Advancing a Planned Approach for WakeMed Hospital

Advancinga Planned Approach for WakeMed Hospital

InstitutionAffiliation:

Abstract

Thisassessment proffers a method to develop a strategic or plannedapproach for WakeMed Hospital. The assessment will create mission andvision statements for the organization in a bid to offer the mostcomprehensive and excellent process for developing the said approach.In addition, the assessment will encompass adaptive approaches,service deliveries and components as well as approaches to maintainthe developed adaptive approaches. As such, the assessment considersthe considered goals, adaptive approaches, supportive components, andservice deliveries that will play significant roles in the creationof a planned approach for WakeMed.

Advancinga planned approach for WakeMed hospital

Mission

Themission of WakeMed hospital is providing compassionate andoutstanding care to all people who seek their services. The missionis the basis or establishment of who the institution is as well asits defined task. The Mission guided by a strong vision as well assupported by strong goals and values, allows the organization todirects the superior care it offers to patients and their familiessince everybody expects quality service (WakeMed, n.d.). Theengagement of the staff in the application of the mission values eachday makes WakeMed unique from other organization offering health careservices. The mission of the organization depicts its aim throughproviding services supplemental to all the essential services thatlead to total patient health care. The mission also portrays thatpeople within Carolina can obtain their health and well-being needs.

Vision

Thevision of WakeMed is to make the institution the most preferredhealth care organization in the region in the provision ofhigh-quality technological leadership and patient care. For thevision to happen, the institution must ensure that its employees,volunteers, and physician have skilled capacities and qualityeducation (WakeMed, n.d.). WakeMed, together with volunteers,employees, physicians, and other personalities educate, guide, andengage the surrounding communities so as they can be responsible fortheir well-being and health, which enables the organization toaccomplish the set vision. In addition, transforming the health careservices delivered to patients through ensuring that the servicesoffered are of the best value can ensure that the organization’sachieves its vision.

Strategicgoals for WakeMed Hospital

Theorganization seeks to ensure that the provision of quality healthcare continues continually with reduced hospitalization period andchances of readmission. The hospital ensures that patients and thefamily are well prepared for discharge and that the discharge plansare well streamlined. Secondly, the hospital ensures that itincreases family and patient satisfaction through making sure thatall indicators for main measures are well documented and met andensuring that the billing processes are done correctly based on thepatient’s status. Lastly, the organization commits to the provisionof quality health care through ensuring provision of the highestquality care, safety, and patient experience (WakeMed, n.d.). Theorganization achieves safety by ensuring that patients admitted inthe hospital remain comfortable and safe as possible. Lastly, thehospital ensures that the patient and their visitors access thehighest level of respect, comfort, communication, and compassion asit deems them a significant part of its success. Conclusively, theorganization aims to provide the most effective and quality healthcare, reduce the cost of health care, educate clinicians andresearchers to find the best treatment, and apply technologicalprocesses as means of easing medical processes. Simultaneously

Adaptivestrategy

Swayne,Duncan, &amp Ginter (2012) and Eden &amp Ackermann (2013) contendthat adaptive strategies usually describe how the organization willcontract, maintain, and expand their scale of services. Further, theyare the strategies that remain most visible to people outside theinstitution. The organization intends to provide adaptive approachesthat gear toward independence and success such as verticalintegration, diversification, product development, marketdevelopment, and penetration. For example, the main aim ofincorporating vertical integration is to ensure that the provision ofhealth care occurs parallel with managing the channel of health careservices demand. In addition, when market development strategy isimplemented WakeMed hospital can focus on introducing new productsand services to the market thus, it expands its market segment. Onthe other hand, the hospital has engaged in capital andtechnologically intensive investment obligations such as constructinga robust experience and care management processes and meetingmeaningful requisites that align toward a plan proportionate withcare, costs, and quality. As such, the obligations have supported thealignment to independence for the organization.

Typesof service delivery

Thedelivery of current health care depends entirely on groups ofwell-trained paraprofessional and professionals who forminterdisciplinary teams. Service delivery comprises all theprofessionals in psychology, nursing, midwifery, physiotherapy,dentistry, allied health, and medicine (Eden &amp Ackermann, 2013).Other personalities are community health workers, assistivepersonnel, and public health worker. All these health professionalsprovide population and personal based rehabilitative, preventive, andcurative care services. The core types of services delivery areprimary care, secondary, and tertiary care.

Primaryhealth care services delivery refers to the occupation of all healthprofessionals who are the first patient consultants within healthcare facility. Examples of primary care physicians are familyphysician, general practitioner, a licensed independent practitioner-physiotherapist, or even non-physician primary health care providers,for example, nurse practitioner or physician assistant. Primary careis conducted on patients whose course of treatment or condition doesnot require admission (WakeMed, n.d.). Additionally, apart from theprimary care another medical specialist can also attend tooutpatients. Outpatient care offered comprises of assessment,diagnostic, preventive, and therapeutic. It also entails theharmonization of the healthcare services that had been provided byother health care providers. Outpatient health care delivery servicesalso comprise of patients’ home visits if necessary. Additionally,specialized outpatient care enables the institution to makes surethat the patient accesses medical specialist services if need arises.Lastly, stationary care- this health care is provided by theinstitution to ensure that the patients who need repeated dailytreatment access it easily.

