1.
Quality, safety, and people are important aspects in as far as strategic goals and objectives of health care organizations. At XXX General Hospital, the first strategic goal is to enhance quality culture and processes to deliver outstanding person-centered care with compassion and kindness to all. The second strategic goal is to create a safety-focused culture with a focus on medication safety and prevention of infection and developing a safety framework in the organization. The third goal is to recognize and support the organization’s valuable staff and to develop an engaged workforce.
Within the healthcare domain, concerns related to quality, safety, and the development of the staff are critical and often go unnoticed and unaddressed as the health care environment experiences changes (Dimoff & Kelloway, 2013). In addition, there are possibilities that the health care system retains the status quo and thus fails to take into consideration the evolving needs of both clients and staff members. For this reason, there is a need to develop strategic goals that go hand in hand with the dynamic changes in the sector. The thinking behind the strategic goals relates to the aim of developing a goal-directed, systematic, realistic, and consciously controlled health care system and environment at the organizational level (Perera & Peiró, 2012). The goals seek to ensure that the health care environment is safe for both patients and staff members, adopts quality processes that are person-centered, and to develop capabilities which provide an avenue for realizing the goals of quality, safety, and a valued workforce.
2.
Strategic planning in which goals are defined and set generally begins with a reflection of the mission, vision, and values which help in determining the design of the course of action to produce desired results (Madu, 2013). The organization’s vision presents a desired picture of the future which sets the direction and rationale for change and setting goals (Madu, 2013). This is related to strategic goals which are set to improve the operations of an organization which is also linked directly to the mission of the organization. The mission of medical organizations is linked to the business plan and often focus on efficiency and productive processes. For example, for an organization that seeks to improve processes and provides quality services, it is through the strategic goals that a framework that takes into consideration aspects of quality performance and specific initiatives is developed. Medical organizations set their values with respect to the professional concerns and patient rights as well. The strategic goals help to realize the values and principles because it takes into consideration the professional needs that may help in realizing the values. For example, through the goal of training and staff development, it is possible for the organizations to redefine and equip the staff with the skills that are necessary to ensure the values are realized.
3.
The goals of the general hospital are providing quality person-centered care, ensuring patient and staff safety, and recognizing and supporting the valuable staff. The critical success factors are thus both internal and external in respect to improving current processes as well as the image of the hospital. The critical success factors in the organization thus relate to the industry and aspects including an excellent medical staff, the efficiency of services, safety measures, and a positive view of the hospital by patients and staff are critical in respect to the success of the organization. The main managerial effort to facilitate the understanding, evaluation, and control of the factors is devoting considerable time and effort to record, evaluate, and interpret information that relates to the hospital processes from a practical perspective.
As a CEO of a general hospital, there is a need to develop information regarding progress towards strategy goals achievement performance in relation to success factor measures that were established as part of the strategy. This calls for the establishment of a strategic control system. The main requirement is developing a system that provides salient information on a regular basis based on a null approach. The null approach operates with respect to the dynamic health care conditions which make it impossible to predetermine what is needed in determining the critical success factors in the face of dynamism (Kelkar, 2010). Through this approach, as a CEO dealing with informal, word-of-mouth ad hoc reports by staff members who are knowledgeable and who interact with patients in the care environment is key. The objective of adopting the null approach is to develop an overall understanding of the organization and its business, getting the information necessary to manage the organization, and analyzing the existing systems. This, in turn, helps in developing a plan for implementing new systems and improving processes to fill gaps that may be observed by the staff members in the practical domain.
The null approach also takes a step by step approach which begins by pulling together the staff members that work in the health care environment which requires internal discussions with staff members (Kelkar, 2010). The second step is to provide an opportunity for the staff members to submit their ideas and give feedback and this can be established by setting up small department-based teams with a leader that can present their main issues definitively. The third step is to make use of multiple examination frameworks to analyze the ideas brought forward by the staff and establish clearly defined areas of concern. The fourth step is to determine the critical success factors informed by the information collected from the employees that are essential to achieving the organizational plan. Finally, with the critical success factors in mind, there is a need to develop an implementation plan on the basis of score-carding to ensure they are realized in the practical domain.
References
Dimoff, J. K., & Kelloway, E. K. (2013). Bridging the gap: Workplace mental health research in Canada. Canadian Psychology/Psychologie Canadienne, 54(4), 203-212.
Kelkar, S. A. (2010). Hospital Information Systems: A Concise Study. New Delhi: PHI Learning Pvt. Ltd.
Madu, B. C. (2013). Vision: the relationship between a firm's strategy and business model. Journal of Behavioral Studies in Business, 6, 1-9.
Perera, F. D. P. R., & Peiró, M. (2012). Strategic planning in healthcare organizations. Revista Española de Cardiología (English Edition), 65(8), 749-754.
