Name..........................

Leading and Managing for the Future

Student No,
Unit Ref. No. LMF

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ON
LEADING AND MANAGING FOR THE
FUTURE

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(.................................)
Submitted By:

Name..........................
Leading and Managing for the Future

Student No,
Unit Ref. No. LMF

(..................................)

LEADING AND MANAGING FOR THE
FUTURE

............................ 2........................................ differentiation and industry influence.....................................................................7 STRENGTHS.............................................................. besides that strategic positioning consists the definition othe organization's resourceses........ 2013)...................................... 9 (Wade................... 2013)............................ In addition.. 9 Fig-2................................................. 7 OPPORTUNITIES................................................................................. 9 ......................................................................... such as cost leadership.......................................... No...................... 9 STAKEHOLDER ANALYSIS.............................................................................. 7 WEAKNESSES ........... 2...............6 FRANCO-VIETNAMESE HOSPITAL (FVH)...... Leading and Managing for the Future Student No................................................................. LMF INTRODUCTION................................................ 7 THREATS..............................................................................................................................................................................................................................................................................8 STRATEGIC POSITIONING................................ 10 ........................................................ Unit Ref......................................................................................3) STRATEGIC POSITIONING..........9 (Wade........... 9 STAKEHOLDER EXPECTATIONS......................... it defines the “go to market” strategy and it defines the strategic choice and it determines the competitive model...................................... 8 Fig-1............................1...................................................................................................................................................... 6 TASK-1 (LMF 2.2 AND 2...............................................3).....Name....................................1.................................................6 SWOT ANALYSIS (FRANCO-VIETNAMESE HOSPITAL)....................................................................................................................................... 9 Strategic positioning is the process of positioning the business into the market place and it is the most significant step to profitable business..........2 AND 2..................................................... 8 TASK-2 (LMF 2.........................

............................... 16 APPENDICES-1 HEALTHY ORGANIZATION....................6 FRANCO-VIETNAMESE HOSPITAL (FVH).................................................................................................1.............................................................................1........................................3).................18 APPENDICES-4 BCG MATRIX................................ LMF ..................14 TASK-5 (LMF 3............................2 AND 2... 11 TASK-3 (LMF 5....................2 AND 3......................Name.......................12 Fig-5...................................................2) INFORMATION AND INFORMATION MANAGEMENT ............................. 11 Fig-3.....19 APPENDICES-5 PORTER’S FIVE FORCES........................................................................................................................ 11 Fig-4................................................................................................3) STAKEHOLDER MODELS ...................... 16 APPENDICES.. TENSIONS AND PERSPECTIVE......1..... 5................ 6 TASK-1 (LMF 2................... 7 WEAKNESSES ......................................16 APPENDICES-2 DECISION MAKING MODEL -1........6 SWOT ANALYSIS (FRANCO-VIETNAMESE HOSPITAL).............................................................................................................................................. No............................................... Unit Ref........................... 13 THE STRATEGIC ISSUES........................................................................................................................ Leading and Managing for the Future Student No.......................................................................................................................................................................................................................... 13 TASK-4 (LMF 4.................. 3.................................7 STRENGTHS...................................................................2 AND 5... 2...............................1AND 4..............................................19 BIBLIOGRAPHY..............................................................................................17 APPENDICES-3 DECISION MAKING MODEL -2............................................................................................................................................................................................ 7 ...................................3) DECISION MAKING TECHNIQUES................15 CONCLUSION....................................... 20 INTRODUCTION.....

