Assessment 1 Instructions: Organizational Analysis Paper

Assessment 1 Instructions: Organizational Analysis Paper

Organizational Analysis 

Organization analysis allows the organization to have precise information on the current state of the institution and the changes that would affect its operation in the future. Each organization tends to conduct analysis after one year to determine its preferences and future direction. Building on the current information on an organization aid in developing the future of the same organization. The purpose of this paper is to conduct a five-part organizational analysis of a healthcare organization by carrying out a SWOT analysis, brief organizational assessment, a gap analysis, executive briefing report and leadership implications.

Part 1: SWOT or PEST Analysis

Strengths v  Willingness to invest in performance Struggling to meet your deadline ? Get assistance on Assessment 1 Instructions: Organizational Analysis Paper done on time by medical experts. Don’t wait – ORDER NOW! Meet My Deadline v  Developed brand v  Adequate number of senior nurses v  Developed financial system	Weaknesses v  Increased levels of customer dissatisfaction. v  Reduced ability to attract professionals v  Reduced return on Investment v  Poor working environments
Opportunity v  Access to international global talents v  Increased opportunities on adjacent markets v  Changing technology landscape v  Reducing the cost of market entry	Threats v  Threats of new entrants v  Increased government regulations and bureaucracies v  Poor US-China trade relations

ORDER A PLAGIARISM-FREE PAPER HERE

Part 2: Organizational Assessment

Category	Performance Indicator & Measurement	Target or Internal Benchmark	Explanation/References
Business Operations	v  Increased production v  Effective equipment utilization v  Fulfillment time	Every quarter	The effective use of the expensive equipment at the Clinic needs to increase production and decrease the time taken in treatment.
Finance	v  Variation in Budget v  Return on Assets v  The profits and Revenues	Every quarter	The Clinic had a total of $15.6 billion in revenue in 2021, and its ROA was 34.1% (Mayo Clinic, 2022).
Customer	v  Patient Satisfaction v  Market Share v  Patient Retention	Monthly	The patient survey conducted in 2021 showed that many patients were dissatisfied with the services at the Clinic. Besides, the reduced market share came from the increased dissatisfaction levels of the customers.
Organizational Learning and Growth	v  Employee retention v  Employee satisfaction v  Changes Implemented	Monthly	High employee turnover implies that employees are not performing to the best of their ability and are dissatisfiedwith the current organizationalculture.

Mayo Clinic has been in operation for many years. The increased application of technology and customized care on patients has elevated its brand in the past. The main mission of the health care clinic is to inspire and have a positive contribution to the healthcare industry and the wellbeing of patients. The Clinic has been planning to achieve this mission by offering the best care to all patients through an integrated clinical practice, including research and education. The vision of the Clinic is to offer incomparable experience as one of the most trusted health cares in the industry (Mayo Clinic, 2022). The value of the Clinic is to ensure that the needs of the patients become a top priority at the institution.

Mayo Clinic was built on a foundation of humility and pride by the Mayo brothers. These two features have been defining the culture of the organization to date. Physicians and allied health care staff at the Clinic take pride in their scientific, educational, medical, and administrative achievements. The workers at the Clinic are humbled by the fact that the Clinic does not celebrate its stars (Mayo Clinic, 2022). All employees are treated equally to allow other employees to feel a sense of belonging on the team.

The current strategic direction at the company is to modernize the Clinic and automize major operations at the Clinic to attain the required quality and safety of patients. The Clinic has been thriving on caring with awareness as one of the top priority strategic goals. It meets this goal by providing high-quality and culturally competent care that aligns with all patients at the Clinic. Besides, the Clinic has been focusing on the community by increasing the diversity of patients to develop new treatment interventions that would result in high-quality outcomes (Mayo Clinic, 2022). These strategic goals have also been defining the expenses at the Clinic as the management would want to invest in practices that would increase the quality of health care delivery at the Clinic.

Part 3: Gap Identification

Category	Performance Indicator & Measurement	Target or Internal Benchmark	Identify the Variance or Gap
Business Operations	v  Increased production v  Effective equipment utilization v  Fulfillment time	Every quarter	The amount that the Clinic has used in new equipment is not commensurate with the effective utilization.
Finance	v  Variation in Budget v  Return on Assets	Every quarter	The budget at the Clinic has been high in the recent past because of the expensive technological devices bought by the company.
Customer	v  Patient Satisfaction v  Patient Retention	Monthly	Low patient satisfaction and retention indicate a major issue on the performance at the Clinic.
Organizational Learning and Growth	v  Employee retention v  Employee satisfaction	Monthly	The increased employee turnover implies that many employees are not satisfied with the Clinic’s current working condition, hence forcing them to look for greener pastures.

