PreparationYou will use the same organization used in the previous assessments.If you wish, complete A Balanced Scorecard for Change, located in the Suggested Resources section of this assessment. You will not submit the PDF you generate, but will use the information to develop an executive summary and a PowerPoint presentation. You will not be required to deliver the presentation. You will also need to support the information you present in this assessment with references to at least 10 professional resources; you should already have at least 10 resources from your previous assessments.The Executive Summary should be no more than 1–2 pages that summarize the key points of your strategic management plan. It allows busy executives to see the high points of a report or other document without the need to read the entire document. The use of bullet points within the executive summary is highly encouraged.Your PowerPoint presentation should be developed with the board of directors and other key stakeholders in mind and will outline a strategy to implement your strategic management plan.In the real world, you would typically have 15 minutes to present your PowerPoint presentation and take questions. Therefore, it is very important to get your points across as directly and succinctly as possible. There is no required number of slides for your presentation; however, if you end up with less than eight slides, you may not be fully addressing the implementation of your strategic plan. On the other hand, if your presentation is more than 15 slides, you would likely not be able to make your presentation in the allotted time. Be direct, be clear, be succinct; and be sure you use the notes feature to expand the points on each slide of your presentation.Assessment RequirementsPlease be sure that you complete and submit both parts of this assessment.Part 1: Executive SummaryDraft a 1–2 page executive summary in which you:Evaluate the role of an effective planning process in the strategic management of the health care organization. Briefly explain the planning process and key roles and analyze the planning strategies used in the past in relation to their successes and failures.Apply strategic management principles to analyze the mission, vision, core values, goals, and governance of the health care organization. Briefly explain the connection between the mission, vision, core values, goals, and governance of the organization and the strategic planning process used.Analyze the effect of internal and external environments on the strategic planning process. Briefly explain how the internal and external factors affect both the operational and financial aspects of strategic planning.Recommend strategies to improve the operational and financial components of the health care organization.Be sure you include a title page and reference page (for any resources cited in the summary) even though these would all typically be included in the longer report that you submitted for Assessment 5.Please note: You must submit both parts of this assessment at the same time. If you submit Part 1 without also attaching Part 2, you will not be able to submit Part 2 later.Part 2: PowerPoint PresentationPrepare a PowerPoint presentation that explains the implementation of your strategic management plan. Include the following:Define the primary problem that is being addressed.Provide your ultimate recommendation to address the problem. This should be based on and supported by the analyses you conducted in previous assessments.Explain the resources needed to implement your recommendation. Human resources.IT resources.Other resources.Explain the costs associated with implementing your recommendation. (Note: This does not require providing dollar estimates; this is only an explanation of the types of costs that would be associated with implementing your strategic plan.) Will the plan require additional staff and training?Will the plan require new or additional software or hardware and training?Analyze the benefits of implementing your plan in terms of: Quality health care service delivery.Quality of work environment for staff.Addressing changes in the external environment over the next five years.Addressing the needs of stakeholders.A conclusion that asks for stakeholder buy-in.Keep your intended audience in mind as you prepare your presentation. Visual appeal should be considered, as should the items you include on each slide. Remember to use the speaker notes to expand your talking points and provide any references. You should be sure to include a title slide that accurately describes your presentation, as well as a reference slide for any resources cited.Additional RequirementsFor the executive summary:Length: 1–2 pages, not including title page and reference page.References: A minimum of three professional resources.Format: Use APA format for all in-text citations and references. Include a title page and reference page.Font and font size: Times New Roman, 12 point.For the PowerPoint presentation:Length: At least eight slides, but no more than 15 slides.References: A minimum of 10 professional resources.Format: Use APA format for all in-text citations and references. Include a title slide and reference slide.Font and font size: You may use any font you wish for the PowerPoint; just be sure it can be easily read by your audience.
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Strategic Management Plan Implementation Scoring Guide
CRITERIA
NON-PERFORMANCE
BASIC
PROFICIENT
DISTINGUISHED
Evaluate the role of an
effective planning
process in the strategic
management of a health
care organization.
Does not evaluate
the role of an
effective planning
process in the
strategic
management of a
health care
organization.
Explains the role of
an effective
planning process in
the strategic
management of a
health care
organization.
Evaluates the role
of an effective
planning process in
the strategic
management of a
health care
organization.
Evaluates the role
of an effective
planning process in
the strategic
management of a
health care
organization, and
shows the
correlation between
effective planning
and a successful
strategy.
Apply strategic
management principles
to analyze the mission,
vision, core values,
goals, and governance
of the health care
organization.
Does not apply
strategic
management
principles to analyze
the mission, vision,
core values, goals,
and governance of
the health care
organization.
Describes the
mission, vision, core
values, goals, and
governance of the
health care
organization, but
does not apply
strategic
management
principles to do so.
