Strategic healthcare management planning and execution pdf
File Name: strategic healthcare management planning and execution .zip
- Four Reasons Why Strategic Management is Essential to Healthcare Organizations
- Strategic Healthcare Management: Planning and Execution, Second Edition
- Strategic Healthcare Management: Planning and Execution
Implementation skills are essential throughout the organisation within middle as well as senior management ranks. The fast-evolving national, international and global environment continues to pressure organisations and their managers to constantly increase their performance.
Four Reasons Why Strategic Management is Essential to Healthcare Organizations
By Stephen Walston. Your board, staff, or clients may also benefit from this book's insight. For more information on quantity discounts, contact the Health Administration Press Marketing Manager at This publication is intended to provide accurate and authoritative information in regard to the subject matter covered. It is sold, or otherwise provided, with the understanding that the publisher is not engaged in rendering professional services.
If professional advice or other expert assistance is required, the services of a competent professional should be sought. The statements and opinions contained in this book are strictly those of the author s and do not represent the official positions of the American College of Healthcare Executives, the Foundation of the American College of Healthcare Executives, or the Association of University Programs in Health Administration.
Printed in the United States of America. All rights reserved. This book or parts thereof may not be reproduced in any form without written permission of the publisher. Found an error or a typo? We want to know! Please e-mail it to hapbooks ache. For photocopying and copyright information, please contact Copyright Clearance Center at www.
The second edition of this book has been written for those interested in acquiring an updated, comprehensive, systematic understanding of strategy and strategic management of healthcare organizations. Although based on contemporary strategic theories, the text emphasizes the application of strategic principles to our rapidly changing healthcare environment.
The target audience is graduate students in health services management and nursing programs. However, undergraduates, practicing healthcare executives, and healthcare providers also will find the content and structure useful for learning about strategic management and improving their strategy skills.
The material is presented in a structured format that informs the reader of background strategy theories and options, teaches methods of crafting strategic plans, and provides methods for implementing strategies and monitoring strategic efforts.
This edition emphasizes learning through topical and timely case studies. It includes 13 long case studies that highlight strategic challenges healthcare leaders commonly face. These range from capitation and accountable care relationships to competitive positioning, dissolution of alliances, and vertical integration, among others.
Each may be used to focus discussion and learning on relevant strategic topics. In addition, each chapter contains smaller cases and current healthcare examples. The reader will better understand strategic principles in the context of the contemporary healthcare industry. Given the rapid and seemingly constant change in healthcare, skillful strategic planning and its implementation are essential to achieving organizational success.
Developing and implementing strategy remains one of the most complicated and demanding jobs that leaders face because it integrates many competencies and skills, including communication, decision making, positioning, goal setting, and finance. Today, formulating and enacting strategies in a healthcare organization have become even more difficult because the changing, complicated, and diverse environment poses extreme challenges.
This book provides a comprehensive overview to prepare future and current healthcare leaders for applying the strategic concepts that are critical to success today. My background and experience lend this book a unique perspective. I have personally created and implemented strategies as a CEO at multiple hospitals; taught strategy to undergraduate and graduate students; and consulted nationally and internationally, formulating strategies for prominent healthcare organizations.
The content, format, and sequence of the book and many of its featured examples and cases were informed by my experiences in these roles. I believe my perspective provides readers with unusual insight and a thorough understanding of strategic theory, as well as practical tools for the application of its principles. Strategic Healthcare Management also differs from other strategy texts in that it promotes mission advantage, which examines healthcare strategy from the premise that an organization's mission should direct its strategies.
Much of the strategy literature has been focused on competitive advantage, which is not always applicable to many sectors in healthcare. Although for-profit organizations exist in healthcare and are dominant in some healthcare fields e. Thus, this book focuses on gaining strategic mission advantage, or the ability to better achieve an organization's mission —a concept applicable to both for-profit and not-for-profit healthcare organizations.
Leaders seeking mission advantage will craft better strategies and make decisions that further their mission rather than seeking to best their competitors.
I take a balanced, practical approach and highlight the need for both competitive and collaborative strategies that can maximize the achievement of one's mission. The book is structured to provide readers necessary theoretical concepts and practical means of understanding, implementing, and monitoring strategies. It contains traditional strategic theories and common strategic methods along with tools for analyzing healthcare markets.
