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3 Strategies of CDC
As mentioned in the introduction, the Centers for Disease Control and prevention has developed and implemented six sets of strategies as follows:
Health Impact Focus - the alignment of CDC's employees, objectives, strategies, investments and performances in order to maximize the CDC's beneficial effects upon public health
Customer Centricity - Like any other corporation, the Centers for Disease Control and Prevention is focused on offering those products and services required and needed by the population in order to improve and preserve their health
Public Health Research - the CDC funds and conducts numerous researches aimed at identifying new treatments and any other issues which would positively affect the public health
Leadership - the Centers for Disease Control and Prevention possesses the best skilled and qualified employees, guided by the most committed managers and supported by strategic partners, all to improve the health system within the United States and across its borders
Global Health Impact - the CDC is opened to international knowledge transfer as they wish to not only improve the America health system, but also the international health systems
Accountability - the Centers for Disease Control and Prevention increase the population's trust in the health organization by making efficient and effective investments (CDC 2006 Annual Report)
The competitive advantage of the CDC is given by their long time valuable expertise in the field of health solutions, combined with their skilled and dedicated staff.
Another sustainable advantage is given by the old and new partnerships signed with national organizations. "Throughout its history, CDC has placed a premium value on developing and nurturing partnerships with various public and private entities. These partnerships improve and expand the scope and depth of public health services for the American people. One key focus of CDC's Futures Initiative was to bolster the agency's ability to engage and support its partners. The new Coordinating Center for Health Information and Service (CoCHIS) was created to improve public health through increased efficiencies, foster stronger collaboration, and integrate similar programs and messages" (Official Website of the Centers for Disease Control and Prevention, 2008).
To name but a few of CDC's formal partners, one could mention the Advisory Committee on Immunization Practices, the Birth Defects and Developmental Disabilities External Group, the Clean Hands Coalition, Integrated Disease Surveillance and Response, the National Coalition for Food Safe Schools, Sexually Transmitted Diseases Prevention Partnership, the Technology Transfer Office or the Tuberculosis Epidemiologic Studies Consortium (Official Website of the Centers for Disease Control and Prevention, 2008).
3. Discussion of CDC
Given that it is a not for profit organization, the employees at the Centers for Disease Control and Prevention receive a slightly different treatment than other company employees. As such, common to other organizations is the fact that the CDC recognizes the true importance of its staff in achieving organizational goals and sees them as the compulsory tool in achieving the stated objectives. As such, the organization strives to unify employees' individual goals with the overall objectives of the CDC. Opposite to for profit corporations, where employees are requested to increase their performances to satisfy customers needs and through this increase company revenues, the staff at CDC is requested to increase their performances in order to achieve a grater non-financial goal. This goal is to help people be and live healthy.
The Centers for Disease Control and Prevention have established clear values and they integrate all employees within the organizational culture. The CDC respects their employees' backgrounds and diversities and treats them all the same, without any discrimination. The employees are offered both financial and non-financial incentives to motivate them in increasing their performances.
In regard to the leadership and system design at the Centers for Disease Control and Prevention, one can easily observe the multitude of departments and the complexity of the operations handled. This implies the compulsory need for highly developed communications systems and networks. The numerous strategies to be developed and implemented, alongside with the large numbers of partners also highlight the need for good communications.
4. Conclusions and Recommendations
The Centers for Disease Control and Prevention is an American governmental institution devoted to improving and maintaining the population's health. Their success is mostly due to the high quality of the management and the culture and values promoted by current Director Julie Louise Gerberding and the other members of the Leadership Executive Board. Their positive results have also been possible with the support of their committed employees and organizational partners.
In order to register even better results, the governmental institution should constantly keep in mind all the changes affecting the environment. They must be aware of any new diseases and viruses which might occur. They should be able to foresee future mutations and limit their negative impact upon the population's health. In addition, they must incorporate the latest technologies available on the market to study and cure diseases, but also to ensure good communications with their staff and partners.
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2004, Measuring What Matters: Allocation, Planning and Quality Assessment for the Ryan White CARE Act, Institute of Medicine, National Academies Press
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