13 TASK-4 (LMF 4.. No....... 16 .................1.................... 9 ................................................. 2013)..................................................................................................................................................................................................... 16 APPENDICES.......... 8 TASK-2 (LMF 2..................................................................................................................................................................... 8 Fig-1...................................................................................................3) STRATEGIC POSITIONING................................. TENSIONS AND PERSPECTIVE..................1AND 4............. 3...............................Name............................................................ 9 STAKEHOLDER EXPECTATIONS........................... 7 THREATS....................................................2) INFORMATION AND INFORMATION MANAGEMENT ............................................. such as cost leadership...............................................................1...........................................................................................3) STAKEHOLDER MODELS ....................... 9 STAKEHOLDER ANALYSIS........... 11 Fig-4.............. 9 Strategic positioning is the process of positioning the business into the market place and it is the most significant step to profitable business..................... LMF OPPORTUNITIES...........................................2 AND 5. 13 THE STRATEGIC ISSUES...................................................................................8 STRATEGIC POSITIONING............................................................................................................................................................................. 9 Fig-2......................................................................................... 11 TASK-3 (LMF 5................................ 5.2 AND 2.......................... besides that strategic positioning consists the definition othe organization's resourceses...................... differentiation and industry influence.......................................................................... 10 ............... Unit Ref............................................1............................... 2013).................................. 9 (Wade................... Leading and Managing for the Future Student No...............................15 CONCLUSION................................................................................................... it defines the “go to market” strategy and it defines the strategic choice and it determines the competitive model........................................................12 Fig-5....................3) DECISION MAKING TECHNIQUES........... 11 Fig-3..................................................................... 2......................... In addition........................................................................................14 TASK-5 (LMF 3...9 (Wade.................................................2 AND 3.....................................................................................................................................................................................

... Task-1 (LMF 2..................................... The strengths and weaknesses are internal factors that create or destroy value.. Leading and Managing for the Future Student No........ It is a representation of the status of a product or service on the market... Meantime opportunity is the situation in favor to competitive advantage in the product or project and threats are the undesired situation in the external environment that threats the progress..... For instance the strengths and weaknesses are in the areas of marketing...................3) SWOT Analysis (Franco-Vietnamese Hospital) The SWOT analysis is a tool to identify the strengths... .....1................................................ organizational and innovation......................................................... weaknesses and opportunities and threats are significant to the decision making process and decision makers among strategic...... besides that adequate plans and strategies required to use the internal strengths and external opportunities to overcome or manage external threats and reduce the internal weaknesses........................ Unit Ref. 20 INTRODUCTION The health and social care sector demands proactive responses from managers due to the environmental changes................................. competition and market and technological innovation... tactical and operational decision makers...................... Therefore identifying the strengths..................... the National Agency for Innovation and Research in Luxembourg) Strength is the resource of the product or the organization and weakness is the limit of the product or organization that prevent from success................ The effective decision making by the efficient managers or leaders leads the organization to healthy status...Name............ 2....... No......2 and 2............ opportunities and threats of particular enterprise............ The opportunities and threats are external factors that companies cannot control..........16 APPENDICES-2 DECISION MAKING MODEL -1.............19 APPENDICES-5 PORTER’S FIVE FORCES. (Source........... Opportunities and threats are in the areas of economic factors..... weaknesses............. financial.18 APPENDICES-4 BCG MATRIX...... LMF APPENDICES-1 HEALTHY ORGANIZATION.........19 BIBLIOGRAPHY.. trends and effects..17 APPENDICES-3 DECISION MAKING MODEL -2..............

Name. Strengths 1. Leading and Managing for the Future Student No. This hospital provides training for nurses.. 6.. Updated training and skill developments to staff 10. 4... 5. Trauma care center and casualty care unit 5.. open heart and neurology Weaknesses 1. Skilled and experienced staff 8.. Expansion and serving to more people possible Public transportation and parking Collaboration and referrals available for expansion Expansion of specialty departments Collaboration with institutions... 4.... 3..Specializing in transplants. 5.. This hospital has 200 beds and provides health care services affordable to Vietnam prices. LMF Franco-Vietnamese Hospital (FVH) This private sector hospital was established in 2003 by a group of French doctors with the support of the World Bank. Lot of medical and surgical specialties 4.. Library and training rooms 6.. 2. Patient waiting time is high Under staffing in some departments Increased work load on staff in some departments The patient doctor ratio is low Patient staff ratio is low High employee turnover Scarcity of budgets Opportunities 1...... 2. 7.. Research Centre 7. Large number of beds 3. Modern medical equipments 9.. 3.. No. medical students and doctors in the hospital premises. Unit Ref... The location is in the city area and easy access with parking area 2. They provide free of charge medical care for children who require surgery by partnering with private sponsors and the hospital not accredited by any international accreditation scheme. 6. state and counties Medical education can provide to more medical students .

