Paper Example on Nursing Home Intangible and Tangible Resources: Advantages

Resources 1. There are intangible resources that create a great competitive advantage to the nursing home when competing with other organizations (Smith's Mill Health Campus, 2020). The presence of excellent human personnel to provide quality services give the nursing home vast advantage (Harrison, & Thompson, 2014). As such, humans/ people as intangible resources provide quality physical, occupational, and speech therapy services while treating customers humanely.

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2. Tangible resources represent the services provided. In Smith’s Mill Health Campus, the presence of technological equipment helps provide more quality services. Due to technology, the healthcare facility, can track records, set plans well, and provide aids to help people through physical therapy. (Harrison, & Thompson, 2014). Therefore, when the tangible resources are of impeccable quality, people can trust that the health center is capable of taking care of their health (Barney, & Hesterly, 2009). As a strength, tangible resources such as technology are a marketing entity. Through the social media, people can access services from the healthcare facility. 1. Some tangible resources in a healthcare facility, especially limited resources, bring about loss than profit (Barney, & Hesterly, 2009). With the focus to help people from Columbus, financial difficulties pose a challenge sometimes. As such, little to no profit is attainable since a large percentage helps in caring for people (Harrison, & Thompson, 2014). For an institution to provide quality services, there is a need to invest in superior resources. High profitability when dealing with resources depends on a great investment. Inferior resources are a foundation to lose registration in an institution. Charities, sponsors, and well-wishers are the main investments to the healthcare facility.

Competencies 1. Competencies provide great ground to healthcare organizations such as Smith’s Mill Health Campus (Harrison, & Thompson, 2014). With competency, the facility’s performance consistently improves (Barney, & Hesterly, 2009). The improved performance levels increases growth rates, and the positive reaction of people towards the services provided.

2. Competencies help increase the provision of quality healthcare services to its patients (Harrison & Thompson, 2014). The ability of healthcare practitioners at Smith’s Mill Health Campus to have Intellectual and skill-based knowledge helps increase the competitive advantage against other facilities. As such, the marketing ability of the facility increases since people have a great belief in the service offered at Smith’s Mill Health Campus (Smith's Mill Health Campus, 2020). Besides, due to the skill that the practitioners have, healthcare errors will exist; thus, denoting their health issue will be easy (Agwunobi, & Osborne, 2016). The facility consistently offers training to individuals to better their skills. 1. Competencies do not value the essence of social learning (Smith's Mill Health Campus, 2020). People have different cultural beliefs. For that reason, since some cultural regulations at Smith’s Mill Health Campus differ to an individual’s cultural background/beliefs, despite someone’s condition, he/she can reject their services (Barney, & Hesterly, 2009). As such, when dealing with a healthcare case and denoting people’s history, it is important to understand their cultural beliefs so that the care provided matches their wants and needs.

Capabilities 1. Good capabilities create a positive competitive ground to a healthcare facility (Smith's Mill Health Campus, 2020). With the presence of strategic capabilities at Smith’s Mill Health Campus, good leadership with integrating abilities helps match resources with competencies for excellent results (Agwunobi, & Osborne, 2016). Besides, more results are achievable, and goals attainable with the application of exemplary leadership skills.

2. The strategic application of capabilities under good leadership helps in the management of the already existing assets at Smith’s Mill Health Campus (Barney, & Hesterly, 2009). With good coordination of capabilities, Smith’s Mill Health Campus, can balance existing resources and competencies, to help the facility outshine its competitors and deliver quality services (Harrison, & Thompson, 2014). As such, when applying competencies to better resources and capabilities, Smith’s Mill Health Campus has vast productivity, and profits increases leading to the growth of the institution. 1. Some capabilities, including dynamic capabilities, can be substituted by a facility in the provision of effectiveness (Agwunobi, & Osborne, 2016). The effectiveness level of dynamic capabilities is not extremely efficient in delivering a more competitive advantage for Smith’s Mill Health Campus (Harrison, & Thompson, 2014). Therefore, since dynamic capabilities do not provide a sustainable competitive advantage, the facility can replace it to generate more efficiency when working with capabilities and resources.

References

Agwunobi, A., & Osborne, P. (2016). Dynamic capabilities and healthcare: a framework for enhancing the competitive advantage of hospitals. California Management Review, 58(4), 141-161.

Barney, J. B., & Hesterly, W. S. (2009). Strategic management and competitive advantage. Upper Saddle River, NJ: Pearson Education.

Harrison, J. S., & Thompson, S. (2014). Strategic management of healthcare organizations: A stakeholder management approach. Business Expert Press.

Smith's Mill Health Campus. (2020). Senior living in new Albany, OH | Smith's mill health campus. Trilogy Health Services | Senior Living. "https://www.trilogyhs.com/senior-living/oh/new-albany/smiths%20mill/?cpm=ppcgoogle&gclid=CjwKCAjwr7X4BRA4EiwAUXjbt5OP4ZfqfLAVts7on_gdo9pRw0cqRuON1DMGG5NVZrpuOtrXEPs4-BoCtioQAvD_BwE" https://www.trilogyhs.com/senior-living/oh/new-albany/smiths mill/?cpm=ppcgoogle&gclid=CjwKCAjwr7X4BRA4EiwAUXjbt5OP4ZfqfLAVts7on_gdo9pRw0cqRuON1DMGG5NVZrpuOtrXEPs4-BoCtioQAvD_BwE