Mind Tool Analysis

I also took an assessment on Mindtools. I like that website. I hear what you are saying when you find yourself having negative emotions that sap your energy levels and can get me off track. I never used to be that emotional when I was younger. However, I am 50 and I feel I can off track real easily. When I was younger, I would let people say whatever they wanted and I would just hold it all in and never respond. Now that I am 50, when someone says something most times, I strke back as they say. It is good and bad. I feel keeping your emotions in is very unhealthy. On the otherhand, always speaking your mind can be get you in to some deep waters. I am learning to control my emotions, but it is much easier said then done right? I would

The authors were successful on this step by creating a valuable and diverse team that complimented each other, which was a necessity to ensure they had mixed points of views and opinions. Next, the team must create the approach they are going to take, and to be sure each team member has a clear understanding of the benefits for the future of everyone involved. This step was evident by the group meetings. Fourth, it is imperative for the team to demonstrate impeccable communication skills and the ability to influence others to comprehend the significance of the change (Kotter and Rathgeber 2006).

With this redesign with few errors, this shows the key factor in the process is that the planning and structure were given the utmost importance when designing the redesign process. With most larger companies, in particular, implementing a change throughout the company can not be a detached process with few attempts. Due to the redesign implementing process taking seven months it is noticeable that planning that had to be held due to the course of the application being a drain on the organization's finances and resources. Once the company found the appropriate steps to make their redesign a success. The redesign failed a few times because

A weakness in communication between interdisciplinary team members can impact patient safety and health . A recent study revealed that out of all the claims analyzed , 57 percent of malpractice cases reflected miscommunication between two or more healthcare providers (Riah, 2015). In fact, the same communication failures directly linked to 1,744 deaths over the past five years (Budryk, 2016). During my clinical placement this semester I have witnessed the overwhelming number of health care team members that are involved in each patient’s care. I also take part in morning nursing rounds where all nurses are updated on every patient’s status. Transmission of permanent patient information is also relayed to all members of the health team via the patient chart .Here , interdisciplinary notes all come together to form updated health information on patients. However, although I have read interdisciplinary notes from all team members , I rarely have had the opportunity to personally communicate with members other than doctors and nurses. Personal communication allows for a team member to pass on relevant information in a timely manner without the possibility or misinterpretations. When communication is strictly done non-verbally, it is impossible to ask any questions.. This is why communication between professionals in health care is essential for patient safety and improved quality of care (Koivunen, Niemi., & Hupli,2015). There are 3 main factors that cause miscommunication

After studying the problems of new act immplementation issues, I have determined that SBC’s tactic to strategic planning and action at present need to be reevaluated to advocate the ACA issue by monitoring the external environmental factors, such as in this case problems arisen ACA new rules. Therefore, the SBC need to reassess the internal environment change to adopt the new policy change (Swayne et al, 2012, p. 55). The similar strategic ideas are supported in Becoming a Strategic Leader by Hughes and Beatty like strategic management skills approach needs a broad concept on such policy change immplemntations because the impact of effictive policy change last over long periods of time. The strategic health care management plans often involves significant organization change (p. 14). To see these concepts, we can see an example how Dr. Copeland demonstrated his ability to change from non-leader into the strategic leader at SBC considered as transformational leadership change. Hughes and Beatty (2013) further suggest that the strategic control is "essential to sustaining competitive advantage in contemporary organizations" (p. 144). They also conclude that strategic leaders exert influence to achieve individual outcomes, like "getting people on the same page regarding a long-term strategic direction" (p. 147). Dr. Copeland said set an example influencing people or followers doing work with conviction, discipline and morality. Same way SBC strategic team need to adopt new ACA

In the article Cognitive Tools, Mario a ninth grader has a class project. In this project Mario combines his love for his World Studies course and his Introduction to Technology course. Mario’s technology teacher, gives his class the task of creating authentic events using technology tools. In addition, the students utilize software, websites, and technology to create a real-life situation. Mario decides to take a virtual trip around the world. In Mario’s adventure, he creates a flow chart for organization and its usefulness as a visual tool. Additionally, Mario uses search engines, goggle, Galileo, Yahoo, and Alta Vista to get information of possible travel destinations.

