MHA FPX 5010 Assessment 3 Directional Strategies

MHA FPX 5010 Assessment 3 Directional Strategies

Student Name

Capella University

MHA-FPX 5010 Strategic Health Care Planning

Prof. Name

Date

Directional Strategies

Grace Medical Center (GMC), established in 1909, is a non-profit community hospital located in Baltimore, Maryland. It stands as one of the city’s oldest hospitals with a 110-bed capacity and a workforce of 700 employees (Cohn, 2019). Serving a region with high crime rates, GMC provides traditional services such as emergency and radiology. Recently, GMC has expanded to include telemedicine and home health care services to reach a broader patient base (Cohn, 2019). The hospital’s directional strategies emphasize delivering high-quality care to all patients. The mission statement highlights a commitment to quality care and community service, while the vision statement aspires for GMC to be a leader in community healthcare (Cohn, 2019). The organization’s core values, encapsulated in the acronym S.P.I.R.I.T, focus on service, patient-centered care, integrity, respect, innovation, and teamwork (Cohn, 2019).

Revised Mission and Vision Statements

In alignment with GMC’s new directional strategies, the mission and vision statements have been revised to better reflect their commitment to quality care and community service. The updated mission statement emphasizes providing dignified, culturally sensitive, and compassionate care to Baltimore residents. The vision aims for GMC to become the premier community hospital in Baltimore. Additionally, the values statement now underscores partnership, respect, and trust with patients and their families.

Quain (2018) posits that a mission statement should capture an organization’s unique purpose, while a vision statement should paint a picture of its future aspirations. Values represent the principles that the organization holds in high regard.

Identifying Gaps

Despite GMC’s focus on optimal patient care and community engagement through health fairs and workshops, infrastructural limitations hinder its success. According to the TOWS Matrix, three gaps currently impede GMC’s directional strategies. The first two gaps pertain to existing strategies and insufficient funding for infrastructure. GMC’s facilities, including inpatient rooms and various departments, lack the functionality necessary for optimal care delivery (Beebe et al., 2018). Addressing these issues will require increased funding through financial partnerships and fundraising efforts.

The third gap concerns technology integration in wellness. GMC lacks the integrated equipment needed to uphold its SPIRIT values, which impedes optimal care delivery (Trish et al., 2017). The current underfunding restricts the upgrading of vital diagnostic and treatment technologies (Mannion & Davies, 2018).

Strategic Goal and Directional Strategies Analysis

GMC’s strategies are well-aligned with its internal culture and the external environment, focusing on community engagement and improving wellbeing. However, internal factors such as infrastructure and employee retention have been overlooked. Singh and Shah (2018) emphasize the need to balance internal and external factors to ensure organizational success.

Proposal of Changes

To address structural and strategic challenges, GMC should consider changing its executive leadership to individuals who are equally committed to external growth and internal improvement (Al-Hussami & Alsoleihat, 2018). Leaders with forward-thinking perspectives can drive both innovation and organizational development.

Conclusion

Mission, vision, and values statements are crucial for guiding an organization’s direction. Without clear and aligned statements, directional strategies become unachievable. GMC must ensure that its mission, vision, and strategies are harmonized to achieve 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

MHA FPX 5010 Assessment 3 Directional Strategies

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-secours-hospital-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-organization-11641.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

MHA FPX 5010 Assessment 3 Directional Strategies

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