Healthcare Strategy Other

Length: 4 pages Sources: 5 Subject: Business - Management Type: Other Paper: #4493091 Related Topics: Communication Strategy, Overcoming Obstacles, Healthcare Management, Resistance To Change
Excerpt from Other :

Strategy Health Care

First student: There are many barriers to the implementation of strategy in health care organizations. One barrier is that the organizational structure, including chains of command and communication, may pose barriers. This barrier reflects that strategy needs to be communicated effectively, in order to the implemented effectively (Heide, Gronhaug and Johannessen, 2002). Managers must be aware of this, and ensure that there are channels for communication that will allow the strategy to be properly disseminated and understood throughout the organization.

Another barrier to implementation will be inertia/vested interests, wherein different people throughout the organization do not want to have a new strategy. The perceive that they will lose out of there is change, so the resist change in order to defend the organizational turf they have staked out (Pardo & Fuentes, 2003). A third barrier is related to these two, in that there are people within the management of the organization who do not buy in. Many studies have supported the idea that management buy-in is essential to the implementation of strategy, because managers are going to deploy resources and exert influence in the direction of that strategy. Without buy-in, a strategy implementation is more likely to fail (Al-Ghamdi, 1998).

Because management buy-in is directly related to communication, to organizational structure and to inertia and resistance, the solution seems to begin with ensuring that there is full and complete buy-in from the company's management. Bringing management into the strategic decision-making process is perhaps the best way to do this. If they have contributed to the strategic planning process, they are more likely to support the outcome. But there is more that a company can do. Having a business that the design of the organization is set up to facilitate that. In health care, where there is often a structure based on different facilities, or different specialties, it may be necessary to examine the structure and ensure that it is still aligned with the strategy that the organization is seeking to undertake.

Student 2: There are many barriers to strategic implementation that can arise. Normally, people within the organization may lack motivation to change, or feel that their division does not need to change. This may especially be true in health care, where many divisions might operate basically as silos within the organization, with their own budgets and decision-making. Kaplan and Norton (2001) introduces the idea of the balanced scorecard.

They note that the strategy has to be translated to the operational level in order that it is accepted, but that silos can prevent divisions within the company from adopting a given strategy. There is a particular challenge with respect to building and maintaining motivation within all divisions, where the strategy maybe is something that transcends that one divisions' issues. Kaplan and Norton recommend that strategy needs to be everyone's everyday job within the organization, not just something for a few top managers. As such they recommend that everyone within the organization understands what their role is with respect to the strategy. If there are…

Sources Used in Documents:

References

Al-Ghamdi, S. (1998). Obstacles to successful implementation of strategic decisions: The British experience. European Business Review. Vol. 98 (6) 322-327.

Dooley, R., Fryxell, G & Judge, W. (2000). Belaboring the not-so-obvious: Consensus, commitment and strategy implementation speed and success. Journal of Management. Vol. 26 (6) 1237-1257.

Heide, M., Gronhaug, K. & Johannessen, S. (2002). Exploring barriers to the successful implementation of a formulated strategy. Scandinavian Journal of Management. Vol. 18 (2) 217-231.

Kaplan, R. & Norton, D. (2001). Transforming the balanced scorecard from performance management to strategic management, part II. Accounting Horizons. Vol. 15 (2) 147-160.
Pardo, M. & Fuentes, C. (2003). Resistance to change: A literature review and empirical study. Universitat de Valencia. Retrieved December 11, 2014 from http://www.ftms.edu.my/images/Document/MOD001182%20-%20IMPROVING%20ORGANISATIONAL%20PERFORMANCE/resistance%20to%20change%20literature%20review.PDF


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