Strategic leadership in healthcare is the act of transforming a health care organization so that its daily functioning matches the organization’s vision, core values, the cultures it serves, as well as organization’s culture, organizational climate and structure. In implementing strategic leadership, managers and healthcare executives can gain a greater sense of clarity in the changes that need to be made so that the organization can reach its full potential. Healthcare leaders can also make stronger connections internally and externally, with incorporating strategic leadership, to help the organization grow and expand the organization’s reputation, while contribute to the organization’s well-being.

According to McConell (2012), the difference in a leader and a follower determines the success of a person regarding leadership. This chapter helps explain the content of qualities and proficiency for healthcare managers to be effective. Once again, effective management skills or certain qualifications enhance a healthcare organization environment. Healthcare managers and supervisors must have the capacity to handle challenges while the organization objectives and regulations may change over a period of time. Effective healthcare management governs the success of a healthcare organization. There are many different skill sets and leadership styles to be effective as a manager. People are interested in knowing what strategies are effective

Thru the course I have learned that Strategic Management builds on many processes and that various companies and organizations with diverse backgrounds can teach us valuable lessons. To be on the lookout for what can be considered a beneficial development in an organization or perhaps what can be a bad plan plausibly implemented at the wrong time.

These health care organizations have two types of planning to follow, and they are tactical and strategic planning. When tactical planning takes place, there is a short term goal in mind (Society for Human Resource Management, 2102). The course of action for a tactical plan is to achieve a goal within a year or less time period (Society for Human Resource Management, 2102). A tactical plan has a smaller scope and shorter time span than a strategic plan (Society for Human Resource Management, 2102). It takes several tactical plans to achieve the strategic plan (Society for Human Resource Management, 2102). Strategic planning differs from tactical planning, because in strategic plan, the course of action is to achieve goals for the long term (Society for Human Resource Management, 2102). Strategic planning goals are usually wanted to be completed with five years (Society for Human Resource Management, 2102). The organization’s mission statement purpose and direction are reflected upon strategic planning (Society for Human Resource Management, 2102). Top management must view reports on operations, external environments and finances when looking to develop a strategic plan (Society for Human Resource Management, 2102). The development of tactical plans are influenced by strategic plans (Society for Human Resource Management, 2102).

Strategic leadership entails making decisions across different cultures, agencies, agendas, personalities, and desires. It requires the devising of plans that are feasible, desirable, and acceptable to one’s organization and partners whether joint, interagency, or multinational. Strategic leadership demands the ability to make sound, reasoned decisions specifically, consequential decisions with grave implications. Since the aim of strategy is to link ends, ways, and means, the aim of strategic leadership is to determine the ends, choose the best ways, and apply the most effective means. The strategy is the plan; strategic leadership is the thinking and decision making required to develop and effect the plan.

The ability to think strategically cannot be taught in a classroom or through formal training; it comes with experience on the job.

Strategic Thinking can be described as a process which enables senior management to create a strategy, debate relevant issues, evaluate the internal and external environment, create strategic goals for the organisation and carry the strategy through effectively. (Decision Processes International, 2008)

Cognitive school (E) is a psychological process which is concerned at how strategy is conceived in the first instance. Strategic thinking begins with a mental picture in the mind. It implies that the outcome of such cognitive thinking would be dependent on the manager’s knowledge and ability to process information. (Thomas et al., 1993; Huff et. al, 1993)

The strategic management process is sometimes improperly perceived as a unidirectional flow of objectives, strategies and decision parameters from management to the employees. In fact, the process should be highly interactive since it is designed to stimulate input from creative, skilled and knowledgeable people working at every level of the business.