MHA FPX 5010 Assessment 1 Current Environmental Analysis MHA-FPX 5010 Strategic Health Care Planning Current Analysis of the Environment

This article conducts an assessment of a healthcare organization’s directional strategy, examines its external and internal environments, and identifies industry structural features affecting healthcare competition. The selected organization for this evaluation is Grace Medical Center, situated in Baltimore, Maryland, established in 1919 (Cohn, 2019).

Directional Strategies

Directional strategies are integral to organizational planning, delineating its identity and aspirations (Singh & Shah, 2018). A hospital’s mission and vision elucidate its directional strategies, anchoring its purpose and goals (Savageau, 2014). Grace Medical Center pledges to provide exemplary care, as reflected in its mission and vision statements (Cohn, 2019). Embracing the S.P.I.R.I.T values approach, the organization emphasizes Service, Patients, Integrity, Respect, Innovation, and Teamwork (Cohn, 2019). Its strategic trajectory involves innovative service expansion and community partnerships (Savageau, 2014).

External and Internal Environment

Organizations operate within dynamic environments, necessitating vigilance towards internal and external factors (Thom, 2013). The internal environment encompasses cultural, employee, and financial elements (Quain, 2018). Grace Medical Center fosters a culture aligned with its mission, evident through consistent reinforcement and training (Mannion & Davies, 2018). However, challenges such as employee retention persist, impacting organizational effectiveness (Heath, 2018).

Externally, uncontrollable factors like competition and geographic location influence operations (Quain, 2018). Safety concerns in Baltimore affect patient decisions, necessitating strategic responses (Fedschun, 2020). Additionally, competition in healthcare, driven by cost, quality, and technological integration, poses challenges (Pauly, 2019).

Competition

Debates surrounding competition in healthcare persist, with implications for service quality and accessibility (Goddard, 2015). Mounting pressures prompt hospitals to merge or innovate to stay relevant (Pauly, 2019). The competitive landscape requires Grace Medical Center to continuously adapt its services and strategies to meet the evolving needs of patients while maintaining high standards of care.

Conclusion

Directional strategies guide healthcare organizations towards operational excellence and growth (Savageau, 2014). Aligning strategies with internal and external environments is imperative for success (Thom, 2013). Hence, proactive identification and management of environmental forces are essential for informed decision-making (Quain, 2018). By addressing both internal challenges and external pressures, Grace Medical Center can enhance its service delivery and maintain a competitive edge in the healthcare market.

References

Cohn, M. (2019). Bon Secours Hospital in West Baltimore to be renamed Grace Medical Center. The Baltimore Sun. Retrieved from https://www.baltimoresun.com/health/bs-hs-bon-secourshospital-renamed-20191217-qkvrmvnrvvdgdirdx3fy75iywy-story.html

Fedschun, T. (2020). Baltimore Sees Second Deadliest Year on Record in 2019. Fox News Baltimore. Retrieved from https://www.foxnews.com/us/baltimore-homicide-rate-2019-crime-deadlyyear-police-clearance

Goddard, M. (2015). Competition in Healthcare: Good, Bad or Ugly? International Journal of Health Policy and Management, 4(9), 567–569. https://doi.org/10.15171/ijhpm.2015.144

Heath, S. (2018). How Nurse Staffing Ratios Impact Patient Safety, Access to Care. Patient Engagement HIT. Retrieved from https://patientengagementhit.com/news/how-nurse-staffing-ratiosimpact-patient-safety-access-to-care

Mannion, R., & Davies, H. (2018). Understanding Organizational Culture for Healthcare Quality Improvement. BMJ Quality & Safety, k4907. https://doi.org/10.1136/bmj.k4907