Strategic Medical Management: Operational Modeling of Chandler

This report provides an overview of the strategic medical management and operational modeling of Chandler Health Care, a newly developed non-profit facility dedicated to serving the aged. It outlines the organization's strategies, including its mission to create informed patients, improve societal health, and analyze healthcare policy. The report details strategic goals such as ensuring transparency, rendering quality services, fostering organizational growth, and providing patient-centric services. It emphasizes the organization's values, including commitment to quality, financial standards, communication, continuous learning, and accessibility. The strategic framework focuses on analyzing strengths, weaknesses, opportunities, and threats, ensuring a friendly environment, cost-effective care, and ethical behavior. Stakeholder engagement, employee involvement, and effective communication are highlighted as crucial for implementing strategies and achieving organizational goals. The report concludes by emphasizing the importance of performance measurement, coordination, and strategic evaluation for continuous improvement.

STRATEGIC MEDICAL MANAGAMENT
CHANDLER HEALTH CARE

STRATEGIC MEDICAL MANAGAMENT
Contents
Introduction:....................................................................................................................................3
Organizational strategies of Chandler Health Care:........................................................................4
Mission:...........................................................................................................................................4
Strategic goals:.................................................................................................................................4
Values:.............................................................................................................................................5
Strategic framework of the organization:........................................................................................5
Conclusion:......................................................................................................................................8
Reference:........................................................................................................................................9
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Introduction:
Chandler Health is a newly developed facility, which after ten months of hard-work is now
finalized to open in the next six months. It is a new facility to take care of the aged. The paper
serves a brief reporting on the strategic medical management and operational modelling of the
non-profit organisation.
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Organizational strategies of Chandler Health Care:
It will be dedicated to the serve ten thousand people of the cities recently developed outer
areas.Being the Chief Executive Officer 2017-2020, during this period, I aim to provide care for
people with multiple chronic conditions, reducing antibiotic overuse and provide better treatment
services in the suburbs. As a guide to our day-to-day decisions, we need to plan strategically so
that we achieve our predetermined organisational goals. This helps in evaluating the progress and
changing approaches when required. We are committed tobeing beneficial to the public and our
stakeholders.
Vision:
Our motto is "passion for service before self ".
Mission:
The mission of our organisation is as follows:
1. Create informed patients.
2. Improve and build a healthy society.
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3. Analyse the healthcare policy in improving patient care.
Strategic goals:
The organisation's strategic goals would be as follows:
1. To ensure transparency.
2. Torender quality services and establish a lifelong relation.
3. To ensure organizational growth.
4. To provide free, patient-centric birthing services such as prenatal yoga andpre-natal
check-ups.
5. A positive approach to feedbacks.
6. To provide excellent service and patient safety.
Values:
Our values are such as:
1. We commit to quality.
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2. Set standards for financial procedures and internal controls.
3. We promote communication and transparency.
4. We are willing to learn continuously.
5. Are willing to improve constantly.
6. We enable access for all.
Strategic framework of the organization:
Chandler Health is committed to being of benefit to the public and our stakeholders and beliefs
in service before self. In order to keep the promises as committed Chandler Health needs to
analyse the strengths and opportunities. It is required not only to determine the strengths and
opportunities but also assess theweakness and the threats. There are pressures on our finances
initially, but after the studies with our financial advisors and stakeholders, we feel satisfied that
this initial imbalance and pressure will be balanced gradually. We ensure thema friendly
environment and passionate treatment of patients (World Health Organization, 2015).
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According to Betancourt, Green, Carrillo and Owusu Ananeh-Firempong (2016), the population
comprises of aged people for whom the treatments offered are mostly expensive. Therefore, we
aim to deliver cost-effective care. There will be friendly and expert staff members who are going
to help deliver excellent service with their best performance. We ensure equality. Community
needs are of utmost priority. The staffs obtain the detailed history of the patients and after
studying the history, through appropriate examinations proper treatments are done. According to
Chartier (2014), ethical behaviour shall be demonstrated, and clinical procedures are to be
performed well. Results are interpreted through advanced examinations and treatments are done
accordingly. Hence by demonstrating respect, compassion, integrity and excellent customer
service we can help our patients recover as well as be happy with the service.
According to Follette and Cummings (2016, p. 49), stakeholders are anyone with a working or
financial interest in the product or situation. They are essential to the organization as being in
groups or as individuals they help in achieving the predetermined goals of an organization. The
complete functioning of the organization is supported by the stakeholders, as they not only
provide the essential services but also promote through advertising.
According to Higgs, Jones, Loftus and Christensen (2018)Managers,Investors and Owners are
the internal shareholders are those who are directly related to the organization and therefore their
responsibilities are primary.Members such as Consumers, Clients are secondary. After
strategizing, next step is to put the plans into concrete action. It is essential that the employees
understand the strategy as they will be implementing it. The employees help in implementing the
strategies. They were the pillars of the organization help in bringing it into action and review
current strategic goals. They ensure confidence in the industry and the absence of corruption.
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They protect the integrity of the organization. They conduct audits and maintain visibility
(Robert, G., Cornwell, Locock, Purushotham, Sturmey and Gager, 2015, p. 7714).
According to Page (2014, p. 217), the strategic measures to be followed should be a simple and
inspiring, one that is easy to relate to and understand. There should be proper understanding so
that they can take it seriously and work efficiently towards achieving it.
According to O’Sullivan (2016, p. 37, employees do believe in what is said by their leaders but it
is more effective if it similar ideas are communicated to them through their fellow
colleagues.Hence a separate secret team can be made and ideas can be communicated. The
messages should be short and simple. We will be marking the touchstone and comparing the
performances accordingly to evaluateaccordingly.
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Conclusion:
In order to measure theperformances, proper communication and reporting system is required.
While doing so the actual performances and the standard performances are compared. The
variances help to discover the causes and rectify the actions to overcome such variances. The
positive deviation signifies better performance, and the negative performance is a reason for
concern as it implies a shortcoming in the performances of the company. Strategic evaluation’s
importance lies in proper co-ordination among the employees, managers, owners and various
departments who control the functioning of the organization.
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Reference:
Betancourt, J.R., Green, A.R., Carrillo, J.E. and Owusu Ananeh-Firempong, I.I., 2016. Defining
cultural competence: a practical framework for addressing racial/ethnic disparities in health and
healthcare. Public health reports, 11(2), pp.121-125
Chartier, Y. ed., 2014. Safe management of wastes from health-care activities. World Health
Organization.
Follette, W.T. and Cummings, N.A., 2016. Psychiatric Services and Medical Utilization in a
Prepaid Health Plan Setting II. In Psyche’s Prophet (pp. 47-59). Routledge. Australia.
Higgs, J., Jones, M.A., Loftus, S. and Christensen, N., 2018. Clinical Reasoning in the Health
Professions E-Book. Elsevier Health Sciences.
O’Sullivan, T., 2016. Health services, 2015. Administration, 63(4), pp.37-50.
Page, T., 2014. Notions of innovation in healthcare services and products. International Journal
of Innovation and Sustainable Development, 8(3), pp.217-231.
Robert, G., Cornwell, J., Locock, L., Purushotham, A., Sturmey, G. and Gager, M., 2015.
Patients and staff as codesigners of healthcare services. Bmj, 350, p.7714.
World Health Organization, 2015. World report on ageing and health. World Health
Organization.
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