Applies strategic
management
principles to analyze
the mission, vision,
core values, goals,
and governance of
the health care
organization.
Applies strategic
management
principles to analyze
the mission, vision,
core values, goals,
and governance of
the health care
organization, and
shows a clear
alignment between
the strategic
planning process
and the
organizational
environment.
Analyze the effect of
internal and external
environments on the
strategic planning
process.
Does not analyze
the effect of internal
and external
environments on the
strategic planning
process.
Describes the
internal and external
environments.
Analyzes the effect
of internal and
external
environments on the
strategic planning
process.
Analyzes the effect
of internal and
external
environments on the
operational and
financial aspects of
the strategic
planning process.
Recommend strategies
to improve the
operational and financial
components of the
health care organization.
Does not
recommend
strategies to
improve the
operational and
financial
components of the
health care
organization.
Identifies strategies
to improve the
operational and
financial
components of the
health care
organization.
Recommends
strategies to
improve the
operational and
financial
components of the
health care
organization.
Recommends
evidence-based
strategies to
improve the
operational and
financial
components of the
health care
organization, and
shows how the
strategies align with
the mission, vision,
values, and goals of
the organization.
Develop a presentation
that addresses the
resources, costs, and
benefits of implementing
a proposed strategic
management plan.
Does not develop a
presentation that
addresses the
resources, costs,
and benefits of
implementing a
proposed strategic
management plan.
Develops a
presentation that
lists the resources,
costs, and benefits
of implementing a
proposed strategic
management plan,
but the presentation
is incomplete.
Develops a
presentation that
addresses the
resources, costs,
and benefits of
implementing a
proposed strategic
management plan.
Develops a
presentation that
addresses the
resources, costs,
and benefits of
implementing a
proposed strategic
management plan
and makes a strong
argument for
stakeholder buy-in.
Write content clearly and
logically with correct use
of grammar,
punctuation, and
mechanics.
Does not write
content clearly,
logically, or with
correct use of
grammar,
punctuation, and
mechanics.
Writes with errors in
clarity, logic,
grammar,
punctuation, and/or
mechanics.
Writes content
clearly and logically
with correct use of
grammar,
punctuation, and
mechanics.
Writes clearly and
logically with correct
use of spelling,
grammar,
punctuation, and
mechanics; uses
relevant evidence to
support a central
idea.
Running head: EXTERNAL ENVIRONMENT REPORT
1
External Environment Report
Institution Affiliation
Instructor’s Name
Student’s Name
Course Code
Date
EXTERNAL ENVIRONMENT REPORT
2
External Environment Report
Community Hospital Health Care Systems: St Catherine Hospital
Introduction
Due to increased demand for quality health care, hospitals have been changing their
internal management systems by incorporating the goals that suit the current market standard
however it has been a significant challenge to manage and cope with the external environment
for St. Catherine Hospital. The facility has been known for continuous improvement in the
service delivery services in Chicago. The administrators and the medical staff members play a
vital role in helping the implementation of the strategic plan process that aims to align the
organization service quality with the current market demand and an increase the staff members.
This paper will discuss some of the external market trends that have an impact on the strategic
plan. Also, the report will address some of the roles played by key external stakeholders in the
strategic plan and the barriers to achieving this plan. Lastly, the solutions for the uncertainties or
the obstacles to plan success will be discussed.
Market trends that affect strategic plan
External environment factors that affect the plan to align the organization service quality
with market demand and the increase of staff members include one, Competition- In the United
States, many private and public community health centers are offering better and affordable
health services compared to St Catherine Hospital. Therefore, increased competition reduces the
revenue and number of customer’s visiting the facility. The plan to hire more workers has faced
EXTERNAL ENVIRONMENT REPORT
3
challenges as the compensation of medical and non-medical staff demands is very high, as the
competitors are willing to pay more wages to the workers (Barney, 2009). Secondly,
technological factors- due to continuous improvement in technology, demand for better services
has increased. But the cost of purchasing these surgical machines is very high. The management
may decide to suspend plan implementation so that it can acquire some of the modern medical
equipment. Lastly, demographic changes- over the years, the East Chicago population has
increased by 25% for the last five years (Bryson, 2018). Therefore, there has been an increase in
patients visiting the facility, but the number of workforces is inadequate. At the same time, social
and cultural background changes affect the implementation of the hiring process and service
quality of the new workers. This is because, individuals, beliefs, values, and practices differ
hence the need to have training programs for evidence-based practices.
