Strategic planning is a significant part of organizational management. Forming the foundation of organizational strategic planning are the vision, mission, and values that communicate the direction, intention, and the beliefs of an organization. Corporate organizations usually change their strategic plans to help them realign themselves better with the ever-changing corporate world. The field of healthcare is also not left behind in the constantly changing corporate management. It has become a survival necessity to plan in healthcare management. By anticipating future changes and the challenges, healthcare administrators are engaged in constant planning and equipping healthcare facilities to put them in a better position for the challenges ahead. In all these decisions, the vision, the mission, and the values of a healthcare organization are primary factors for survival. This paper is a benchmark on Mission, Vision, and Values Analysis at Cedar-Sinai Hospital.
The Cedar-Sinai Health Facility
Cedar-Sinai Health facility is a not-for-profit healthcare organization located in California USA. Its mission is to offer excellence and leadership to deliver quality health care services. It is also committed to the expansion of the scope of medical knowledge based on research studies. Moreover, the facility also deals with the education and training of physicians among other healthcare professionals, and above all, it is committed towards the improvement of the healthcare status of the community within which it operates. The vision of the facility is to continue to be the leading healthcare facility in the country while maintaining its position as the recognized leader among the country’s admired, trusted and respected healthcare organizations. In accomplishing its mission and vision, the company lists excellence, integrity, teamwork, respect, innovation, compassion, stewardship, efficiency, and inclusivity as its core values.
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Strategic Direction and the Purpose of Mission and Vision
It is important to plan ahead of time. It is the opportunity to react before the problem and planning in this context is what strategic planning and direction mean. It is impossible to have control over the future (Strategic Planning, 2019). However, strategic planning offers an organization a direction while maximizing the available option to make a good decision. Without this plan, an organization will always focus on the immediate challenges alone. The mission statement id the first step in strategic planning and it outlines the foundation of the whole strategic plan. On the other hand, a vision statement creates the desired picture of the future state of an organization (Strategic Planning, 2019). It entails the dreams an organization plans to achieve and what the management wants the organization to be in the future.
Evaluate Sinai’s Mission and Vision
According to Moseley (2018), a mission statement should be short and concise. It should be broad enough to create room for further considerations of alternatives. It should also be expanse to reconcile differences within an organization and point to the areas where management should seek future opportunities to grow the company, among other plans. Cedars-Sinai's mission statement meets all the standards. For example, its future scope is to advance medicine through research. It focuses on improving the healthcare status of the immediate community and this can be achieved in diverse creative ways. The vision statement also meets the qualification as set by Moseley (2018). It offers the hospital's dream with a unique future with qualitatively and qualitatively measurable goals. For example, the facility wants to be among the leading healthcare institutions in the country in terms of providing quality healthcare services. This vision is not only measurable but also unique in line with Moseley’s standards (2018).
Cedar-Sinai Hospital Values and Christian World View
The values Cedar-Sinai Hospital stands for are in line with the Christian worldview. A value like integrity symbolizes honesty and truthfulness. The hospital believes in strong morals principles that are integral to their operations. It also lists compassion and respect. To be compassionate is to be with someone or a people in their difficulties. The facility has ties with the community around it and service to the community is part of its mission. The hospital also carries its activities with utmost respect not only to the authority but also to the community it serves. Respect is an important value for an institution and it is in line with the biblical practices and worldview.
The Needed Resources and Management Strategies
Primary resources an organization requires to achieve the mission and vision and uphold the company values include financial resources and financial resources. The human resource is the most important of them because the employees have a big role to play in ensuring that they work hard to assist the business in attaining its mission and vision while maintaining its set values. The whole strategic planning process should involve employees to understand and be part of the company's mission and vision. A company also needs to commit resources into training its employees to improve the skills they need to live by its values and achieve its mission and vision plans. Financial resources are important to motivate the employees and invest in future plans.
Cedar-Sinai Hospital can use Strategic Human Resource Management. Under this strategy, it can organize formal training for its new employees to give them the necessary skills to fit in the hospital (Al Adresi & Darun, 2017). The management also needs to have a performance appraisal system created with the employees and the hospital's goals in mind. Additionally, the company must have a system in place to facilitate proper communication with employees and involve their views in day-to-day decisions. Another important resource to manage is finance. The facility needs to evaluate its investment decisions, especially those involving its long term goals. Capital budgeting decision helps organizations allocate the required amount of money for future plans while having enough financial resources to take care of the present needs and challenges (Mukherjee, Al Rahahleh & Lane, 2016). As a result, healthcare facility management will have to evaluate and invest in areas that will fulfill the mission and vision of the organization.
Strategic Objectives
Strategic objectives are what define the goals of an organization in the long run. They detail the plan and strategies an organization has in place to realize its long term objectives while maintaining its short term goals. They offer the fundamental building blocks for the strategic plan. According to John et al. (2018), the strategic objectives are qualitative statements that are specific. They constitute the important foundation upon which an organization defines its strategic goals. For Cedar-Sinai Hospital, strategic objectives would incorporate plans on how to advance its research on healthcare services. It will also include plans to train healthcare professionals to provide quality services in line with the future plans of healthcare. In other words, strategic objectives provide the roadmap for the creation of strategic plans.
Conclusion
The vision, mission, and value statements are indispensable foundations for strategic planning. The vision explains where an organization plans to see itself in the future. The strategic planning process entails decisions and steps an organization must take to realize its vision. Mission, on the other hand, deals with what an organization is doing in the present. Values statement deals with the conduct and belief or an organization. Cedar-Sinai Hospital has set forth a clear mission and vision statement. It also has values based on a biblical worldview, all of which work synergistically to realize the facility's strategic plan.
References
Al Adresi, A., & Darun, M. R. (2017). Determining relationship between strategic human resource management practices and organizational commitment. International Journal of Engineering Business Management . https://doi.org/10.1177/1847979017731669.
John M. Bryson, Lauren Hamilton Edwards & David M. Van Slyke (2018) Getting strategic about strategic planning research, Public Management Review , 20:3, 317-339, DOI: 10.1080/14719037.2017.1285111 . Bottom of Form
Moseley G. B. (2018). Managing health care business strategy . Jones & Bartlett Learning. New York.
Mukherjee, T., Al Rahahleh, N., & Lane, W. (2016). The capital budgeting process of healthcare organizations: A review of surveys. Journal of Healthcare Management , 61 (1), 58-76.
