Create and record a 10-12-slide, executive-level presentation with notes of the SMART objectives corresponding to these elements of an organization
Please see attached for directions and other assignments as this is an add on assignment they build on each other
Create and record a 10-12-slide, executive-level presentation with notes of the SMART objectives corresponding to these elements of an organization:
Main strategies.
Associated performance indicators and metrics.
Strategic plan recommendations.
Note: Each assessment in this course builds upon the work you have completed in previous assessments. Therefore, you must complete the assessments in the order in which they are presented.
The successful implementation of a strategic plan requires effective communication and a thorough understanding of not only the role of the organization within the greater community, but also the role of leadership within the organization. By effectively engaging stakeholders and understanding the philosophy of strategic management, leaders can mitigate challenges and hurdles that face those directing change.
This assessment provides an opportunity for you to create an executive-level presentation explaining how SMART objectives underlying each organizational strategy can help the organization successfully implement its strategic plan. Then, after sharing the key performance indicators you developed from the strategic plan, you will use this balanced scorecard to make recommendations to revise the strategies you developed in Assessment 3.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Analyze organizational structure, design, culture, and climate in relation to environmental forces.
Analyze potential long-term opportunities and operational components in the strategic planning process.
Competency 2: Develop a strategic organizational plan that provides human and financial resources to support targeted organizational outcomes.
Present operational recommendations and strategic control mechanisms, including goals, objectives, resources, and action steps.
Define critical success indicators that allow an organization to measure success in implementing a strategy.
Analyze the effect of strategy formulation on human, financial, and technical resources.
Competency 3: Recommend an organizational structure and design to optimize a strategic plan.
Propose a strategic plan to optimize outcomes and mitigate risks in an organization.
Competency 4: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration.
Create a visually pleasing, professional presentation tailored to a specific audience that uses charts and/or images that support the content.
Communicate critical content clearly and persuasively in a limited time.
Note: Complete the assessments in this course in the order in which they are presented.
Preparation
Use SMART Objective Setting Guide [DOCX] to complete the assessment.
To prepare for the assessment, begin by reviewing your four recommended strategies. Then, using the SMART Objective Setting Guide, create a minimum of three SMART objectives for each strategy. These objectives will become the basis of your presentation and will ultimately help the organization achieve the strategic direction you have recommended.
In addition, you may wish to review the assessment instructions and scoring guide to ensure that you understand the work you will be asked to complete.
Note: As you revise your writing, check out the resources listed on the Writing Center’s Writing Support page.
Recording Equipment Setup and Testing
Check that your recording equipment and software is working properly, that your audio recording quality is sufficient, and that you know how to record and upload your presentation. You may use Kaltura or other technology of your choice for your audio recording. You may also add audio directly to your slides, using PowerPoint or other presentation software.
If using Kaltura, refer to the
Using Kaltura
for directions on recording and uploading your video in the courseroom.
Note: If you require the use of assistive technology or alternative communication methods to participate in this activity, please contact [email protected] to request accommodations.
Scenario
In your weekly one-on-one meeting, your manager congratulates you on the comprehensive and well-researched work you have done to date. The CEO has been working with the rest of the organization's leadership team to adopt the overarching strategies for the organization that your manager recommended. However, your manager and CEO are seeking clarification on how to translate these strategies into meaningful benchmarks, or performance measures. They want to know how the organization will measure progress in following these strategies. In previous discussions with your manager, you have been describing the SMART methodology for writing objectives that support the overarching strategies. She has asked you to share the SMART objectives you have written for each strategy with the CEO in a brief presentation.
You are ready to begin creating your presentation and the slides that you will use to support your key points and conclusions. Your manager reminds you that the CEO expects a brief, substantive, and concise presentation. You will be lucky to get 15 minutes of the CEO's time. Consequently, she suggests that you include no more than 10–12 slides, or you will run out of time and cautions you about not creating a "death by PowerPoint" experience for the CEO. You already know from experience that your organization expects professional presentations that adhere to the organization's branding standards.
