Directional Strategies

In MHA FPX 5010 Assessment 3 Directional Strategies is Grace Medical Center (GMC) is a private healthcare centre which is situated in Baltimore, Maryland. It was first established in 1909, and it was one of the first hospitals to be established in Baltimore. Baltimore (Cohn Cohn, 2019). It is housed in 110 beds and employs 700 individuals. In addition, Grace Medical Center is located in an area in Baltimore that is often afflicted with non-violent violence and violent crimes and offers traditional medical care, which includes emergency care as well as radiology. In addition, the facility has added telemedicine and medical services to home-bound patients to expand the scope of services it can provide to patients in need of help.

MHA FPX 5010 Assessment 3 Directional Strategies

The strategy that is employed by Grace Medical Center is centred on providing high-quality medical care for the patients they treat. Its purpose and emphasis remain focused on providing an exceptional patient experience, which offers compassion to the people it serves, its community members and to individuals they care for (Cohn 2019). The current Vision Statement focuses on the fact that its goal is to establish itself as an innovative leader in the field of innovation in the field of health and community services (Cohn 2019). The hospital’s S.P.I.R.I.T values are a reflection of its commitment to providing outstanding service and giving all patients priority, as well as promoting honesty, respect and trust, with collaboration, teamwork and innovation (Cohn 2019 and 2019).

Medical Center will be committed to providing high-quality medical services to Baltimore’s residents. The Medical Center will provide health care for every patient with dignity, respect as well as sensibility, empathy, and compassion. The new vision statement reads”Our mission is to be the best-known community hospital in Baltimore. The values statement says that We treat patients and their families as members of a community built on trust and respect.

Related Assessment: MHA FPX 5010 Assessment 2 TOWS Matrix Analysis and Strategic Plan

Quain (2108) states that a mission statement for an organization should provide a concise explanation of the company’s purpose or why it’s present. MHA FPX 5010 Assessment 3 Directional Strategies Vision statements must be a visual representation of the way employees and managers, physicians, as well as all other parties involved, should believe an organization should be like in the execution of its purpose or mission. Values define the norms that are held by all employees of the business (Quain 2018. ).

Identifying Gaps

Grace Medical Center’s present orientation strategies are focused on providing high-quality healthcare to the patients they care for. The facility has developed several initiatives that are geared towards the needs of the population that surrounds it. These include regularly scheduled health fairs, along with educational workshops, among other activities. The hospital’s infrastructure remains a barrier to the company’s progress. Three distinct deficiencies in the hospital’s TOWS Matrix have been identified as a major obstacle to the success of the Grace Medical Center’s directional strategies.

The gap between the two areas can be interchangeable and could act as a barrier to changes to the existing directional plan of action, as well as the lack of hospitals’ funds and structure. It is becoming apparent that the institutions for inpatients of hospitals’ departments of emergency and radiology have a long-term age and do not possess the required functionality for enabling the allied health personnel and physicians to provide the best medical treatment to patients who visit. Beebe and colleagues (2018) state that the health infrastructure situation in America is very different across states.

MHA FPX 5010 Assessment 3 Directional Strategies Health Care Planning

Hospitals that have achieved an excellent market position possess the leadership of a hospital that is focused on what the future holds for their hospital and a strong dedication to the modernization and maintenance of their facilities. However, the majority of hospitals in communities that were struggling could not meet the demands. The solution to reducing the gaps in the direction of strategy is to ask Grace Medial Center to consider strategies that will help increase the amount of money that the institution receives to improve the facilities. Strategies include creating partnerships with conglomerates that have been efficient and are intended to aid in the growth of the hospitals and communities that they offer.

