Strategic Alignment and Cultural Inclusiveness at Northland DHB Report

This report provides a comprehensive analysis of strategic alignment and cultural inclusiveness within Northland DHB, New Zealand. It examines the hospital's annual reports, records, and practices, focusing on how they integrate strategic fit and functional integration to enhance healthcare services. The report highlights the importance of quality controls, technological innovations like TruScreen, and board meetings in driving strategic management. It also emphasizes the significance of creating a supportive work culture and involving the Maori community to foster cultural diversity and improve patient wellbeing. The report includes recommendations for continuous improvement in both strategic alignment and cultural inclusiveness, covering areas such as quality control of new technologies, implementation of Standard Operating Procedures, and organizing immunization programs, alongside the adoption of TruScreen for cervical cancer screenings. Furthermore, the report discusses governance, leadership, organizational culture, and continuous improvements, culminating in a conclusion that underscores the hospital's dedication to providing quality healthcare services and fostering a positive work environment.

Running head: MANAGEMENT
Cultural inclusiveness and alignment critique of Northland DHB, New Zealand
Name of the student:
Name of the university:
Author note:

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Executive summary
Strategic alignment and cultural inclusiveness gains an important position in the
assignment. Quality controls are one of the essential forms of management in every
workplace including healthcare organizations. Experiments with the technologies like
TruScreen can add innovation into the infrastructure of Northland DHB, New Zealand. Board
meetings in this context are an initiative towards exposing strategic management. Creating a
supportive working culture helps the staffs to gain respect, loyalty and trust from the clients
and the customers. Involving the members of the Maori community is an initiative towards
enhancing the cultural diversity. Ensuring the wellbeing of the people is the vision of the
organization for creating a healthy New Zealand.

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Table of contents
Introduction................................................................................................................................3
1..................................................................................................................................................3
Strategic alignment.................................................................................................................3
Introduction............................................................................................................................3
Records...................................................................................................................................3
Analysis..............................................................................................................................5
Discussion..........................................................................................................................6
Cultural inclusiveness............................................................................................................8
Introduction............................................................................................................................8
Records...................................................................................................................................8
Analysis..............................................................................................................................9
Discussion........................................................................................................................10
Summarization for strategic alignment and cultural inclusiveness......................................10
2. Recommendations for continuous improvement.................................................................11
Strategic alignment...............................................................................................................11
Recommendation 1: To conduct quality controls of the new technologies adopted in the
Dental Care Unit..............................................................................................................11
Recommendation 2: To implement a new Standard Operating Procedure in Whangarei
Hospital............................................................................................................................13
Cultural inclusiveness..........................................................................................................14
Recommendation 1: Organizing immunization programs for the children of 8 months. 14
Recommendation 2: To adopt TruScreen for improvising on the cervical cancer
screenings.........................................................................................................................15
3................................................................................................................................................16
Governance..........................................................................................................................16
Leadership............................................................................................................................17
Organizational culture..........................................................................................................19
Continuous improvements...................................................................................................19
Relationship graph...............................................................................................................20
Conclusion................................................................................................................................20
References................................................................................................................................22

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Introduction
In the healthcare sector, ensuring the wellbeing of the people is the main aim, which
is fulfilled through the provision of quality healthcare support and treatment (Weech-
Maldonado et al., 2018,
[https://journals.lww.com/hcmrjournal/Abstract/2018/01000/Hospital_cultural_competency_
as_a_systematic.5.aspx). This assignment peeks into the management of Northland DHB,
New Zealand for gaining an insight into the cultural inclusiveness and strategic management.
The main focus would be on the annual report published by the hospital staffs for stating the
policies, practices and programs undertaken for upgrading the standards and quality of the
healthcare services. Apart from this, records are also examined for assessing the impact of the
technological services on the health issues of the service users.
1.
Strategic alignment
Introduction
Strategic alignment comprises of strategic fit and functional integration, which are the
essential building blocks of business mechanisms in any organization like that of Northland
DHB. Came et al., (2017,
https://www.tandfonline.com/doi/abs/10.1080/13557858.2016.1196651) states that in the
strategic fit, the internal and external domains are addressed through the means of offshore
management. This approach helps in expanding the supply chain network. On the other hand,
in case of the functional integration, the competencies of the systems are mapped for ensuring
smooth transactions of the healthcare services.

