Evaluating the strategic plan can make evident any missed or undiagnosed threats or opportunities.

One of the most important part of managing a healthcare organization is strategic planning.  It can significantly increase the profits of a healthcare organization that may be examining ways to protect their bottom line sustainability while simultaneously acclimating to their surroundings.  Nevertheless, there is little evidence on how healthcare organizations are employing it.  Healthcare managers need to remember that strategic planning is a leadership tool.  The purpose of a strategic plan is to generate impact while incorporating the assessment of the organization’s status.  If the plan has been in effect for a year, then the best time frame to evaluate would be a 30-day period to ensure all areas are reviewed and then properly addressed (Colmers, 2015).

Evaluating the strategic plan can make evident any missed or undiagnosed threats or opportunities.   In reviewing, strategic planning institutes a structure of principles and measures for day to day operation and decision making of the healthcare organization.  Moreover, strategic planning reassures participation and commitment of the entire healthcare organization and therefore, the organization’s goals are achieved within the end result. Additionally, strategic planning can ensure cohesion at an institutional level.  Healthcare organizations should always keep in mind that the creativity of their personnel can help reduce overall costs for the organization (de Paula Rodríguez Perera & Peiró, 2012).

Numerous models of creative endeavors take place for standard acute care hospital one of which can assist in seizing an advantageous opportunity of the emerging healthcare delivery and payment systems. Due to the recent healthcare reforms, hospitals have made changes in the way they approach post-acute care. Healthcare organizations have a duty to continue pursuing a financial involvement in post-acute systems as well as attempt to devise new systems that can tailor to the readmission penalties so as to reduce choosiness about referring discharges to post-acute facilities with lower hospitalization rates (Hill & McShane, 2015).

References:

Colmers, J. M. (2015, August). Healthcare Strategic Planning in Today’s Dynamic Environment. HFMA.org.

de Paula Rodríguez Perera, F., & Peiró, M. (2012, August). Strategic Planning in Healthcare Organizations. Revista Espanola de Cardiologia, 65(8), 749–754.

Hill, C. W., & McShane, S. L. (2015). Principles of Management. University of Minnesota Libraries Publishing edition.

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