Requirements
Create an executive-level presentation with voice-over of the SMART objectives that correspond to the organization's main strategies, associated performance indicators and metrics, and strategic plan recommendations.
Practice your presentation until you are satisfied with it, staying as close as possible to the limited time allotted. Remember that the audience is your organization's CEO. All the work you have done so far in this course has prepared you for this briefing, but you are ready.
Presentation Requirements
The requirements, outlined below, correspond to the grading criteria in the Strategic Plan Objectives and Balanced Scorecard Scoring Guide, so be sure to address each point. Read the performance-level descriptions for each criterion to see how your work will be assessed.
Present your operational recommendations and strategic control mechanisms.
Include goals, objectives, resources, and action steps for reconfiguring and aligning the organization's structure, systems, shared values, management style, staff, and skills.
Define critical success indicators that enable an organization to measure success in implementing the strategy.
Propose a strategic plan to optimize outcomes and mitigate risks in the organization.
Analyze potential long-term opportunities and operational components in the strategic planning process.
Analyze the effect of strategy formulation on human, financial, and technical resources.
Weigh factors of measurement against current organizational benchmarks.
Create a visually pleasing, professional presentation tailored to a specific audience.
Use charts and images that support the content.
Communicate critical content clearly and persuasively in a limited time.
Presentation Format and Length
Your presentation should consist of 10–12 slides and be 10–15 minutes in length. Use the notes portion of each slide to write your script. (The notes section is required).
You may use the structure below as a guide for organizing and timing your presentation. You do not need to place your slides in this specific order.
Slide 1: Title slide (15 seconds).
Slide 2: Revised/updated vision, mission, and values from Assessment 3. (30 seconds).
Slide 3: Gap analysis: desired versus actual position (1 minute).
Slide 4: Recommend Overarching Strategy One with three objectives (2 minutes).
Slide 5: Recommend Overarching Strategy Two with three objectives (2 minutes).
Slide 6: Recommend Overarching Strategy Three with three objectives (2 minutes).
Slide 7: Recommend Overarching Strategy Four with three objectives (2 minutes).
Slide 8: Visual: Balanced scorecard table with 1–3 performance indicators and associated metrics (1 minute).
Slide 9: Analysis (1 minute).
Slide 10: Recommendation of new strategic plan strategies based on the balanced scorecard (1 minute).
Slide 11: Overall recommendations/conclusions (1 minute).
Slide 12: References.
Include all relevant supporting details, such as data, charts, and graphs, as an addendum to the presentation. Indicate the slide associated with the relevant data set. In addition, include all relevant data and narrative in the notes section of each slide.
Supporting Evidence
Cite a minimum of six current scholarly and authoritative sources to support your presentation. Format your citations and references according to APA style and formatting guidelines.
Additional Requirements
Proofread your slides and addendum before you submit them to minimize errors that could distract readers and make it more difficult for them to focus on the substance of your presentation.
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SMART Objective Setting Guide
Use these guidelines to assess how SMART your objectives are.
Specific
Specific objectives use only one action verb; objectives with more than one verb suggest more than one activity or behavior is being measured. Avoid verbs with vague descriptions of intended outcomes. For example, avoid verbs such as understand or know. How would you measure progress?
Specific objectives cover the five Ws: What, why, who, where, and which. Use this five-point checklist to determine whether your objective is specific.
1. What: What does your organization want to accomplish?
2. Why: Why does your organization want to accomplish this objective?
3. Who: Who is involved? Who are the stakeholders?
4. Where: Where is it going to happen?
5. Which: Which attributes are important? Consider risk and protective factors.
Measurable
It is impossible to determine whether objectives have been met unless they can be measured. The objective serves as a reference point from which a change can be clearly measured. Specific and measurable objectives enable you to establish solid and directed criteria for measuring progress toward the achievement of the objectives.