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Records
The records of the healthcare organization, Northland DHB, New Zealand cover the
general health practices and services. The data developed from the Health Surveys is
assistance in terms of recording the practices and services. Record keeping policies is
segmented into the four quarters. The samples responses are analysed according to the
available and the collected data in each quarter. All of these data is stored in zipped folders,
enhancing the access of the staffs to refer to them for developing further strategies to
formulate healthcare policies and practices. Ethical Code of Conduct is an integral part of the
annual report. When employment is provided to the staffs, they are expected to follow the
standards and protocols of the business processes. Assessment of the policies and practices
reflects the perfect alignment between the processes and the practices. Under the section of
95(3) of the New Zealand Public Health and Disability Act 2000, assets are transferred to the
net book values, which are recorded for mapping the benefits of the healthcare services in
terms of the patients’ needs. Meetings are held before transferring the documents, which is
assistance for calculating the accumulated depreciation amounts (Northlanddhb.org.nz,
2019). This is done through the means of considering the records of the services, patient
histories and the services levied to the clients and the customers. These records, in turn,
enable the staffs to develop long term goals for calculating the depreciated values in terms of
ensuring the wellbeing of the patients.
For recording the essential data, Standard Operating Procedures are followed. At the
end of each quarter, audits and reviews are conducted for ensuring whether the operations
align with the identified aims and objectives. Within this assessment, the scope and arena of
the supply chain network is mapped for assessing the extent to which the operations need to
be extended for expanding the customer base. Legislations like Health and Safety at
Workplace Act (1974) is considered in the process of check-ups for the community people

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like Maori (Northlanddhb.org.nz, 2019). Along with this, mention can be made of Anti-
Discrimination Act is also complied for dealing with the issues of conflicts, discriminations
and harassments. The example of Oral Dental Unit can be taken for gaining an insight into
the records for developing statistical data regarding the dental cases and their treatment.
The employees are indulged into programs like Innovative Forward Thinking for
upgrading the standards of thinking skills and judgemental capabilities. Post training tests are
taken for assessing the capability of the employees to make practical application of the learnt
skills in executing the tasks (Northlanddhb.org.nz, 2019).
Analysis
According to the annual report, Northland DHB has emerged as the second largest of
the mid-sized hospitals. Continuous improvement is one of the aspects, which makes the
hospital stand out from the competitors. Plans for the provision of new service development
are an agent in terms of attracting more and more customers. Funds are not an issue in terms
of the wellbeing of the patients (Northlanddhb.org.nz, 2019). On the contrary, coping up with
the increasing demands of medicine and surgery is a challenge for the healthcare organization
to deal with the ever increasing population. One of the striking facts in this context is the 60%
increase in the demand and supply.
Chief Operating Officer is entrusted with the responsibility to monitor the operations
through the consideration of Standard Operating Procedures. Community wellbeing is
reflected from the plans to eliminate the health inequities in case of the Maori. This is done
through the means of partnerships with the associated plans. The focus of the operations is on
Patient Safety, which is operated from the Centred Care units. In this context, mention can be
made of the training aspects like that of staff safe staffing levels, recognition and wellbeing
programs, which enhance the awareness about the behaviour, which they are to expose
towards the needs of the clients and the customers (Northlanddhb.org.nz, 2019).

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Innovative forwards thinking programs are organized for making the communities
safer. Mention can be made of Te Ara Oranga Metamphetamine Demand Reduction. Police
department was contacted by the hospital staffs to investigate the services and their impact on
the overall productivity. The activities performed by the police department were early
identification, detoxification, treatment and evaluation of the employment services.
The services of the healthcare organization are directed towards children, youth and
the older people. Long term conditions are applied in case of treating the diseases related to
cardiology. Oral health is one of the arenas, which has assisted in achieving higher customer
satisfaction (Northlanddhb.org.nz, 2019).
Seminars are also organized by the healthcare organization for generating the
importance of exercise among the public domain. Scientists, dieticians are involved in the
seminars for enhancing the awareness about the impact of the mortality rates. The themes of
these seminars are smoking, alcohol, drugs and lack of physical activity.
Most of the expenses of the healthcare organization, that is, 328m$goes into surgical
and medical surgeries. The supply chain network of the healthcare organization is
diversified, which is reflected from the partnerships and contracts with 122 NGOs
(Northlanddhb.org.nz, 2019). Diversity is also projected in terms of the workforce. Attempts
are made to foster leadership culture in all of the levels. The employees are provided with a
safe and congenial workplace environment. Flexible working hours is one of the agents for
improvising on the productivity.
Legislations are a part of the mechanisms in the healthcare organization. Typical
reference can be cited of the Anti-Discrimination Act, Health and Safety at Workplace Act
and others for living up to the values of respect, dignity, compassion, transparency

