HCA 442 E1 STUDY GUIDE
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- What four types of strategies make up the strategy formulation process? Describe the role each plays in developing a strategic plan.
- Why are the directional strategies both a part of situational analysis and a part of strategy formulation?
- How is strategy formulation related to situational analysis?
- Name and describe the expansion, reduction, and maintenance of scope strategies. Which of the adaptive strategies are corporate and which are division level? Under what conditions may each be appropriate?
- Explain how an understanding of an organization’s strategic alternatives provides structure for strategic thinking.
- What is the difference between related diversification and product development? Provide examples of each.
- What is a market-driven or focused factory strategy? Identify some organizations that have employed this type of market development strategy.
- Many health care organizations have engaged in vertical and horizontal integration. What is the rationale for these strategies?
- Describe vertical integration in terms of patient flow. Explain the difference between an enhancement strategy and a status quo strategy.
- How is market development different from product development? Penetration? Provide examples of each.
- Compare and contrast a divestiture strategy with a liquidation strategy.
- Explain Porter’s generic strategies. How do they position the organization’s products and services in the market?
- How might a retrenchment strategy and a penetration strategy be linked together? What are some other logical combinations of strategies? How may a combination of strategies be related to vision?
- Why is the traditional SWOT Analysis a good place to begin? What are the problems with using SWOT?
- Explain the rationale underlying the external/internal strategy matrix.
- Describe the product life cycle. How is it useful for thinking about the adaptive strategy of a health care organization?
- What adaptive strategic alternatives are indicated for each stage of the product life cycle?
- Identify appropriate adaptive strategic alternatives for each quadrant in the expanded portfolio matrix.
- Explain the strategic position and action evaluation (SPACE) matrix. How may adaptive strategic alternatives be developed using SPACE?
- Why should program evaluation be used for public health and not-for-profit institutions in the development of adaptive strategies?
- How are market entry/exit strategies evaluated? What role do speed of market entry/exit and control over the product or service play in the market entry/exit decision?
- Explain the linkage between internal analysis and the value adding service delivery and support strategies. How are the value adding strategies linked with action plans?
- Explain the difference between pre-service, point-of-service, and after-service activities. What elements are central to each? Provide an example of how an organization might create a competitive advantage in each of these areas.
- For a health care organization, explain why pre-service, point-of- service, and after-service activities are fundamentally marketing and clinical in nature.
- Discuss the various ways that health care providers can define the market they want to serve.
- Does marketing have a role to play in the market entry strategies?
- What part does internal analysis play in the development of value- adding support strategies? What part does strategy formulation play?
- How do the value-adding support strategies create the “context” for strategy implementation?
- What is organization culture? How does it implement strategy?
- What are the basic building blocks of structure? What are the advantages and disadvantages of each?
- Which do you think changes first, strategy or structure? After formulating your answer and making your case, argue the opposite position.
- What are the primary differences in the financial strategies needed for expansion, reduction, and maintenance of scope?
- What are the primary differences in the human resources strategies needed for expansion, reduction, and maintenance of scope? Which type of adaptive strategy is most difficult to implement from a human resources perspective? Why?
- Explain the relationship between situational analysis and action plans.
- List the important components of action plans. Which component do you think is the most important? The least important? Explain your response.
- How are the action plans for a division (for example, the hospital division) similar to action plans for a department (such as housekeeping)? How are they different?
- How do action plans assist in the allocation of organizational resources in line with strategies?
- Are the costs associated with accomplishing the unit objectives the only ones that should be included in budget requests? Why or why not?
- What are the primary characteristics of unit objectives? Are these characteristics descriptive of good organizational strategic goals? Why or why not?
- What is a Balanced Scorecard? In what ways is it a means of focusing attention on strategy implementation?
- What are some of the primary barriers to the effective implementation of strategies in health care organizations? How can each be overcome or removed?
- Explain how vision, mission, values, goals as well as the adaptive, market entry/exit, competitive and implementation strategies are a part of strategic control.
- Should every organization formulate contingency plans? Why or why not?
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