2. have a written vision.1.Name..3) strategic positioning Strategic Positioning The overall intended objectives and approach to a situation. No... 2013) SWOT A analysis is the foundation to develop strategies and tactics and those become the road map to develop the business operating plan and prior to define the SWOT.2 and 2.. 2013) Task-2 (LMF 2. Leading and Managing for the Future Student No... mission and values statement... 6... Most business managers will carefully develop a well thought out strategic position and take considerable steps to communicate it to staff clearly so that all parts of the business can be operating toward the firm's stated goals..... Fig-1 .. LMF Threats 1...) Lawsuits and penalties by the department of health Major national health care reforms affect the hospital Lengthy wait time affects the business Institutional protocols for innovation and originality (Swot... 5. New entrants of highly professional competitors Medical insurance reimbursement law changes (cut by govt. 2.. 3... (Business Dictionary. Unit Ref. 4.... Strategy links both vision and mission and implement through the organization.

.. Unit Ref. such as cost leadership. (Wade. besides that community expect safety and security and other contributions to community... the owner's expectation is financial return from the business and added value to the business.... Creditors desired credit worthiness and timely paying. agencies. Customers are expecting a quality product for their money and quality services. labor unions. 2013) Strategic positioning is the process of positioning the business into the market place and it is the most significant step to profitable business.Name. policies and objectives affect the stakeholders... For instance the stakeholders are directors.. In addition..... For instance Fig-2 shows the internal and external stakeholders based on a public health department. differentiation and industry influence. a group or organizations have concern in an organization and the actions.. Leading and Managing for the Future Student No. besides that strategic positioning consists the definition othe organization's resourceses. besides that .. LMF Fig-1 (Wade.. creditors. 2013) Stakeholder Expectations Stakeholders are a person... there are primary and secondary expectations of the stakeholders such as. Fig-3 Fig-2 . suppliers.. customers.. directors and government. Workers desired to get prompt pay. it defines the “go to market” strategy and it defines the strategic choice and it determines the competitive model. No. shareholders or owners. work satisfaction and personal and career development.. employees.... finally government expects compliance and improved competitiveness. The supplier expects to get payment in time and long term relationship.

Name. The below table shows the priority of stakeholders .... No........ Unit Ref... LMF Stakeholder Analysis The important stake holders in healthcare sector are the 9 C’s as follows....... Leading and Managing for the Future Student No........

. Leading and Managing for the Future Fig-3 Fig-4 Student No.. No.......... Unit Ref..... LMF ....Name........

. No... besides that. ..(Fig-5) The chosen organization has the premises in prime location with 200 bed capacity with surgical specialities. specialisation in transplants.. Unit Ref.. infrastructure developments can develop more the training centres to occupy more nursing and medical students.. open heart surgery and neurology..2 and 5.. 5. image and collaboration should be utilised to capacity building. premises... Leading and Managing for the Future Student No.... organization.. people...... market. finance.. skilled and trained staff.1. The opportunities are existing to expand more areas and collaboration with other hospitals provide more referrals patients... more speciality units will provide opportunities.. systems. LMF Task-3 (LMF 5. research centre.3) decision making techniques The organization should meet stake holder expectations and the resources capabilities such as managers and decision makers.Name. besides that providing service to a large population with world bank finance support and other private partners.. modern medical equipments.

. No. analysis of the information... Unit Ref...2) information and information management The strategic decision making consists of the long term goals of organizations by mission. collection of information and ideas.... communication and carryout decision and evaluate and report the result.. The strategic tools are using for analysing the internal and external factors and strategic options result to achieve the desired goals..... Leading and Managing for the Future Student No... decision.. vision and long term objectives and it take the course of action to achieve those goals. Fig-6 Fig-6 ..... The strategic decision making process involved with the identification of objectives.. besides that it makes changes and manage changes for the observed outcomes.1and 4...Name... LMF Fig-5 Task-4 (LMF 4.

