Strategic Alternatives

Strategic Alternatives

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Strategic Alternatives

Response one

Working in healthcare and nursing as a health care administrator, there are several roles and duties to perform such as, creating an understanding of the organization, and monitoring the strategic metrics based on daily activities ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"m3Jgc6mG","properties":{"formattedCitation":"(Krentz, DeBoer, & Preble, 2006)","plainCitation":"(Krentz, DeBoer, & Preble, 2006)","noteIndex":0},"citationItems":[{"id":231,"uris":["http://zotero.org/users/local/smYQhi21/items/L7Z7NYYF"],"uri":["http://zotero.org/users/local/smYQhi21/items/L7Z7NYYF"],"itemData":{"id":231,"type":"article-journal","title":"Staying on course with strategic metrics","container-title":"Healthcare financial management : journal of the Healthcare Financial Management Association","page":"86-93","volume":"60","source":"ResearchGate","abstract":"Providers need to understand the various types of metrics, the importance of each type, and how to use them effectively. Providers should use strategic metrics to monitor implementation of their organization's strategic plan. To overcome obstacles to successful use of strategic metrics, providers should communicate the organization's strategic intent, establish accountability for achieving the targets, and ensure buy-in through review of metrics and involvement of appropriate people.","journalAbbreviation":"Healthcare financial management : journal of the Healthcare Financial Management Association","author":[{"family":"Krentz","given":"Susanna"},{"family":"DeBoer","given":"Aaron"},{"family":"Preble","given":"Sasha"}],"issued":{"date-parts":[["2006",6,1]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Krentz, DeBoer, & Preble, 2006). Metrics help the administrators to understand, and see a clear image of activities going on inside the organizational environment. However, these are important to measure the effectiveness, performance of employees in the organization, and these will help to target better services for the patients. While performances and effectiveness can be examined by converting them into numbers to analyze the weaknesses during strategic planning.

Response two

Every organization has its vision and goals which must be met, while as a manager, having measurable data can help to ensure and to review the organizational vision. Companies and organizations have their standards, which helps the managers to communicate with the senior management and department. Strategic management helps the managers to follow the process of accountability of their performances as well as the performance of other employees below their designation. However, strategic metrics help to implement the organizational strategic plans and to help in the monitoring of the progress and tactics.

Response three

Strategic metrics create linkages between the execution of plans, creating value, and strategic planning to achieve the organizational goals, and helps to meet the vision ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"hVOiff3J","properties":{"formattedCitation":"(Melnyk, Stewart, & Swink, 2004)","plainCitation":"(Melnyk, Stewart, & Swink, 2004)","noteIndex":0},"citationItems":[{"id":228,"uris":["http://zotero.org/users/local/smYQhi21/items/HZHAZ68R"],"uri":["http://zotero.org/users/local/smYQhi21/items/HZHAZ68R"],"itemData":{"id":228,"type":"article-journal","title":"Metrics and performance measurement in operations management: dealing with the metrics maze","container-title":"Journal of Operations Management","page":"209-218","volume":"22","issue":"3","source":"ScienceDirect","abstract":"Metrics provide essential links between strategy, execution, and ultimate value creation. Changing competitive dynamics are placing heavy demands on conventional metrics systems, and creating stresses throughout firms and their supply chains. Research has not kept pace with these new demands in an environment where it is no longer sufficient to simply let metrics evolve over time—we must learn how to proactively design and manage them. The intent of this paper is to convey the importance and need for metrics-related research. An outline of the important characteristics of the metrics research topic is provided. Specifically, we address the functions of metrics; their focus and tense; their operational and strategic contexts; as well as discuss the distinction between metrics, metrics sets and metrics systems. Some initial theoretical grounding for the research topic is provided through agency theory. We conclude with a discussion of the intent and process of the special issue, and introduction of the associated articles.","DOI":"10.1016/j.jom.2004.01.004","ISSN":"0272-6963","title-short":"Metrics and performance measurement in operations management","journalAbbreviation":"Journal of Operations Management","language":"en","author":[{"family":"Melnyk","given":"Steven A"},{"family":"Stewart","given":"Douglas M"},{"family":"Swink","given":"Morgan"}],"issued":{"date-parts":[["2004",6,1]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Melnyk, Stewart, & Swink, 2004). Strategic metrics also help to create a clear image of the performances, and the progress which is carried out to serve the patients to ensure quality.

Organizations cannot depend upon the metrics solely because there will be chances of miscalculations in the data systems. However, there will be difficulty in using the metrics for employees who are not aware of calculations. The main goal of an organization is to work efficiently and effectively, so organizations and companies have to make proper decisions and strategies.

References

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Krentz, S., DeBoer, A., & Preble, S. (2006). Staying on course with strategic metrics. Healthcare Financial Management : Journal of the Healthcare Financial Management Association, 60, 86–93.

Melnyk, S. A., Stewart, D. M., & Swink, M. (2004). Metrics and performance measurement in operations management: Dealing with the metrics maze. Journal of Operations Management, 22(3), 209–218. https://doi.org/10.1016/j.jom.2004.01.004