Research Paper Help on Healthcare: Strategic Concepts

Healthcare: Strategic Concepts

Strategic planning aims at helping organizations to obtain results and improve performance to achieve goals and objectives within a changing working environment. According to Gregory and Amy, the main concept in strategic planning involves understanding the organization. This concept involves various practices including defining organizational issues and opportunities (Gregory & Amy, 2010). This practice ensures the organization utilizes available resources and opportunities to meet and fulfill its goals and objectives. The second practice involves robust diagnosis of issues hindering the firm from achieving goals and objectives. The research and development organization should therefore identify issues hindering development of the new drug in order to devise and implement viable solutions. Subsequently, the organization ought to acquire the right people and talent to achieve positive changes in efforts to research and develop the new drug (Rosalia, María & Fernando, 2010).

Strategic barriers depending on the environment can hinder the organization from developing the new drug. For example, result-oriented performance levels within healthcare sector ought to be monitored. This ensures they are effectively and efficiently allied towards research and development of a new drug. Consequently, instruments should also be mobilized and utilized to implement positive changes in the healthcare sector (Oliver, 2008). The following barriers however hinder strategic planning processes. Uncertainty hinders introduction of new ideas and opportunities. More so, lack of timely preparations among stakeholders can hinder the research organization from developing and supplying the new drug across healthcare institutions and pharmaceutical companies. Uncertainty can therefore hinder the research organization and the board of directors from introducing the new drug across the healthcare sector.

Subsequent barrier involves lack of sufficient resources to research and develop the new drug. The research organization requires adequate resources in order for the new drug to meet its facilitators’ expectations. Thus, sufficient resources and manpower are vital as they compliment researchers’ skills, knowledge, and use of technology. Lastly, productivity barrier hinders morale, creativity, and motivation among researchers. Researchers lack support, encouragement, and accountability ensuring their decision and actions are allied towards research and development of the new drug. Lack of flexible working hours as well as decision making and communication processes can therefore hinder researchers from achieving intrinsic and extrinsic rewards. Productivity barrier can therefore lead to development of a low quality and sub-standardized drug (Alaric, 2011).

The board of directors can however overcome these barriers. Foremost, it ought to assist researchers at the research and development organization to adopt measures hindering them from creating the new drug. To overcome the uncertainty barrier, defining the strategic goal is vital. The board of directors and the research organization should therefore define diverse measures to research and develop the drug. More so, they ought to list alternative strategies aimed at achieving the identified strategic goal of developing a new drug. Consequently, they should choose and prioritize the best strategic choice capable of meeting and fulfilling the identified goal allied to healthcare (Pudlowski, 2011).

With regards to limited resources, the research and development organization ought to identify crucial but limited resources. This is important in order to identify applicable measures to ensure the resources are resources are utilized effectively and efficiently. More so, factors leading to availability of limited resources can be identified. Consequently, board of directors can focus on applicable and reliable measures to build and maximize the resources. This is a supportive measure encouraging and motivating researchers at the organization to undertake the strategic initiative to develop the new drug effectively and efficiently. This measure can therefore solve productivity barrier. Flexible decision making processes ensuring researchers feel valuable to create a feeling of vested interest in developing a new drug can also solve productivity barrier (Kaufman, 2011).

Researchers’ opinions, ideas, feelings, and initiatives should also be respected and valued. Thus, they should neither be ignored nor as rejected. As a result, a simple, clear, consistent, and continuous mode of communication should be maintained within the research and development organization. This ensures ideas, messages, and opinions are passed across multiple communication forums. Consequently, researchers and developers can work together in developing a new, high quality and standardized drug the healthcare sector can utilize to improve lives (Bilheimer & Colby, 2001).

References

Alaric, H. R. (2011). An Assessment of Four Key Strategic Planning Barriers and How to Mitigate or Reduce Them and Their Effects, Department of Political Science, Texas State University.

Bilheimer, L., & Colby, D. (2001). Expanding Coverage: Reflections on Recent Efforts, Health Affairs Journal, 20(1): 83-95.

Gregory, K., & Amy, K. (2010). Designing Strategic Organizations: The New Work of Executives and HR, People and Strategy Review, 33(3): 14-21.

Kaufman, N. (2011). Three “Brutal Facts” That Provide Strategic Direction for Healthcare Delivery Systems: Preparing for the End of the Healthcare Bubble, Journal of Healthcare Management, 56(3): 163-168.

Oliver, R. (2008). Problems and Barriers to Strategic Planning, Economics and Organization of Enterprise Review, 1(1): 3-11.

Pudlowski, E. (2011). Defining the Road Ahead: Thinking Strategically in the New Era of Health Care Reform, Benefits Quarterly, 27(1): 34-41.

Rosalia, A., María, T., & Fernando, J. (2010). How Middle Managers Contribute to Strategy Formation Process: Connection of Strategy Processes and Strategy Practices, University of Valencia.