Developing an organizational overall strategic plan requires an in-depth analysis of all the fundamental and intrinsic aspects at play within the firm. Such elements include core values, mission and vision statements, and the likely impact and contribution of each stakeholder. This paper aims to identify and explain each of the aspects mentioned above in regards to Cross Senior Care homes, the overall value they contribute to the facility and society at large: first, examining the hospice’s core values.
Core Values
Graber & Kilpatrick (2008) define human values as the fundamental and enduring belief concerning a specified way of conduct, which is socially preferable. Thus, they argued that individual values combine to create a value system- enduring organizational beliefs that prescribe the acceptable mode of conduct necessary for achieving a specified objective. An assessment of the Cross Senior homes reveals an organization centered on six fundamental values, namely dedication, excellence, courtesy, professionalism, teamwork, and flexibility (Cross Senior Care, 2018).
First, all the members of the organization dedicated to the only goal of providing the best available quality of care to all the patients who visit the facility- dedication to help and provide excellent services (Cross Senior Care, 2018). Next, whether a support staff, nurse, or administrator, all team within the facility are expected to maintain courtesy when dealing with patients or fellow employees regardless of the position one holds in the hospital. Besides, every member of the organization should embrace teamwork and maintain professional relationships with peers at all times in the course of their work. Further, the clinic expects its staff to continually explore a way to improve the quality of service delivery to meet the changing needs and preference of customers.
It is worthwhile to note the deeply held values of Cross Senior Care homes contribute immensely to the overall standards of care accorded to patients and family members whose loved ones admitted in the facility. Moreover, the values dictate the behaviors of every staff member within the facility and the nature of relationships maintained. Lastly, to outside world, the facility stands as a beacon of hope where various hospitals and organizations can emulate their practices and ideas.
Mission and Vision Statement
A mission statement is a list of the courses of action an organization intends to undertake to reach the desired outcome (Graber & Kilpatrick, 2008). Most often, a good mission entails an organization’s core values. Vision, on the other hand, is the desired picture the hospital intends to be in the future Cross Senior Care homes mission can outline as “Dedication to provide the excellence and dispense the best possible quality of healthcare”, the statement goes ahead to underpin availability of a team of adequate well-trained nurses and hospital beds to cater for 120 patients (Cross Senior Care, 2018). The vision of the facility is to achieve the highest possible rehabilitative potential in a clean, loving and healthy environment
The hospital's mission statement aligns with its core values. For instance, from the mission core values such as excellence, dedication, professionalism, and courtesy are evident. Besides, the mission does not lay particular emphasis on a single nurse or member or organization, hence exhibiting the virtue of teamwork. The purpose and vision of Cross Senior promote both advocacy, leadership and social change within its sphere of influence. For example, the mission underpins the intrinsic value of improving nurse productivity through skill development and education- a critical aspect for the hospital leadership and departmental managers. Besides, the mission and vision provide dispensing the highest available medical and social interventions. Therefore, improving the wellbeing of patients and setting standards for similar facilities within the US and internationally.
Key Stakeholders
Cross Senior Care does not exist in a vacuum. For this reason, virtually all the facility's actions touch one party or the other. Consequently, it is essential for the management to take into account the contributions of each party before embarking on a dominant strategy and the possible consequences of their actions (Hemmelgarm & Basso, 2016). Some of the stakeholders operating within and out of the hospice include nurses, patients, administrators, departmental managers, family members whose loved ones admitted in the facility, the referring physician, interest groups, and the government (Cross Senior Care, 2018).
Each stakeholder plays a vital role in the setting the standards of practice which the hospital can utilize during the stages of gathering information for the development of a strategic plan. Patients, for instance, can rate their experience and the level of services they receive. Such valuable information is essential for the management to set policies on how to surpass of achieving patient's expectations. The government and the interest groups on the other hand regularly conduct studies aimed at improving the levels of care of coming up with a complete paradigm shift in regards to healthcare delivery, thus providing the hospital with valuable information.
The nurses, departmental managers, and the referring physician interact with patients on a daily basis and are vital in identifying any gaps in regards to the quality of service delivery. More importantly, managers are essential in identifying talent and maintaining team cohesion for effective service delivery (Hemmelgarm & Basso, 2016). The hospital can incorporate findings from its employees to the overall strategic plan of the company.
Conclusion
In summary, every aspect of the organization whether internal or external is vital for the success of the corporate strategy. The degree and level of focus on such factors play an integral part in determining the quality of service delivery.
References
Cross Senior Care. (2018). Cross Care – Jacksonville – Cross Senior Care. Retrieved from https://crossseniorcare.net/carehomes/cross-care-jacksonville/
Graber, D. R., & Kilpatrick, A. O. (2008). Establishing values-based leadership and value systems in healthcare organizations. Journal of health and human services administration, 179-197.
Hemmelgarm, A., & Basso, P. (2016). Joining Forces: A Crosswalk of the Human Services Value Curve with Organizational Culture and Climate. Policy and Practice, 25-27.
