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Strategic Planning and Leadership
This workshop on BHA FPX 4104 assessment 1 strategic planning and leadership within health care industry concentrates on giving a brief outlook and is best suited for the department managers of a local health care organization. Strategic management is conceptualised within the more confined context of the health care industry highlighting the indispensability of strategic planning in meeting its circumstances and the requirement of flexibility in the climate of the knowledge-intensive environment (Ginter et al. , 2019). Other topics include conventional ideas including SWOT analysis and the Balanced Scorecard together with great practices in the provision of heath care services including patient-centered care and data administration That is practices can enhance the provision of quality care in the health care organizations (Harrison, 2020).
Leadership is seen as important, especially strategic leadership in order to steer organisations through volatile and more specifically highly regulated environments (Swayne et al. , 2020). The elements of strategic management are described in the context of the various phases of strategic planning as well as strategy formulation, implementation and assessment (Ginter et al. , 2019). The emphasis is placed on the connection between the strategic plan and mission and vision statements, thanks to which all its actions will lead to long-term goals (Harrison, 2020). BHA FPX 4104 assessment 1 stakeholders who are internal and external to the organisation are also defined, proving their significant contribution to the organisation’s strategic management (Swayne et al. , 2020). The goal of this presentation is to provide the ‘basic toolkit’ for the leaders and managers of the health care organizations and, most specifically, the department heads, to allow them to participate in strategic planning that defines the future direction of the organization.
Importance of Strategic Planning
Health care management requires strategic planning to manage the implications and changes within an organization to successfully maneuver in the health care industry. The first process in strategic planning is the environmental analysis that involves the determination of the strengths, weaknesses, opportunities, and threats of the organization. That is why this step is so important; only after getting this knowledge, one can draw reasonable conclusions. For instance a hospital might have wanted to assess how recent changes in health care legislation might impact on compliance and operations of the hospital. These aspects of the organization’s environment are significant because by knowing them the organization is ready to address challenges that may come with them.
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After environmental scanning comes the strategy development that involves the establishment of the strategic objectives and plan to attain the objectives. This stage is critical because it enables the organisation to start aligning its goals after the analysis of the data gathered during the scanning process. For example, if a BHA FPX 4104 assessment 1 Health care organization recognizes a trend looking like there will be increasing demands for telehealth services, it will decide to establish a goal to expand those services as a strategic one. This makes the decision-making to be strategically sound since the organization gets to work on projects that meet its needs now and in the future.
BHA FPX 4104 Assessment 1 Strategic Leadership
Strategic leadership is somewhat different from other leadership models in that it ensures the institution’s goals are aligned with those factors that are internal and those that are external within a given range of a specified time. In contrast to transformational leadership, which is built on the idea that leaders can promote employee behaviors that result in the kinds of performances likely to alter the organization fundamentally, strategic leadership is more concerned with developing and implementing processes that are likely to lead the organic systematically over the long term to its goals (Schoemaker, Krupp, & Howland, 2019). For instance, a strategic leader in a healthcare organization would need to assess the consequences of regulatory adjustment in the future of the organization and make a strategic move. Such a leader may well spend more time reminding the organization that these challenges can be addressed through the creation of new ideas and determination.
Transactional Leadership
As we have seen, transactional leadership is mainly about day-to-day leadership and uses reward or punishment to ensure people do as they are told as opposed to strategic leadership which looks to the future. This is why, in spite of the fact that transactional leadership may be efficient for creating stable work performance and productivity, it does not have the planner constituent as does strategic leadership. Thus, while executing daily clinical processes, transactional leadership may be appropriate, but strategic leadership is necessary in addressing transformative processes such as the implementation of technology in the provision of health care.
Another concept closely related to leadership is situational leadership which is the process of leadership intervention based on the nature of the situation and members of the group as well as their readiness for a particular undertaking. It is the most suitable in circumstances where new conditions have to be accommodated and planned changes are expected to happen frequently, for instance, in an emergency department. Yet it may be insufficient for providing the focus over the long term that is required for real organizational transformation; and that is where strategic leadership is introduced. For instance, when building a long-term plan to roll out services to new areas where the company has not operated before, there is a need for strategic management to assure that resources and capabilities support the organization’s mission (Hitt et al. , 2020).
Key Components of Strategic Planning
In the context of the current paper, strategic planning is a vital aspect of healthcare organizations that pertains to the deployment of available resources towards the accomplishment of the healthcare organization’s goals and objectives that are in consonance with its mission and vision. The sub steps of strategic planning include;Defining the mission and vision statements, identification of the environment, formation of objectives, choosing of strategies, performing implementation and assessing effects.
The first of those is the mission and vision of the organization – these are foundational elements of the strategic plan. The mission provides the primary goals and objectives of the organization in terms of its development and the values it supports The vision on the other hand brings out the longer term goals and objectives of the organisation. In combination, they lead the shaping of the strategic planning process as a means for offering the overall direction and guaranteeing that all the strategies and actions reflect on the basic objectives of the organization (Bryson, 2019). The next step that is essential is what is referred to as environmental scanning. This involves comparing of the strengths and weaknesses of a business as well as the opportunities that could be exploited as well as the threats that could be faced in the external environment.
Emphasize Organisational Resources
While the internal analysis emphasizes organizational resources, capabilities and procedure, the external analysis covers prevailing market trends, competitor, legal changes, etc, that exist. Understanding these factors helps healthcare leaders to come up with strategies that would impact on the existing strengths as well as opportunities while at the same time avoiding or handling the weaknesses and threats (Ginter, Duncan, & Swayne, 2019). This is done in line with the objectives of the organization and is done after the environmental scan it involves setting specific measurable achievable relevant and time bound (SMART) goals. These goals in particular should be aligned with the mission and vision statements of the organization, and the identified goals should reflect the findings of the environmental scan. That is why clear goals are important when we have to explain to people what they have to do, so that everyone works in the right direction.
