The Strategic Operations of Southern Med Pediatric Healthcare

Southern Med Pediatrics

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Introduction & Purpose of the Organization

Southern Med Pediatrics is a healthcare organization founded on the objective of providing an art-of-the-art patient-centred experience for clientele. Our clients include families drawn across various locations in North Carolina whereupon the healthcare organization offers them a small town office feel. Southern Med Pediatric focuses majorly on offering excellent medical care to various family units that step into its doors. The organizations major drive is to ensure that each client is treated with respect, dignity, and compassion. The staff and physicians at this healthcare always strike to make every client encounter informative and pleasant feel whilst considering the time and individual needs of all patients and their families.

Organization Theory

Organization theory refers to a macro investigation of organizations by analyzing and considering the whole organization as a unit. Health services have continuously affected the wellbeing of people, and this dramatic transformation has triggered great demands on each dollar consumed to deliver patient-centered products. That is why health care provision and marketing at Southern Med Pediatric has ensured that it repeatedly apply and practice strategic measures to include environmental dimensions, such as technology, socioeconomics, competition, and regulatory. New healthcare products at Southern Med Pediatric are usually made beginning with biological insight or technological innovation that seeks to address the need to improve present technology in the healthcare field. In order to succeed in positioning healthcare products in any given market, product development at this healthcare center is accompanied with regulatory, market, and commercial issues at hand.

It is important to note that the product development cycle at Southern Med Pediatric has been hailed for driving forward a seamless, streamlined, and outcome-oriented operational process for delivery of products that meet clientele needs. In so doing, Southern Med Pediatric has initiated key concepts of excellence in structuring an integrated product development as well as management process. The management at Southern Med Pediatric further compares these processes and principles to the standard management processes and principles laid forth by the World Health Organization (WHO). This explains how Southern Med Pediatric can leverage end-to-end processes successfully and repeatedly when bringing products to market. All the product sponsors, according to Buchbinder & Thompson (2010, Ch. 7), have the capability to influence the product development process by describing how a healthcare organization can successfully compete in the market and work with constituent and shareholders to maximize the products performance, evaluate it, and evolve in a manner that would meet future market needs.

Organization Behavior

Organization behavior refers to the micro tactic to organizations by focusing on the persons within organizations as the pertinent units of analysis. Based on this definition, it can be said that Southern Med Pediatric seeks to offer its consumers customized, secure, and integrated healthcare products at very affordable prices. Successful implementation of this endeavor requires that a healthcare organization embark on using client-centric models when developing products and delivering services. Improving healthcare is the definitive for all participants in the receipt and provision of healthcare (Dutta 2008, Ch. 4). Patient-centered medicine tends to change the emphasis of medicine from a singular size fits all solution to one that involves individual patients and sanctions them to acquire a degree of control of their own health. Patient-centeredness possesses the potential to create better clinical outcomes, optimize resource utilization, reduce system-wide costs, and improve quality of care. A one-goal approach fosters greater departmental cooperation thus ensuring that all teams are driving towards a similar destination (Doyal & Pennell 2009, Ch. 5).

The choice of choosing a senior person possessing extensive experience in charge of driving patient engagement from the early stages of R&D (research and development) cycle to assist in keeping teams focused on the essence of a patient-centric approach. The centrality of this matter is that it assists in selecting the lead clinical candidate specifically in pre-clinical trials through to stakeholder involvement as well as patient-support programs after drug approval. Southern Med Pediatric will be showing the best interest in this particular area in the presence of dedicated senior appointments. Capturing of real world data during the early phases of the drugs lifecycle, informs of both future market access and development program. This entails understanding disease burden, both from an economic and social perspective, which will entail provision of information on healthcare costs and resource utilization (Balonze 2010, Ch. 6).

Competitive Advantage

Competitive advantage comprises of what sets the organization apart from similar organizations by providing it with a distinctive edge that enables it to meet customer/clientele needs in its service provision. The competitive advantage explains how Southern Med Pediatric has been set up and made distinct from other healthcare organizations within the locality and beyond. The organization prides in offering low charges (or prices) that are relatively affordable by all classes of people both within and outside the neighborhood. According to statistics done for five of the organizations in North Carolina, it was found out that all the remaining four healthcare centers, except Southern Med Pediatric, charge very high prices and capitalize their services based on the tastes and preferences of the rich. Another factor in the competitive edge of this organization is that the healthcare center employs only the best personnel, staff members, and workers in all the sectors within the center. Therefore, the services clients get and expect from the organization are above board, excellent, and call for return clients.

Strategic Constituents Approach

The strategic constituent methodology is used to measure an organization's effectiveness by concentrating on the fulfilment of key stakeholders and everyone who is forms a backbone to that organization's capability to survive and flourish well. The management at the Southern Med Pediatric is always mandated with the task of ensuring that the interests of all stakeholders are fully catered for to avoid cases of conflict of interests. The shareholders, even though they expect good returns from the operations of the hospital, have always maintained calmness and understanding in financial matters. This way, the organization if promised of harmony in all its operations. Carrying out a development criteria on acceptability of risks for dangers giving rise to communal concerns is hard. This is the reason why employers are usually urged to help the management staff, by taking care of themselves at work to evade health and safety issues (Mason, Leavitt & Chaffee 2012, Ch. 4). Employees are thus expected to take part in helping the managers reduce the amount used on their medical bills, to use more cash on development of the organization. Hazards that are giving rise to such apprehensions often entail a wide variety of actions with a variety of possible results (Doyal & Pennell 2009, Ch. 8). It is the duty of Southern Med Pediatric to ensure that everything is done as expected and that every client receives what he or she deserves to when it comes to health.

Conclusion

By examining the strategic operations of Southern Med Pediatric Healthcare, the paper has essentially explored what a model healthcare should look like. Implementing these practices will enable Southern Med Pediatric reach its goals. Many business organizations aim at making high sales from their products and in turn earn high profits. Healthcare organizations that follow steps to make sure that everything is right as well as following the rules and regulations usually succeed and reach their goals. Healthcare organizations that do not plan on how to control risks do not end up reaching their goals.

References

Balonze, J. (2010). Debating Globalization. Israel: TellerBooks.

Buchbinder, S. B., & Thompson, J. M. (2010). Career opportunities in health care management: Perspectives from the field. Sudbury, Mass: Jones and Bartlett Publishers.

Byrne, J., Glover, L., Martinez, C. (2012). Environmental Justice Discourses in International Political Economy. New Jersey :Transaction Publishers.

Doyal, L., Pennell, I. (2009). The Political Economy of Health. United Kingdom: Pluto Press.

Dutta, M. (2008). Communicating health: A Culture-centered Approach. United Kingdom: Polity.

Mason, D. J., Leavitt, J. K., & Chaffee, M. W. (2012). Policy & politics in nursing and health care. St. Louis, Mo: Elsevier/Saunders.