Strategic management is key in any business organization to sustain competitiveness. It involves drafting, implementation, and assessment of cross-functional frameworks to enable an organization to achieve short-term and long-term goals (Ravaghi et al., 2020; Al-Momani, 2018). In a healthcare organization, the process could be triggered by changes in internal and external environments, such as epidemiological and population changes. Internal transitions cold be technological, financial, health demands, and hospital regulations. They prompt managers to implement strategic plans following organizational objectives, mission, and vision (Rahimi et al., 2017). On this note, the healthcare facility discussed in this project has faced economic, social, technologic, political and competitive changes affecting its operations. This paper discusses how multidisciplinary management training will address these issues to maintain the facility’s integrity
Multidisciplinary Management Training
The ultimate solution identified is multidisciplinary management training to save the declining health care system. Essentially, a six-month period training is crucial for the executive teams to learn health management. It is suggested that the process entails two-day modules aimed at learning wellness information management, basic health management, total quality management, and hospital management (Ravaghi et al, 2020). A day is scheduled for group participation, while one and a half days are meant for personal assessments. In basic health management, the managers will learn leadership functions, specifics of managing healthcare facilities (Almomani, 2018). They will learn how to utilize basic healthcare management frameworks such as strategic plan development, and SWOT analysis to run the organization.
Health management module will require all executive teams to prepare a draft of SWOT analysis for the hospital. Expert trainers will respond to them online and directly regarding their ability to develop hospital strategic plans and SWOT analyses. The management team will be provided with examples of hospital strengths, weakness, opportunities, and threats (see table 1) and they will formulate by analyzing the facility’s technical resources, employees, finances, management, activities, and clients. Afterwards, they will choose the best SWOT strategy to implement in their health facility. The managers will be taught about the mobilization strategy, which will enable them to maximize opportunities and strengths, as well as the investment/divestment framework to devise the measures that will reduce the hospital’s threats and weaknesses.
Table 1. SWOT Analysis for Guidance
Furthermore, the hospital management course will be vital to develop the facility’s leadership capacity to run the hospital. The executive team will under a training on evaluating hospital performance, employee compensation, social marketing and organizational modalities (Rahimi et al., 2017). Similarly, health data and total quality management courses will help them to assess information flow in the hospital, quality indicators, record management systems, and computerized learning. 12 months later, the health facility will be assessed based on the completed training modules.
Evaluation Process
External reviewers will assess the training outcomes, and they were experts in management and international training, apart from having strong experience in healthcare systems. They will evaluate the strategic plans and SWOT analyses prepared by the management team before and after the training. The assessment will also check compliance with the hospital’s objectives, mission, vision, and action plans. Identified management competencies will be ranked on the Likert scale between level 1-5, representing excellent and very poor. Regarding SWOT analysis, external reviewers will rate issues from the least to the most important, and identify and clarify the clinic’s strategies. They will assess whether the facility’s objectives are specific, measurable, achievable, reliable, time-bound, flexible, and verifiable.
Moreover, the assessors will evaluate the mission and vision addressing client orientation, as well as organizational culture and values. Lastly, they will assess the hospital’s action plan according to staff responsibility, medical activities, realistic budgeting, and patient outcomes. The hospital’s setting is in a transitional state with little modern management expertise. Therefore, the assessors will determine whether setting their missions, vision, and action plans adhere to existing legislations and other rules of the hospital’s political environment. They will advise management staff on the importance of benchmarking and regular observance of quality indicators to remedy challenges.
Conclusion
This report aimed to elaborate multidisciplinary management training as a method of mitigating economic, social, technologic, political and competitive challenges affecting a hospital’s operations. It was suggested that the management team undergoes a six-month training to develop health management competence. The process shall entail intensive learning of health information management, document management, and hospital management. It will be crucial to include strategic plans formulation and implementation in a hospital, as well as how to develop and regularly work according a SWOT analysis to run the organization. Assessors will emphasize that managers predominantly adhere to legal obligations to avoid political issues.
References
Al-Momani, M. (2018). Exploring characteristics and perceptions of private hospital physician managers regarding their management training needs. Biomedical Research-tokyo, 29(8), 1712-1717.
Rahimi, H., Kavosi, Z., Shojaei, P., & Kharazmi, E. (2017). Key performance indicators in hospital based on balanced scorecard model. Journal of Health Management & Informatics, 4(1), 17-24.
Ravaghi, H., Beyranvand, T., Mannion, R., Alijanzadeh, M., Aryankhesal, A., & Bélorgeot, V.D. (2020). Effectiveness of training and educational programs for hospital managers: A systematic review. Health services management research, 951484820971460.