NURS 6053 Module 1 Healthcare Environment Essay
Environment analysis refers to a strategic tool used to evaluate the internal and external components that affect the performance of an organization (Ginter, Duncan & Swayne, 2018). The internal components cover the strength and weaknesses of a business while the external components cover the threats and opportunities outside an organization. The aim of this paper is to analyze the Meridian Health Organization to ensure that the hospital meets its mission, vision and quality policy. The vision of the hospital is to be an affordable, accessible and an optimal healthcare provider while the mission is to offer accessible, affordable and optimal quality healthcare to community members. The hospital also has a quality policy that aims at offering value-added innovative, consistent and continuously improving medical and health care services that have positive clinical outcomes and enhances patient safety and patient satisfaction.
Internal Environment Analysis
Meridian Health Care Strengths
The hospital boasts of qualified medical and non-medical staff, it is technology-driven and offers quality patient care. The hospital equally has a good infrastructure and the management support is efficient. The firm has backup from Lifeline Group and 24 hours ambulance services. The location, 24/7 business model used, well equipped medical call center, multiple payment options, excellent customer service culture and continuous training of the workforce are also the strengths possessed by the hospital (Lewis & Pflum, 2015). The financial strengths of the hospital are the clientele base and business network and they have also partnered with Health Maintenance Organizations HMOs and Medicare insurance companies. The hospital also has a service fee structure set in a manner that it accommodates patients who pay via health insurance and from their pockets. The firm can boast of assurance of continuous generation of income. In terms of customer strengths the hospital expects continued growth from general referrals and those from Medicare insurance companies and HMOs (Mehdizadeh, Dopeykar, Gol-Alizadeh, & Yaghoubi, 2016). Lastly, the hospital has internal strengths like ability to manage various sicknesses and execute various surgical procedures. The firm can access top consultants in varying fields in the healthcare industry.
Meridian Health Weaknesses
In terms of weakness, the major areas of concern for any hospital are the huge amount of cash needed to purchase top medical equipment and outsource services of the best consultants in the industry (Weimann & Weimann, 2017). Meridian Health perceived weakness is the capacity to get the needed cash to handle the outlined concerns. However, in terms of financial weaknesses, the hospital services are cyclical and thus customers may be subjected to market whims. Secondly, customer weaknesses revolve around the inability to leverage on economy of scales and beating down the prices of services and products (Ginter, Duncan & Swayne, 2018). The hospital would want to offer the lowest prices to their customers but they can manage due to the economy of scales.
Internal weaknesses of the hospital are that the hospital is new and it is trying to create an impact that outlines its presence in the health care industry. The hospital has also not managed to streamline its database especially the one-touch call resolution used for customer service. Further, the hospital has a shortage of physicians, negligence attitude of staff, shortage of key departments like gynecology, pharmacy supplies are limited and patients have to wait longer for consultation. The learning and growth weakness within the hospital is that it has not managed to secure services of the best consultants because they prefer to go to the highest bidder. The hospital is still new which reduce its ability to compete with the already established hospitals in the region and thus cannot attract and hire senior consultants who have already made names in the healthcare industry (Büchner, Hinz & Schreyögg, 2016).
External Environment Analysis
Meridian Health Opportunities
For any healthcare organizations, there are unlimited opportunities because medical clinics handle not only people who are sick and need treatment but also the general population. People who are not sick have to undergo regular routine medical checkups, which makes it essential for any hospital to position itself in a way it can leverage these opportunities (Terzic-Supic et al., 2015). Meridian Health has various opportunities like increasing emergency referrals, adding doctors in various departments, introducing the staff satisfaction survey, coming up with a community education program and adopting new technical equipment. In terms of financial opportunities, the hospital can enhance finances by introducing a new service line. The hospital can adopt alternate medicine when managing some ailments which will increase customer retention. Additionally, it can launch its services in different geographical areas through franchising and opening hospital facilities (Saebi, Lien, & Foss, 2017).
The customer opportunities that exists for the company is the large pool of customers. To attract these customers, the hospital has to enhance its online interface, cross-sell related health products, and ensure that it understands the customer needs and how to meet them. The internal opportunities that exist are linked to the already established processes. The processes will be used to support the future of the business through continually improving them. For instance, the hospital can partner with teaching hospitals and specialists in the city and outside the city (Terzic-Supic et al., 2015). Lastly, Meridian Health have learning and growth opportunities. The hospital can offer cross-training opportunities to its staff as well as develop seasonal vocational sponsorship packages. The two approach will enhance its corporate culture and increase staff retention.
Meridian Health Threats
The hospital anticipates that an unstable federal reimbursement model is a threat to its operations because the current regulatory environment is uncertain. The federal funding for Medicare and Medicaid has increased, which has in turn increased reimbursement pressure and regulatory uncertainty becoming a threat to any hospital operations (Cebeci, 2018). Other threats that exist is the likelihood of new bigger and well established healthcare center, hospital or medical clinic near Meridian Health. The hospital also finds it hard to retain its physicians and deal with new tariffs from insurance companies. In terms of financial threats, the hospital expects to face low-cost competitors, new entrant into the market space or even an overseas player starting business in the region which would mean customer sharing and reduction for the hospital (Chai et al., 2018).
