The Purpose Of Tactical Planning

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.

Healthcare and healthcare planning are vital in today’s ever-changing world, without education and experience one cannot help patients or make policy changes that benefit all stakeholders. In addition, many people do not understand the ever-changing medical policies and treatment options that are available. Therefore, I am compelled to use my knowledge and education to coordinate healthcare needs of the people in my community. Whether this is managing outpatient care, inpatient care needs or healthcare resources. Therefore, the Marylhurst Healthcare MBA program and all three concentrations will enable me to obtain the skills I need to succeed.

The superior act of living an effective life lies in the pursuit of excellent vision, to move from where we are to where we ought to be, either as a person or as an organization. A health care leader must motivate the organizational team, find how to work with the associates to effectively dedicate their time and energy to achieve the identified goals and objectives through the established vision. The team members need to buy into the vision, where they are currently doing what the leader envisions, the leader must encourage them, keep them on track and set standards for the team by setting goals and objective, flowing from the vision. This will enable the leader to move the health care organization to the expected performance level within the set time period. The leader must ensure that individual responsibilities of the associates are identified, motivated and resources provided to achieve the identified goals. To pursue the vision, I will lead the development of the health care organization’s strategic alignment of clear goals and objectives, to preserve the core mission and encourage progress toward the envisioned future state. Also, I will encourage and provide the direction for the organization without hindering the development of the goals that we expect to accomplish.

This coaching and execution package will start by teaching the meaning of the principles. The Nine Principles™ of service and organizational excellence instills what everyone within and associated with the medical center believe to be the best experience possible. The first principle is to commit to Excellence. Any type of change within an organization requires buy-in from all staff starting at the top of the executive chain. The second principle is to measure the important things. This would be measurement of what the strategic goals have set in place and allows the medical center to keep up with the progress on a monthly basis rather than quarterly. The third principle is to build a culture around service. In order to increase patient or in this case veteran satisfaction all employees will need to learn the process that has been tested and laid out by the Studer Group®. The process teaches that the process should be the norm and it should become “hardwired into the organization’s process.” This will require the medical center to put in place scripting for how to communicate. The scripting of behaviors, establishment of teams, teaching service recovery, and the development of performance standards will also enable to medical center to perform excellent care. The fourth principle is to create and develop leaders. The Studer Group® places great emphasis on developing leaders. So much so that they will provide instructional training to the

Individuals experiencing crisis often feel a loss of control in their lives and have a need to reestablish this sense of control. A primary strategy in reestablishing control is mobilizing the client (James & Gilliland, 2013, p. 56). I would work with Jennifer to establish an immediate contact for support, whether this is her best friend, a rape crisis center or hotline, or a support group. I may recommend an outside support, such as a rape crisis clinic or group, due to Jennifer's feelings of not wanting to share with her current support network. According to a review of rape services reported by sexual assault victims, what rape survivors recalled as the most appreciated service was the support of an individual to talk to and request services from, who were outside of the realm of a mental health professional. Mental health

Plan for professional development and continuous progress monitoring and support of strategies over a minimum of three years.

If I was in command on a steel building fire in my area and the crews inside advised me that it was getting to hot in there, even with crews outside trying to cool the steel. A steel building holds more heat than wood frame construction. Wood burns through faster than steel to collapse a building. Temperature above 1,000 degrees F, the steel tends to soften and fail in a fire. In recent test by the American Society for Testing and Materials (ASTM) E-119 Fireproofing steel columns, the columns fails when a temperature of 1,200 degrees F is exceeded at one point or 1,000 degrees F is exceeded on the average in the column. That’s why I would pull all my firefighters out and

Originally influenced by the strategic events seen throughout the Napoleonic Wars in the late 18th and early 19th centuries, the nine principles of war derived from the United States’ Army’s “Principles of War and Operations” outline a basic strategic guide on waging war. Shortly before the military adopted these guidelines, however, the United States of America saw civil unrest as the Southern states seceded to form the Confederate States of America. As the Union Army of the North battled the Confederate Army of the South, strategic principles similar to those outlined in the U.S. Army’s doctrine began to appear on the battlefield. Although the armies of the Union and the Confederacy both utilized strategic elements outlined in the United States’ Army’s “Principles of War and Operations”, the Union army’s stricter adherence to certain strategic principles resulted in their ultimate success.

There are many avenues to cross in pursuit of an established healthcare facility. The premise of leadership begins with moral practices, combined with, knowledge of succession planning. With changing healthcare laws such as HIPAA, Healthcare Affordability Act and the process of maintaining OSHA compliance, it is key that those placed in healthcare leadership grasp not only the significance of such laws, but understand how it compliments safety while preventing harm and legal issues. Planning is key and maintaining a succession plan will assist in preventing a lapse in leadership in the event of a staff crisis.

To properly plan and develop personal and professional development for the future, it is necessary to reflect on personal preferences, goals, past experiences, future goals, and motivation. The purpose of this paper is to provide a self-assessment through self-reflection and professional development planning in my health care career. I isolate my top three interests in organizational settings, discuss the importance of leadership, reflect on my motivations, cognition and organizational behavior, strategic planning and marketing, explore unfamiliar healthcare professions, review the importance of quality improvement and teamwork, uncover health disparities, and finally, reflect on health ethics. This will help me thoroughly

To organize and present my strategic plan, I plan on going through the information that has been developed over the course. I will introduce myself, the team members, and review the Grinnell Regional Medical Center mission statement. I will then move into the SWOT analysis and the strategic SMART goal that has been developed. I will review the important stakeholders who were identified. Next, the action plan will be reviewed and describe the business functions that will be impacted during the implementation of the plan. I will give an overview of the evaluation process including the metrics to be utilized, along side of an explanation of the control method that will be utilized to ensure that the plan is successful.

(Anderson 2003). Understanding that leadership challenges in a competitive industry encompass retaining quality staff and creating a patient-centered climate with a high motivation for competency outcomes this provides us with sets of frame work for training the middle managers and frontline staff as well. Analysis to apply from this research compliance training is in the asking, “Does the level of learning objectives match the goal of competency development and long-term learning?”. As well as, “Do our learning methods support attainment of competencies?”. This links to a point made by the American Hospital Organization on Workforce Planning. (#6). Turnover, as we know is costly in any organization, especially one with a large number of specialty fields as healthcare. Proper onboarding is essential in capturing the loyalty of a new hire and preparing them for the new role. The success felt with the proper set up is key in long-term employment. In person orientation is reviewed with key points in any training such as showing the employee to the subject experts are to go to for help, offering and soliciting feedback before, during and after

Succession planning is important for the continuation of a medical practice, it is essential in valuing the practice and transition patients to

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).