Noteworthy features include chapters that highlight financial decision making, marketing, managing strategic change, and monitoring strategic actions. A list of competencies covered can be found at the conclusion of this preface. The end of the book features relevant case studies and an appendix. Upon completion of the text, readers will understand strategic principles and be able to apply them to make better decisions.
From an educational perspective, course curricula should provide students with the knowledge and skills required for future careers. Recognizing the wide variation of healthcare administration roles and professional settings, accrediting bodies such as the Commission on Accreditation of Healthcare Management Education allow individual programs to develop their own unique competencies.
Likewise, various professional organizations propose different sets of competencies for healthcare leaders. This tool assists healthcare administrators in self-assessing their areas of strength and areas needing improvement ACHE The assessment tool focuses on five areas of competence:.
Given the wide variation of possible competencies, the author used the ACHE Healthcare Executive Competencies Assessment Tool to identify and develop competencies for inclusion in this book. The competencies found in each chapter are found in the following list. Instructors can quickly ascertain which competencies are covered in each chapter to develop their courses and syllabi appropriately, according to their competency-based curricula. Preparing and delivering business communications, including meeting agendas, presentations, business reports, and project communication plans.
This book's Instructor Resources include a test bank, PowerPoint slides for each chapter, answers to the chapter questions, and suggestions for presenting and discussing the cases. For the most up-to-date information about this book and its Instructor Resources, go to ache. This book's Instructor Resources are available to instructors who adopt this book for use in their course. For access information, please e-mail hapbooks ache.
I appreciate the many people whose nurture and support provided me the ability to write the second edition of this book. Most important remains my family, especially my very patient spouse, who allowed me to quit in the middle of a successful career as a hospital chief executive and return to the University of Pennsylvania for my doctoral degree—then accompanied me across the United States and internationally.
I also recognize those who have contributed to the cases. I have had the great honor of associating with these and many other good people and feel that my life and abilities have been greatly improved by these relationships. The completion of the second edition of this healthcare strategy text would have been impossible without their efforts and help. Uncertainty clouds the direction of healthcare in the United States and across the world today. All healthcare organizations—for-profit, governmental, and not-for-profit—struggle to gain what in this book is called mission advantage.
Rather than the traditional competitive advantage advocated by most strategy books, this text integrates the concept of mission advantage and explores in depth the concepts, development, and implementation of strategy to achieve mission advantage. It provides both the theoretical concepts and the practical tools leaders need to make better strategic decisions.
Part I features an overview of strategy and strategic management, and part II presents core concepts and theories. The section then transitions to a discussion on the development of strategic analyses. Part III examines the application of organizational purpose to strategy. Part IV discusses the need for environmental analyses, both external and internal, and proposes methods of evaluation. It also provides the financial tools needed to analyze organizations and direct decisions.
Part V instructs readers on different plans that can be used to achieve an organization's mission and vision, including strategic plans, goals and objectives, project charters, marketing plans, and business plans.
The book then advances to a discussion of the challenges inherent in implementing devised plans and describes methods of implementation. Part VI explores the importance of proper organizational structure, methods for managing strategic change, and strategic leadership. The last section, part VII, presents practical tools for implementing, monitoring, and evaluating strategic action. For the past decade, Texas Health has been executing a strategic plan called the Ascent to the Summit. As the organization nears the end of that climb with a stronger strategic footing in place, the THR Promise continues to unify and strengthen us as we move into a journey toward becoming a high-reliability organization transforming the way healthcare is delivered….
In the past decade, Texas Health has shifted from an acute care hospital company to an integrated health system. In , Texas Health Physicians Group was formed, creating a base of employed physicians who work with Texas Health on numerous objectives.
Today, the group includes more than physicians, physician assistants, nurse practitioners, and medical professionals dedicated to providing safe, quality care for its patients.
The Texas Health Physicians Group's primary care and specialist network represents more than 50 medical specialties, with more than locations spanning 11 North Texas counties…. Because of our culture, Texas Health was recognized in as the number one healthcare organization to work for in the United States by Fortune.
We also were recognized as the number two workplace for women and the number three workplace for diversity in the nation, with one-third of our nurses from ethnically diverse backgrounds. We're proud to say we reflect the diversity of the communities we serve. S trategy —integral to all businesses and life today—has different meanings to different people. Academics and consultants have suggested many diverse definitions. Little agreement on its meaning can be found in the business world, and it has been notoriously difficult to define Luke, Walston, and Plummer ; Murray, Knox, and Bernstein For some, strategy is developing a formal plan.