To assess how measurable your objective is, consider these questions:
1. How will you know when your organization's objective is satisfied?
2. What indicators/processes will your organization use to measure progress and success?
3. As your organization gains momentum on the objective process, how readily available will data be on progress?
Achievable
Achievable objectives can be accomplished given the available resources. To determine how achievable your objective is, consider these questions:
1. Do you have sufficient financial resources to accomplish your objective?
2. Do you have staff with sufficient abilities and skills to accomplish your objective?
3. Do you have sufficient time to accomplish your objective?
4. What other types of resources do you need to attain your objectives? Consider technology, space, equipment, et cetera.
Relevant
Objectives need to relate directly to the overall strategic goal specified in the strategic plan. Ultimately accomplishing the objective will help the organization achieve its major strategic goal. To assess the relevance of your objective, consider these questions:
1. Why is this objective significant?
2. Is it worthwhile?
3. Is it timely?
4. Does it align with other efforts and needs?
Time-Bound
Time-bound objectives have specific starting and ending points. They are of fixed duration. To assess whether or not your objective is time-bound, consider these questions:
1. When will your organization attain this objective or when will the organization measure progress against the objective? This kind of rigor in objective setting also helps with planning and evaluation efforts.
2. When will your organization execute activities to achieve these objectives?
3. When will your organization expect to see short-term outcomes?
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Telehealth Organization Directional Strategy
Miatta Teasley
Capella University
MHA-FPX5010 Strategic Health Care Planning
Professor Chad Moretz
December 06 ,2022
Telehealth Organization Directional Strategy
Introduction
Telehealth uses digital information and communication technology to provide healthcare remotely. Technologies include computers, tablets, and smartphones technology at home. A nurse or other medical professional may provide Telehealth in outlying areas out of a clinic or mobile van (Qian et al., 2021). Telehealth is a tool that doctors may use to supplement or improve care. Telehealth organizations utilize telecommunications and digital communication technology to provide medicinal care, worker and patient schooling, health evidence facilities, and self-care. Animate film conferencing, smartphone apps, "save and forward" electronic broadcast and RPM are all used in Telehealth. Digital involvement and follow-up may enhance patient quality of life and treatment outcomes. Telehealth may reduce the risk of infection and enhance patient evaluation. Healthcare expenses could be immediately reduced by Telehealth (Qian et al., 2021). Cut back on patient travel and transportation expenses.
A telemedicine consultation could replace a hospital visit or stay. Numerous procedures and programs might be economical. Technology may make it easier for more people to access healthcare. Telehealth could enhance coordination, efficiency, and home care. A revision of telehealth organization mission, value and vision statement be tailored towards the hospital’s new directional strategy. The revised mission statement will be, “Telehealth Organization will provide high quality care to the people in the community and give health care to every person in need of care with cultural sensitivity, compassion and dignity (Qian et al., 2021). The organization’s new vision will be to be the best healthcare organization in the community to provide high quality care. The value statement of the organization will be to provide treatment to all patients and their families will be regarded as partners within the culture that is founded on respect and trust.
Research indicates that the mission statement of any organization should capture the organization’s distinctive purpose for its existence (Quain, 2018). On the other hand, the vision statement should provide the mental image of what managers, employees, healthcare professionals sand other stakeholders expect the organization to be when making efforts to achieve its mission and purpose. Values are considered to be the principles that are held high by members of the said organization.
Mission, Vision and Values of the Organization
The mission, vision, values, and objectives are all included in the directives. Using a network of volunteer medical professionals and innovative technology, the mission of the organization is to use a network of volunteers to provide high-quality medical care to some of the world's poorest and most medically underserved communities. The vision of the organization will adopt state-of-the-art technology to provide unmatched health care experience as most trusted organization in healthcare industry. The core values of the Telehealth organization include the following;
Promotion of economic, social and ethnic justice
Promote health care as one of the fundamentals of human rights
Advocate for diversity and inclusion
Provide education and equity for all though partnership and collaboration.