BHA FPX 4104 assessment 1 Stakeholders in Strategic Planning
The stakeholders are essential to the strategic planning in the health care organizations since they can contribute and affect the outcomes of the strategic plan crucially. Key stakeholders consist of individuals within the organizational structures, including the personnel, managers, and members of the board of directors, and the external stakeholders, which comprise of the patients, members of the community, the regulating bodies, and the supplier. The engagement of the mentioned stakeholders is important for the following reasons.
Internally, employees and the management are the ones who will be implementing the strategic plan for the organization. They are the people who are to ensure that the strategies retrieved during the assessment are put into practice and that the day-to-day functioning of the organisation is consistent with the organizational objectives. Involving these people during the planning stage makes them have a vision of what the organization is planning on achieving, and make them feel part of the project hence increasing their motivation levels.
Also, from managers and heads of departments, one may receive relevant input as to what hampers / enhances organizational performance and this information may be adopted in the development of the strategic plan (Bryson, 2019). Another group of key stakeholders that may be involved in the strategic planning process is a board of directors as well as executives of the organization. The Board of Directors appraises the strategies and overall development plan and confirms that the plan is in line with the organization’s mission, vision and long-term goals. Their responsibilities include identifying and defining the strategic goals, deciding on the resources to be allocated as well as being responsible for the tracking of the plan. BHA FPX 4104 assessment 1 involvement of the board is very crucial since it makes sure that the strategic plan is total and looks at other overall organizational objectives and accountability that may exist (Harrison et al. , 2019).
Role and Importance of the Organization’s Mission and Vision
The two, mission and vision, are tactical tools of strategic management that act as the framework on which strategic plans are anchored. They guide the organization, set the course, as well as guarantee the integration of all of the organization’s operations with the chief objectives. The Mission Statement highlights the reason for the organization’s existence, the belief system, and the major goals of the business. It is the statement that outlines the strategic direction of an organization, the market(s) it operates in and how it caters for the need of the market. The mission statement provides the direction, and because of it, all the plans and actions should reflect the organization’s objective, therefore, preventing the organization from drifting off its core purpose (Bryson, 2019). Thus, BHA FPX 4104 assessment 1 mission statement is a guide for organizing the priorities of healthcare organizations and their day-to-day functioning. For instance, a hospital whose mission is to provide the best care for the patients will see strategic choices like funding the patient satisfaction initiatives or improving on clinical service delivery (Harrison et al. , 2019).
The Visioning Statement is therefore a focus statement that describes the long-term plans and objectives of the firm. It outlines what the organisation wants to turn into in the future and is a source of inspiration or motivation for the stakeholders. The vision statement acts as the guide to the future direction or strategic goals in the organization so that organizational goals and control of success can be easily established (Tan, 2019). In health care an appropriately worded vision statement that would focus on innovation and best quality care would have implications that can include, nursing care technologies, research, collaborations and any other strategies aimed at addressing the welfare of patients.
Misson and Vision in the Context of Strategic Management
The incorporation of the mission and vision into the formulation of the strategic plan means that all activities undertaken by the organization are coherent with the mission and vision of the organization. This is a crucial factor which should be observed in order to avoid any confusion at different organizational levels. BHA FPX 4104 assessment 1 The presence of mission and vision in the strategic plan will help the strategic plan to meet the organization and its stakeholders’ needs while enhancing a lasting success (Ginter, Duncan, & Swayne, 2019).
Presentation in a Compelling and Persuasive Manner
To convex your audience and make them understand why strategic planning is important, your presentation should be able to focus on how strategic planning is crucial in organizations. Start with an active voice statement that sets the tone for the importance of strategic planning, as an example, “I would say, strategic planning is quite important for any organization; it is a map to organizational sustainability” (Bryson, 2019). This puts the climate and underlines the significance of the existence of a strategic plan. Strategic planning is the core of the presentation where it is defined, its purpose is explained, its mechanics involving matching resources to organizational goals, its ability to respond to alterations, and its guarantee of longevity are highlighted.
BHA FPX 4104 assessment 1 presenting these concepts in bullet points also allows the audience to quickly understand the data supplied (David & David, 2019). Analyze how mission and vision statements give focus to the strategy, how environmental analysis aids in assessing organisation and industry strengths and weaknesses, and understand how SMART objectives formulate approachable strategy. Stress the fact that implementation and assessment should be made continuously and timely to make the plan work (Ginter, Duncan, & Swayne, 2019).
Conclusion
In conclusion of BHA FPX 4104 assessment 1 , it is aggrandizing that strategic planning and leadership are significant approaches in directing the health care organizations towards prosperity and sustained success. Strategic management and planning comprise of the creation of an organizational mission and vision; a scan of the organisation’s external and internal environment; the setting development of achievable, time-bound, measurable, and appropriate management strategies. Strategic planning is critical because it guarantees an organisation would be in a position to design and coordinate resources, recognise changes and give priority to its goals. In this process leadership is one of the most important activities, because the given process assumes the strategic and operation management in the conditions of uncertainty and change. Compared with other leadership types, SL is more oriented on the future vision and preventive planning.
Even though transactional leadership is aimed at focusing on the current organizational processes, and transformational leadership engages in change and motivation of the employees, the strategic leadership is all about the prediction of the future tendencies, the accomplishment of long-term goals, and the correspondence between the strategies of the given organization and its mission and vision. It is most useful in situations of organisational transformation or in specific situations of turbulence and has the responsibility of steering the organisation in the direction of its long term vision and mission.
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