Hill Country Memorial Case Study

How do we get there? (Strategy formulation – corporate level, business unit level, and functional level)

The fourth step in the strategic process will include the implementation of strategies by forming projects. “The conceptual framework for strategy implementation lacks the structure and discipline found in strategy formulation. Implementation requires action and completing tasks” (Gray, Larson, 2008).

As the Director of LINC, I led the team that verified the accuracy of burial and headstone placement through inspection for each gravesite using the cemetery layout maps, historical burial records, and printout from the Burial Operations Support System (BOSS). In doing so guided my senior staff through conducting a grave-by-grave, 100% assessment of the entire cemetery. My challenge was to coordinate and record the correction of these sensitive discrepancies. The corrective measures required family notification, the disinterment, and re-interment of remains with burials dating back over 40 years for some. I worked to prevent a media incident that would cause widespread speculation and further damage the VA in the public forum.

The history of East Hill is authentic old established homes and businesses throughout the narrow, shaded, quiet streets. One of the main historical landmarks is a build called Sacred Heart Hospital, which is now known as the ‘Old Sacred Heart’, “Pensacola Hospital, now known as the historic Sacred Heart Hospital, opened in September 1915 as the first and oldest Catholic hospital in Florida. The Daughters of Charity, a religious order dating back to 1633 also dedicated to care for the poor and the sick, invested over $400,000.00 into building and opening this facility. The Daughters community was started originally in France by St. Vincent de Paul and St. Louise de Marillac” (National register). On early mornings people walk/run with their dogs, walk children to school, and sit outside on their porches to have their morning coffee with the birds chirping. When I approached an elderly woman, who looked as though she was lost and wandering, I asked her if she lived in the area and she replied ‘yes’. This woman was named Emma Hall, I went on asking her many other questions due to her willingness and engagement in conversation, it seemed as though she enjoyed the surprising conversation that offset her normal morning routine. She said that she has been living in East Hill for over 50 years and not a lot of structural or environmental changes took place within that time. “They built a baseball field and added a few new businesses like

Organizations face numerous barriers in overcoming resistance to change that can improve performance measures, customer service, and the effectiveness of the workforce. For the changes to become efficient and effective, organizations need to develop a strategy that can guide the organization in achieving the desired results. The purpose of the organization’s strategic plan is to align processes with the vision, develop collaboration, foster partnerships, and improve efficient use of equipment and facilities (Interprofessional Resource Center, n.d.). Numerous components perform their individual functions with their own vision of what the organization should be. The challenge for

5.Read the two editorials by Melnyk (2016) that are listed in the readings section above. Describe the key learnings in these editorials about how leaders can overcome barriers and create, as well as sustain, a culture of EBP. Do you agree with Melnyk’s thesis that “Culture eats strategy every time?” If yes, provide evidence to support your stance. If not, again, provide evidence to support your position. If you are an innovative and visionary leader, what is your plan for building on the strategies and overcoming the barriers (force-field analysis and change theory) to support and sustain a culture of EBP? Provide examples from your own work setting and other relevant evidence to substantiate your response.

The Hill-Stead Museum displayed the large art collection of Alfred Pope and his daughter, Theodate Pope. Alfred was the owner of the successful Cleveland Malleable Iron Company, which is where he earned his fortune. They manufactured a modernized, stronger, form of iron and then began producing railway couplings to hold train cars together. The business was extremely successful, as was the owner, Pope. The building is grand and decorated lavishly, filled with valuable art from across the world. In this way, the museum shows how people benefitted from the Second Industrial Revolution, and the lifestyle of those who had money during that period of time. The Museum shows exactly how the wealthy of that period in time lived. From the dishes to

selection, and presented through orientation and coaching around a clear plan that will support quick mastery. The development consultant presents the new executive with the strategic and human resources, and also existing obstacles, clearly outlined in an "integration plan" (Fisher and Congel, 2009, p. 25) that itself integrates subordinates, peers and senior executives into reciprocal orientation, new leader to culture and culture to new leader, horizontally and vertically upward and downward at the same time. The result seems to depend most on the clarity and achievability of immediate short-term objectives, in order to build the confidence and credibility the new executive will then deploy on the strategic plane.

The measurement guidelines to verify strategy effectiveness are consistent and tracked have more to do with the training of employees in an organization and the implementation process of the strategy used. In many cases, employees receive new and improved tools that can establish metrics and standards that state what objectives need completing. In the same process, a training module that breaks down the tasks and responsibilities of all stakeholders and their expectations needs inclusion. This will enhance how each employee affects the

Clark ( 2012) suggested that “Implementing a new culture, organizational structure, or strategic plan requires leaders to engage and empower their staff to take ownership of the process (p. 35).”

The hospital was awarded the Bladrige award in 2014 and continues to maintain and improve their services through today, rating in the top 10 of small community hospitals in 2016. Hill Country systematically evaluates and improves its processes and cycles of learning. HCM is partnered with the HCM Foundation which is community funded, this was done to ensure HCM’s long-term sustainability and assists the community in working with HCM leaders in the development of strategic initiatives. HCM leadership works to capture key stakeholders’ requirements and exceed those expectations, additionally HCM practices the application of quarterly coaching plans to achieve focus and alignment with organizational strategic

To foster strategic thinking in this situation can be started by identifying the impact of the decisions that are made on the different segments of the facility. Such decisions can impact internal departments, personnel as well as the company’s suppliers and customers. As a manager having a well-articulated philosophy, mission and setting goals throughout the facility will help employees stay focused and incorporate it into their own plans and strategies. To do this you would incorporate it into training and development programs for the employees.

According to the author “individuals and teams enact strategy leadership when they create the direction, alignment, and commitment needed to achieve the enduring performance potential of the organization.” Pg.11. Strategic leadership tends to make significant changes within the organization for long periods of time, and includes “It also exist in individuals and teams throughout the organization who are close to the customer, consumer, and client and have access to data and information that are that are important for the lonterm success of the organization…In this way, the best CEO’s rely on and nurture input and insights throughout the organization to set the strategy, and help in understanding how well the strategy is working.” Pg.

Strategic management has deterred stove-piping within the IC and reduced the likelihood of duplicate efforts among agencies. Additionally, strategic management has enabled the IC to overcome obstacles through solidarity; agencies, working in unison, have prevailed during times of uncertainty. Within the IC, in order to be successful, there is a need for inherent leadership traits which are indicative of strong leaders. Even though management styles will vary, strategic management is essential for the overall success of the

In 1989, David Packard, the co-founder of Hewett-Packard put into writing the company’s organizational values which was to be used as the HP’s way and also use as a management tool and as a criteria for daily decision making. These company values have been reinforced by the company’s current CEO, Meg Whitman and they are: 1. Integrating critical opposites- to create an organization that sustain its competitive advantage regardless of the