Identifiable Gaps
The current Telehealth Organization directional strategy is geared towards providing optimal health care to its patients. The organization has implemented a different community-based health care program that does not only engage the patient but cater for the needs of the population it serves through its digital platforms, education programs and workshops. However, the success of the organization is hindered by its infrastructure (Beebe et al., 2018). Based on the organization’s TOWS matrix, three gaps can be noticed and have proven to be huge obstacle to the organization’s directional strategies. The first two gaps that are evident from the TOWS matrix in its current directional strategies are low level of funding and poor infrastructure (Al-Hussami et al., 2018). Most of the equipment and the infrastructures that the organization relies on are outdated and do not support effective functionality of the allied healthcare professionals.
Based on the analysis, the organization need to adopt a functional organizational structure. Functional structure will help the hospital to install transformational leaders that will transform the organization using new ideas that are innovative. Functional organizational structures will ensure that leaders are accountable and responsible for their actions. Functional organizational structure will also ensure that the organizational leadership embraces innovation that is highly needed in the organization. The organization is also seen not to have an effective IT system to support recruitment. For this reason, the organization is not able to hire and recruit effective and talented employees. There is a huge gap that impact success of the organization and that need to be bridged.
Hospitals that have attained strong market position in the healthcare industry who are led by leadership with a keen focus on their hospital’s future, have invested in maintenance and modernization, while some hospitals in struggling communities have been unable to keep up with the pace in the industry (Beebe et al., 2018). The solution to reduce the aforementioned gaps in directional strategy will need the organization to deliberate tactics that are focused towards increasing organization funding towards the development of the organization’s infrastructures especially related to recruitment. To fix these issues, the organization should consider establishing financial partnerships with successful multinationals whose purpose is to help it improve its quality of care and community engagement (Al-Hussami et al., 2018). Furthermore, the organization should initiate a fundraising initiative that can gather interest from successful donors, and community leaders to help it solicit funds to fund its operations.
The third gap that is a preventive to the organization’s ability to transmute its existing directional strategy into an actual one is the lack of technology amalgamation in wellness. Different departments throughout the organization lack the integration on equipment essential to fulfill the organization’s mission, vision and values (Beebe et al., 2018). Telehealth restates that its vision and value purposes are to deliver excellent service, by assimilating innovative and state of the art healthcare equipment. Studies have revealed that lack of amalgamation of equipment advancements and regulating to healthcare technological progressions delays employees in the process of providing ideal care (Al-Hussami et al., 2018). Throughout underfunding medical systems, health providers function vital investigative and treatment technology yonder its satisfactory life planetary because there are inadequate hospital resources to replace them in the process.
Strategic Goal and Direction Strategies Analysis
Analysis indicates that the current internal and external environment aligns with the new directional strategies. The mission, vision, values, and objectives are all included in the directives. Using a network of volunteer medical professionals and innovative technology, Telehealth can deliver high-quality medical care to some of the world's poorest and most medically underserved communities (Donner et al., 2021). Such helps to increase the local community's capacity and provide essential health services. Because of the expansion of the Telehealth group, all residents of South Carolina will have access to medical care. Telehealth organization’s internal environment is composed of improved financial funding, employee retention, and culture. On the other hand, its external environment that it has no control over comprises of competitors, location, and outpatient setup (Quain, 2018). The hospital’s current directional strategy is aimed at cultivating and fixing external environments such as refining community engagement, welfare, and education, rather than the whole organization’s success while infrastructure, employee retention ingenuities and growth are not catered for in the process. Consequently, the organization organizational direction should integrate a subtle balance between refining both internal and external factors (Mannion & Davies, 2018). Studies indicate that strategic growth goals create guidance on specific actions that if executed correctly can change an organization’s present state into its wanted future. Increasing the number of telehealth healthcare initiatives is one of the ways that service development works to expand access to medical care. Expanding access to Telehealth and mental health initiatives and services is one of the company's primary focuses. The group also informs and educates members of the general public and healthcare professionals to boost Telehealth's adoption.
