptible to multiple diseases. Lack of employment and reliable
education makes the population financially constrained to access private healthcare services.
BCD HEALTHCARE FACILITY
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References
Cliff, B. (2012). Patient-Centered Care: The Role of Healthcare Leadership. Journal of
Healthcare Management, 57(6), 381–383. doi: 10.1097/00115514-201211000-00003
Mannion, R., & Davies, H. (2018). Understanding organisational culture for healthcare quality
improvement. Bmj. doi: 10.1136/bmj.k4907
Sakharkar, B. (2009). Evaluation of Hospital Services. Principles of Hospital Administration and
Planning, 286–286. doi: 10.5005/jp/books/10677_23
Tulchinsky, T. H. (2018). Milton Roemer, Hospital Bed Supply and Economics of Health. Case
Studies in Public Health, 357–382. doi: 10.1016/b978-0-12-804571-8.00024-x
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