Reflection 1 Mod 3_HCIN 557 Stakeholder Map for Georgia DPH
Objective: Apply concept of ethical leadership principles to solving human system issues
The Georgia Department of Public Health begin expanding the Good to Great® journey to include a broader group of district and state leaders and staff in 2014. Over this past years, the internal Good to Great program was aligned with the organization’s quality improvement and performance management initiatives as each of these efforts promote the agency’s culture of quality. Also during this time, Good to Great concept training were held to provide staff with in-depth review and understanding of each program stage and concept. Over the next year, the Good to Great program will work with programs to complete the Good to Great diagnostic tool and develop work plans to assist programs on this journey. Additionally, the agency is looking forward to presenting the Built to Last concepts agency-wide over the next year. This broader engagement by district and state office teams will continue to strengthen the culture of quality throughout the organization.
As captured in SWOT analysis, their partnerships with Institutions of higher learning, quality programs, their fiscal responsibility and knowledgeable, skilled, dedicated and committed workforce are the bedrock of their strength. Their weaknesses include communication challenges (inherent), recruiting and retaining qualified workforce, technology, data management, internal communication mechanisms and practices. The one internal threat is competing with agencies with greater resources. But other external threats like inadequate federal funding, healthcare policies and regulations, shortage of qualified and skilled DPH workforce are evident. However, great opportunities exist in DPH. New partnerships, new technology, business process re-engineering for Enterprise Systems Modernization and legislative support are just some of the opportunities at DPH.
To further explore the result of the SWOT analysis, a stakeholder analysis is required to identify who need to know, what and when. Typically, this analysis began with a brainstorming session with the project group, including senior leadership. During this analysis, any individual or entity with vested interest in Georgia DPH was considered. Some of the stakeholders were classified as internal, interface, or external. Others, called interface stakeholders, function internally and externally. The map also shows stakeholders who operate outside the organization including but not limited to Centers for Disease Control, Health Institutions and Universities, healthcare professionals and the governor’s office.
The sum total of the stakeholder’s input is to contribute to the success of organizations and influence business activities and outcomes. The aim is to create a strategic plan which implementation will position Georgia Department of Public Health to continue to fulfill its mission of protecting the lives of Georgians.
Reflection 2 Mod 3_HCIN 557 Comprehensive Strategic Plan for Georgia DPH
Objective: Apply concepts of strategic planning to the development of a strategic plan
The primary purpose of strategic planning is to get all those who hold the reins of power facing in the same strategic direction. It gains agreement on what the few long-term top issues are, and how to deal with them. Such consensus can also enhance morale and motivation. This agreement, understanding, and alignment enable the achievement of improved organizational performance.
The strategic management process is all about getting from Point A to Point B more effectively, efficiently, and enjoying the journey and learning from it. Part of that journey is the strategy and part of it is execution. Having a good strategy means that there is a clear path to the aims and objectives that have been outlined. It also means that there is an effective strategy for complete execution of the plan. On average, this process can take between three and four months but no two organizations are the same. However the process involves determining organizational readiness involving the owner or CEO of the business and the Strategy Director. The next step will be selecting a strategic planning team and coming up with a schedule. The third and final step is collection and review of information to help in making the strategic decision as necessary. Equally as important is plan implementation. The resources (financial, personnel, leadership) necessary for implementation has to be available. Since most of the plan is interdependent, it is important that the entire plan is implemented as designed unless there is a compelling reason otherwise. In such a situation, there should be realignment to make sure that whatever changes will still be able to meet the strategic goal. One key part of strategic planning that is often left out is emerging technology.
While factoring health information technology (HIT) alone into a strategic planning may not solve most health care problems, but those problems cannot be solved without robust IT-enabled technologies. Therefore, strategic planning for healthcare information technology is critical to ensuring that operating capital for IT-related investments is spent appropriately and in accordance with strategic goals. Nothing spells failure like a well thought out strategic plan without a secure and capable IT infrastructure to implement the plan.
Reflection 3 Mod 3_HCIN 544 Transformational Leadership
Objective: Application of change management theory to organizational and system changes
Leadership can be defined as the relationship between the individual/s who lead and those who take the choice to follow. It is the act of directing and coordinating the activities of a team or group of people towards a common goal. Transformational leadership is a leadership approach that creates significant change in the lives of people and the culture of organizations. It redesigns perceptions and values, and changes the expectations and aspirations of employees. Transformational leaders have the personality, traits and ability to articulate their vision, set challenging goals, and lead by example. They enhance the motivation and morale of others and help connect communities to the mission and the collective identity of the organization. They also challenge those around them to take greater ownership for their work and optimize their performance.
In today’s healthcare environment, evidence-based medicine and nursing are widely recognized as the tools for establishing effective healthcare organizations of high productivity and quality of care. Management and leadership of healthcare professionals is critical for strengthening quality and integration of care. Within the health care setting, transformational leadership involves the process of visioning a desired outcome, analyzing present reality, and realizing the opportunities for improved health care delivery via cultural change within an organization. Effective leaders realize that only through collaboration can we achieve healthier communities.
This is the type of leadership that will leverage every opportunity presented by emerging technologies to advance the course of any healthcare organization is needed for the implementation of a strategic plan.
