Strategic Planning and Quality of Carefinjedited
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Jun 12, 2024
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Strategic Planning and Quality of Care
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Strategic Planning and Quality of Care
A manager in an organization has a role that goes beyond daily operations as they design and implement the organization's strategy. This involves setting team goals concerning the organization's overall goals, efficiently using resources, monitoring progress, and promoting communication among departments (Huebner & Flessa, 2022). In healthcare, this strategic planning is complex since it has to consider regulatory needs, consideration of patient care, and quality initiatives. Nonetheless, strategic management offers specific opportunities to improve patient outcomes and organizational performance by strategically lining quality improvement efforts together.
The role of a manager in the contributions to organizational strategy is immense and diverse. To contribute to strategy management and execution for my organization, I would make sure that my team's goals are nicely weaved into that of the organization and strategy; by doing that, I would empower my team with mutual goals that lead to the success of an organization. Besides, I would also make sure that I continuously monitor the progress toward strategic goals by identifying deviations from the planned course as they happen and have strategies adapted as a way of helping attain agility and resilience in facing challenges as they continue to evolve. It also builds open communication and synergy among all departments and teams to ensure total and collective problem-solving. Essentially, I lead and motivate in the proper manner, whereby I can inspire the team toward enormous performance and develop a sense of ownership and commitment to the realization of the strategic vision for the organization. In its entirety, I drive sustainable growth through fostering innovation and the realization of long-term success for the organization.
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Strategic planning is dynamic as opposed to linear. In contrast to a linear approach, strategic dynamic planning is designed to remain responsive to ongoing changes and uncertainties in the organizational environment. Proverbs 16:9 defines this dynamism as considering human nature and how humankind plans its course yet leaves the resultant way to be determined by God. From this perspective, one can appreciate the role of humility and flexibility in strategic planning processes. Organizational goals and programs made under strategic planning are formulated based on analyzing prevailing situations, both internal and external to the organizations (Huebner & Flessa, 2022). However, circumstances can change, so the plans may have to be rephrased to keep them aligned with processes that will likely emerge. This iterative approach permits an organization to remain agile to the pressures brought about by market dynamics, technological advancements, and regulatory changes, among other environmental factors that impact operations. SWOT analysis is a tool for strategic planning whereby an organization looks at its strengths and weaknesses with the external opportunities and threats. The ultimate purpose of any SWOT is to understand the drivers for healthcare delivery and outcomes, such as analytic capabilities, infrastructure, financial resources, regulatory requirements, technological advancements, competition, and demographic trends (Brodsky,2022). A SWOT analysis is best in healthcare planning to effectively inform decision-making processes, pinpoint strategic priorities, and develop actionable plans to enhance organizational performance improvement. Through systematic internal analysis of strengths and weaknesses, healthcare organizations can maximize the areas of excellence while working to improve the areas where growth is necessary.
A SWOT analysis may also be conducted on the external environment to scan for opportunities
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and threats that allow the organization to take challenges head-on and maximize trends that result
in improved patient care and organizational efficiency.
Strategic planning in healthcare is different from other strategic planning due to the uniqueness and complexities of the priorities set under the healthcare industry's considerations. Like some other sectors, healthcare organizations operate within other organizations under the consideration of regulatory compliance, patient safety, quality of care, and public health considerations. In most cases, this healthcare planning is a collaborative plan with several stakeholders, including healthcare providers, insurers, government agencies, and community organizations. Quality of care initiatives could be linked to the strategic planning process within healthcare by identifying priorities and allocating resources. Quality initiatives embedded in strategic goals and objectives can drive patient outcomes, elevate patient satisfaction, and improve operational excellence. Furthermore, linking quality of care initiatives with the strategic planning process can align organizational priorities with evidence-based best practices, performance metrics, and regulatory requirements. These might as well include implementing clinical guidelines, investing in the training and development of the workforce, technological solutions that improve patient safety, and inculcation of a culture of continuous improvement.
In summary, strategic management is one area where, as a manager, you contribute to the
organization's success. Managers help navigate an organization's course by aligning team goals with strategic objectives, adapting to a changing environment, and using tools such as a SWOT analysis to help plot the way forward to attain an organization's desired future state. Strategic planning is equally more critical in the health sector since any slight change will affect the care given to the patients and the organization's performance. As such, the success of an organization under a healthcare setup dramatically depends on the role played by its managers.
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References
Brodsky, M. (2022). SWOT Analysis.
Huebner, C., & Flessa, S. (2022). Strategic management in healthcare: A call for long-term and systems-thinking in an uncertain system. International Journal of Environmental Research and Public Health
, 19
(14), 8617. https://doi.org/10.3390/ijerph19148617