Health Care Services: Management Strategies


Different health organizations have different strategies, goals, and missions. Despite these differences, the common goal in the health care service provision sector remains the improvement of service levels for healthy populations. To achieve this, the delivery of high-quality, readily accessible, and economically friendly services remains the basic benchmark in this sector. With the globalization of health care services through the improvement of technological and communication devices, demand for low-cost quality health care services continues to rise. Investment in the health care sector is taking a paradigm shift with an emphasis on strategic service delivery structures. This paper seeks to understand the roles of health care administrators in implementing the underlying issues that drive the success of health care services providers. Similarly, the paper seeks to develop a strategy that stands for better chances of success in the health care service provision.


The provision of quality and affordable health care services acts as the major mission of most players in this sector. However, black box missions with little regard to quality structures for achievement remain mere paperwork. This implies that for a health care service administrator to achieve an organization’s mission there is a need for a clearly defined mission with structures and strategies for achievement. This implies that the mission goes further than a mere statement of purpose, but a backbone and main driver of an organization (Beckham, 2010).

Mission statement

To deliver high-quality and affordable healthcare services to the population we serve through the provision of safe, accessible, and integrated healthcare services that leads to positive experiences and outcomes.


This represents the organization’s blueprint. It is through the mission and structures for the achievement of such missions that an organization achieves its vision. A vision is composed of strategies and core values that drive the implementation of the short-term goals of n organization. Concisely, the vision of an organization becomes achievable once its administrators develop viable, sustainable, short-term goals with adequate core values for their implementations.

Vision statement

Excellence and perfection in integrated healthcare service provision

Strategic Goals in line with the Mission and Vision

Vision acts as the long-term blueprint for an organization. When broken down into finer details, vision leads to the mission. At the mission level, it represents medium-term goals with quantifiable measurements. The goals then form the finer benchmarks used in gauging an organization’s success (Longest Jr., 2012). Clearly defined goals with objectivity and strategies for achievement, therefore, translate to an improved vision and mission of an organization. To achieve the above mission and vision, the organizational structure must present viable structures for performance among the employees within the organization.


  • To improve access to high-quality health care to the population
  • To develop a benchmark for the inclusion of technology in health care service delivery through the use of telemedicine service

Strategies for Achievement of Goals

Development and improvement of management capacity necessary for change management through quality and fairness in service delivery

Developing and improving an organization’s capacity forms the backbone of success and increased productivity. To develop quality and fair service delivery system that conforms to the core values stated in the segment above, organizational change in resource management becomes necessary (Stahl, 2004). Effective management of human resources helps manage issues such as low staff morale and high-stress level among the employees thus eliminating low productivity. Even though poor management of human resources is not the sole driver of low productivity at the workplace, it creates more problems at work (Silva, 2013). A disorganized workforce management system in the health care segment translates to poor service delivery that compromises the lives of the patients in question. For this reason, it is important to introduce an enlightened and participatory form of human resource management in the health care systems. Such a system emphasizes delegation, capacity building, and empowerment of staff under an improved supervision and guidance system. Once such a goal is developed, managers easily develop clear purposes and contributions they require to achieve the mission of the organization.

Change management structures defined by quality assurance and fairness help motivate and create a working culture that ensures inclusivity in planning and decision-making. Similarly, the system provides all the members of the implementation team with equal opportunities for improvement and research thus enhancing their experiences. Such opportunities and experiences help the inexperienced members of staff in the organization earn better skills and knowledge necessary for improved performance (Silva, 2013). Even though the goal seems to focus on the people’s management structure as an inclusive affair, it is important to note that human resource management roles lie with the administrators and managers. These groups of people define the recruitment mechanism, employment development, and employee retention structures thus ensuring competency in service delivery.

Development of an open communication culture

Communication structures play an important role in defining an organization’s success. Institutions and organizations without clear communication procedures face great challenges in matters of a chain of command and protocol. Such a rough situation compromises productivity levels in an organization. It is, therefore, imperative for administrators in the health sector to develop clear communication culture with an explicit show of chain of command (Joshi, 2013). Once an open communication system is in place, there exist high chances of open relationships between the employees across the entire chain of command.

