Introduction

Cedar-Sinai Health Center is a non-profit and independent healthcare organization that began its operations in 1902 (Balgorsky, 2014). The healthcare organization is located in Los Angeles. Since it began its operations, it has evolved to provide the residence with the finest available healthcare inform of setting quality standards and innovations in patients, community services, research, and teachings. In this era, the organization is famous for its national leadership program in transforming healthcare (Balgorsky, 2014). Moreover, the Cedar-Sinai is among the largest non-profit academic health centers. The organization has more than 2,100 physicians, 2,800 nurses and 886 licensed beds (Cedar-Sinai, n.d.). Some of the services that the organization delivers include the following. First, the organization runs clinical programs that provide primary care and specialized treatments. Second, it serves the community through its Medical Network. Third, it offers research on heart disease and brain cancer. The paper seeks to examine and analyze the governing structure of Cedar-Sinai Health Center.

Organization’s Mission

The mission of Cedar-Sinai Health Center includes the following. First, the organization focuses on leadership and excellence in delivering quality healthcare services. Second, the organization seeks to use biomedical research to expand the horizons of medical knowledge (Cedar-Sinai, n.d.). Third, the organization focuses on providing education and training programs to physicians and other healthcare professionals. Fourth, Cedar-Sinai strives to improve the healthcare status of the community.

Organizations Vision

Cedar-Sinai Health Center is the leading healthcare provider in the States of Los Angeles, and it will enhance its position by attracting and enhancing its relationship with well-qualified, accomplished and respected healthcare professionals such as physicians, nurses, and scientists. Second, the organization will demonstrate excellent value, clinical and service quality. Third, it will foster a culture of compassionate care, superb clinical and operational performance. Fourth, it will ensure delivery of superior facilities and technology to healthcare services. Fifth, Cedar-Sinai will continue to engage in biomedical research and medical education to remain as the leader in medicine and sciences.

Organization’s Values

When pursuing its vision, the Cedar-Sinai Health Center guides its physicians, nurses, leadership’s actions and other staff by the following values.

Respect

The organization will value the diverse perspectives of each individual and treat them with caring considerations.

Compassion

The organization will ensure that its culture of caring is distinct as it treats concerned people with openness, empathy, and honesty.

Innovation

Cedar-Sinai believes that every system in the organization is perfectly designed to attain the desired results and through continuous innovation, the organization will make a difference in the quality of healthcare they provide.

Integrity

The organization will never compromise the integrity and ethics of its work environment. Teamwork and Collaboration

The organization will develop a unified and integrated approach to care by working together and sharing knowledge skills, and constant communication with patients and families.

Issue-Based or Goal-Based Planning

Since Cedar-Sinai Health Center is an established organization, it uses Issue-based or goal-based planning to deeper into the strategic planning process. When using this model, the management starts with a SWOT analysis whereby they examine the internal and external forces that play a critical role in the operations of the organization (Balgorsky, 2014). Second, the stakeholders identify and prioritize issues or goals that the organization will focus. Third, after the identification of the issues or goals, the stakeholders will review and update the organization’s mission, visions, and values and ensure that they are consistent with the issues and goals identified. Fourth, stakeholders will develop action plans for the identified goals and issues. The action plan will have details of the procedure to implement the goals. Cedar-Sinai often develops its strategic plan for three years and conduct annual reviews and updates.

The Role of Organization’s Mission, Vision and Values in Relation to its Strategic Plan

In Cedar-Sinai’s strategic plan, the major issues that the organization prioritizes to maximize the effectiveness in meeting the health needs of the community include the following. First, the organization has prioritized geographic locations that include diverse, low-income communities and high-need populations closer to the facility (Cedar-Sinai, n.d.). Second, the organization has given priority to access to care such as primary care, specialty care, and mental health, prevent care and chronic diseases.

Mission, vision, and values play a significant role in the organization’s strategic plan. The building blocks of values such as integrity, compassion, teamwork and collaboration, respect and innovation are combined to create the organization’s mission statement. Therefore, organization’s values provide guidance on how it will attain the ultimate goal or vision. Besides, without defined values, it would be hard to have a mission or values since there would be no individual steps to provide guidance. The role of the mission statement is to measure whether the strategic plan of the organization aligns with its goals (Perrin, 2014). The vision statement defines the reasons for the existence of the Cedar-Sinai Health Center and helps to translate the organization’s objectives into work structure. Since the vision statement inspires employees in the organization, they will be motivated to actualize tasks assigned to them.

Organizational Structure of Cedar-Sinai Health System

The organizational structure indicates the way activities such as task allocation, coordination and supervision, and information flow are directed towards the attainment of the organizational target. The organizational structure of Cedar-Sinai Health Center has a functional structure. A functional structure refers to a set up whereby each segment of the organization is divided based on its purpose (Perrin, 2014). For instance, in the case of Cedar-Sinai Health Center, the groupings include the board, executive, administration and service provision. The board consists of directors while the executive management has the President and CEO, Vice President and executive assistants. In the department administration, we have top managers and patient care managers. Lastly, in the service provision segment, we have the staffs who are responsible for the provision of informational, therapeutic, diagnostic and supportive services.

