Discussion Response #2

A substantive post will do at least TWO of the following:Ask an interesting, thoughtful question pertaining to the topic.Provide extensive additional information on the topic.Explain, define, or analyze the topic in detail.Provide an outside source (for example, a website) that applies to the topic, along with additional information about the topic or the source (please cite properly in APA).Make an argument concerning the topic.
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Student #1
Corporate executives who embrace continuous growth of an organization are
motivated by the need to please stakeholders, carry out the organization’s mission, and
simply acknowledge the need for survival (Moseley, 2018). Strategic growth is custom
for healthcare organizations seeking longevity in the industry. In a healthcare
organization, seeking new streams of revenue often refers to adding new service lines in
the organization (Morrison, 2017). Focus on the continuum of care is essential for
healthcare organizations wishing to survive long-term. The overall shift in the healthcare
industry toward ACOs and quality measures presents executives the need to adapt the
organization to keep up with the competitive environment.
Growth through acquisition is no longer recognized as the most effective
expansion strategy in healthcare. Instead, organic growth through increasing market share
in primary care services and geographic expansion are becoming the most abundant
forms of sustainable growth (Morrison, 2017). If the focus of executives was more on
organic inflation and deflation of the organization rather than aggressive growth and
acquisitions, organizations have the ability to select expansion ventures that align with
mission, vision, and values, which can ultimately hold stakeholders interest. Strategic
growth and clinical integration with attention to population health is a reasonable
approach of executives seeking high levels of valued care within their organization.
Strategically, executives should consider expansion and growth in numerous forms. This
includes consideration of new partnerships along the continuum of care, and with other
nontraditional sectors, such as retail clinics or freestanding emergency rooms (Morrison,
2017). Executives should maintain motivation based on the population served by the
healthcare organization. For example, while the addition of orthopedic services is
historically profitable, it may not be the smartest expansion in relation to cost
containment or profitability for the organization (Morrison, 2017). New partnerships and
consumer engagement are ultimately at the root of continuous organizational growth.
References
Morrison, I. (2017, May 2). 10 common themes in health care leaders’ strategies.
Retrieved 2018, from Hospitals and Health Networks:
https://www.hhnmag.com/articles/8256-common-themes-in-health-care-leadersstrategies
Moseley, III, G. B. (2018). Managing health care business strategy. Burlington, MA:
Jones & Bartlett Learning, LLC, an Ascend Learning Company.
Student #2
In healthcare, executives are motivated to embrace continuous change because of
external forces that define their organizations’ response to competition and constant
changes as dictated by legislative mandates. As we learn from Moseley (2018),
organizations are affected by external events (Moseley, 2018, p. 48) and the ACA had a
tremendous impact on healthcare revenue via cost containment requirements. Because
healthcare organizations are now focused on minimizing costs and increasing quality,
executives are focusing on strategies to stay relevant in the delivery of healthcare, project
their mission and meet the financial goals. Continuous growth in an operational
environment where revenue is impacted by new standards in the delivery of care require
strategic assessment of external environments and analysis of organizational assets in
order to determine if operations can respond to changes. If executives did not focus on
aggressive change, the organization will most likely fail in aligning itself with the
changes brought forth by the external environment. (Moseley, 2018, p. 49) Business
would organically inflate and deflate but in healthcare, there will be other implications
such as risks associated with patient care if executives did not remain motivated to
monitor and manage growth strategically.
Moseley, III, G. B. (2018). Managing health care business strategy. Burlington, MA:
Jones & Bartlett Learning, LLC, an Ascend Learning Company. ISBN-13:
9781284081107
Student #1
Corporate executives who embrace continuous growth of an organization are
motivated by the need to please stakeholders, carry out the organization’s mission, and
simply acknowledge the need for survival (Moseley, 2018). Strategic growth is custom
for healthcare organizations seeking longevity in the industry. In a healthcare
organization, seeking new streams of revenue often refers to adding new service lines in
the organization (Morrison, 2017). Focus on the continuum of care is essential for
healthcare organizations wishing to survive long-term. The overall shift in the healthcare
industry toward ACOs and quality measures presents executives the need to adapt the
organization to keep up with the competitive environment.
Growth through acquisition is no longer recognized as the most effective
expansion strategy in healthcare. Instead, organic growth through increasing market share
in primary care services and geographic expansion are becoming the most abundant
forms of sustainable growth (Morrison, 2017). If the focus of executives was more on
organic inflation and deflation of the organization rather than aggressive growth and
acquisitions, organizations have the ability to select expansion ventures that align with
mission, vision, and values, which can ultimately hold stakeholders interest. Strategic
growth and clinical integration with attention to population health is a reasonable
approach of executives seeking high levels of valued care within their organization.
Strategically, executives should consider expansion and growth in numerous forms. This
includes consideration of new partnerships along the continuum of care, and with other
nontraditional sectors, such as retail clinics or freestanding emergency rooms (Morrison,
2017). Executives should maintain motivation based on the population served by the
healthcare organization. For example, while the addition of orthopedic services is
historically profitable, it may not be the smartest expansion in relation to cost
containment or profitability for the organization (Morrison, 2017). New partnerships and
consumer engagement are ultimately at the root of continuous organizational growth.
References
Morrison, I. (2017, May 2). 10 common themes in health care leaders’ strategies.
Retrieved 2018, from Hospitals and Health Networks:
https://www.hhnmag.com/articles/8256-common-themes-in-health-care-leadersstrategies
Moseley, III, G. B. (2018). Managing health care business strategy. Burlington, MA:
Jones & Bartlett Learning, LLC, an Ascend Learning Company.
Student #2
In healthcare, executives are motivated to embrace continuous change because of
external forces that define their organizations’ response to competition and constant
changes as dictated by legislative mandates. As we learn from Moseley (2018),
organizations are affected by external events (Moseley, 2018, p. 48) and the ACA had a
tremendous impact on healthcare revenue via cost containment requirements. Because
healthcare organizations are now focused on minimizing costs and increasing quality,
executives are focusing on strategies to stay relevant in the delivery of healthcare, project
their mission and meet the financial goals. Continuous growth in an operational
environment where revenue is impacted by new standards in the delivery of care require
strategic assessment of external environments and analysis of organizational assets in
order to determine if operations can respond to changes. If executives did not focus on
aggressive change, the organization will most likely fail in aligning itself with the
changes brought forth by the external environment. (Moseley, 2018, p. 49) Business
would organically inflate and deflate but in healthcare, there will be other implications
such as risks associated with patient care if executives did not remain motivated to
monitor and manage growth strategically.
Moseley, III, G. B. (2018). Managing health care business strategy. Burlington, MA:
Jones & Bartlett Learning, LLC, an Ascend Learning Company. ISBN-13:
9781284081107

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