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(Northlanddhb.org.nz, 2019). All these aspects are assistance in upgrading the standards of
excellence.
Discussion
Annual report of Northland DHB, New Zealand has been prepared after thorough
review and audit of the performances in a financial year. The audits and reviews are
accounted as an important component of the strategic management. IT experts are hired for
enriching the information about the software, which helps in securing the records of the
healthcare services delivered. Delany et al., (2018,
https://link.springer.com/article/10.1007/s10734-017-0137-x) is of the view that system
integration is an essential activity in the reviews, which helps in expanding the scope and
arena of the supply chain network. The developed strategies are aligned with the
performance, which reflects the initiatives to maintain the balance between the operations.
Assessment of the systems integration is accounted as an integral part for enhancing the
cultural diversity of the organization. Within this, several key terms have been identified,
which governs the operations. These terms and concepts are Standard Operating Procedures,
legislations, seminars and supply chain network. The board panel meetings prove helpful in
deciding on the standards, which needs to be followed for working according to the identified
aims and objectives (Northlanddhb.org.nz, 2019). These standards are revised at frequent
intervals, which add new definition to the healthcare services. The stakeholders and
shareholders are involved in the meetings, audits and reviews, which helps in assessing their
viewpoints about the levied services.
Seminars are organized for the clients and the customers, which enhances their
understanding about the current issues prevailing in the society. Employees are engaged the
lectures, which revolves technologies, which are ruling in the market. Training courses are
planned for the employees in order to enhance their awareness about the mechanisms and the

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ways and means to execute the operations. In this context, supply chain network occupies an
important position in terms of making the employees competent towards catering to the
specific issues, which the patients suffer from (Northlanddhb.org.nz, 2019).
Innovative forward thinking skills is one of the effective aspects, which is directed
towards improvising on the skills, abilities and competencies of the employees. The
employees are involved in wide ranging practical examinations, which enhances their
abilities and competencies in treating the patients. Post training tests are planned by the
manager for ensuring the capabilities of the employees towards making practical application
of the learnt skills in accomplishing the goals and objectives. The employees are tested on the
design thinking skills, which is assistance towards upgrading their creativity and innovation.
Review of the operations supports the healthcare professionals helps in making plans
for introducing special services for upgrading the standards and quality of the operations.
Specific mention can be made of the Oral health services, which is one of the segments
dedicated to the dental issues suffered by the patients (Northlanddhb.org.nz, 2019).
Complying with the legislations of Anti-Discrimination Act and Health and Safety at
Workplace Act is effective in terms of generating positivity into the workplace.
Cultural inclusiveness
Introduction
Cultural inclusiveness maps the needs, demands and requirements of all the clients
and the customers from diverse backgrounds. Recognising the unique contribution of the
community people makes them feel that they are valuable assets for the organization.
Negotiations and compromise are integral parts of the component, which enhances the
awareness about the potential issues, which the people are facing while availing the services.
Mention can be made of the inclusive dynamic practices, which includes free check-ups,
discounts, schemes and offers.

