NEW STAR HOSPITAL
INTRODUCTION
Hospitals require enhancing the standards by meeting the needs of the time. This includes innovation, technological change, and modernization in health care. Along with this, researching the industry and offering the best level of services to the communities in which the system is operating. In this report the mission, vision, values and strategic positioning of the hospital will be discussed so that the new employees who are joining can understand the goals which the strategic managers aim to acquire. This is an essential component using which the businesses can manage a diverse workforce and align them appropriately for meeting the goals.
MISSION
“New Star Hospital aims at acquiring excellence through innovation and technological advancements. Using the best patient care; services and researches can be conducted. These measures of commitment can make acquiring all the hallmarks possibly.”
A mission statement is a chain developed within the organizational structure so that the business rationale, unique contribution by the individuals and goals of the organization can be appropriately addressed (Thompson & Martin, 2010). The rationale for the formation of the business classifies the reason of its mere existence. The uniqueness of the business relies on innovations and competitiveness which are few most important elements which assist in enhancing the stability. Target oriented model shows the benefits which the stakeholders can acquire. Defining an appropriate mission statement lays the foundation of the business which can assist with the future development (Hussey, 2012).
The board is responsible for structuring an appropriate mission for the organization. The key factors which must be considered while making the mission statement are support services and the products. The community, patients, physicians and customers, are most important for the development of the business. Dialogue about what the organization intends to achieve from the mission for the stakeholders provides an opportunity for the advancement of the business.
VISION
“Delivering high values and patient centered approach is essential for sharing and delivering the values. Vision of the place aspires and assists in acquiring the relevant care which can develop popularity for the vicinity. High quality in a cost conscious manner is the philosophy based on which the entire organizational goals can be acquired.”
The vision statement is the assessment of the business and how it sees itself. The identity of the organization is developed from the performance and practices which are delivered. All this defines and articulates the identity of the organization. The vision of the organization revolves around its mission and measures for developing a unique identity for the hospital is addressed through its application. All the factors of the business are very important for laying down the foundations of the business (David, 2013).
ORGANIZATIONAL VALUES
“The organizational and environmental culture of a hospital must address the needs of the patients, accountability, respect and integrity. The values must emphasize highly on the patient care, teaching, research & innovation and community.”
The standards which are followed by all the personnel within an organization based on which the basic foundations of the business are laid relies on developing a particular behavior of the employees. While performing the routine work alignment of the staff to address the stakeholders, patients and end users of the facilities is very important. The values of the workers must be high keeping the mission on the central arena. This improves the visibility of the organization so that all the future goals and prospects can be addressed appropriately. Values of the organization are important for alignment and preparation of the workforce for the essential measures which need to be performed for improving the organizational stand (David, 2013).
STRATEGIC POSITIONING
The mission, vision and values which are adopted by the organization determine its strategic position. This is the goal using which the organization can sustain and define goals for the short term and the long term prospects. All this leads to the organizational stability which is essential for progressing. Clarifying to the workforce the unique elements and differentiating the organization through performance so that the competitive advantage can be acquired (David, 2013).
The specialty of the hospital is in the areas like heart & vascular segment, transplantation, cancer; children care, Neuro-sciences and women related services. This is a segment on which the organization has laid its foundation and seeks to position its service excellence specifically in this area.
The sustainability of the organization relies on two main factors. One is resource based, and the other is environmental. The decisive factor for maintaining a sustainable advantage relies on understanding the cultural needs of the area where the business is operating. For assessing the resources, the internal strength of the organization must be assessed. This will make the organization competitive and enable it to meet the challenges which may prevail. The environmental analysis is based on the needs and expectations of the business. The realities which may be faced and the expectations of the customers also need to be met.
NEW EMPLOYEE ORIENTATION
The employees are the most valuable asset for the organization. They are essential for the productivity and are the foundation for the progress of the organization. The profitability and sustaining in a competitive business environment require that the workforce is motivated and perform to the highest level. This requires that the managers address the goals of the organization to the workforce so that they are aligned and meet with the objectives effectively. In the globalized markets, the organizations need to develop a structure which is the goal oriented. This can be done through innovation in the business methods and using the techniques which help in acquiring the business goals appropriately. The goal setting and developing a path with SMART objectives leads the business on the path of success (David, 2013).
The benefits which the businesses get through aligning the organizations strategically are
- Increasing the operating margin and using it in advancement of the organization. This requires becoming accountable and increasing the visibility of the organization.
- Executing all the business strategies and meeting the organizational goals is essential for the progress and development of the business.
- Retention of the employees and considering them as an asset is also necessary for organizational growth. Keeping the staff motivated and offering them an incentive which increases their ownership is essential for the progress of the business.
All these aspects must be discussed with the workforce. Acquiring the confidence of the staff and offering them reasonable incentives can [pave the paths for acquiring organizational success. The employees must understand the significance of all the terminologies, and they must understand about aligning with the goals for their own benefit and for the benefit of the organization.
CONCLUSION
Mission, vision, values and strategic position of the organization defines the growth prospects and managing the sustainability which is essential in this competitive business environment. The employees must understand the significance of the goals and must align with the organizational objectives. The employees are like blood to the organization, and their actions determine the progress or failure of the organization. Aligning the workforce on the path of the strategic goals is the responsibility of the strategic managers. They must bring innovation in the methods of governance to keep the staff motivated so that goals and targets can be addressed appropriately. The new employees must be made aware of these terms, and they must be aligned with these accordingly so that the organizational objectives can be met.
REFERENCE
David, F. R. (2013). Strategic Management: Concepts and Cases-14/E. London: Pearson Education
Hussey, D. E. (2012). Strategic management: from theory to implementation. New York: Routledge.
Thompson, J. L., & Martin, F. (2010). Strategic management: awareness & change. Canada: Cengage Learning EMEA.
