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Introduction
Competition between companies has traditionally been promoted across all sectors as a way to improve client satisfaction. In another sense, competitiveness guarantees the delivery of improved goods and services to meet consumer demands. To promote the health of workers and their families as well as to fulfill the mission of providing prevention-focused, quality, and accessible treatment to patients and populations, healthcare systems and organizations bring distinct challenges and possibilities.
Main body
Competitive behavior often conveys a certain signal to the markets, which may be explicit or tacit. To succeed in the market, other firms will afterward assess and oversee this signal. Such competitive actions may involve sizable asset investment opportunities, employee and organizational structure changes, or new practices to navigate industry standards (Chang et al., 2017). Examples of such competitive actions involve equipment advancement, mergers and acquisitions, partnerships, and the launch of new goods or services (Chang et al., 2017). Contrarily, strategic activities are those that do not require particular fixed asset obligations, have a smaller long-term impact on the originator, and include modest, regular modifications that are typically carried out by lower-level executives with a limited resource investment (Parkinson, 2018). In this sense, competitive strategies might involve numerous efforts and actions, starting from cultural changes or performing the replacement of equipment.
Conclusion
Hence, healthcare systems and organizations provide specific needs and challenges for promoting the health of employees and their families as well as achieving the goal of offering patients and populations treatment that is prevention-focused, of high quality, and easily accessible. Markets frequently receive signals from competitive activity, which may be overt or covert. Other businesses will then evaluate and manage this signal to prosper in the market. Such aggressive competition may entail large asset investment possibilities, adjustments to organizational and staff structures, or new procedures to meet requirements.
References
Chang, C. H., Chiao, Y. C., & Tsai, Y. (2017). Identifying competitive strategies to improve the performance of hospitals in a competitive environment. BMC Health Services Research, 17(1), 1-10. Web.
Parkinson, M. D. (2018). The healthy health care workplace: A competitive advantage. Current Cardiology Reports, 20(10), 1-8. Web.
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