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Records
According to the annual report of the healthcare organization, it is recorded that 72%
of the Maori people have attended the programs organized. Since 2016, these programs have
diversified the corporate social responsibility of Northland DHB, New Zealand. Along with
this, records also state that in the second half of 2017-18 career development plans were
made for the employees, so that they can become ‘internal facilitators’ (Northlanddhb.org.nz,
2019). These programs are aimed towards the promotion of relationship centred care
approaches for the stakeholders and shareholders. The basis of these programs is the
healthcare policies, which gain an important position within the strategic management.
Offshore management aligns with the strategic management practices, which helps in
expanding the scope and arena of the supply chain network. People are one of the valuable
asset in the healthcare organization. Recruitment and selection records reveal the
consideration of commitment towards serving the commitment. Apart from this, the records
of the healthcare organization depict improvements in the reporting culture, which can be
correlated with the attributes of transformative leadership. Capability in dealing with the
biases is also a depiction for the leadership skills, abilities and competencies. In this case,
mention can be made of the strategies, which are prepared bearing in mind the
conglomeration of the parameter of social, economic and environmental
(Northlanddhb.org.nz, 2019).
Analysis
People are the valuable assets for Northland DHB, New Zealand. As the employees
belong to different socio-cultural backgrounds, it diversifies the workplace culture. The
employees are engaged are engaged in the activities like group discussions, which helps in
creating a positive leadership culture. The healthcare organization achieves is to be praised
for providing high quality services to the clients and the customers. Within this, mention can
be made of the community services, which enhances the corporate social responsibilities

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(Northlanddhb.org.nz, 2019). Typical example of this can be recruitment of the staffs
belonging to the Maori community. For managing the diversified workforce, the factors of
age, race, religion and others is taken into consideration.
The managers and the directors need to be praised for respecting the individual
opinions of the clients and the customers. They are aware of the fact that stereotypes prevail
in the thought process and understanding of the employees, which stalls the productivity. The
managers are aware of the four generations, which are essential in the workplace. These are
expectations, motivations, attitudes and behaviours. Cultural differences pre-exists in the
form of language barriers. In order to avert these issues, Hemker and Solomon, (2016,
https://journals.lww.com/frontiersonline/Abstract/2016/01000/Building_a_Physician_Culture
_for_Healthcare.2.aspx) state that the managers adopt negotiation means for maintaining the
stability in the professional relationships. The attitudes of the employees differ, as they hail
from different backgrounds. As a result of this, expectations also differ in terms of fulfilling
the needs, demands and requirements.
If diversity is not managed properly, then it is an issue for the managers of Northland
DHB in terms of boosting the morale of the employees. Moreover, improper management
techniques generate discrimination within the team members, which degrades cultural
leadership. Within this, Egener et al., (2017, ncbi.nlm.nih.gov/pmc/articles/PMC5526430)
highlights that,one of the aspects is that of biases, which is demarcated from the aspects of
superiority, correctness and universality. Integration of the thought processes of the
employees is a challenge in such a situation. The major drive behind this is the social
acceptance, which differs for the clients and the customers.
Discussion
In a workplace like that of Northland DHB, New Zealand, culture determines whether
the customers would adopt the means of word of mouth advertising for enhancing the brand

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image. The way in which the staffs deliver the services to the clients and the customers
upgrades the brand loyalty. Consciousness towards preserving the cultural values while
introducing innovative healthcare services in the Dental unit brings transformative leadership
into the context (Northlanddhb.org.nz, 2019). This aspect is adequate for earning respect,
trust and dependence from the clients and the customers. However, differentiation of opinion
about the services aligns with the cultural differences. In this context, mention can be made
of biases, which generates ethical dilemmas regarding exercising fair and transparent decision
making. Rubino, Esparza and Chassiakos, (2018) propose that one of the effective solutions
in this context is that of Equality Act (2010), which is assistance in terms of reducing the
instances of biases, conflicts, and discriminations.
Summarization for strategic alignment and cultural
inclusiveness
Strategies tie strategic alignment and cultural inclusiveness in a common thread in
case of Northland DHB, New Zealand. Board meetings suffice the need for making plans
regarding organizing cultural programs, which are aimed at fulfilling the needs of community
people, Maori. Legislations like Equality Act (2010) is adhered for averting the instances of
conflicts, discriminations and harassments. The board of directors is involved for making
plans for the creation of a supportive leadership culture. Meetings, audits and reviews are
organized through the involvement of the stakeholders and shareholders, which indicates
cultural diversity. Innovative Thinking Programs are organized for the employees in terms of
concretizing the experience of the staffs. The minutes of the meeting is prepared, which
aligns with the strategic management. Along with this, community people are involved in the
mainstream business activities, which are recorded for estimating the number of participants
in the events. This record keeping is one of the other exemplars of the strategic management.
Preparation of the strategies in a proper and aligned manner is reflected from the preparation
of the goals and objectives as well as agendas.