Conduct a five-part organizational analysis of a health care organization of your choosing. There is no page limit for this assessment; provide as much detail and information as possible in a direct and concise way.
Note: The assessments in this course build upon each other. Therefore, you are strongly encouraged to complete them in the order in which they are presented.
This assessment challenges you to articulate how an organization can best implement the Affordable Care Act to optimize outcomes.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
· Competency 1: Analyze organizational vision, mission, culture, and strategy relative to the external environment. (L7.2, L9.3, L16.4)
· Analyze the environmental factors, including the Affordable Care Act, that affect the success of a health care organization.
· Analyze outcomes relative to the organizational directional strategy.
· Identify gaps in desired versus actual organizational performance.
· Propose evidence-based recommendations to close gaps identified in the organizational assessment.
· Competency 2: Assess personal leadership competencies relative to the organizational need. (L2.4, L14.4, L22.4, L19.2, L7.2, L10.5)
· Describe the critical success leadership competencies needed to achieve organizational outcomes.
· Competency 5: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration. (L6.1, L6.2, L6.3, and L6.4)
· Writes coherently, concisely, logically, and with strong support from relevant professional resources, in an appropriate format, with correct grammar, usage, and mechanics as expected of a health care administration professional.
Questions to Consider
To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.
· What are the most critical qualities an excellent leader in health care should have?
· How do effective leaders motivate teams to achieve organizational targets?
· How do different leadership styles impact organizational success?
· How familiar are you with different organizational structures?
· What challenges do finite financial resources create for leaders?
The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.
Click the links provided to view the following resources:
· SWOT Analysis Example. Attached
· SWOT Analysis Template. Attached
· PEST Analysis Template. Attached
· Organizational Scorecard Template. Attached
· Gap Analysis Template. Attached
The following e-books or articles from the Capella University Library are linked directly in this course:
· Core, A. (2014). Teams-Success under stress. Journal for Quality and Participation, 37(3), 30–33.
· Cowan, L. (2014). E-Leadership: Leading in a virtual environment – Guiding principles for nurse leaders. Nursing Economics, 32(6), 312–319, 322.
· Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. (2014). Moving beyond marketing: Generating social business value across the enterprise. MIT Sloan Management Review Research Report, 56(1), 1–27.
· Manohar, S. S., & Pandit, S. R. (2014). Core values and beliefs: A study of leading innovative organizations. Journal of Business Ethics, 125(4), 667–680.
· Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78–93
· Shapiro, B., & Naughton, M. (2015). The expression of espoused humanizing values in organizational practice: A conceptual framework and case study. Journal of Business Ethics, 126(1), 65–81.
· Geller, E. S., & Veazie, B. (2014). From compliance to commitment comparing BBS to AC4P. Professional Safety, 59(10), 44–50.
· Maletz, F. W. (2011). From hospital to “healthspital”: A better paradigm for health care. Futurist, 45(2), 16–19.
· Sherwin, J. (2012). Contemporary topics in health care: Accountable care organizations. PT in Motion, 4(1), 28–36.
Course Library Guide
A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the MHA–FP5012 – Organizational Leadership and Governance Library Guide to help direct your research.
Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.
· Healthcare Financial Management Association (HFMA). (n.d.). Retrieved from http://www.hfma.org/
· Medical Group Management Association (MGMA). (n.d.). Retrieved from http://www.mgma.com/
The resources listed below are relevant to the topics and assessments in this course and are not required. Unless noted otherwise, these resources are available from the Capella University Bookstore. When searching the bookstore, be sure to look for the Course ID with the specific –FP (FlexPath) course designation.
· Ledlow, G. R., & Coppola, M. N. (2014). Leadership for health professionals: Theories, skills, and applications (2nd ed.). Burlington, MA: Jones & Bartlett Learning.
· Rubino, L. G., Esparza, S. J., & Chassiakos, Y. S. R. (2014). New leadership for today’s health care professionals: Concepts and cases. Burlington, MA: Jones & Bartlett Learning.
· Assessment Instructions
Note: You are strongly encouraged to complete the assessments in this course in the order in which they are presented.
Parts 1–3 of this five-part assessment will guide the recommendations you make in Part 4, and help determine what form of leadership is needed in Part 5.
· Part 1: SWOT or PEST Analysis Table.
· Part 2: Brief Organizational Assessment Narrative and Organizational Scorecard Table.
· Part 3: Brief Gap Analysis Narrative and Gap Analysis Table.
· Part 4: Executive Briefing Report.
· Part 5: Brief Leadership Implications Narrative.
Before you create and submit your Deliverables, select a familiar health care organization to use in each assessment in this course. Choose the organization where you currently work, an organization where you have previously worked, or an organization where you might like to work in the future.
Conduct an organizational analysis for your selected organization. Incorporate each of the following parts and be sure you carefully read the requirements for each.
Part 1: Environmental Assessment
Conduct a brief environmental analysis using a tool such as SWOT or PEST and summarize your findings in table format. You may choose to do both a SWOT and a PEST (or other) analysis, but you are only required to do one. Include impact from the Affordable Care Act in your analysis.
Note: You may use the SWOT or PEST Template documents linked in the Resources under the Required Resources heading to complete Part 1. In the Resources, there is also an example SWOT analysis.
Part 2: Organizational Assessment
Create a table based on your internal analysis of the organization’s mission, vision, values, culture, and strategic direction. Then, write a brief narrative in which you explain the organization’s mission, vision, values, and culture, as well as the current strategic direction.
· Apply a framework such as the organizational, or balanced, scorecard to measure performance relative to the strategy. Indicate if the strategy fits the external environment.
· You may use any table format you wish, but be sure you include 1–2 priority performance indicators, internal benchmarks or targets (be sure you include financial and quality targets), and the four categories.
Note: Part 2 is comprised of your brief narrative and the organizational scorecard in table format. You may use the Organizational Scorecard Template document located in the Resources under the Capella Resources heading to complete Part 2, however, you are free to use any table format you choose.
Part 3: Gap Identification
Select 1–2 priority performance indicators within each of the four major categories: business operations, finance, customer satisfaction, and organizational learning and growth.
· Identify the performance measurements and internal benchmarks or targets for each of the priority performance indicators. Be sure you include financial and quality targets. Use a table similar to the organizational scorecard to identify the gaps between desired and actual performance. Be sure you integrate the strategic direction and scorecard into your gap identification.
· Conduct a gap analysis of actual to benchmark or target outcomes. Refer to and integrate the organizational strategic direction and scorecard. Briefly explain any additional gaps you identified between stated organizational values and actual culture.
Note: Part 3 is comprised of your gap identification table and a brief narrative. You may use the Gap Analysis Template document located in the Resources under the Capella Resources heading.