Strategic Plan Part I

Topics: Strategic management, Strategic planning, Mental disorder Pages: 10 (1669 words) Published: February 1, 2015

Strategic Plan Part I – Organizational Structure
Marla Jennings
December22, 2014
Deborah Ann Laughon
Strategic Plan Part I – Organizational Structure
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 with integrity and professionalism, ensuring public trust. Quality – CBH believes that the quality of their services should exceed the expectations of their customers. Leadership – CBH believes in providing innovative leadership that advances their quality. Change and Innovation – CBH believes in facilitating change and innovation that improves and enhances their services. Work Environment – CBH believes in a safe and productive workplace that is challenging, rewarding, and enjoyable, where every employee is part of the team, and where trust, respect, creativity, and open communication prevail. Citizenship - CBH believes in good citizenship through individual and organizational involvement in the community where they live and work. Strategic Planning Model

“Strategic management is that set of managerial decisions and actions that determines the long-run performance of a corporation” (Hunger & Wheelen, 2011). It consists of four simple components: environmental scanning, strategy formulation, strategy implementation, and evaluation and control.

Cambridge Behavioral Hospital’s Strategic and Operation Plan for 2014 includes a SWOT analysis along with a set of Strategic and Operational goals. Based on the Vision and Mission that has been established for CBH, as well as the challenges and opportunities they face, they have developed a set of strategic goals that serve as measurable signs of their progress. SWOT Analysis for Cambridge Behavioral Hospital

Strategic and Operational Goals
Cambridge Behavioral Hospital’s Strategic Goals include:
Obtaining computers for every office with an integrated admission and documentation system Enhance computer system for Psychiatrists, Therapists, and Nurses. Enhance IT hardware
Increase all staff’s sense of involvement in decision making and customer satisfaction. Cambridge Behavioral Hospital’s Operational Goals include
Develop a process for annual...

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
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.
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