HSM 542 University of Florida Healthcare Facility Project

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Health Medical

HSM 542

University of Florida

HSM

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Attached are the project management instructions and part 1. Please do Part 2 and 3 only.

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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 2 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 3 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 5 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 6 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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Explanation & Answer

Attached.

Running Head: HEALTHCARE FACILITY

1

Healthcare Facility
Name
Course
Professor
Institution
Date

HEALTHCARE FACILITY

2
Part 2: Identification of threats

Healthcare faces various threats in the community of operations. Firsts, the hospital is
located in a low-income society. As per state policies and regulations, the facility ought to give
significant job opportunities to the community's residents. The management has already agreed to
have all casual jobs assigned to the locals with exceptions of management and supervision ranks
in the facility. Since the community has high levels of social crimes such as petty theft, the casual
employees are likely to practice such behaviors in the facility and lead to loss of property and
hinder seamless operations. The aspect could also increase wastage of time in the investigation of
such acts at the workplace, thus, slowing down primary operations. Since the facility is new in the
area, theft and other petty social malpractices could create poor workplace culture at various
facility operations.
The healthcare facility also faces a significant threat in attracting many members of society
and getting its staff members overwhelmed. The aspect could lead to a reduction in the quality of
services provided and a decrease in staff motivation and job satisfaction due to excessive workload
(Dias, Santos & Portela, 2020). Such impacts would affect its core values and also reduce its
relevance in society. The location of the community has the majority of the population as lowincome earners. As such, most of them would forgo private healthcare facilities for affordable
ones.
Consequently, the facility's projected patient capacity might have to accommodate more
patients, contrary to the primary infrastructural setup. Members from the neighboring communities
could also visit the facility seeking medical services due to its affordability (Visconti, 2014). The
outcome is pressure to its staff, resources, infrastructure and may result in a reduction in the quality
of services provided.

HEALTHCARE FACILITY

3

SWOT
Strengths
The healthcare facility has a non-governmental affiliation, and as such, it can recruit high
professional staff key in enhancing the quality of services provided. The tool fits the primary goals
of the facility in the provision of quality and reliable healthcare services. The facility has access to
quality healthcare infrastructure such as medical equipment and can address numerous health
needs for members of the community (Visconti, 2014). Equally important, the facility receives
innumerable donations from various governmental and governmental institutions. As such, health
will not face significant cashflow threats, and also it has the opportunity to engage in research and
medical health improvement. The aspect also allows the facility to engage in spe...


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