Health & Medical Question

Health Medical


Western Kentucky University

Question Description

Once you read the requirements then your questions will be answered.

For this assignment, you will be doing the Environmental Analysis on NorthWestern Hospital in Chicago IL. You will be making an outline like the one it has provided then you will attach that after the conclusion. For the outline also do it how it is in the text.

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Technical Environmental Issue/Faction Shift from paper medical records to an allelectronic database Updated medical software/new, more comprehensive IT infrastructures Innovated medical devices and equipment Rationale/Evidence The ACA requires an electronic health record; organizations will be challenged to eradicate the paper trail Hundreds of medical software programs exist; companies compete to offer more advanced products each year; organizations must take note of new software that could make healthcare processes more efficient Companies like Medtronic, Stryker, and Zimmer compete to introduce new devices or more advanced models of previous designs; organizations must stay aware of new products released that could be more efficient Social/Cultural Environmental Issue/Faction Aging population (Baby Boomers are getting older) Geographic distribution shifts Rationale/Evidence By 2020, the US population over the age of 65 is expected to reach 53.7 million The U.S. population has been shifting from states in the Northeast and Great Lakes Political/Regulatory Environmental Issue/Faction Health Care Reform Rationale/Evidence New Medicaid mandates may result in capitation models, where organizations are not paid by a fee-for-service model, but rather a maximum award per patient, despite services rendered The ACA may lead employers to drop employersponsored health insurance for employees Joint Commission requirements Joint Commission is a healthcare accreditation agency; practices that do not meet Joint Commission standards (HIPAA, patient safety, etc.) could lead to disruption within the organization Economic recession incomes and government funding are not (on average) Competitive Environmental Issue/Faction Pressure to reduce costs of health care administration Pressure for executives to meet goals for number of patients seen/treated Greater emphasis on proactive care vs. reactive treatment Environmental Issue/Faction Slow economic growth following 2008 Rationale/Evidence Most healthcare organizations are not only failing to make money, but many are losing money on each patient Incentives to meet goals exist for many organizations; some organizations issue bonuses to branches that surpass those goals It is less costly to treat an illness in its early stages or prevent it entirely than it is to treat it after it has fully developed Rationale/Evidenc e Health care costs are going up, but individual Homework 1: Environmental Analysis HCA 442 Assignment Instructions Pick a health care organization in your community. It can be a hospital, long-term care facility, surgical center, imaging center, Physician practice, etc. Conduct an Environmental Analysis of the organization that you selected. Specifically, (1) Identify the external factors that will affect the organization, (2) Identify the key stakeholders, and (3) Speculate on the important measures for the success of the organization. You must cite at least three (3) references to support your analysis. As you complete the assignment, you must outline each step of the External Analysis process, as outlined in the textbook and C2 Lecture Slides (slide 6). This will be the framework of how you will complete your analysis. You must also complete an Issue Map (see slide 11 of C2 Lecture Slides) and that Issue Map must be inserted within your paper (tables and figures do not count toward page count). Assignment Format Submit your assignment in a Word Document (.doc/.docx). Your paper must be in APA format, including a cover page and references page (you do not need an abstract for this assignment). Your paper should be 3-6 pages, single-spaced (0” before & after), in Times New Roman (TNR) 12 pt font. Your paper should be left aligned with one (1) 12 pt space between each paragraph. Refer to the Assignment Template for an example of the expected paper format. Your assignment should be well-written, with excellent grammar and spelling, and should be written in both third person and past tense. All sources must be properly cited in APA format, both intext and in the references page. Chapter 2 External Analysis External Analysis “The most important task of an organization’s leader is to anticipate a crisis. Perhaps not to avert it, but to anticipate it … O ne has to make the organization capable of anticipating the storm, weathering it, and in fact, being ahead of it.” Peter Drucker The Strategic Planning Process Strategic Planning Situation Analysis External Analysis Internal Analysis Directional Strategies Strategy Formulation