For successful implementation of an open communication culture in an organization, systematic appraisal of the prevailing process in communication becomes necessary. Similarly, the need for a planned system of organizational change is necessary. To achieve the above mission and vision based on the discussed core value, a three-way communication structure is necessary. According to Longest Jr. (2012), the bottom-up approach, up-down structure, and same-level communication systems help in creating trust and openness among the employees. In search of a setting, it is important for the health care administrators and managers need to embrace both formal and informal communication media. Interdepartmental meetings and briefings, team appraisal and recap meetings, intranet communication groups, and newsletters present some of the vital media that administrators employ to enhance open communications (Joshi, 2013). Day-to-day communication among managers and entry-level staff helps create an open relationship between the managers and the juniors. It is therefore to link these strategic goals to improved planning and health care needs of the organization. Partnership working and relationship structures among unit levels departments require implementation in the organization. Once such systems of communication become an organizational norm with continuous training and retraining of line managers, the communication structures open up. An open communication setup comes with positive multiplier effects such as employee trustworthiness, transparency, and accountability in service delivery (Joshi, 2013).

Development of mainstream telemedicine into the conventional health care processes

In this segment, the administrators and managers come up with structures of online medical health care service delivery with the equal quality as the conventional and/traditional service delivery structures. Even though this goal requires adequate investment in the technical tools and resources, Ginter, Duncan, and Swayne (2013) note that successful implementation of a telemedicine platform seeks to achieve global health care delivery with minimal personnel. Some of the benefits that come with the employment of telemedicine structure include simplified doctor-patient schedules, reduced documentation, improvement monitoring, and evaluation, and highly effective billing protocols and systems.

Specific Tactic to Sustaining the Selected Adaptive Strategies

The three outlined strategic goals require a precise tactic to guarantee full implementation. A focused management is vital in the execution of the mission and vision of the organization. In such a situation, flexibility, talent development, and creativity have to be at the forefront in steering the company to meet the targets (Sanderson & Stirk, 2012). Employees have to be up to date on any change in the management system. This involves incorporating employees’ views in making critical decisions for the achievement of the strategic goals. Therefore, all employees and organization staff relate harmoniously with the organization’s professional, ethical, and legal frameworks. All employees adhere to the legislative frameworks that govern health care service providers as well as other laws of the land. Similarly, respect to the Hippocratic Oath remains vital in this segment with the expectation that all employees and staff of the organization utilize organization resources responsibly and with unquestionable transparency. Moreover, the organization remains committed to achieving the highest level of service delivery in terms of convenience, cost, and reliability. To attain this, the organization looks forward to the employment of improved technological systems in the delivery of clinical services to the populations. Similarly, acknowledgment, applauding, increased training, and retraining of employees remain the basic drivers of the organization’s employee recruitment and retention strategy. Such motivations coupled, with avenues for research, innovation, and creativity in service delivery helps the improvement goals organization to achieve the service delivery goals and mission (Stahl, 2004). For this core value, the organization seeks to stem out the traditional health care service provision. Employees’ relation with the management is also key to the attainment of the vision of the institution. The company seeks to develop an in-depth mechanism of understanding facets that govern the provision of a safe working environment for both the services provision staff and the patients. Accountability defines the roles of physicians, patients, visitors, and the general members of the public in the creation of working conditions (Beckham, 2010). In such a circumstance, it becomes easier to take responsibility for every action undertaken. Accountability helps check on the skills and competencies of all the players in the health care service delivery with emphasis on the roles of medical practitioners. External and internal engagement of staff and other major stakeholders is important in this core value. Once all the staff and relevant stakeholders get involved in the development of decisions in the organization, a better system for health care service provision results (Longest Jr., 2012). Collaboration among patients, health providers, and visitors creates a valued bond that improves partnership in service delivery.


Health care service provision is critical to the economic, social, and political prosperity of societies. This implies that any ideas and undertaking that compromise productivity in this sector, literally compromises the life of the society. The interrelationship between the health sector and another segment of the economy needs proper understanding. Training, research, development, and improvement of medical practice systems and structures are necessary. With globalization and technological advancement the world continues to experience, it is imperative to note that issues like telemedicine and improved machine medicine stand high chances of success. Understanding this development under a controlled system thus becomes the most important thing in health care today.


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Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2013). Strategic management of health care organizations. San Francisco, CA: Jossey.

Joshi, G. (2013). Management information systems. New Delhi: Oxford University Press.

Longest Jr., B. B. (2012). Management challenges at the intersection of public policy environments and strategic decision making in public hospitals. Journal of Health & Human Services Administration, 35(3), 207-230.

Sanderson, H., & Stirk, S. (2012). Creating Person-Centred Organisations Strategies and Tools for Managing Change in Health, Social Care, and the Voluntary Sector. London: Jessica Kingsley.

Silva, T. (2013). Essential management skills for pharmacy and business managers. London: Productivity Press.

Stahl, M. (2004). Encyclopedia of health care management. Thousand Oaks, California: Sage Publications.