You have just been appointed director of development and planning for a250-bed community hospital in the Midwest. It is has been five years since your organization conducted a full strategic planning process, and it shows that your facility is behind the times. You have your work cut out for you, but how will you begin? What do you see that has to be done to initiate the strategic planning process for your hospital to catch up with the advancement of healthcare in America? Why?
Discuss the analytic and emergent models of strategic management. Why are both models important for healthcare organizations today?
Strategic management exists at all levels of the healthcare organization. Explain how strategic thinking maps apply to the different levels of strategy within a healthcare organization.
You have just been named CEO of a community hospital in a town of 50,000people on the West Coast. You are replacing a CEO who had served in the position for 24 years. When you meet him during his last week on duty, he offers this observation: “My advice is stay in your office, keep the door shut and let the assistant administrators take care of all the complaints and stupid ideas out there. This town never appreciated having a hospital, and they don’t support it. I just hope it survives so you have a job running it.” It has been a long time since the hospital reached out to the community for feedback and recommendations and a long time since the word “stakeholder” was even spoken here.
How will you approach your new position based on this? How will you handle making a difference? Explain.
You have just been named director of marketing for a community hospital in a town of 500,000 people on the East Coast. There are five major health systems with inpatient facilities in your community, and the competition is intense. You definitely need to conduct a competitor analysis right away, but how will you proceed with that? Explain what key factors and forces you will consider as you analyze your competitors.
You have just been named director of emergency medical services for a hospital-based emergency medical services (EMS) program. Your program is housed in a 250-bed acute care hospital in a town of 35,000 people. You are employed by the hospital itself, reporting to the chief executive officer (CEO). Formal strategic planning has never been done for the EMS program before, and the physician medical director is not very involved at this time.
How will you proceed to prepare a strategic plan for this program? What steps will you take, and who will you involve in the process? Explain.
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