 

The gap analysis shows that Clinic has a high budget because of the complex equipment that it buys in all its outlets. The complex and sophisticated technological equipment require corresponding professionalism to operate and meet the effective utilization of these devices. However, the expected returns and increased quality of services that need to be increasing patient retention and patient satisfaction have not been effectively utilized. Nurses in the hospital setting require constant training on modern technology to sharpen their skills in the operation of these machines (Al-Hussami et al., 2018). The training programs enable nurses to offer better and improved care services in the hospital. However, in the case of Mayo, few professionals understand the operation of the current technology installed at the institutions hence cannot serve the growing patient number at their various outlets. These issues have raised the problem of employee dissatisfaction and low retention of the nurses. Dissatisfied employees and patients have a negative impact on the healthcare facility because more funds are used in hiring and training new staff do not reflect on the required quality. These clinical issues need effective solutions to improve patient outcomes.

The health care operating expense at Mayo clinic has gone high by 15.5% to $3.5 billion in 2021. The Clinic saw its expenses increasing across various categories such as salaries, benefits, supplies, and purchases. This increase should positively reflect the production and achievement of the goals at the company (Mayo Clinic, 2022). However, the expected performance and production at the company have been falling below the expectation. The current gap analysis shows that the increase in the expense does not align with the required skills and expertise in nursing that would aid in utilizing the assets. The company was in a strong financial position before COVID-19, but the current increase in expenses and the pandemic hit have affected the revenue at the company limiting its ability to meet its goals. These gaps imply that Mayo clinic is undergoing a major problem limiting it from reaching its expected goals. Moreover, the identified gaps also affect the organization’s culture and values (Al-Hussami et al., 2018). The expectations of employees and patients are not met while the management invests highly in effective measures to increase employee and patient satisfaction. These issues have been affecting the normal function of the Clinic despite the measures that have been taken to solve the issues in the recent past.

Part 4: Leadership Recommendation

The change leadership required at Mayo clinic is on the implementation strategy. The technological assets at the company need to be placing the Clinic as the health care institution of choice for many patients and health care professionals. Change is part of any organization’s strategy that aligns with achieving its goals. Each leader chosen in an organization would permanently ratify their policies which they believe would meet the standards set for the company (Erlingsdottir et al., 2018). However, various factors tend to affect the changes. The success of a proposed change starts from action research that would reveal the issues and problems that require a particular change process to go through within an organization. Amazon needs to be flexible in implementing changes.

The positive and successful change and leadership at Mayo should start from the leader. The leadership style adopted in managing all tenets of change plays a significant role in the change process. Change leadership at Mayo is critical to access premium efficiency and guaranteeing promising health care outcomes (Al-Hussami et al., 2018). Leaders who advocate for change provide headship progress and mentorship openings for junior staff. Leading with employees in mind is one of the essential strategies that have been allowing Mayo to adopt the current level of flexibility towards change (Al-Hussami et al., 2018). Such leaders advocate for on-job mentorship programs that enhance routine supervision among nurses, which further improves nurse experience on compassionate care. Mentoring employees on the operations of the new devices and applying the modern technology at the Clinic would aid in utilizing the acquired assets.

Mayo clinic requires leadership that does not exist in seclusion. These leaders influence change by aiding their team members to achieve their purposes. A better perception of the ideologies related to management and leadership is very significant to student nurses who are bound to experience the concepts in their careers. As a leader, modeling the change subordinates want to participate in the change process would be the best means to influence change in an institution (Hechanova et al., 2018). Influencing change requires leaders to express their willingness to embrace the change their chat about and speak from a place of experience. The required leadership strengths should promote strong leadership, including exceptional communication skills, establishing good partnerships, and intercultural sensitivity. Influential leaders are always good communicators, and collaboration skills are also crucial (Issah, 2018). Intercultural sensitivity is also equally important since it enables a leader to handle individuals from diverse backgrounds.

Part 5: Leadership Implications

The realization and solution of the current problem of underutilization of resources at Mayo clinic would come from effective leadership. Retaining experienced nurses is paramount, especially as the nursing profession ushers another shortage era (Erlingsdottir et al., 2018). Cases of shortage of skilled nurses in a hospital would affect the quality of care and patient safety. The first-line managers in the health care setting need to devise effective strategies to enhance job satisfaction. The environment-related for the nurses impacts their ability to unleash their full potential at the hospital.