Directional Strategies Adaptive Strategies Market Entry/ Exit Strategies Competitive Strategies Implementation Planning Service Delivery Strategies Support Strategies Action Plans Situational Analysis External Environment Should Do Directional Strategies, Leadership Wants To Do Strategy of the O rganization Internal Environment Can Do The Strategic Planning Process Strategic Planning Situation Analysis External Analysis Internal Analysis Directional Strategies Strategy Formulation Directional Strategies Adaptive Strategies Market Entry/ Exit Strategies Competitive Strategies Planning the Implementation Service Delivery Strategies Support Strategies Action Plans Process for External Analysis Step 1 – O rganize the External Analysis Process and Create an Issue Map Template Step 2 – Scan the G eneral Environment, Health Care System, and Service Area Step 3 – Monitor and Confirm External Issues Step 4 – Forecast External Issues Step 5 – Assess External Issues Step 6 – Complete an Issue Map Nest Environment of a Health Care O rganization G eneral Environment G overnment Institutions Business Organizations Educational Institutions Religious Institutions Research Organizations/ Foundations Individuals/ Consumers Health Care System Planning/ Regulatory Organizations Primary Providers Secondary Providers Provider Associations Individuals/ Patients Service Area Competitors G overnment Services Business Organizations Not-for-Profit Organizations Other Local Organizations Individuals/ Consumers O rganization G oals of Environmental Analysis To identify and analyze current important issues and changes that will affect the organization. To detect and analyze early or weak signals of emerging issues and changes that will affect the organization. To speculate on the likely future issues and changes that will have significant impact on the organization. To classify and order issues and changes generated by outside organizations. To provide organized information for the development of the internal analysis, mission, vision, values, goals, and strategy of the organization. To foster further strategic thinking throughout the organization. Limitations of Environmental Analysis External analysis cannot foretell the future. Managers cannot see everything. Sometimes pertinent and timely information is difficult or impossible to obtain. There may be delays between the occurrence of external events and management’s ability to interpret them. Sometimes there is a general inability on the part of the organization to respond quickly enough to take advantage of the detected issue. Managers’ strongly held beliefs sometimes inhibit them from detecting issues or interpreting them rationally. The External Environment The Health Care Environment The General Environment G overnment institutions Business organizations Educational institutions Religious institutions Research organizations/ foundations Individual consumers Impact Each Other The Service Area Competitors G overnmental services Business organizations Non-profit organizations O ther local organizations Individual consumers Demo/ psychographics Health status Impact the Organization Planning / regulatory organizations Primary providers Secondary providers Provider representatives Individual patients Issue Map Issue Map Categories of Issues Economic Social/ Demographic Legislative/ Political Technological Competitive General Environment Health Care System Service Area Scanning the External Environment O bjective: Serve as the organization’s “window” or “lens” on the external world A process of viewing external organizations in search of current and emerging trends or issues Data collected, organized, categorized, accumulated and evaluated “Areas” of the Environment Information Categories Technological Social/ Cultural Demographic Political/ Regulatory Economic Competitive Customer Information Sources People Direct: W ithin organizations Indirect: O utside organizations Publications Direct: Industry, technical reports, data bases Indirect: Newspaper, journals, the Internet, etc. Monitoring the External Environment O bjective: Accumulate a data base around an indentified issue Investigating the sources of the information Identifying the organizations creating changes Identifying the sources reporting changes Forecasting Environmental Change O bjective: Answer the following question “If these trends continue, or if issues accelerate beyond their present rate, or if this event occurs, what will the issues and trends ‘look like’ in the future?” Identifying the full range of possibilities Assessing Environmental Change O bjective: Interpret the data based on perceptions, values, past experiences, and context A process largely non-quantifiable and judgmental Assessing Issues Critical Issues to High the right of the line should be addressed in the strategic plan Impact on the O rganization High Impact Low Probability Low Impact Low Probability Low High Impact High Probability Low Impact High Probability Probability of Trend