Objective: Apply concept of ethical leadership principles to solving human system issues
The Georgia Department of Public Health begin expanding the Good to Great® journey to include a broader group of district and state leaders and staff in 2014. Over this past years, the internal Good to Great program was aligned with the organization’s quality improvement and performance management initiatives as each of these efforts promote the agency’s culture of quality. Also during this time, Good to Great concept training were held to provide staff with in-depth review and understanding of each program stage and concept. Over the next year, the Good to Great program will work with programs to complete the Good to Great diagnostic tool and develop work plans to assist programs on this journey. Additionally, the agency is looking forward to presenting the Built to Last concepts agency-wide over the next year. This broader engagement by district and state office teams will continue to strengthen the culture of quality throughout the organization.
As captured in SWOT analysis, their partnerships with Institutions of higher learning, quality programs, their fiscal responsibility and knowledgeable, skilled, dedicated and committed workforce are the bedrock of their strength. Their weaknesses include communication challenges (inherent), recruiting and retaining qualified workforce, technology, data management, internal communication mechanisms and practices. The one internal threat is competing with agencies with greater resources. But other external threats like inadequate federal funding, healthcare policies and regulations, shortage of qualified and skilled DPH workforce are evident. However, great opportunities exist in DPH. New partnerships, new technology, business process re-engineering for Enterprise Systems Modernization and legislative support are just some of the opportunities at DPH.
To further explore the result of the SWOT analysis, a stakeholder analysis is required to identify who need to know, what and when. Typically, this analysis began with a brainstorming session with the project group, including senior leadership. During this analysis, any individual or entity with vested interest in Georgia DPH was considered. Some of the stakeholders were classified as internal, interface, or external. Others, called interface stakeholders, function internally and externally. The map also shows stakeholders who operate outside the organization including but not limited to Centers for Disease Control, Health Institutions and Universities, healthcare professionals and the governor’s office.
The sum total of the stakeholder’s input is to contribute to the success of organizations and influence business activities and outcomes. The aim is to create a strategic plan which implementation will position Georgia Department of Public Health to continue to fulfill its mission of protecting the lives of Georgians.
Reflection 2 Mod 3_HCIN 557 Comprehensive Strategic Plan for Georgia DPH
Objective: Apply concepts of strategic planning to the development of a strategic plan
The primary purpose of strategic planning is to get all those who hold the reins of power facing in the same strategic direction. It gains agreement on what the few long-term top issues are, and how to deal with them. Such consensus can also enhance morale and motivation. This agreement, understanding, and alignment enable the achievement of improved organizational performance.
The strategic management process is all about getting from Point A to Point B more effectively, efficiently, and enjoying the journey and learning from it. Part of that journey is the strategy and part of it is execution. Having a good strategy means that there is a clear path to the aims and objectives that have been outlined. It also means that there is an effective strategy for complete execution of the plan. On average, this process can take between three and four months but no two organizations are the same. However the process involves determining organizational readiness involving the owner or CEO of the business and the Strategy Director. The next step will be selecting a strategic planning team and coming up with a schedule. The third and final step is collection and review of information to help in making the strategic decision as necessary. Equally as important is plan implementation. The resources (financial, personnel, leadership) necessary for implementation has to be available. Since most of the plan is interdependent, it is important that the entire plan is implemented as designed unless there is a compelling reason otherwise. In such a situation, there should be realignment to make sure that whatever changes will still be able to meet the strategic goal. One key part of strategic planning that is often left out is emerging technology.
While factoring health information technology (HIT) alone into a strategic planning may not solve most health care problems, but those problems cannot be solved without robust IT-enabled technologies. Therefore, strategic planning for healthcare information technology is critical to ensuring that operating capital for IT-related investments is spent appropriately and in accordance with strategic goals. Nothing spells failure like a well thought out strategic plan without a secure and capable IT infrastructure to implement the plan.
Reflection 3 Mod 3_HCIN 544 Transformational Leadership
Objective: Application of change management theory to organizational and system changes
Leadership can be defined as the relationship between the individual/s who lead and those who take the choice to follow. It is the act of directing and coordinating the activities of a team or group of people towards a common goal. Transformational leadership is a leadership approach that creates significant change in the lives of people and the culture of organizations. It redesigns perceptions and values, and changes the expectations and aspirations of employees. Transformational leaders have the personality, traits and ability to articulate their vision, set challenging goals, and lead by example. They enhance the motivation and morale of others and help connect communities to the mission and the collective identity of the organization. They also challenge those around them to take greater ownership for their work and optimize their performance.
In today’s healthcare environment, evidence-based medicine and nursing are widely recognized as the tools for establishing effective healthcare organizations of high productivity and quality of care. Management and leadership of healthcare professionals is critical for strengthening quality and integration of care. Within the health care setting, transformational leadership involves the process of visioning a desired outcome, analyzing present reality, and realizing the opportunities for improved health care delivery via cultural change within an organization. Effective leaders realize that only through collaboration can we achieve healthier communities.
This is the type of leadership that will leverage every opportunity presented by emerging technologies to advance the course of any healthcare organization is needed for the implementation of a strategic plan.
| artifact_1_mod_3_hcin_557_a_stakeholder_map_for_georgia_department_of_public_health_.docx |
| artifact_2_mod_3_hcin_557_comprehensive_strategic_planning_for_dph.docx |
| artifact_3_mod_3_hcin_544_transformational_leadership.docx |
