Strategy Health Care
First student: There are many barriers to the implementation of strategy in health care organizations. One barrier is that the organizational structure, including chains of command and communication, may pose barriers. This barrier reflects that strategy needs to be communicated effectively, in order to the implemented effectively (Heide, Gronhaug and Johannessen, 2002). Managers must be aware of this, and ensure that there are channels for communication that will allow the strategy to be properly disseminated and understood throughout the organization.
Another barrier to implementation will be inertia/vested interests, wherein different people throughout the organization do not want to have a new strategy. The perceive that they will lose out of there is change, so the resist change in order to defend the organizational turf they have staked out (Pardo & Fuentes, 2003). A third barrier is related to these two, in that there are people within the management of the organization who do not buy in. Many studies have supported the idea that management buy-in is essential to the implementation of strategy, because managers are going to deploy resources and exert influence in the direction of that strategy. Without buy-in, a strategy implementation is more likely to fail (Al-Ghamdi, 1998).
Because management buy-in is directly related to communication, to organizational structure and to inertia and resistance, the solution seems to begin with ensuring that there is full and complete buy-in from the company's management. Bringing management into the strategic decision-making process is perhaps the best way to do this. If they have contributed to the strategic planning process, they are more likely to support the outcome. But there is more that a company can do. Having a communication plan is essential...
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One such barrier is the pattern of supply-driven care that has proven extremely costly on the average consumer and patient. Essentially, this method of healthcare has created a multi-billion dollar industry, where patients' needs are put to the side in order for healthcare organizations to make the largest profit margin possible through a system that resembles a production line more so than a hospital facility. Unfortunately, "producers control demand"
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