Continuing Critical Issues to the right of the line should be addressed in the strategic plan High Environmental Analysis Tools and Techniques Technique Primary Focus Advantage Disadvantage Issue Impact and Probability Prioritization Scanning Monitoring Forecasting Assessing Simple Logic Easy to communicate Need a good deal of data in order to extend trend Limited to existing trends May not foster creative thinking Delphi Method Scanning Monitoring Forecasting Assessing Use of field experts Members are Avoids intimidation physically dispersed problems No direct interaction of Eliminates participants management’s biases May take a long time to complete Environmental Analysis Tools and Techniques Technique Nominal G roup Technique Primary Focus Scanning Monitoring Forecasting Assessing Advantage Everyone has equal status and power W ide participation Ensures representation Disadvantage Structure may limit creativity Time consuming Eliminates management’s biases Brainstorming Forecasting Assessing Fosters creativity Develops many ideas, alternatives Encourages communication No process for making decisions Sometimes gets off track Environmental Analysis Tools and Techniques Technique Focus G roups Primary Focus Forecasting Assessing Advantage Disadvantage Uses experts Finding experts Management/expert interaction No specific structure for reaching conclusions New viewpoints Dialectic Inquiry Forecasting Assessing Surfaces many subissues and factors Conclusions are reached on issues Based on analysis Does not provide a set of procedures for deciding what is important Considers only a single issue at a time Time consuming Environmental Analysis Tools and Techniques Technique Stakeholder Analysis Primary Focus Scanning Monitoring Advantage Considers major independent groups and individuals Ensures major needs and wants of outside organizations are taken into account Scenario Writing Forecasting Assessing Disadvantage Emerging issues generated by other organizations may not be considered Does not consider the broader issues of the general environment Portrays alternative futures Requires generous assumptions Considers interrelated external variables Always a question as to what to include G ives a complete picture of the future Difficult to write Strategic Thinking Questions for Validation of the Strategic Assumptions Has the organization’s performance been adversely affected by unexpected or new general environment trends or issues? Has the organization’s performance been adversely affected by unexpected or new trends or issues in the health care system? Has the organization’s performance been adversely affected by unexpected or new trends or issues in the service area? Have new opportunities emerged as a result of new external trends, issues, or events? Is the strategy acceptable to the major stakeholders? Are there new technological developments that will affect the organization? Strategic Thinking Questions for Validation of the Strategic Assumptions Have there been social or demographic changes that affect the market or strategy? Has the legislative/ political environment changed? Are there new local, state, or federal regulations or laws being introduced, debated, or passed that will affect operations or performance? Are there new economic issues? Have new competitors outside the industry considered entering – or actually entered – into health-related areas? Is the strategy subject to government response? Is the strategy in conformance with the society’s moral and ethical codes of conduct? Chapter 2 Practical Lessons External analysis is one of the most important steps in developing a strategic plan and provides an understanding of the context in which the organization has to be successful. Strategic thinking – awareness, anticipation, analysis, interpretation, synthesis, and reflection – is key in external analysis. Awareness and anticipation help identify issues, trends, and events; analysis and interpretation infuse meaning and consequences; and synthesis and reflection provide conclusions that serve to build a strategic plan. External analysis is an ongoing process and requires organization. Using a systems perspective to focus strategic thinking can help in identifying and tracking important external trends, issues, and events that will impact on the organization. External analysis tools and techniques provide no answers in themselves; but rather they are processes that help strategic managers identify and think through issues and reach conclusions. The issue map provides a foundation for the analysis of competitors in the service area. Homework 1 Environmental Analysis Pick a health care organization in your community (it can be a hospital, long- term care facility, surgical center, imaging center, and so on) Conduct an Environmental Analysis of the organization that you selected. Specifically: Identify the external factors that will affect the organization; Identify the key stakeholders; and Speculate on important measures for success for