Five part organizational analysis

Conduct a five part organizational analysis of a health care organization of your choosing. There is no page limit for this assessment; provide as much detail and information as possible in a direct and concise way.

Note: The assessments in this course build upon each other. Therefore, you are strongly encouraged to complete them in the order in which they are presented.

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This assessment challenges you to articulate how an organization can best implement the Affordable Care Act to optimize outcomes.

 

This is a series of 4 assignments. They build off each other.

 

Required Deliverables

Parts 1–3 of this five part assessment will guide the recommendations you make in Part 4, and help determine what form of leadership is needed in Part 5.

• Part 1: SWOT (Strengths, Weaknesses, Opportunities, Threats) or PEST (Political, Economic, Socio-cultural, Technological) Analysis Table.
• Part 2: Brief Organizational Assessment Narrative and Organizational Scorecard Table.
• Part 3: Brief Gap Analysis Narrative and Gap Analysis Table.
• Part 4: Executive Briefing Report.
• Part 5: Brief Leadership Implications Narrative.

Preparation

Before you create and submit your Deliverables, select a familiar health care organization to use in each assessment in this course. Choose the organization where you currently work, an organization where you have previously worked, or an organization where you might like to work in the future.

Directions

Conduct an organizational analysis for your selected organization. Incorporate each of the following parts and be sure you carefully read the requirements for each.

Part 1: Environmental Assessment

Conduct a brief environmental analysis using a tool such as SWOT or PEST and summarize your findings in table format. You may choose to do both a SWOT and a PEST (or other) analysis, but you are only required to do one. Include impact from the Affordable Care Act in your analysis.

Part 2: Organizational Assessment

Create a table based on your internal analysis of the organization’s mission, vision, values, culture, and strategic direction. Then, write a brief narrative in which you explain the organization’s mission, vision, values, and culture, as well as the current strategic direction.

• Apply a framework such as the organizational, or balanced, scorecard to measure performance relative to the strategy. Indicate if the strategy fits the external environment.
• You may use any table format you wish, but be sure you include 1–2 priority performance indicators, internal benchmarks or targets (be sure you include financial and quality targets), and the four categories.

Note: Part 2 is comprised of your brief narrative and the organizational scorecard in table format.

Part 3: Gap Identification

Select 1–2 priority performance indicators within each of the four major categories: business operations, finance, customer satisfaction, and organizational learning and growth.

• Identify the performance measurements and internal benchmarks or targets for each of the priority performance indicators. Be sure you include financial and quality targets. Use a table similar to the organizational scorecard to identify the gaps between desired and actual performance. Be sure you integrate the strategic direction and scorecard into your gap identification.
• Conduct a gap analysis of actual to benchmark or target outcomes. Refer to and integrate the organizational strategic direction and scorecard. Briefly explain any additional gaps you identified between stated organizational values and actual culture.

Note: Part 3 is comprised of your gap identification table and a brief narrative.

Part 4: Leadership Recommendation

Write an executive briefing report in which you clearly and concisely outline evidence-based recommendations to close the identified gaps and better align with organizational strategy and targets.

• Include within your recommendations the resources that will be needed, such as human, financial, technical, and so on. Be sure that you reference your resources to support your recommendations. Keep in mind that this is an executive briefing report; you want to be thorough while still being concise.
• Reference a minimum of five resources in this assessment. Look for professional, scholarly research articles on improving performance in health care organizations, how the Affordable Care Act is affecting health care organizations, and other related topics to use in guiding the recommendations you will make to close the gaps you have identified.

Part 5: Leadership Implications

Write a brief narrative in which you explain the role of the organization’s leader with regard to shaping strategic direction, aligning organizational values and culture, and managing change. What are the critical success competencies needed to achieve desired organizational outcomes? Cite your resources to support your statements.

