This article discusses the planning and evaluation of Parklands Health and Systems hospital, including its corporate mission, vision, research and competitive analysis, and SWOT analysis. It also covers the hospital's external factors evaluation, financial statements, and strategic fit results.
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HOSPITAL PLANNING Organization information Parklands Health and Systems hospital is a community public health hospital founded to help the community in Dallas. Its aim is to serve the community better by providing more health services to the community. It was created to furnish medical aid to needy persons and well-being of the entire community with patients job their core mandate(Grant, 2016).. Corporate mission The corporate mission of Parklands health hospital is to dedicate the services it offers to the well-being and health of the communities it is entrusted to care for(Amin, 2014). Vision The vision of the organization is: by our actions, the hospital will define the standards of excellence for public academic health system. The parklands Service excellence standards are the behavioral structures that guide the actions and interactions of the hospital and the community. They include; integrity, compassion, respect, collaboration, leadership, excellence and stewardship. Research and competitive analysis Parklands health hospital has a fully-fledged research center to have the competitive analysis it requires. The competitive edge for the hospital is brought about by research and good medics who provide the best care more than any other hospital in Dallas. The competitive analysis is also brought about by the pricing standards of the hospitals services. Broad Analysis 5 – Forces
HOSPITAL PLANNING The porters five forces framework is a tool for the analysis of competition of a business. it determines the competitive intensity and therefore the attractiveness to the industry in terms of profitability. An unattractive industry affects the five forces and reduces the overall profitability. The five forces include 1)Threats to new entrants- new entrants in the medical and hospital industry are coming with great equipment and medics therefore affecting the hospitals profitability. 2)Threats of substitutes- hospitals only have other hospitals and clinics as their substitutes. Therefore the rivalry is within the surrounding and this does not necessarily affect the profitability of the organization(Prajogo, 2016).. 3)Bargaining power of customers- customers in this industry do not bargain unless it is the simple and small clinical services. The rest is priced and the payments are made through insurance schemes and systems. 4)Bargaining power of suppliers- for the hospital, most of the suppliers are small and medium traders therefore do not charge exorbitant prices. 5)Industry rivalry- the hospital industry is in a competitive environment and strong business rivalry. This ensures that they remain competitive in service delivery and pricing strategies. PEST Analysis Political environment Political environment is very stable in the United states and in Dallas, Texas. This ensures that there is a condusive environment to conduct business and to run the business (Hill, Jones, & Schilling, 2014).
HOSPITAL PLANNING Economic environment Most of the people living within the hospital are working and include the high income earners and the rich. The economic environment is conducive enough to sustain the hospital operations (Jenkins, & Williamson, 2015). Social environment This does not necessarily affect the working of the hospital as most of the social environment and the people surrounding the hospital are all in support of the business. Technological This includes all the systems used in treating and in efficient operations of the hospital. It has an advanced technology. Benchmark According to the benchmark made, the hospital is in good standards and is in the same level with other hospital that have good services (Robson, 2015).. SWOT Analysis Strengths Qualified personnel Very good services offered Increased level of technology Weaknesses Not enough medical personnel Poor media and social media representation Lack of some urgent services OpportunitiesThreats
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HOSPITAL PLANNING No good private hospital around Growing population that requires medical attention Increased competition Doctors and nurses frequent strikes Increased use of medical sophisticated equipment. EFE ( External Factors Evaluation) The external factors evaluation matrix EFE is a strategic management tool that allows the strategists to measure and examine the social, political, demographic legal and cultural environments. It also measures the competitive information. Financial statements Mckinsey 7 McKinley’s 7 strategic model shows that one cannot change any aspect of the hospital or any other organization in isolation. The structure, strategy, skills, staff, systems, style and shared values should work together in synergy for the hospital to work(Rothaermel, 2015).. Generic strategies Ansoff The structure, strategy, skills, staff, systems, style and shared values should work together in synergy for the hospital to work(Tamayo-Torres, et al, 2016). TOWs The hospital industry is in a competitive environment and strong business rivalry. This ensures that they remain competitive in service delivery and pricing strategies. Strategic Fit results
HOSPITAL PLANNING It assesses the overreaching strategies of the hospital andtherefore the rivalry is within the surrounding and this does not necessarily affect the profitability of the organization.
HOSPITAL PLANNING References Amin, S. (2014).Capitalism in the age of globalization: The management of contemporary society. Zed Books Ltd.pp..776-799. Grant, R. M. (2016).Contemporary strategy analysis: Text and cases edition. John Wiley & Sons.pp 456 Hill, C. W., Jones, G. R., & Schilling, M. A. (2014).Strategic management: theory: an integrated approach. Cengage Learning. pp..776-799 Jenkins, W., & Williamson, D. (2015).Strategic management and business analysis. Routledge. pp..777-899 Prajogo, D. I. (2016). The strategic fit between innovation strategies and business environment in delivering business performance.International Journal of Production Economics,171(8), 241-249. Robson, W. (2015).Strategic management and information systems. Pearson Higher Ed. Rothaermel, F. T. (2015).Strategic management. McGraw-Hill Education.171(8), 241-249. Tamayo-Torres, I., Gutiérrez-Gutiérrez, L. J., Llorens-Montes, F. J., & Martínez-López, F. J. (2016). Organizational learning and innovation as sources of strategic fit.Industrial Management & Data Systems,116(8), 1445-1467.