Apart from financial threats, the hospital expects customer threats like competitors offering zero-fee checking or free medical treatment. Since Meridian Health is establishing itself, it cannot manage to offer such services and thus some of the customers would opt to go to the hospital that offers the free incentives. Internal threats are expected especially revolving around natural medicine and treatment. The hospital has not planned to partner with alternative service providers like Naturopathy clinics, Ayurveda clinics and chiropractic clinics. Lack of such a plan is a serious threat because consumers are shifting to alternate medicine and embracing natural medicine and treatment (Cebeci, 2018). The learning and growth threats expected concern technology. In healthcare, technology tends to become obsolete which reduce the drive for continuous learning and a need to adopt new technology. The hospital may not be able to train staff on new technology and obsolete technology means lost resources and capabilities which may hamper the hospital operations.
Conclusion
Environmental analysis helps in revealing the external and internal factors that affect an organization performance. As outlined above, internal factors are seen as strength and weaknesses of an organization while external factors are threats and opportunities an organization faces. The analysis above is crucial because it will help Meridian Health align its strategy around the established strengths, weaknesses, opportunities and threats. The hospital will be able to execute measures that will help in tracking the weakness and seizing the available opportunities. For instance, the hospital will have to use its available strengths to ensure that it gets the financial strength required. Maintaining the clientele base is one of the approaches that will be used as well as strengthening the partnership with insurance companies and HMOs. The hospital is also in a position to eliminate the established weaknesses like hiring of best consultants by using the financial power achieved from leveraging the hospital strengths. Seizing the available opportunities is another tactic that will offer the hospital competitive advantage. Some of these opportunities are introducing a new service line and offering cross-training to the staff to increase retention. Lastly, the hospital is also able to reduce the threats available by offering what the consumers require and adopting technologies that last a lifetime. The environmental analysis is essential in helping an organization understand its position in the market and learn the available loopholes that may limit its survival.
References
Büchner, V. A., Hinz, V., & Schreyögg, J. (2016). Health systems: changes in hospital efficiency and profitability. Health care management science, 19(2), 130-143.
Cebeci, U. (2018). Building hospital balanced scorecard by using decision support approach. IIOAB Journal, 9(6), 42-47.
Chai, B., Gong, H., Gao, H., Dong, X. U., Ding, S., Liu, L., & Hou, J. (2018). A SWOT analysis and development thinking on the status of scientific research in county level public hospitals. Chinese Journal of Medical Science Research Management, 31(3), 239-240.
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care organizations. John Wiley & Sons.
Lewis, M. S., & Pflum, K. E. (2015). Diagnosing hospital system bargaining power in managed care networks. American Economic Journal: Economic Policy, 7(1), 243-74.
Mehdizadeh, P., Dopeykar, N., Gol-Alizadeh, E., & Yaghoubi, M. (2016). The status of outsourcing services in a specialized Tehran hospital using SWOT. Hospital Practices and Research, 1(3), 95-99.
Saebi, T., Lien, L., & Foss, N. J. (2017). What drives business model adaptation? The impact of opportunities, threats and strategic orientation. Long range planning, 50(5), 567-581.
Terzic-Supic, Z., Bjegovic-Mikanovic, V., Vukovic, D., Santric-Milicevic, M., Marinkovic, J., Vasic, V., & Laaser, U. (2015). Training hospital managers for strategic planning and management: a prospective study. BMC medical education, 15(1), 25.
Weimann, E., & Weimann, P. (2017). High performance in hospital management: A guideline for developing and developed countries. Springer.
Laureate Education (Producer). (2018). The Healthcare Environment [Video file]. Baltimore, MD: Author.
Learning Objectives
Students will:
- Analyze current national healthcare issues/stressors
- Analyze the impact of national healthcare issues/stressors on healthcare organizations
- Analyze strategies for addressing national healthcare issues/stressors
| Due By | Assignment |
| Week 1, Days 1–2 | Read the Learning Resources. Compose your initial Discussion post. |
| Week 1, Day 3 | Post your initial Discussion post. Begin to compose your Assignment. |
| Week 1, Days 4-5 | Review peer Discussion posts. Compose your peer Discussion responses. Continue to compose your Assignment. |
| Week 1, Day 6 | Post two peer Discussion responses. |
| Week 2, Days 1–6 | Continue to compose your Assignment. |
| Week 2, Day 7 | Deadline to submit your Assignment. |
Learning Resources
Required Readings
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
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NURS 6053 Module 1 Healthcare Environment Essay Chapter 2, “Transformational Leadership: Complexity, Change, and Strategic Planning” (pp. 34–62)
- Chapter 3, “Current Challenges in Complex Health Care Organizations and the Quadruple Aim” (pp. 66–97)
Read any TWO of the following (plus TWO additional readings on your selected issue):
https://human-resources-health.biomedcentral.com/track/pdf/10.1186/s12960-016-0154-3
Required Media
Laureate Education (Producer). (2015). Leading in Healthcare Organizations of the Future [Video file]. Baltimore, MD: Author.
