Organizational Strategies of Healthcare Facilities

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Table of Contents

Introduction
Strategies Exhibited by Healthcare Organizations
The Leadership Strategy
Prospective Strategy
Emergent Strategy
Conclusion
References

Introduction

Corporate strategy is a vital part of organizational success. Active planning, evaluation and consideration are involved in the process of maintaining a company’s daily operational capacity. In comprehensive terms, a strategy is the design of purpose, goals, objectives, and policies employed in order to fulfill certain needs. The procedures and policies must be detailed in order to allow the company to shape its public identity. In this vein strategy, has also beeen describes as a plan of action to attain an overall long-term goal (Bukhari, 2020). It means being operationally effective and adapting to the ever-changing business trends. A proper plan should entail a tradeoff between traditional approaches, operational effectiveness, and unique practices.

Among potential strategies, Porter’s Generic strategy can be seen as the best approach for the businesses of today: it blends traditional strategies, operational effectiveness, and unique practices. Porter’s Generic strategy recognizes tradeoffs, which are essential in helping to create the necessity for choice and offer protection against straddles and repositions (Bukhari, 2020). Porter’s approach offers corporations the ease of achieving tradeoffs as generic strategies apply to services and products in all industries and all-sized organizations (Porter, 1996). The generic strategies by Porter are differentiation, focus, and cost leadership, the second of which is divided into differentiation focus and cost focus.

Porter proceeds to illustrate how these strategies can help achieve fit. When organizations can attain cost leadership, they can benefit by achieving a tradeoff either by lowering prices to gain market share or by keeping average prices and thus increasing profits. Simultaneously a corporation can opt for the differentiation strategy by offering unique features which their clients value. The focus strategy helps achieve differentiation or cost leadership in niche markets in a manner that is not open to more widely focused players.

Strategies Exhibited by Healthcare Organizations

In healthcare organizations, strategic planning entails outlining the needed actionable steps to achieve specific goals. There exist multiple levels and types of strategies: however, the purpose of all is to ensure the organization’s actions align with its values and mission. In contemporary times, healthcare providers need to offer value-based and patient-centric approaches. (Borgave & Koranne, 2018) Progressively, it is becoming inevitable for organizations to realign their healthcare strategies to suit the changing patient care approaches and the current trends in the market. Professionals seeking to understand better healthcare institutions’ inner workings ought to enlighten themselves with the various strategies utilized in healthcare organizations.

The Leadership Strategy

In small healthcare systems, it is possible to have small teams of leadership executives that are reliable and strong while managing several hundreds of employees. In most cases, when such a setting has a smaller team, it tends to be more agile and can pursue common goals for the organization without much hustle. In contrast with bigger organizations, including multiple clinics, pharmacies, and hospitals, a much bigger leadership umbrella is needed. Having a hieratical system of leadership helps leaders to take each other over ownership of the system’s discrete elements. The characteristic of the leadership strategy in large organizations is that while the anticipation is that you will have a perfect person in each role, in reality, there are more leadership positions than great leaders. Working in collegiality helps overcome any vacuum in roles.

Prospective Strategy

Most big healthcare organizations develop detailed plans in preparation for prospective issues that may affect their amenities and healthcare at large. The focus among the providers should be on developing strategies that foresee the probable necessity for extra resources, including personnel and capital. This long-term planning is referred to as the prospective strategy. Prospective strategies should be characterized by flexibility that permits unforeseen circumstances. For instance, in a prospective strategy developed based on a shortage of doctors and the shortage turns out to be less severe than projected, the strategy should contain a plan of relocating the now abundant resources to other areas.

Emergent Strategy

This is another strategy exhibited by healthcare organizations: it entails analyzing events retrospectively to ensure informed decisions are made progressively. Developments such as disease pandemic, new healthcare policies, and fluctuations in the process of prescription drugs can cause the healthcare market to fluctuate in a manner that will need the continual adaptations and experimentation of healthcare providers (Borgave & Koranne, 2018). Emergent strategies allow organizations to re-evaluate internal strategies and swiftly adjust to suit the prevailing market trend. This strategy also enables providers to analyze the strategies of their competitors and implement tactics that will keep them ahead.

Conclusion

In conclusion, organizational strategy is a beneficial concept: in strategic planning, organizational leaders have an essential tool that aids in managing organizational operations. For success in the contemporary dynamic world, corporations should include tradeoffs in their chosen strategy to achieve fit. Healthcare organizations have different strategies, and employing each sensibly will give the organization a competitive edge. Communication is vital across the echelons of management: the CEO must explain how the strategy adopted is important to the organization. This way, the CEO will win the commitment and confidence of the workforce and other key players, and thus, implementation will be flawless.

References

Bukhari, S. A. R. (2020). What is strategy?Mohammad Ali Jinnah University, 28, 3-4. Web.

Borgave, S., Dr., & Koranne, S., Dr. (2018). Service quality tradeoffs – A strategy mode. Pacific Business Review International, 11(1), 8-9. Web.

Porter, M. E. (1996). What is strategy? Harvard Business Review, 61-78.

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