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Mission, Vision and Values in Primary Care

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Our mission is to provide excellent medical care in a family centered environment. We firmly embrace the concept of the medical home, a centralized base for caring for children and their entire family

Our philosophy is shared by all our staff, from physicians to the front desk. We value the relationships with our families, and enjoy caring for newborns through young adults. We are committed to continuously educating ourselves and incorporating the best of technology to provide excellent care.

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T he hospital’s mission, vision, and values are the foundation of a solid strategic plan. And the board of trustees, more than any other group of leaders, is responsible as the “keepers” of these critical success factors. Before developing detailed strategies and objectives, the board needs to review and revise these statements to ensure they are powerful and compelling, and that they solidify the organization for future success. Once solid mission, vision and values statements have been agreed upon by the board, these statements should be placed at the forefront of board decision making, and be at the top of trustees’ minds as they develop their strategic plan. The mission is the core purpose of the hospital. It should be a unique description that clearly defines the hospital’s market and service distinctiveness and differentiation. The values are the principles and beliefs that drive organizational behavior at every level throughout the hospital. The vision is a vivid description of what the hospital seeks to become in the future, on whatever time horizon the board and senior management choose. It takes into account future challenges, future possibilities and future choices

And, when it’s properly crafted it can serve as a set of far-reaching goals that drive strategies and objectives. The Mission Statement Mission statements are crucial because they define the reason an organization exists. Great mission statements are short, memorable, and enduring. To ensure the mission remains squarely at the forefront of board and leadership dialogue and decision making, consider printing it on the first page of all board documents, including board agendas, bylaws, the conflict of interest statement, and, of course, the strategic plan. Keeping the mission visible will help to make it memorable. In addition, it will ensure that one important question is asked often by board members: “how will this action or activity further our ability to achieve our mission?”

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Value is interpreted as the degree of satisfaction obtained by patients in relation to the amount of money they spent on some health care service (Ginter et al., 2013). Thus, the value does not price alone. Rather, it is the connection between price and satisfaction. A value chain for a health care organization incorporates service delivery activities and support activities (Ginter et al., 2013). Service delivery measures are divided into pre-service, point-of-service, and after-service procedures

Support activities include organizational culture, structure, and strategic resources. The most important elements of service delivery activities are market research, determining the health care customers, suggested services, and pricing (Ginter et al., 2013). Although organizational culture and structure belong to support activities, they are crucial for sustaining a supportive atmosphere for the customers. Establishing a value chain makes a health care organization more competitive and provides it with a better place in the market.Arranging competitive benefits in a health care organization is a crucial constituent of the organization’s success. Competitive advantage makes a facility establish unique features that the rivals cannot easily copy (Ginter, Duncan, & Swayne, 2013). Determining these distinctive elements presupposes a switch of the center of attention to reflective analysis and the internal environment. The best approach to assessing the ways in which facilities create value is the “organizational value chain” (Ginter et al., 2013).

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Generally speaking, we offer care, services and technology of the highest quality at the lowest possible cost. We are responsible to the community for the appropriate use of its gifts, resources and support. Excellence - We want our customers' experience of Doylestown Hospital to be different because it is BEST. We ask for our patients' opinions and act on customers' suggestions, in order to exceed the community's expectations of excellence.

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Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2013). Strategic management of health care organizations (7th ed.). San Francisco, CA: Jossey-Bass.

Porter, M. E., Pabo., E. A., & Lee, T. H. (2013). Redesigning primary care: a strategic vision to improve value by organizing around patients’ needs. Health Affairs, 32(3), 516-525.

Sinsky, C. A., Beasley, J. W., Simmons, G. E., & Baron, R. J. (2014). Electronic health records: design, implementation, and policy for higher-value primary care. Annals of Internal Medicine, 160(10), 727-728.

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