Conclusion

Issues at Mayo clinic surround ineffective utilization of resources where employees are not trained on the effective skills to operate the current technology installed at the Clinic. The quality improvement and safety initiatives at the hospital depend on the skills exhibited by the nurses. The nurses and nurse leaders have an imperative role to play in ensuring that experience and professionalism define health care delivery at a hospital. Mentoring new nurses by the existing skilled nurses is an activity managed by the hospital management.

References

Al-Hussami, M., Hammad, S., & Alsoleihat, F. (2018). The influence of leadership behavior, organizational commitment, organizational support, subjective career success on organizational readiness for change in healthcare organizations. Leadership in Health Services. https://doi.org/10.1108/LHS-06-2017-0031

Erlingsdottir, G., Ersson, A., Borell, J., & Rydenfält, C. (2018). Driving for successful change processes in healthcare by putting staff at the wheel. Journal of health organization and management. https://doi.org/10.1108/JHOM-02-2017-0027

Hechanova, M. R. M., Caringal-Go, J. F., & Magsaysay, J. F. (2018). Implicit change leadership, change management, and affective commitment to change: Comparing academic institutions vs business enterprises. Leadership & Organization Development Journal. https://doi.org/10.1108/LODJ-01-2018-0013

Issah, M. (2018). Change Leadership: The role of emotional intelligence. Sage Open, 8(3), 2158244018800910. https://doi.org/10.1177%2F2158244018800910

Mayo Clinic. (2022). Mayo Clinic – Mayo Clinic. Mayoclinic.org. Retrieved 15 February 2022, from https://www.mayoclinic.org/

BUY A CUSTOM-FREE PAPER HERE

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.

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.

Demonstration of Proficiency

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 legal and regulatory ones, 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)
Write 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.
Instructions

Conduct an organizational analysis for your selected organization. Incorporate each of the following parts and be sure you carefully read the requirements for each.

Deliverables
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.
Use either the SWOT Analysis Template [DOC] or PEST Analysis Template [DOC] to build your table.
You may also find this SWOT Analysis Example helpful.
Part 2: Brief Organizational Assessment Narrative and Organizational Scorecard Table.
Use the Organizational Scorecard Template [DOC] to build your table.
Part 3: Brief Gap Analysis Narrative and Gap Analysis Table.
Use the Gap Analysis Template [DOC] to build your table.
Part 4: Executive Briefing Report.
Part 5: Brief Leadership Implications Narrative.
Part 1: Environmental Assessment
Related Scoring Guide Criteria

Analyze the environmental factors, including legal and regulatory ones, that affect the success of a health care organization.
Write 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.
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 relevant legal and regulatory factors in your analysis.

Note: You may use the SWOT Analysis Template [DOC] or PEST Analysis Template [DOC] documents to complete Part 1.

Part 2: Organizational Assessment
Related Scoring Guide Criteria

Analyze outcomes relative to the organizational directional strategy.
Write 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.
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 [DOC] to complete Part 2, however, you are free to use any table format you choose.

Part 3: Gap Identification
Related Scoring Guide Criteria:

Identify gaps in desired versus actual organizational performance.
Write 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.
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 [DOC].

Part 4: Leadership Recommendation
Related Scoring Guide Criteria:

Propose evidence-based recommendations to close gaps identified in the organizational assessment.
Write 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.
Write an executive briefing report in which you clearly and concisely outline evidence-based recommendations to close the identified gaps and better align with organizational strategy and targets.

Include within your recommendations the resources that will be needed, such as human, financial, technical, and so on. Be sure that you reference your resources to support your recommendations. Keep in mind that this is an executive briefing report; you want to be thorough while still being concise.
Reference a minimum of five resources in this assessment. Look for professional, scholarly research articles on improving performance in health care organizations, how the Affordable Care Act is affecting health care organizations, and other related topics to use in guiding the recommendations you will make to close the gaps you have identified.
Part 5: Leadership Implications
Related Scoring Guide Criteria:

Describe the critical success leadership competencies needed to achieve organizational outcomes.
Write 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.
Write a brief narrative in which you explain the role of the organization’s leader with regard to shaping strategic direction, aligning organizational values and culture, and managing change. What are the critical success competencies needed to achieve desired organizational outcomes? Cite your resources to support your statements.

Additional Requirements

Structure: Include a title page, table of contents, and reference page.
Length: There is no required number of pages. Your length will vary depending on the organization you use. Begin each part of the briefing report on a new page. Your goal—and your challenge—is to provide as much detail and information as possible in a direct and concise way.
References: Cite at least five current scholarly or professional resources.
Format: Use APA style for citations and references only. Otherwise, follow the formatting and style conventions of an executive briefing report. Use headings and subheadings as appropriate for a professional document.
Font: Times New Roman font, 12 point.