Strategic Plan Part I
Strategic Plan Part I – Organizational Structure
Marla Jennings
HCS/589
December22, 2014
Deborah Ann Laughon
Strategic Plan Part I – Organizational Structure
Introduction
In this paper, this student will focus on the organizational structure of Cambridge Behavioral Hospital (CBH). This document will attempt to identify the hospital’s mission and vision, the organization’s key values, strategic planning model used, as well as the hospital’s mission, vision, and values in relationship to its strategic plan. Also to be discussed is the organizational structure of CBH, current key leaders, and change management model that is used. Other topics that will be focused on are the governing board’s involvement in implementing strategic goals and the organization’s major service delivery and support activities in its value chain.
Cambridge Behavioral Hospital (CBH) is a 66-bed inpatient acute psychiatric hospital that is dedicated to delivering the best care to individuals with mental health issues or mental health problems with co-occurring chemical addictions. CBH offers a complete scope of diagnostic treatment and educational services for adults through an integrated delivery system. CBH is licensed by the Ohio Department of Mental Health and Addiction Services and accredited as a hospital by The Joint Commission (Cambridge Behavioral Hospital, 2014).
Mission, Vision, Values The mission of Cambridge Behavioral Hospital is always to maintain a commitment to excellence in the care and treatment of their patients. Cambridge Behavioral Hospital’s vision is to provide the finest quality of care, with the highest degree of integrity to the broadest spectrum of consumers (Cambridge Behavioral Hospital, 2014) Key Values of Cambridge Behavioral Hospital include:
Customer Orientation – CBH believes the customer must be the primary focus. Their needs and involvement shape employee’s attitudes and guide their activities.
Ethics - CBH believes in conducting themselves
Marla Jennings
HCS/589
December22, 2014
Deborah Ann Laughon
Strategic Plan Part I – Organizational Structure
Introduction
In this paper, this student will focus on the organizational structure of Cambridge Behavioral Hospital (CBH). This document will attempt to identify the hospital’s mission and vision, the organization’s key values, strategic planning model used, as well as the hospital’s mission, vision, and values in relationship to its strategic plan. Also to be discussed is the organizational structure of CBH, current key leaders, and change management model that is used. Other topics that will be focused on are the governing board’s involvement in implementing strategic goals and the organization’s major service delivery and support activities in its value chain.
Cambridge Behavioral Hospital (CBH) is a 66-bed inpatient acute psychiatric hospital that is dedicated to delivering the best care to individuals with mental health issues or mental health problems with co-occurring chemical addictions. CBH offers a complete scope of diagnostic treatment and educational services for adults through an integrated delivery system. CBH is licensed by the Ohio Department of Mental Health and Addiction Services and accredited as a hospital by The Joint Commission (Cambridge Behavioral Hospital, 2014).
Mission, Vision, Values The mission of Cambridge Behavioral Hospital is always to maintain a commitment to excellence in the care and treatment of their patients. Cambridge Behavioral Hospital’s vision is to provide the finest quality of care, with the highest degree of integrity to the broadest spectrum of consumers (Cambridge Behavioral Hospital, 2014) Key Values of Cambridge Behavioral Hospital include:
Customer Orientation – CBH believes the customer must be the primary focus. Their needs and involvement shape employee’s attitudes and guide their activities.
Ethics - CBH believes in conducting themselves
References: Hunger, J. D., & Wheelen, T. L. (2011). Essentials of strategic management (5th ed.). Upper Saddle River, NJ: Pearson Education. Mathews, J. (2009). Models of change management: A reanalysis. IUP Journal of Business Strategy, 6(2), 7-17. Retrieved from http://search.proquest.com/docview/197390722?accountid=458 Porter, M. E. (1985). The competitive advantage: creating and sustaining superior performance. NY: Free Press Swayne, L. E., Duncan, W. J., & Ginter, P. M. (2008). Strategic management of health care organizations. (6th ed.). Hoboken, NJ: Wiley. Cambridge Behavioral Hospital. (2014) Written Plan for Professional Services.