the organization. Chapter 1 THE NATURE OF STRATEGIC MANAGEMENT HCA 442 JULIANA C HAWKINS, MHA, CPC Quote “Somehow there are organizations that effectively manage change, continuously adapting their bureaucracies, strategies, systems, products, services and cultures to survive the shocks and prosper from the forces that decimate others … they are the masters of what I call renewal.” Robert H. Waterman, Jr. Quote “American Health Care is in a state of hyper- turbulence characterized by accumulated waves of change in payment systems, delivery systems, technology, professional relations, and societal expectations. It can be likened to an earthquake in its relative unpredictability, lack of a sense of control, and resulting anxiety.” S.A. Shortell, R.R. Gillies, and K.J. Devers What has Changed? External Environment TYPE OF CHANGE CHANGES Technological The Internet and Online Banking Social/ Cultural “On Demand” consumer preferences, desire for 24hr service Demographic Preferences/needs of Baby Boomers vs. Generation “Y” Political/ Regulatory Security, privacy of financial data Economic Housing boom, housing bust, mortgage debacle Competitive Online-only banks (visual banks), Consolidation Customer With online banks, customer no longer needs to be “local” The Only Constant is Change Legislative Health Care Reform Growth of Outpatient Care Demographic Shifts Shortages of Providers Market Consolidation Growth of Home Health Care Changes in Managed Care Increase of Physicians in Executive Leadership Emerging focus on Prevention Focus to reduce overhead costs Greek word stratēgōs, meaning “ a general” which in turn comes from roots meaning “ army” and “ lead” Foundations of Strategic Management Greek verb stratēgēō means “to plan the destruction of one’s enemies through effective use of resources” Many terms we associate today with “strategy” (e.g., objectives, mission, strengths, weaknesses) were developed by the military Long- Range Planning Development of Strategic Management Strategic Planning Strategic Management Strategic Management in the Health Care Industry Health Policy Determines the rules that apply to all consumers and providers. Develops and maintains an infrastructure to efficiently enhance the health of the public. Defines the institutions that meet the preferences of most of society. Develops the rules under which insurers and providers compete. Policy is set by congress, state legislatures, executive branches, and agencies such as health departments, the Centers for Disease Control and Prevention, the Food and Drug Administration and so on. The Dimensions of Strategic Management Strategic management is a way of thinking – an approach for managing complex organizations The Map & the Compass The Map The Compass Analytical or Rational Approach Logical Sequence of Steps Specific Processes Emergent Approach Relies on Learning Leadership Sets Direction Better in Known Worlds Better in Uncharted Worlds Analytic & Emergent Views As the physicist David Bohm observed, the purpose of science is not the “accumulation of knowledge” but rather the creation of “mental maps” that guide and shape our perception and action. Strategic Management Process Strategic Planning Situation Analysis Strategic Thinking Awareness Anticipation Analysis Interpretation Synthesis Reflection External Analysis Internal Analysis Directional Strategies Strategy Formulation Directional Strategies Adaptive Strategies Market Entry/ Exit Strategies Competitive Strategies Implementation Planning Service Delivery Strategies Support Strategies Action Plans Strategic Momentum Managerial Action Strategy Evaluation Strategic Control Emergent Learning Re-initiate Strategic Thinking Strategic Thinking – an intellectual orientation, a way of thinking or mindset Leading Strategically Strategic Planning – the periodic process of creating organizational momentum (a strategy) Managing Strategic Momentum – a philosophy and process of continuously leading and managing an organization using strategic thinking and periodic strategic planning Thinking States Awareness A bilities/Behav iors/Framing Perspectives Mindfulness and external orientation, perception of and hypersensitivity to change. Anticipation Projects the present, keenly considers/envisions (imagines) the future; links issues and finds new meanings; high level of expectancy; conceptualization Systems perspectives and critical thinking to examine changing issues; combining and assessing quantitative and qualitative data. Analysis Stra teg ic Thinking Activities Thinking States Interpretation Synthesis Reflection A bilities/Behav iors/Framing Perspectives Transformative, divergent, innovative, creative, and visionary perspectives; accurate assessment and use of data; ability to incorporate different perspectives. Links issues and summarizes their implications using systems perspectives and vision grounded in reality. Re- consideration of interpretation and synthesis, reality ...
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