MHA FPX 5010 Assessment 3 Directional Strategies
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MHA FPX 5010 Assessment 3 Directional Strategies

MHA FPX 5010 Assessment 3 Directional Strategies

Name

Capella university

MHA-FPX 5010 Strategic Health Care Planning

Prof. Name

Date

TO: Manager

FROM:

DATE: May 1, 2020

SUBJECT: TOWS Matrix and Analysis

Directional Strategies

Grace Medical Center (GMC) is a non-profit community hospital located in Baltimore, Maryland, established in 1909, making it one of the city’s oldest hospitals (Cohn, 2019). With a 110-bed capacity and 700 employees, GMC operates in an area with significant crime rates and provides traditional services like emergency and radiology. Recently, it expanded its services to include telemedicine and home health care to reach more patients (Cohn, 2019). GMC’s directional strategies prioritize offering high-quality care to all patients. Its mission statement underscores commitment to quality care and community service, while the vision statement aims for leadership in community healthcare (Cohn, 2019). The organization’s S.P.I.R.I.T values emphasize service, patient focus, integrity, respect, innovation, and teamwork (Cohn, 2019).

A revised mission and vision statement tailored to GMC’s new directional strategies will prioritize quality care delivery and community service. The revised mission emphasizes providing dignified, culturally sensitive, and compassionate care to Baltimore residents. The vision statement aims for GMC to become the premier community hospital in Baltimore. The values statement emphasizes partnership, respect, and trust with patients and families.

Quain (2018) suggests that a mission statement should capture an organization’s distinctive purpose, while the vision statement provides a mental image of its future state. Values represent the principles cherished by the organization.

Identifying Gaps

GMC’s existing strategies focus on optimal patient care and community engagement through programs like health fairs and workshops. However, infrastructural limitations hinder organizational success. According to the TOWS Matrix, three gaps impede GMC’s directional strategies.

The first two gaps revolve around existing strategies and inadequate funding for infrastructure. GMC’s facilities, including inpatient rooms and departments, lack functionality needed for optimal care (Beebe et al., 2018). Solutions involve increasing funding through financial partnerships and fundraising campaigns.

The third gap relates to technology integration in wellness. GMC lacks integrated equipment to fulfill its SPIRIT values, hindering optimal care delivery (Trish et al., 2017). Underfunding restricts the upgrade of vital diagnostic and treatment technology (Mannion & Davies, 2018).

Strategic Goal and Direction Strategies Analysis

GMC’s strategies align with its internal culture and external environment, focusing on community engagement and improving wellbeing. However, internal factors like infrastructure and employee retention are neglected. Singh & Shah (2018) stress the importance of balancing internal and external factors for organizational success.

Proposal of Changes

To address structural and strategic challenges, GMC should consider changing its executive leadership to individuals invested in both external growth and internal improvement (Al-Hussami & Alsoleihat, 2018). Forward-thinking leaders can drive innovation and organizational development.

Conclusion

Mission, vision, and values statements guide an organization’s direction. Without clarity in these statements, directional strategies become unachievable. GMC must ensure alignment between its mission, vision, and strategies for organizational success (Serino, 2019).

References

Al-Hussami, M., Hammad, S., & Alsoleihat, F. (2018). The Influence of Leadership Behavior, Organizational Commitment, Organizational Support, Subjective Career Success on Organizational Readiness for Change in Healthcare Organizations. Leadership in Health Services, 31(4), 354–370. https://doi.org/10.1108/lhs-06-2017-0031

Beebe, K., Bardwell, S., & Donna, D. (2018). A Closer Look at U.S. Healthcare Infrastructure. Health Facilities Management. https://www.hfmmagazine.com/articles/3239-a-closerlook-at-infrastructure

Cohn, M. (2019). Bon Secours Hospital in West Baltimore to be renamed Grace Medical Center. The Baltimore Sun. https://www.baltimoresun.com/health/bs-hs-bon-secourshospital-renamed-20191217-qkvrmvnrvvdgdirdx3fy75iywy-story.html

Mannion, R., & Davies, H. (2018). Understanding Organizational Culture for Healthcare Quality Improvement. BMJ Quality & Safety. k4907. https://doi.org/10.1136/bmj.k4907

Quain, S. (2018). Internal & External Factors That Affect an Organization. Azcentral. https://yourbusiness.azcentral.com/internal-external-factors-affect-organization11641.html

Savageau, B. (2014). Importance of Directional Strategies. Prezi Institute. https://prezi.com/bicziclufavv/importance-of-directional-strategies/

Singh, R. & Shah, M. (2018). Directional Strategies and Organizational Performance. 57-69. ResearchGate. https://www.researchgate.net/publication/327384609_Directional_Strategies_and_Organizational_Performance

Wood, S. J. (2019). Cascading Strategy in a Large Health System: Bridging Gaps in Hospital Alignment Through Implementation. Health Services Management Research, 32(3), 113–123. https://doi.org/10.1177/0951484818805371