Current Key Leaders in Cedar-Sinai Health Center

The current key leaders in Cedar-Sinai Health Center include the following. The organization has Vera S. Guerin as the Chair, Board of Directors (Cedar-Sinai, n.d.). Thomas M. Priselac is the President and CEO, and Marc H. Rapaport is the Vice Chair while Sue Neuman Hochberg is the Secretary. In the executive management, Linda Burnes Bolton is the Vice President, Chief Nursing Officer, and Peter E. Braverman is the Senior Vice President, Legal Affairs while John Jenrette is the Executive Vice President, Medical Network (Cedar-Sinai, n.d.).

Change Management Model

The change management model that Cedar-Sinai uses is the Prosci’s ADKAR Model. This change management model is goal-oriented and allows leaders and change management team to focus on the specific business outcome (Balgorsky, 2014). Precisely, the model emphasizes on what leaders would do to drive individual change that would result in better outcome in the organization. The change management team in Cedar-Sinai Health Center ensures smooth implementation of the desired change in the following ways.

First, leaders ensure they provide employees with an awareness of the organization reasons for change through communication. Similarly, they ensure that employees understand the nature of the change. Second, leaders ensure that employees have the desire to support, engage and participate in the change. Third, the change management team in Cedar-Sinai Health Center provides knowledge to employees on how to change through coaching and training programs (Cedar-Sinai, n.d.). Fourth, leaders ensure that they have the ability to implement change and demonstrate performance. Lastly, leaders ensure reinforcement of change by building an organizational culture and competence around it.

The Impact of Governance on Implementation of Strategic Goals

The board of directors in Cedar-Sinai Health Center is the ultimate decision-making authority. The board’s involvement in strategy implementation is beneficial since they help to analyze data on the internal and external environments (Voehl & Harrington, 2016). They are industry experts; therefore, their presence has a significant impact on the organization. Second, the board demonstrates the role of choosing members of various committees such as audit, advisory, remuneration and executive that would help in the strategic implementation of the goals. Third, the board in Cedar-Sinai Health Center plays the role of deciding on a capital structure. Fourth, the board’s involvement entails approving the strategic plan after the management has fully developed it.

Organization’s Major Service Delivery

Cedar-Sinai Health Center has a complex organizational structure due to its large size. Therefore, the functional organization structure of Cedar-Sinai enables us to understand its chain of command. The major service delivery and support activities in the organization’s value chain include the following. Regarding the location, the organization delivers its healthcare services in Los Angeles (Cedar-Sinai, n.d.). The target market for Cedar-Sinai Health Center includes local individuals with chronic diseases, medical students, community centers, local schools and international patients. The programs offered by the organization include community service programs, research and education programs, Alzheimer’s prevention program and advanced lung disease program. Similarly, services include therapeutic, diagnostic, central supply, housekeeping, and maintenance, teaching, research and community services.

With the clinical operation, Cedar-Sinai has clinical trial administrators who support the daily activities for drug development. Clinical research associates manage different clinical research units to ensure the trial is running correctly. The marketing initiatives developed at the organization include advertising, online and service line strategy. The organization’s billing department has the responsibility to bill patients for the health care services offered. Physicians and nurses often engage in a post-hospital follow-up visit after the patient have been discharged, and this helps to prevent unnecessary hospital readmissions. Physicians have the option to call the patient and ask about the progress or visit them in their homes.

The organizational culture indicates how employees behave and relate in the organization. Cedar-Sinai supports its employees, visitors, customers by prohibiting violent behaviors. Similarly, the organization offers education programs that help employees to demonstrate competence in diffusing potentially volatile situations. Regarding the organizational structure, the hospital administrators are responsible for managing and overseeing the operations of the various departments in the organization (Voehl & Harrington, 2016). For instance, they perform public relation duties and establish hospital duties. The strategic resources include human, financial, physical and intangible resources. The human resources recruit employees.

Analysis of the Use of Value Chain to Implement Organization’s Strategic Plan

Cedar-Sinai health Center can use its value chain to implement its strategic plan by doing the following. First, since the organization is using the issue-based or goal-based planning model, it can identify and classify its activities such as customer service, marketing, manufacturing and operations, system support and human resource. Second, the organization will allocate costs to each activity identified. Information on the cost will provide managers with insights into the capabilities of the organization. Third, the organization will identify critical activities that would satisfy customers and market the success.

Conclusion

Cedar-Sinai Health Center is a non-profit and independent healthcare organization that offers healthcare and community services, education programs, research, and community. The organization uses issue-based or goal-based planning model. The mission and vision statements act as guides in the formulation of the organization’s objectives. Values provide guidance on how the organization will attain the ultimate goal or vision. Cedar-Sinai uses functional organizational structure while its change management model is Prosci’s ADKAR. The governing body of the organization has a positive impact on strategy implementation. The organization offers major services and support activities to its target market. Value chain analysis has a positive influence on the implementation of strategic plan.

References

Balgorsky, B. J. A. (2014). Essentials of Health Information Systems and Technology. Sudbury: Jones & Bartlett Publishers.

Cedar-Sinai. (n.d.). About us. Retrieved from https://www.cedars-sinai.edu/About-Us/

Perrin, K. K. M. (2014). Principles of evaluation and research for health care programs. Jones & Bartlett Publishers.

Voehl, F., & Harrington, H. J. (2016). Change Management: Manage the Change or It Will Manage You (Vol. 6). CRC Press.