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NURS 6053 Module 1 Healthcare Environment Essay Rubric Detail
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Content
Name: NURS_6053_Module01_Week01_Discussion_Rubric
| Excellent | Good | Fair | Poor | ||
| Main Posting | Points Range: 45 (45%) – 50 (50%)
Answers all parts of the discussion question(s) expectations with reflective critical analysis and synthesis of knowledge gained from the course readings for the module and current credible sources.
Supported by at least three current, credible sources.
Written clearly and concisely with no grammatical or spelling errors and fully adheres to current APA manual writing rules and style. |
Points Range: 40 (40%) – 44 (44%)
Responds to the discussion question(s) and is reflective with critical analysis and synthesis of knowledge gained from the course readings for the module.
At least 75% of post has exceptional depth and breadth.
Supported by at least three credible sources.
Written clearly and concisely with one or no grammatical or spelling errors and fully adheres to current APA manual writing rules and style. |
Points Range: 35 (35%) – 39 (39%)
Responds to some of the discussion question(s).
One or two criteria are not addressed or are superficially addressed.
Is somewhat lacking reflection and critical analysis and synthesis.
Somewhat represents knowledge gained from the course readings for the module.
Post is cited with two credible sources.
Written somewhat concisely; may contain more than two spelling or grammatical errors.
Contains some APA formatting errors. |
Points Range: 0 (0%) – 34 (34%)
Does not respond to the discussion question(s) adequately.
Lacks depth or superficially addresses criteria.
Lacks reflection and critical analysis and synthesis.
Does not represent knowledge gained from the course readings for the module.
Contains only one or no credible sources.
Not written clearly or concisely.
Contains more than two spelling or grammatical errors.
Does not adhere to current APA manual writing rules and style. |
|
| Main Post: Timeliness | Points Range: 10 (10%) – 10 (10%)
Posts main post by day 3. |
Points Range: 0 (0%) – 0 (0%) | Points Range: 0 (0%) – 0 (0%) | Points Range: 0 (0%) – 0 (0%)
Does not post by day 3. |
|
| First Response | Points Range: 17 (17%) – 18 (18%)
Response exhibits synthesis, critical thinking, and application to practice settings.
Responds fully to questions posed by faculty.
Provides clear, concise opinions and ideas that are supported by at least two scholarly sources.
Demonstrates synthesis and understanding of learning objectives.
Communication is professional and respectful to colleagues.
Responses to faculty questions are fully answered, if posed.
Response is effectively written in standard, edited English. |
Points Range: 15 (15%) – 16 (16%)
Response exhibits critical thinking and application to practice settings.
Communication is professional and respectful to colleagues.
Responses to faculty questions are answered, if posed.
Provides clear, concise opinions and ideas that are supported by two or more credible sources.
Response is effectively written in standard, edited English. |
Points Range: 13 (13%) – 14 (14%)
Response is on topic and may have some depth.
Responses posted in the discussion may lack effective professional communication.
Responses to faculty questions are somewhat answered, if posed.
Response may lack clear, concise opinions and ideas, and a few or no credible sources are cited. |
Points Range: 0 (0%) – 12 (12%)
Response may not be on topic and lacks depth.
Responses posted in the discussion lack effective professional communication.
Responses to faculty questions are missing.
No credible sources are cited. |
|
| Second Response | Points Range: 16 (16%) – 17 (17%)
Response exhibits synthesis, critical thinking, and application to practice settings.
Responds fully to questions posed by faculty.
Provides clear, concise opinions and ideas that are supported by at least two scholarly sources.
Demonstrates synthesis and understanding of learning objectives.
Communication is professional and respectful to colleagues.
Responses to faculty questions are fully answered, if posed.
Response is effectively written in standard, edited English. |
Points Range: 14 (14%) – 15 (15%)
Response exhibits critical thinking and application to practice settings.
Communication is professional and respectful to colleagues.
Responses to faculty questions are answered, if posed.
Provides clear, concise opinions and ideas that are supported by two or more credible sources.
Response is effectively written in standard, edited English. |
Points Range: 12 (12%) – 13 (13%)
Response is on topic and may have some depth.
Responses posted in the discussion may lack effective professional communication.
Responses to faculty questions are somewhat answered, if posed.
Response may lack clear, concise opinions and ideas, and a few or no credible sources are cited. |
Points Range: 0 (0%) – 11 (11%)
Response may not be on topic and lacks depth.
Responses posted in the discussion lack effective professional communication.
Responses to faculty questions are missing.
No credible sources are cited. |
|
| Participation | Points Range: 5 (5%) – 5 (5%)
Meets requirements for participation by posting on three different days. |
Points Range: 0 (0%) – 0 (0%) | Points Range: 0 (0%) – 0 (0%) | Points Range: 0 (0%) – 0 (0%)
Does not meet requirements for participation by posting on 3 different days. |
|
| Total Points: 100 | |||||