The role played by Key External Stakeholders
External stakeholders are the groups outside the business that play significant roles in the
success of the company, they can influence decision-making, but also they are affected by the
business activities. Arguably, one should note that these groups hold the most influence on the
long-term operation of the hospital. Some of the stakeholders and the critical roles they play in
the strategic plan success include Government agencies- The State, the federal and local
government want the business to offer quality services to the society and contribute in the
national building through tax payment. The taxes collected through different avenues add to the
support of government operations. Therefore, the need for quality service improvement and the
hiring of more workers will be supported by the government. Hence the plan will have a strong
background to help its suggestions. Secondly, Customers- these are the clients visiting the
hospital; they expect the facility to produce quality service at reasonable prices.
EXTERNAL ENVIRONMENT REPORT
4
Further, the availability of resources for such staff members and modern equipment affect
their decision. Therefore, the strategic plan will be faced with a challenging situation since
clients will demand better services. Thirdly, the Shareholders- these are individuals or corporates
that have invested in the facility as they ensure the firm continues to run correctly to maximize
their wealth. Due to their interests, they may opt not to support an increase in the workforce if
they suspect that the income will reduce.
Another Stakeholder is the creditors; some provide financial capital, raw materials, and
services to the hospital. Therefore, they influence the firm’s decision based on the demands that
they make. In the event the loan interest increases, it will affect the firm’s cost (Coulter,
2002). Also, request for payment, once they fall due, can reduce the chances for the managers to
consider funding the plan to hire more workers and buy new equipment’s. Another group is the
Suppliers- This group expects the hospital to continue buying their products such as medicine,
laboratory equipment’s, surgical machines, and computer software and hand wares among
others. Once they make a proposal to the management on the need to make essential orders due
to possible changes in market prices, the strategic plan can be affected, and its implementation
might be suspended.
Lastly, the Society as a whole or local community impact the decisions made. That is,
they expect most of the workers to be hired from the locality; since they are the immediate
possible clients and have the best interest of the firm. The firm is expected to consider their
demands; hence the strategic plan can be affected positively.
EXTERNAL ENVIRONMENT REPORT
5
Barriers to achieving the objectives
Despite the efforts put in the meeting the goals, some barriers affect its success, some of
these uncertainties include one, changing strategies: The hospital’s constant changes to its policy
limits the success of the plan. This is because the administrators are continually assessing
performance to keep pace with today’s business environment which leads to the changes in
priorities of the hospital. Secondly, lack of adequate resources; accomplishing any objective in
business is dependents on three key factors- people, time and money (Bryson, 2018). Since there
is a demand for quality the funds to hire more workers are inadequate.
Similarly, the time set for the plan is not favoring the objectives of the firm. Lastly, the
perceived priority: Achieving goals needs to be continuously discussed in the weekly meetings;
however, the management perceives that the objectives are no longer a priority for the business
and disregards them. On the other hand, these barriers can be overcome by constant
communication with the hospital authority to request funds and people to help in the
implementation. Also, the management can develop policies that will ensure the approved plans
are implemented within the set period.
EXTERNAL ENVIRONMENT REPORT
6
Reference
Barney, J. B., & Hesterly, W. S. (2009). Strategic management and competitive advantage.
Upper Saddle River, NJ: Pearson Education.
Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to
strengthening and sustaining organizational achievement. John Wiley & Sons.
Coulter, M. K., & Coulter, M. K. (2002). Strategic management in action (p. 7). Upper Saddle
River, NJ: Prentice Hall.
Running head: STRATEGIC MANAGEMENT PLAN
1
Strategic Management Plan
Francesca Wilder
MBA-FP6271
STRATEGIC MANAGEMENT PLAN
Table of content
Plan Overview…………………………………. 3
External Environment Review…………………. 4-6
Internal Environmental Analysis……………… 6- 8
Organizational Direction………………………. 8-11
Strategy Formation……………………………. 12- 15
Reference page………………………………… 16-17
2
STRATEGIC MANAGEMENT PLAN
3
Strategic Management Plan
Plan Overview
Due to increased demand for quality health care, hospitals have been changing their
internal, external as well as formation systems by incorporating the goals that suit the current
market standard however it has been a significant challenge to manage and cope with the
external environment for St. Catherine Hospital. The facility has been known for continuous
improvement in the service delivery services in Chicago. The administrators and the medical
staff members play a vital role in helping the implementation of the strategic plan process that
aims to align the organization service quality with the current market demand and an increase the
staff members. This paper will discuss some of the external market trends that have an impact on
the strategic plan. Also, the report will address some of the roles played by key external
stakeholders in the strategic plan and the barriers to achieving this plan. Additionally, the
solutions for the uncertainties or the obstacles to plan success will be discussed. Moreover, this
report will discuss some of the roles played by the significant internal stakeholders of the firm in
the strategic plan. Secondly, the report will discuss internal trends and uncertainties against the
project and the analysis of the financial performance of the facility and how it enhances the
hospital service delivery. Furthermore, this paper will discuss some of the strategic planning
outcomes, critical components of the planning the process and schedules of the plan.
