Strategic Goals and Healthcare

Organizational Structure

The healthcare organization that this paper will focus on is Carolinas Healthcare System. In particular, this is one of the top healthcare organizations in the Southeast region and one of the most wide-ranging, non-profit healthcare organizations in the United States.

Governing Structure

The governing structure of Carolinas Healthcare System is led by the Board of Commissioners. These people are a set of individuals who have shown awareness and interest in the health and well-being of the public. In addition, the organization has a Board of Advisors, whose members are selected by the Chairman of the Board (Carolinas Healthcare System, 2016).

Mission, Vision, and Key Values

Carolinas Healthcare System's mission is the formation of an all-encompassing system to provide comprehensive healthcare associated services, in addition to educational and research prospects, for the benefit of the consumers. Secondly, the vision of the organization is to be nationally acknowledged as a leader in transforming the delivery of healthcare and the quality and values of services it provides. Lastly, the organization's key value recognizes their employees as a valuable asset. The four core values determined include caring, commitment, integrity and teamwork of the employees. The organization has a Code of Business Conduct, which delineate the personal and professional behaviours that ought to be followed by suppliers and the workers. It also acts as a quick reference for several of its compliance policies (Carolinas Healthcare System, 2016).

Analyze the framework of a strategic plan

The strategic framework taken into account for Carolinas Healthcare System is ensuring the welfare of the physicians within the organization. This is largely for the reason that in recent periods, there has been several instances of fatigue and stress of the physicians.

Describe the strategic planning model your chosen organization uses

The company uses the balanced scorecard (BSC) as a strategic planning model. This is because it consists of significant indicators that are tied to the operational and strategic objectives of the organization set within the year. More so, it aids in assessing and monitoring the progress made by the organization towards attaining such objectives. More importantly, it disseminates the objectives on four balanced perspectives, which include customer, employee and learning, internal business processes and financial perspectives (Kaplan and Norton, 2007).

Evaluate the relationship between the strategic plan and your organization's mission, vision, and values

There is a distinct relationship between the strategic plan and the mission, vision and values of the organization. Through ensuring the well -being of the physicians, it is in line with the values of the company that acknowledge the employees as an important asset to the organization.

Organizational Structure

Organizations are designed in distinctive ways to achieve different objective and their structures can either facilitate or restrict the process. The organizational structure of Carolinas Healthcare System is the divisional structure. In particular, this structure is usually employed in large corporations whose operations take part in a wide geographic region. Carolinas Healthcare System has its operations in more than 900 locations for healthcare (Carolinas Healthcare System, 2016). The organization's operations take part in South Carolina, North Carolina and Georgia.

Current key Leaders of Carolinas Healthcare System and their Roles

Carolinas Healthcare System has major leaders who play a vital role within the organization.

1. Eugene A. Woods -- President and Chief Executive Officer (CEO)

Woods serves as the overall leader of Carolinas Healthcare System providing leadership to more than 60,000 workers and oversees all the locations of the organization. Being the president and the CEO, Woods' responsibility is to provide strategic leadership to the organization by working together with the Board as well as other management members to accelerate longstanding aims, strategies, plans and policies (Garloch, 2016).

2. Paul S. Franz -- Executive Vice President of the Regional Group

Franz plays the role of directing strategic development and operating activities of the organization's regional facilities.

3. Greg A. Gombar -- Executive Vice President and Chief Financial Officer (CFO)

Gombar is a senior executive in Carolinas Healthcare System who oversees and administers the organization's financial operations as well as government relations.

4. John J. Knox -- Executive Vice President and Chief Administrative Officer

The role played by John Knox is vital as he is accountable for the corporate operations divisions within the organization. This takes into account real estate, information services, construction, security, plant operations and maintenance, management of materials resources, dietary, clinical engineering, health information management, transcription, pharmacies as well as the Lab Network of the organization. Knox also plays the role as the CEO of Carolinas Shared Services, the procuring company of the organization.