For others, strategy involves crafting a process or means for outwitting a competitor. Yet others see strategy as a way of doing business, positioning an organization, and determining competitive differences from a prospective or an emergent viewpoint Mintzberg, Ahlstrand, and Lampel ; Porter Strategy tends to be a bit of all of these perspectives in that it involves processes and end goals but also constant adaptation to shifting conditions and circumstances in a world dominated by chance and uncertainty.
This text focuses on the importance of strategic thinking and strategic decision making. As the Texas Health Resource story in this chapter demonstrates, strategy is critical for organizations. At its foundation, strategy is about organizing information better to make better decisions. This text examines the fundamental components of strategy and methods for its implementation from both theoretical and practical perspectives.
Theory is important to understanding strategy; as the great German general Carl von Clausewitz , stated, Theory…becomes a guide to anyone who wants to learn about war from books; it will light his way, ease his progress, train his judgment, and help him avoid pitfalls.
Likewise, strategies frequently emerge from the unintended, almost accidental results of decisions, as our earlier decisions commonly restrict the path of our choices and impose policies and actions that leaders initially would not have chosen Murray, Knox, and Bernstein Theoretically, an organization's established mission and vision should drive strategy formulation.
Strategic Healthcare Management: Planning and Execution, Second Edition
Strategic planning is a process that outlines the direction of an organization. It identifies how an organization will allocate their resources to achieve a desired future state while positioning itself to be competitive within the industry. Through this process, areas of excellence and improvement are substantiated, and organizational goals are aligned to ensure that all entities are moving in the same direction. These questions can be answered for the whole organization, individual departments, or even certain service lines. Developing a plan that answers these questions is a multi-step process consisting of:. Leadership - At its core, strategic planning is a leadership function that benefits anyone in a leadership position. Organizational Integration - To be effective, strategy cannot stand alone or apart from operations.
Strategic management also provides several benefits for healthcare organizations to become more proactive with strategy: 1. It allows organizations to be nimble. A good strategic management approach ensures that communication and feedback on performance against strategic goals occurs on a regular cadence. In other terms, when your environment changes new market entrants, new regulations, etc. It encourages continual dialogue on strategy. Many organizations have a strategic planning process.
Strategic IT Planning Resources 6. Virtual Cloud Servers vs. Wired vs. Every organization, regardless of type or size, should have a strategic plan in place. Strategic planning is an organization's process of defining its strategic direction and making decisions about how it will allocate its resources to pursue this direction. In short, the purpose of strategic planning is to help an organization establish priorities to better meet its mission. Information technology IT is a business imperative in this day and age.
*P.D.F Strategic Healthcare Management: Planning and Execution, Second Edition PDF/Epub By: Strategic Healthcare Management: Planning and Execution.
Strategic Healthcare Management: Planning and Execution
By Stephen Walston. Your board, staff, or clients may also benefit from this book's insight. For more information on quantity discounts, contact the Health Administration Press Marketing Manager at
Traffic was heavy-he was getting closer to Pittsburgh. In any case I should have been picked up and run in, so let them have their rapture when the time comes. You know, and that cigarettes kill far more people than any class-A drug. I took it home and hid it in our barn.
Background: The managers of healthcare Organization must confront numerous impediments and curbs issues that significantly contribute to the trial of quantifying, testing, and meritoriously use execution strategies that work in healthcare setting.
Strategic planning is an organization 's process of defining its strategy , or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic planning became prominent in corporations during the s and remains an important aspect of strategic management. It is executed by strategic planners or strategists , who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes. Strategy has many definitions, but generally involves setting strategic goals , determining actions to achieve the goals, and mobilizing resources to execute the actions. A strategy describes how the ends goals will be achieved by the means resources.
Он присел на край койки. - Теперь, мистер Клушар, позвольте спросить, почему такой человек, как вы, оказался в таком месте. В Севилье есть больницы получше. - Этот полицейский… - Клушар рассердился. - Он уронил меня с мотоцикла, бросил на улице, залитого кровью, как зарезанную свинью. Я еле добрел .
Я было подумал, что это номер гостиницы, где тот человек остановился, и хотел отдать ему паспорт. Но вышла ошибка. Я, пожалуй, занесу его в полицейский участок по пути в… - Perdon, - прервал его Ролдан, занервничав. - Я мог бы предложить вам более привлекательную идею. - Ролдан был человек осторожный, а визит в полицию мог превратить его клиентов в бывших клиентов. - Подумайте, - предложил .