Additionally, the paper will analyze the direction which the organization will implement to
ensure that there is a smooth running and meeting the needs of the customers. Lastly, the paper
will analyze some for the past strategies taken by the hospital to determine the reasons for its
success and failures.
STRATEGIC MANAGEMENT PLAN
4
External Environment Review
Due to increased demand for quality health care, hospitals have been changing their
internal management systems by incorporating the goals that suit the current market standard
however it has been a significant challenge to manage and cope with the external environment
for St. Catherine Hospital. External environment factors that affect the plan to align the
organization service quality with market demand and the increase of staff members include one,
Competition- In the United States, many private and public community health centers are
offering better and affordable health services compared to St Catherine Hospital. Therefore,
increased competition reduces the revenue and number of customer’s visiting the facility. The
plan to hire more workers has faced challenges as the compensation of medical and non-medical
staff demands is very high, as the competitors are willing to pay more wages to the workers
(Barney, 2009). Secondly, technological factors- due to continuous improvement in technology,
demand for better services has increased. But the cost of purchasing these surgical machines is
very high. The management may decide to suspend plan implementation so that it can acquire
some of the modern medical equipment. Lastly, demographic changes- over the years, the East
Chicago population has increased by 25% for the last five years (Bryson, 2018). Therefore, there
has been an increase in patients visiting the facility, but the number of workforces is inadequate.
At the same time, social and cultural background changes affect the implementation of the hiring
process and service quality of the new workers. This is because, individuals, beliefs, values, and
practices differ hence the need to have training programs for evidence-based practices.
STRATEGIC MANAGEMENT PLAN
5
External stakeholders are the groups outside the business that play significant roles in the
success of the company, they can influence decision-making, but also they are affected by the
business activities. Arguably, one should note that these groups hold the most influence on the
long-term operation of the hospital. Some of the stakeholders and the critical roles they play in
the strategic plan success include Government agencies- The State, the federal and local
government want the business to offer quality services to the society and contribute in the
national building through tax payment. The taxes collected through different avenues add to the
support of government operations. Therefore, the need for quality service improvement and the
hiring of more workers will be supported by the government. Hence the plan will have a strong
background to help its suggestions. Secondly, Customers- these are the clients visiting the
hospital; they expect the facility to produce quality service at reasonable prices.
Further, the availability of resources for such staff members and modern equipment affect
their decision. Therefore, the strategic plan will be faced with a challenging situation since
clients will demand better services. Thirdly, the Shareholders- these are individuals or corporates
that have invested in the facility as they ensure the firm continues to run correctly to maximize
their wealth. Due to their interests, they may opt not to support an increase in the workforce if
they suspect that the income will reduce.
Another Stakeholder is the creditors; some provide financial capital, raw materials, and
services to the hospital. Therefore, they influence the firm’s decision based on the demands that
they make. In the event the loan interest increases, it will affect the firm’s cost (Coulter,
2002). Also, request for payment, once they fall due, can reduce the chances for the managers to
consider funding the plan to hire more workers and buy new equipment’s. Another group is the
Suppliers- This group expects the hospital to continue buying their products such as medicine,
STRATEGIC MANAGEMENT PLAN
6
laboratory equipment’s, surgical machines, and computer software and hand wares among
others. Once they make a proposal to the management on the need to make essential orders due
to possible changes in market prices, the strategic plan can be affected, and its implementation
might be suspended.
Despite the efforts put in the meeting the goals, some barriers affect its success, some of
these uncertainties include one, changing strategies: The hospital’s constant changes to its policy
limits the success of the plan. This is because the administrators are continually assessing
performance to keep pace with today’s business environment which leads to the changes in
priorities of the hospital. Secondly, lack of adequate resources; accomplishing any objective in
business is dependents on three key factors- people, time and money (Bryson, 2018). Since there
is a demand for quality the funds to hire more workers are inadequate.
Similarly, the time set for the plan is not favoring the objectives of the firm. Lastly, the
perceived priority: Achieving goals needs to be continuously discussed in the weekly meetings;
however, the management perceives that the objectives are no longer a priority for the business
and disregards them. On the other hand, these barriers can be overcome by constant
communication with the hospital authority to request funds and people to help in the
implementation. Also, the management can develop policies that will ensure the approved plans
are implemented within the set period.
Internal Environment Analysis
Internal stakeholders in business play a significant role in the running of the firm. These
groups or individuals are within the firm, and their influence can be managed or controlled.
Some of the roles played by each stakeholder in this firm include Managers- Managers are
responsible for organizing, planning, coordinating and monitoring the hospital’s resources. These
STRATEGIC MANAGEMENT PLAN
7
individuals decide the projects that need to be undertaken for every department, the workers,
time and funds. Therefore, the strategic plan relies on its final decision. They can approve funds,
human resources and time for the plan implementation …
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