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醫管策略管理 Strategic Management of Health Care Organization Week 6 (Oct 24, 2006)

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Presentation on theme: "醫管策略管理 Strategic Management of Health Care Organization Week 6 (Oct 24, 2006)"— Presentation transcript:

1 醫管策略管理 Strategic Management of Health Care Organization Week 6 (Oct 24, 2006)

2 Strategic Review Review the current mission, vision, goals and objectives of the health care organization. If these are explicit versus implicit, draft these as you think they would be given the current status of the health care organization. Session 3 The Nature of Strategic Management

3 Internal Assessment

4 Discuss the statement: --”internal strengths and weaknesses only have meaning when related to external opportunities and threats”. What does it mean when it is said that health care organization has a sustained competitive advantage?

5 SWOT Analysis Internal --strengths and weaknesses External --opportunities What is the difference between objective and subjective strengths and weaknesses? What is the difference between absolute and relative strengths and weaknesses?

6 Phases of Internal Environment Analysis ( Ⅰ ) Surveying: Identifying Potential Strengths and Weaknesses --Organizational Subsystems Inspecting: Categorizing and Rating Strengths and Weaknesses --Resources, Competencies, Capabilities

7 Phases of Internal Environment Analysis ( Ⅱ ) Assessing Value Added for Sustained Competitive Advantage --Cost Drivers --Uniqueness Drivers Competitive Advantage --Resources, Competencies and capabilities

8 Organizational Subsystems ( Ⅰ ) What are the subsystems an organization should monitor to assess its relative strengths and weaknesses? Are any of these more or less important than others? Organizational Culture --General Management Subsystem --Information Subsystem

9 Organizational Subsystems ( Ⅱ ) Organizational Culture --General Management Subsystem * Administrative Subsystem * Marketing Subsystem * Clinical Subsystem * physical Facilities Subsystem * Financial Subsystem * Human Resources --Information subsystem

10 Subsystems Strengths and Weaknesses Staff Information and intelligence Technical Capabilities Synergy Key: How the organization links or coordinates the various subsystems

11 Categorizing and Rating Strengths and Weaknesses ( Ⅰ ) Resource-based view of strategy: value, expensive-to-copy resources key to sustainable competitive advantage Resources: the stocks of human and nonhuman an factors that are available for use in producing goods and services --tangible and intangible

12 Categorizing and Rating Strengths and Weaknesses ( Ⅱ ) Competency: knowledge and skills that may be a source of sustained competitive advantage --competency is knowledge and skill based and therefore human

13 Categorizing and Rating Strengths and Weaknesses ( Ⅲ ) Capabilities: a health care organization’s ability to deploy resources and competencies, in combination, to produce services and obtain competitive advantage --perform basic functions better than competitors --make dynamic change through learning, renewal, and change over time --develop strategic insights, recognize and arrange resources and competencies to develop novel strategies

14 Competencies and Capabilities Threshold competencies --Competencies minimally required knowledge and skills necessary to compete in an area Distinctive competency --Highly developed strength that can be crucial in sustaining competitive advantage Capabilities as “collective learning” Architectural competencies --Convert resources and threshold skills into strategic assets

15 ASSIST (Assessment Internally for Strategy) Analysis ( Ⅰ ) Step 1: Identify key strategic resources, competencies, and capabilities Step 2: Each of the following questions should be answered about each resource, competency, or capability --Value --Rareness --Imitability --organization --sustainability

16 ASSIST (Assessment Internally for Strategy) Analysis ( Ⅱ ) Step 3: Assign a value between 1 and 5 for each of the questions --Adequate (1): minimum required to be in this service --Attractive (2):greater than minimum but not string advantage --Potential (3): sufficient to attract attention, important strategy consideration --Competitive (4): represents a clear competitive advantage --distinctive (5): none of your competitors can duplicate

17 Competitive Advantage Build and maintained by adding value to health care services Value is added in one of two ways: --1. Providing equal quality services at a lower cost than competitors --2. Providing higher quality services at the same cost

18 Value Chain Analysis ( Ⅰ ) What is a value chain analysis? What is the importance of this to strategic management? What is the difference between primary and support activities?

19 Value Chain Analysis ( Ⅱ ) Value System: Supplier-Organization-Customer Value is indirectly measured by the amount customers are willing to pay for the hospital’s services Value chain consists of value activities (primary and support activities) and margin Understanding the value chain allows for understanding and controlling primary cost drivers Margin: difference between total value generated (revenues) and cost of accomplishing the value activities

20 Value Chain Analysis ( Ⅲ ) Primary Value Activities --Inbound Logistics --Operations --Outbound Logistics --Marketing and Sales --Service

21 Value Chain Analysis ( Ⅳ ) Support Activities --Procurement --Technology development --Human resources management --Organizational infrastructure

22 Evaluating Competitive Advantage ( Ⅰ ) (Overcoming Limitations) The essential character of new directions in strategic thinking is the acceptance of “ an aspiration that creates, by design, a chasm between ambitions and resources.” “Stretch” is the single most important task of senior management “Stretch” is accomplished through resource leveraging-systematically setting the most possible from available resources

23 Evaluating Competitive Advantage ( Ⅱ ) (Overcoming Limitations) Leveraging: concentrating, accumulating, complementing, conserving, and recovering resources Prioritizing goals and focusing on a few things, concentrating resources Focusing on the right things: those that make the greatest impacts on the patients perceives values Integration of knowledge of external environment with understanding of organizational resources, competencies, capabilities, and aspirations.

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