5. Carol A. Lovin -- Executive Vice President and Chief Strategy Officer

Lovin's role within the organization is to lead the development of strategy and deployment for Carolinas Healthcare System. The division headed by Lovin includes the CHS Management Company, Corporate Communications, Marketing and Outreach, DA2 and Innovation Engine.

6. Debra Plousha Moore -- Executive Vice President and Chief Human Resources Officer

Moore is the director of recruitment and employment, compensation, benefits, workforce relations, education, diversity and inclusion, organizational development, teammate health and CHS Livewell

7. Dennis J. Phillips -- Executive Vice President of Metro Group

Phillips is accountable for planning, development and operations for Carolinas Healthcare System's 18 Charlotte Metro-area acute care facilities and specialty hospitals.

8. Roger A. Ray -- Executive Vice President and Chief Physician Executive

Ray is responsible for the management and direction of the Carolinas Healthcare System Medical Group.

9. Keith A. Smith -- Executive Vice President and general Counsel

Smith administers the System's legal affairs. He also assists corporate compliance, privacy and risk management programs.

10. Connie C. Bonebrake - Senior Vice President and Chief Patient Experience Officer

Ms. Bonebrake is accountable for the strategic placement of differentiable customer service in favor of a long-term relationship with patients across the continuum of care.

11. Mary N. Hall - Chief Academic Officer

Dr. Hall is responsible for the organization's educational programs.

12. Sara J. Mikus - Senior Vice President and Chief Compliance Officer

Mikus is responsible for the organization's corporate compliance programs. She also provides direction and clarification for governmental regulations.

13. Craig D. Richardville - Senior Vice President and Chief Information Officer

Mr. Richardville is accountable for the information services and strategy of the organization in general.

14. Robert H. Wiffings - Senior Vice President -- Finance

Mr. Wiggins is liable for all financial accounting and reporting of the organization.

15. Mary Ann Wilcox - Senior Vice President and System Nurse Executive

Wilcox's responsibility is to guarantee stability in nursing policy, strategy, practice and quality.

16. Phyllis Wingate - Division President -- Northern Group

Wingate is responsible for the inpatient section, trauma center and the university.

17. Zachary J. Zapack- Senior Vice President -- Facilities Management Group

Mr. Zapack is liable for the Facilities Management Group of the organization (Carolinas Healthcare System, 2016).

Change Management Model Selected

The change model used by the organization is Kotter's Eight Steps to Change. These steps include the following:

1. Creating urgency:

This takes into account developing a sense of urgency implying the need for change. This includes identification of prospective threats, examining opportunities and simulating scenarios of what could take place in the future.

2. Forming a powerful coalition':

Managing change requires working as a team which encompasses support from key leaders and stakeholders within the organization.

3. Creating a vision for change:

This encompasses learning the key values that change the thought process; linking such ideas and values to a general vision that individuals can easily understand and remember. Lastly, it includes creating a strategy to implement that particular vision.

4. Communicating the vision:

In order to develop a vision, it is imperative to communicate as well as take into consideration the concerns and anxieties of people in an open and honest manner (Mind Tools, 2016).

5. Removing the obstacles:

This includes checking for any disorders and removing them. This can generate empowerment amongst people who need to implement the vision and aid in making the change go ahead.

6. Creating short-term wins:

Rather than considering a longstanding objective, it believes in several short-term, achievable objectives.

7. Building on the change:

This includes the analysis of the rights and wrongs, and what demands improvement. It also includes setting objectives to encourage on the achievements.

8. Anchoring the changes in organizational culture:

This takes into account assuring that the change is perceived in every element of the organization. It is also necessary that the leaders and key stakeholders continue to support the change (Mind Tools, 2016).

Impact of Governance on Implementation of Strategic Goals

Governance plays a significant role in the execution of strategic goals. Most importantly governance offers oversight of the implementation of the objectives, to assess that they are undertaken in an effective manner. In addition, this assures that the strategic goals are achieved in time (Bonn and Fisher, 2005).