6 3 Case Study
6-3 Case Study
Strategic planning refers to a course of action for outlining organizational objectives, carrying out planning to achieve those objectives, and measuring the usefulness of those strategies (Kovner & Knickman, 2011).
How will the organizational performance at Montefiore be measured?
Performance measures are important for it improves communication internally among their employees and externally between the organization, customers, and stakeholders. After all, Montefiore effective communication for their strategic planning activities is explained in their mission statement, which is to heal, to teach, to discover, and to advance the health of the community that they serve (Kovner & Knickman, 2011).
Montefiore organizational performance should be measured to justify programs and their costs that should include a measure of supply and demand. For instance, patient appointments, which supply is the total of clinician hours and non-appointments (refills and messages) and for demands, the total number of request for appointments received on any given day from both internal and external sources. Montefiore organizational performance should be measured by showing accountability of stewardship of the tax payer’s dollars to show that they are addressing the needs of the society by making progress towards goals (Kovner & Knickman, 2011).
The vision is that all organizations within the department have performance measurement systems to reinforce their planning and evaluation activities (Kovner & Knickman, 2011). Planning and evaluating activities is the responsibility of every individual within that department working together to develop valid and useful measures.
Why don’t all HCOs have strategic goals like Montefiore’s?
Unfortunately, not all health care organizations agree with strategic planning. Questions about its importance and successfulness have continued. The reason for this is that after decades of research the outcome of strategic planning
Strategic planning refers to a course of action for outlining organizational objectives, carrying out planning to achieve those objectives, and measuring the usefulness of those strategies (Kovner & Knickman, 2011).
How will the organizational performance at Montefiore be measured?
Performance measures are important for it improves communication internally among their employees and externally between the organization, customers, and stakeholders. After all, Montefiore effective communication for their strategic planning activities is explained in their mission statement, which is to heal, to teach, to discover, and to advance the health of the community that they serve (Kovner & Knickman, 2011).
Montefiore organizational performance should be measured to justify programs and their costs that should include a measure of supply and demand. For instance, patient appointments, which supply is the total of clinician hours and non-appointments (refills and messages) and for demands, the total number of request for appointments received on any given day from both internal and external sources. Montefiore organizational performance should be measured by showing accountability of stewardship of the tax payer’s dollars to show that they are addressing the needs of the society by making progress towards goals (Kovner & Knickman, 2011).
The vision is that all organizations within the department have performance measurement systems to reinforce their planning and evaluation activities (Kovner & Knickman, 2011). Planning and evaluating activities is the responsibility of every individual within that department working together to develop valid and useful measures.
Why don’t all HCOs have strategic goals like Montefiore’s?
Unfortunately, not all health care organizations agree with strategic planning. Questions about its importance and successfulness have continued. The reason for this is that after decades of research the outcome of strategic planning
References: Kovner, A. R., & Knickman, J. R. (2011). Jonas & Kovner 's Health Care Delivery in the United States (10th ed.). New York, NY: Springer.