Comprehensive Hlth Planning chapters 1-4 Flashcards
What is effective strategy
Sustainability Performance Improvement. Quality Direction Focus Connection Importance
Typical problems that limit the effectiveness of strategic planning
1) Failing to involve the Appropriate people
2) Conducting strategic planning independently of financial Planning.
3) Falling prey to Analysis paralysis
4) Not addressing the Critical issues
5) Assuming that Established objectives take care of themselves
6) Failing to achieve consensus
7) lacking flexibility and Responsiveness to the dynamic environment
9) ignoring Resistance to change
Organizing for successful strategic Planning: 12 Critical Steps
1) Identify and communicate strategic planning objectives
2) Describe and communicate the planning process
3) Asset CEO leadership of strategic planning
4) Define and communicate the roles and responsibilities of other organizational leaders.
5) Identify the strategic planning facilitator
6) Establish and communicate the strategic planning schedule.
7) Assemble Relevant Historical Data
8) Resolve Not to over analyze Historical Data
9) Review past strategies and Identify successes and failures
10) conduct Strategic planning orientation meetings.
11) Prepare to stimulate new thinking meetings
12) reinforce future orientation.
S.W.OT
S- strengths
W- weakness
O-Opportunities
T-Threats
The strategic plan approach
Environmental Assessment
⬆️⬇️
Organizational Direction
⬇️⬆️
Strategy Formulation
⬆️⬇️
Implementation PlanningThe benefits of strategic Planning
1) it’s Secures the future
2) it provides a road map,directions, and focus
3) it’s sets priorities
4) it allocates resources
5) it’s establishes Measures
6) it’s gathers input and ideas
7) it’s generates commitment
8) it Coordinates the action of diverse and separate parts of the organization in its development.
Intended Strategy
Intended
Implemented
Actual
Emergent
Implemented Strategy
The strategy put into operation
May not received necessary resources i.e.
Human or budget
Significantly different than the intended strategy
Actual Strategy
At variance with the original intent
Changes due to environment conditions, customer preferences or competitors behaviors
Emergent Strategies
Conscious, spontaneous responses to new opportunities or threats
Show up after the formal strategic plan has been prepared
Arise unconsciously as managers make adjustments to world around them
Strategic Direction
Misdirected Strategies
Multiple strategies moving toward same goal
Benefits of Practicing Strategic Planning and Managing
Aggressive, proactive approach to growth
Active versus passive approach to the organization’s welfare
Powerful tool to create the most desired future
Increases the likelihood that the organization will arrive at desired future
Why does Strategic Management fail?
The organization takes a passive reactive approach to external events
Strategy created at top of organization and handed down
Failure to build consensus around the plan
Initiative begins and ends with plan and no attention to implementation
Barriers to Strategic Management
Poor reward structure No positive reinforcement No incentive for spending time on strategic matters Organization focused on operational, tactical activities Rapidly changing environment Unhappy prior experiences Dysfunctional Unpleasant Nonproductive
How does health care differ from other economic sectors?
Health care accounts for 1/5 GDP of USA Federal, state and local government play significant roles regulation financing direct service delivery