Additional Requirements

• Structure: Include a title page, table of contents, and reference page.
• Length: There is no required number of pages. Your length will vary depending on the organization you use. Begin each part of the briefing report on a new page. Your goal—and your challenge—is to provide as much detail and information as possible in a direct and concise way.
• References: Cite at least five current scholarly or professional resources.
• Format: Use APA style for citations and references only. Otherwise, follow the formatting and style conventions of an executive briefing report. Use headings and subheadings as appropriate for a professional document.
• Font: Times New Roman font, 12 point.

 

 

Suggested Resources

The resources provided here are optional and support the assessment. They provide helpful information about the topics. You may use other resources of your choice to prepare for this assessment; however, you will need to ensure that they are appropriate, credible, and valid. The Organizational Leadership and Governance Library Guide can help direct your research. The Supplemental Resources and Research Resources, both linked from the left navigation menu in your courseroom, provide additional resources to help support you.

Accountable Care Organizations

• McWilliams, J. M., Chernew, M. E., Landon, B. E., & Schwartz, A. L. (2015). Performance differences in year 1 of pioneer accountable care organizations. The New England Journal of Medicine, 372(20), 1927–1936.
  • This article examines the differences in Medicare spending between ACOs and non-ACOs after one year.
• McWilliams, J. M., Hatfield, L. A., Chernew, M. E., Landon, B. E., & Schwartz, A. L. (2016). Early performance of accountable care organizations in Medicare. The New England Journal of Medicine, 374(24), 2357–2366.
  • This article examines the impacts that becoming an ACO had on organizations.

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Gap Analysis

• Beauvais, A. M., Kazer, M. W., Aronson, B., Conlon, S. E., Forte, P., Fries, K. S., . . . Sundean, L. J. (2017). After the gap analysis: Education and practice changes to prepare nurses of the future. Nursing Education Perspectives, 38(5), 250–254.
  • This article illustrates how a gap analysis can be acted upon to drive improvements and close identified gaps.

Organizational Analysis and Improvement

• Höög, E., Lysholm, J., Garvare, R., Weinehall, L., & Nyström, M. E. (2016). Quality improvement in large healthcare organizations. Journal of Health Organization and Management, 30(1), 133–153.
  • This article illustrates how quality improvement in large health care organizations can be undertaken and accomplished.

Leadership

These chapters in this text help to describe leadership theory and leadership styles along with competencies associated with health care quality.

• Ledlow, G. R., & Stephens, J. H. (2018). Leadership for health professionals: Theories, skills, and applications (3rd ed.). Burlington, MA: Jones and Bartlett. Available in the courseroom via the VitalSource Bookshelf link.
  • Chapter 1, “Leadership Thought,” on pages 1–21.
  • Chapter 6, “Leadership Competence II: Application of Skills, Tools, and Abilities,” on pages 136–157.

These chapters in the Rubino text define leadership behaviors and help promote the importance of cultural competence.

• Rubino, L. G., Esparza, S. J., & Reid Chassiakos, Y. S. (2020). New leadership for today’s health care professionals: Concepts and cases(2nd ed.). Burlington, MA: Jones & Bartlett Learning. Available in the courseroom via the VitalSource Bookshelf link.
  • Chapter 3, “The Culturally Competent Leader,” on pages 50–64.
  • Chapter 4, “Creating a Culture of Professionalism,” on pages 69–83.
• Core, A. (2014). Teams-Success under stress. Journal for Quality and Participation, 37(3), 30–33.
  • This article briefly examines strategies to help teams succeed when under stress.
• Cowan, L. D. (2014). E-Leadership: Leading in a virtual environment – Guiding principles for nurse leaders. Nursing Economics, 32(6), 312–319, 322.
  • This article examines strategies for leading in remote and online environments.

Health Care Finance

• Healthcare Financial Management Association.(2018). Retrieved from http://www.hfma.org
  • Home page for the professional association for managers and leaders in health care finance fields.
• Neprash, H. T., Wallace, J., Chernew, M. E., McWilliams, J. M. (2015). Measuring prices in health care markets using commercial claims data. Health Services Research, 50(6), 2037–2047.
  • This article presents an analysis of prices for health care services using a number of methods.