The Basic Beliefs And Philosophies With A Mission, Vision, And Value Statement

Explain how the ethos, mission, aims and values of a school may be reflected in working practices.

The Institute of Medicine’s (IOM) six aims of quality provide an advantageous framework to progress the quality of care in the U.S.A. health care system. IOM developed six aims for improving to provide safe, effective, patient-centered, timely, efficient, and equitable patient care (Institute of Medicine, 2001). Organizations need to strategically plan to evolve in meeting IOM’s six aims and to remain a financially sound entity. Strategic planning involves defining the future and stipulating the measurement of achievement (Sare & Ogilvie, 2010). The purpose of this paper is to start the initial steps for creating a strategic plan in a healthcare organization, through describing and evaluating an unmet need, considering the mission, vision, and values, providing the background context, vision, strategic goal, and consider the broader issues.

Porter’s five forces analysis provides a methodology to evaluate the external markets. Its consideration of substitutes, threats and power of buyer and supplier assists with the development of an integration strategy. A thorough analysis can isolate attractive opportunities in support of building a profitable business model. These strategies can leverage vertical and/or horizontal integration of new business entities. These entities are designed to help with growing market share, increase efficiencies and/or reduce costs. During the 1990’s many hospitals pursued a combination of both vertical and horizontal integration. The goal was to create an integrated delivery network (IDN) designed to improve their economic performance.

operates with regards to pupils,achievement,outside community links and strategies such as anti bullying and peer support. The ethos consists of values and beliefs that contribute to the character of the school itself and the atmosphere experienced by all those who go there. The overall intention of the school is the mission it may be short easily recalled phrase or a single word. it usually overlaps with the vision or aims of the school. Aims of the school may be short statements like instilling a thirst for lifelong learning in children or giving pupils the confidence to take up opportunities when they are offered. the values of a school represent the moral code that links it with its local community and informs expected behaviors and attitudes of pupils the children are valued by the school its staff and by each other should be seen very clearly in the way that the learning and development culture is celebrated by the school from posters and displays. Children should be encouraged to learn together and to collaborate with each other and with staff members so that their learning becomes positive and effective way. Atmosphere at a school is often based around the attitudes of those who go there staff and pupils. it should be clear to all visitors that the school respects and values diversity and equal opportunities and that these things are part of the commitment of the school to a

The society we reside in has evolved to the point of no return. Most of our health care system consist of technology, implementation, goals, scanning, monitoring, forecasting and assessing. However, critical strategies and resource priorities involve ensuring that all the essential elements are currently met within the organization. Also, prioritizing strategies are as follows strategic thinking, strategic planning and managing strategic momentum. Each facet acknowledges and identifies what is important in hospitals and health care. Therefore, the delivery of each process allows the organization to recognize the need for the patient and population. THE LITTLE BOOK “the plan sets direction for the organization and through a common understanding

Without strategic planning, several things can go wrong including missing out on great opportunities. Strategic planning is an organization’s outline to help achieve its purpose. Although strategic planning begins at the top of the pyramid, it is more effective when it is carry out as a whole among other in the organization. Having a good internal control system in place protects an organization from high risk, fraud, and more. Jackson Memorial Hospital has several weaknesses which are similar to its competitors and other health care organizations. For instance, Mount Sinai Medical Center one of Jackson Memorial’s competitors, encountered lack of strategic planning that led to many issues such as with readmissions, surgical complications,

“They are the basis of coordinated and sustained efforts directed toward achieving long-term business objectives” (Pearson & Robinson 2013). There are a total of fifteen grand strategies, however one would be most strategically correct based on Cedars-Sinai Medical Centers organizational goals and plans. Concentrated growth allows for enhanced performance and growth. In addition, this particular strategy requires limited resources and has minimal risk involved. As a medical organization, it’s important to limit the possibility of risk due to strict health care guidelines.

The demand for cost containment, the growth of purchaser influence, the decline trend in inpatient utilization, and the demands of managed care organizations for efficiency, cost containment, coordination of services, and accountability for service outcomes has changed hospitals strategic planning. Hospitals need to reconfigure and reorganize their health service delivery in order to meet the demands of managed care. To make their organization attractive to the managed care industry, system integration strategies began to emerge such as horizontal and vertical integration (Sultz & Young, 2009, p. 103).

On this paper, I am going to discuss the differences and similarities of directional strategies between Vanderbilt university medical center in Nashville, TN and Methodist Healthcare system in San Antonio, TX. Later, I will explain which hospital in these two I preferred based on the organization mission, vision, and value statements. In summary, I talk about my experience with directional strategies with my current employer.

For several decades health care has been tied to the economy and with the current downturn we see continued efforts to control and reduce over-head costs. Health care organizations in their effort to become more efficient and address changes in the industry have altered their strategic business plans. Lee & Alexander (1999) researched organizational change in hospitals and their survival, in this paper I hope to discuss their findings and add other examples to validate their conclusions.

In the United States, the organizational integration movement began during the 1990s and early 2000s as health organizations began diversifying existing operations by offering new products and services (Shi and Singh, 2008). The growing power of managed care was one of the main factors that triggered integration among healthcare providers. There are many organizational integration strategies which can involve outright ownership through a merger or acquisition, partnership of an entity, or having a stake in an organization without necessarily owning it (Shi and Singh, 2008). The two main types of service strategies used in integrated healthcare systems are horizontal and vertical integration. Horizontal integration is a growth strategy that

Successful medical organizations have as their guiding principles a professionally stated purpose which encompasses and details their mission statement, vision statement, values statement, and broad strategic goals. The organizational structure is established on these statements, and the function of each department and the duties of each employee are based upon fulfilling the purpose of these statements. Additionally, these statements must encompass the various aspects of the organization and its stakeholders. As Moore, Ellsworth, and Haufman (2011) purport, “ Any organization planning as though it exists in a vacuum is ignoring factors critical for its survival” (p. 16). Without these guiding principles to serve as a direction for the

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).

I am going to discuss what the vision, mission and value statements are and how they are important to our business. Each statement has different qualities which I will discuss in my presentation. The future of our business and the Vision of who we are goes with our philosophy and ideals of who we want to be.

Vision and mission statements provide information about the organization. They appear in strategic and operational plans. How do you define vision and mission statements? How should they be developed and used?