Secondaryhealth care delivery services are provided by mainly the medicalspecialist or even other health practitioners who are not the firstones to attend to the patient, for example, dermatologists, andcardiologists. Secondary care includes acute care that refers to thenecessary treatment required for a short time for a serious but briefinjury, illness, or any other health complication. The organizationalso refers to the secondary care offered as hospital care. Thesecondary health care services delivery comprises of four main types:the acute standard inpatient health care services. It is intended todeal with the following, patients with sudden illnesses or evensudden worsening of a chronic condition that threatens their welfare,but does not directly lead to vital organs failure. Additionally, themedical procedure cannot be performed in the outpatient environment(WakeMed, n.d.). The health service also gives an early medicalrehabilitation program. The organization offers acute intensiveinpatient health care to all patients suffering from sudden bodilymalfunction that are expected to occur followed by follow-upinpatient care in situations patients who have been given a start-updiagnosis and their health condition already stabilized. Patientsdealing with sudden illnesses or sudden worsening of a chroniccondition, and patients suffering from conditions that requirefollow-ups also receive these services. Lastly, patients who totallyor partially depend on some health care services for their survival,also depend on this service. The last type of secondary health caredelivery services is the long-term inpatient care availed to allpatients whose clinical conditions cannot be improved by any medicalintervention or treatment.

Lastlyis the tertiary health care service delivery. The specializedconsultative health care services are provided to inpatients thathave been through primary or secondary health care providers (Day,2012). The patients usually require advanced medical treatment andinvestigation. Examples of the tertiary care services include plasticsurgery, neurosurgery, cancer, severe burns, and cardiac surgery.Additionally, the health services are delivered to patients who arefacing life-threatening complication.

Supportivecomponents of a value chain

Kotler(2011) asserts that value chain refers to a set of activitiesimplemented when services or products are being delivered and createdto customers. The first supportive component is firm infrastructure.It includes all the control systems, overall organization structure,and the culture of the organization. All these characteristicscomprise of the organization’s support functions and systems thatenable the institution to perform and maintain its daily operations(Day, 2012). Legal, accounting, administrative, and generalmanagement are all necessary infrastructures that can be used by aninstitution for its good.

Thehuman resource management supportive element is concerned with theinstitution’s human element. The HRM department accounts for theinteractions between the management and the employee through hiring,training, recruiting, rewarding, motivating, and retaining of staff.Since, people are the most important source of value in theinstitution, it is essential for it to create a distinctive advantagebecause of good human resource practices (Anderson, 2014). Inaddition, the HRM component is one of the broadest value chaincomponents. Lastly, technology development supportive element is anessential aspect of the famous value chain. It regulates all thetechnology costs, maintaining current technology, and managinginformation standards. That is, it is related to processing andmanaging information, and protects an institution’s knowledge base.

Allthese supportive components of the renowned value chain will assistthe WakeMed Hospital to achieve its targeted vision and missionbecause they assist in creating valuable service or product. Thevalue chain will also enable the hospital to optimize its marginpotential, and this will make more patients to be willing to visitthe institution. The institution is currently training its staffs sothat they can be in a position of offering the best patient careservices required to make it unique. Cost advantages will also beexperienced in the hospital because the value chain will enable it tolower production or services costs. The organization is enjoyingreduced management after optimization of logistics, avoiding wastageof resources, and cutting down on all the unproductive expenditure.Lastly, the value chain will enhance a long-term viability of WakeMedHospital through enabling it to differentiate itself from othercompetitors in the medical field (Anderson, 2014). For the company toenjoy long-term viability it will have to rebrand its services andproducts so that they can be of high quality.

Measuringadaptive strategy

ForWakeMed Hospital to maintain the expansion adaptive strategy, it willhave to concentrate on its suggested strategies and not thestrategies improvised by its competitors. The organization needs tocontinually assess and compare the time used to concentrate ininfrastructural and care-intensive plans as well as focus onprocesses involved to formulate its strategic planning (Swayne etal., 2012).&nbsp If the organization spends more time,determination, resources, and processes during the formulation of thestrategic plan, then it will achieve its vision and mission.

References

Anderson,A. (2014, March 18). The Impact of the Affordable Care Act on theHealth Care Workforce. Retrieved February 12, 2015, fromhttp://www.heritage.org/research/reports/2014/03/the-impact-of-the-affordable-care-act-on-the-health-care-workforce

Day,G. S. (2012). Aligning the Organization with the Market.&nbspReflectionson the Futures of Marketing.

Eden,C., &amp Ackermann, F. (2013).&nbspMakingstrategy: The journey of strategic management.Sage.

Kotler,P. (2011). Reinventing marketing to manage the environmentalimperative.&nbspJournalof Marketing,&nbsp75(4),132-135.

Swayne,L. E., Duncan, W. J., &amp Ginter, P. M. (2012).&nbspStrategicmanagement of health care organizations.John Wiley &amp Sons.

WakeMed.(n.d.). History of WakeMed. Retrieved February 12, 2015, fromhttp://www.wakemed.org/landing.cfm?id=1588 andhttp://www.wakemed.org/landing.cfm?id=40

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