Another problem that can be an obstacle to the hospital’s ability to alter the direction-setting strategy it is currently using in a way that is more effective is the lack of integration between health and technology. The different departments within the hospital are not equipped with the capability of collaborating on the technology required to satisfy its SPIRIT goals of the hospital. MHA FPX 5010 Assessment 3 Directional Strategies Grace Medical Center reiterates its vision and mission to provide exceptional services built upon the utilization of modern technologies in healthcare. Trish et al. (2017) reveal that the lack of ability to incorporate new equipment and adjust to new technological advancements in healthcare hinders the staff’s ability to satisfy the needs for the highest quality medical care. With an unfunded healthcare system, medical professionals utilize vital diagnostic and treatment tools that are not operating at the appropriate lifespan due to the absence of resources to upgrade the equipment (Mannion Davies and Mills 2018).

Strategic Goal and Direction Strategies Analysis

The strategy of directionality coincides with the hospital’s current exterior and internal surroundings. Grace Medical Center’s internal surroundings include the atmosphere in which it was built, its culture, the retention of employees, and the enhancement of its financial resources. Furthermore, the turbulent external surroundings include other institutions, such as outpatient dialysis centres and hospitals, and its location in a region that is filled with criminal activity within Baltimore. The orientation of the hospital is centred on improving the external environment, which includes increasing the involvement of communities, wellness, and education. This goes beyond the overall performance of the institution because retention, infrastructure, and expansion strategies are not taken care of. This means that Grace Medical Center’s general plan must strike the right balance with both external and internal factors. Singh and Shah (2018) describe the concept of strategic growth objectives as an outline of specific actions that, when executed properly, could transform a company’s situation into a better future.

Proposal of Changes

The changes that Grace Medical Center can make in order to establish the basis of its existing structures and strategies will need an overhaul of the senior management. It is ideal to have leaders who are involved in the development of the organization, not just internally but also externally. Al-Hussami and Alsoleihat (2018) recommend that hospital executives comprise forward-thinking employees. They also need to be willing to explore the possibilities of new ideas and develop new strategies that aid with the improvement process and the efficiency of organizations. So, a strong hospital’s management has an enormous influence on the structure of the hospital as well as how they implement their strategies for strategic planning and various other strategic strategies.

Conclusion

MHA FPX 5010 Assessment 3 Directional Strategies vision, mission, and values statements offer direction and are crucial in all aspects of the organization. These statements focus on where the company is headed and what it hopes to achieve. Without a crystal clear vision, mission statement, and direction, the company’s strategy cannot be implemented. Grace Medical Center must be aware that the objective is the basis to establish, whereas vision is the key to achieving it. The strategic plan of action will help guide the path towards the main goals of the organization (Serino 2019. ).

References

Al-Hussami, M., Hammad, S., & Alsoleihat, F. (2018). The Influence of Leadership Behavior, Organizational Commitment, Organizational Support, Subjective Career Success on Organizational Readiness for Change in Healthcare Organizations. Leadership in Health Services, 31(4), 354–370. https://doi.org/10.1108/lhs-06-2017-0031

Beebe, K., Bardwell, S., & Donna, D. (2018). A Closer Look at U.S. Healthcare Infrastructure. Health Facilities Management. https://www.hfmmagazine.com/articles/3239-a-closer- look-at-infrastructure

Cohn, M. (2019). Bon Secours Hospital in West Baltimore to be renamed Grace Medical Center.

The Baltimore Sun. website: https://www.baltimoresun.com/health/bs-hs-bon-secours- hospital-renamed-20191217-qkvrmvnrvvdgdirdx3fy75iywy-story.html

Mannion, R., & Davies, H. (2018). Understanding Organizational Culture for Healthcare Quality Improvement. BMJ Quality & Safety. k4907. https://doi.org/10.1136/bmj.k4907

Quain, S. (2018). Internal & External Factors That Affect an Organization. Azcentral. https://yourbusiness.azcentral.com/internal-external-factors-affect-organization- 11641.html

Savageau, B. (2014). Importance of Directional Strategies. Prezi Institute. https://prezi.com/ bicziclufavv/importance-of-directional-strategies/

Singh, R. & Shah, M. (2018). Directional Strategies and Organizational Performance.