The selected healthcare organization for this exercise is a nursing home. This organization “offers effective care to individuals who cannot cope with their daily activities” (Ginter, Duncan, & Swayne, 2013, p. 28). The best value-added service that can support many patients is the provision of quality nursing services. The caregivers in the facility will work hard in order to offer quality care. This approach will make the nursing home competitive. This value-added service will ensure every client receives the best care.
This new practice requires the best value-added support strategies. These strategies will ensure the proposed value-added service becomes a reality. The first strategy is the use of powerful resources. The nursing home “can introduce better strategic resources in order to support the targeted value-added service” (Ginter et al., 2013, p. 37). Some resources include “new technologies, financial support, medical equipment, and competent caregivers” (Spaho, 2013, p. 107).
The institution can also improve its organizational structure. This approach will transform the functional aspects of the institution. Every manager should support the proposed structure. The new structure will ensure the facility delivers quality nursing care.
The next important practice is evaluating the equipment aspects of the targeted organization. This practice is necessary whenever implementing a value-added support strategy. To begin, managers should “evaluate such facilities in order to identify the current gap” (Hellriegel & Slocum, 2010, p. 42). This practice will identify “the areas for improvement” (Ginter et al., 2013, p. 76). The other reason why mangers should evaluate the facilities is to understand the competencies of the institutions. This approach will ensure the facility improves its medical equipment. The third reason is to ensure its medical equipment and facilities are effective. This practice will ensure the institution embraces the best value-added support strategies.
Strategy and Culture
There is a powerful connection between a facility’s culture and its structure. The organizational structure of an institution will determine the culture embraced its employees. The structure “governs every activity and behavior in an organization” (Spaho, 2013, p. 109). A positive structure will ensure every employee interacts with one another. These caregivers will also develop new teams in order to offer the best medical care.
The structure will also produce the best organizational culture. This practice will ensure the targeted institution achieves its goals. The institution will also support every proposed strategy. For example, a nursing home with competent Family Nurse Practitioners (FNPs) will have the best organizational structure. These FNPs will empower and mentor their nurses. A positive culture will emerge thus supporting every value-added service. The established culture will also ensure the nursing home offers evidence-based care to its clients (Spaho, 2013).
Some factors of an organization’s culture can support different goals. A positive culture will make it easier for many nursing intuitions to implement new strategies. The first factor of an organization’s culture is teamwork. This practice will ensure every facility implements new practices. The caregivers will have similar ideas in order to achieve their goals. The other factor is the issue of organizational behavior. A positive behavior emerges whenever there is a proper organizational culture. This behavior is characterized by “decision-making, problem-solving, and effective communication” (Ginter et al., 2013, p. 89).
These practices will ensure the targeted institution implements new strategies. A proper organizational culture will also produce the best values. The individuals in the targeted facility will share similar values in order to achieve their potentials. These values “include teamwork, collaboration, empathy, sympathy, integrity, and duty” (Wong & Beglaryan, 2004, p. 37). Such values will support every organizational strategy.
Ginter, P., Duncan, J., & Swayne, L. (2013). Strategic Management of Health Care Organizations. San Francisco, CA: Jossey-Bass.
Hellriegel, D., & Slocum, J. (2010). Organizational behavior. Mason, OH: Cengage Learning.
Spaho, K. (2013). Organizational Communication and Conflict Management. Management, 18(1), 103-118.
Wong, J., & Beglaryan, H. (2004). Strategies for Hospitals to Improve Patient Safety: A Review of the Research. The Change Foundation, 1(1), 1-48.