Proposal of Changes
Based on the analysis, it is recommended that Telehealth organization should establish a foundation essential for the organization's present structure and approaches is a modification in executive leadership. Rather, executives that are vested with the responsibilities of growing the organization should not focus internally alone but externally too to achieve its set goals (Mannion & Davies, 2018). Studies have revealed that healthcare organization leadership should be made up of people perceived to be forward thinkers. Secondly, it is recommended that the organization should adopt and implement innovative and creative ideas and programs to attain its success in the near future. Without innovation, the organization is likely to lag behind and fade out of the industry due to competition. It is therefore clear that the organization need to employee visionary and transformational leaders to lead the company to a new direction that will not only help it attain its goals but help it grow and expand in the process (Quain, 2018). Visionary leadership will alter the structure of the organization and how it impalement its strategic plan and directional strategies.
Conclusion
The mission, vision and value statements of a healthcare organization provide direction and meaning through every facade of the organization. The statements place the emphasis on where the entity is heading to and what it is trying to attain. The organization will not be able to achieve its directional strategy is it has no clear mission, vision and value statements. Telehealth Organization must keep in mind that the organization’s mission, providing the foundation for planning. The organization need to understand that its vision is the destination of the organization and its directional strategy offers guidelines for achieving its key organizational success.
References
Al-Hussami, M., Hammad, S., & Alsoleihat, F. (2018). The Influence of Leadership Behavior, Organizational Commitment, Organizational Support, Subjective Career Success on Organizational Readiness for Change in Healthcare Organizations. Leadership in Health Services, 31(4), 354–370. https://doi.org/10.1108/lhs-06-2017-0031
Beebe, K., Bardwell, S., & Donna, D. (2018). A Closer Look at U.S. Healthcare Infrastructure. Health Facilities Management. https://www.hfmmagazine.com/articles/3239-a-closer-look-at-infrastructure
Mannion, R., & Davies, H. (2018). Understanding Organizational Culture for Healthcare Quality Improvement. BMJ Quality & Safety. k4907. https://doi.org/10.1136/bmj.k4907
Qian, L., Sy, L. S., Hong, V., Glenn, S. C., Ryan, D. S., Morrissette, K., Jacobsen, S. J., & Xu, S. (2021). Disparities in outpatient and telehealth visits during the COVID-19 pandemic in a large integrated health care organization: Retrospective Cohort Study (preprint). https://doi.org/10.2196/preprints.29959
Quain, S. (2018). Internal & External Factors That Affect an Organization. Azcentral. https://yourbusiness.azcentral.com/internal-external-factors-affect-organization-11641.html
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Telehealth Group TOWS Analysis
Miatta Teasley
Capella University
MHA-FPX5010 Strategic Health Care Planning
Professor Chad Moretz
December 1, ,2022
Telehealth Group TOWS Analysis
Part 1: TOWS Matrix and Analysis
TOWS Matrix
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Threats |
Opportunities |
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· Competition from other techno-based healthcare organizations in the area. · Low level growth and development programs for the human capital in in the organization leading inadequate exposure. · Lack of R & D programs in the organization resulting to low level of innovation. · Increasingly changing legal environment that may expose human resource to liabilities. · Copyright manipulation from competitors which may see the company lose its intellectual property rights. |
· The company has the opportunity to embrace high level of technology that is exposed to attain its goals. · Take advantage of the changing legal environment that allow the organization to safeguard its intellectual property rights from copyright manipulation. · Invest the large capital that the organizations into high-tech medical equipment that will enhance provision of quality care. · Invest heavily in advertisement and promotion to enhance brand awareness in the area. |
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Weaknesses |
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