. strategy formation and strategic change and strategic content are business level strategy..... tensions and perspective The strategic issues involved with strategic process.... Unit Ref.... Fig-7 Fig-7 ....Name... No. such as strategic thinking.... Leading and Managing for the Future Student No.. finally the strategic purpose deals the organizational purpose. corporate level strategy and industry context.. LMF The strategic issues.. besides that strategy context is organizational context and international context....

(Appendices 2 and 3) Management Information System (MIS) is an organized approach to study the needs of information at every levels of information at every level of operational.. The shadow is what we think of it.. the impact of ethics and values and group decision making. “Character is like a tree and reputation like its shadow... the tree is the real thing.2 and 3. LMF The decision making models are in different nature. deciding whether to go ahead..1. tactical and strategic decisions. Leadership is forged in times of crisis.. 3.. Unit Ref. No... financial decisions... improving decision making.It is another thing to lead when your world comes tumbling down” Lee Iacocca..” .. integrated and stored in a centralized data base or data warehouse and it continuously updated and made available to the authority to access in suitable formats... besides that. processes and routines and it provide reports in correct. It aims to design and implement procedures...3) stakeholder models “Leaders are made..Name. Task-5 (LMF 3. then processed... such as choosing between options... Leading and Managing for the Future Student No.. The modern computerised systems perpetually gather relevant data from inside and outside of an organization. consistent and timely manner. It is easy to sit there with your feet up on the desk and talk theory……. choosing by projecting “expected out comes”... not born.

Leading and Managing for the Future Student No... moreover the leader should have courage to defend what is right even it is unpopular. besides that suggests strategies to move forward and let others to share their idea.Name... Unit Ref. The character means knowing the difference between right and wrong and it connected with ethical and moral strength. such as .. That means the leader should listen other’s different challenging ideas and willing to do something new and think outside of the box and manage constantly changing change and have creatively deal it. curiosity. character.... creativity. No... communication.... Appendices Appendices-1 Healthy Organization . in addition deals the efficient management of information systems requirement for the effective and efficient managing and decision making.. LMF The ideal leadership leads the organization to healthy organization (Appendices-1).. The effective leaders should confront realities and communicate the truth... courage.. Conclusion This study report on leading and managing for future deals with the strategic positioning of an organization and analysed the stakeholders and priority of the stakeholders and their expectation..... besides that it deals the decision making techniques and also analysed the requirement of proactive responding of the managers in changing environment... The leader should believe and determination to achieve goal and inspire others and let them feel they are also part of the vision and to be competent and leaders need to be able reason and use of common sense.. charisma and competency. the 9 C’s of leadership are required to effective leadership. Refers Lee Lococca. conviction.

... No...... LMF ...Name... Unit Ref....... Leading and Managing for the Future Appendices-2 Decision Making Model -1 Student No........

........ Leading and Managing for the Future Appendices-3 Decision Making Model -2 Student No. LMF ...... Unit Ref.. No...Name..........

........... LMF ......Name. No.. Leading and Managing for the Future Appendices-4 BCG Matrix Appendices-5 Porter’s Five Forces Student No.... Unit Ref......

March 08). M. (2002). from Abudi Consulting Group L.gov. from Chron: http://smallbusiness.com/EBchecked/topic/157337/demography fao.nic..healthknowledge. Health Care Enviornment. March 08).. from http://www..au. Retrieved February 23.gov/pubmed/12476639 Encyclopedia Britanica. 2013. 2013.com: http://smallbusiness. Assessing the impact of political.managementstudyguide. Retrieved February 21. 2013.html Mind Tools. (2013. Retrieved February 24. ENTREPRENEURSHIP. February 24).html Merchant. Retrieved March 09.nih. Sources of Power in Organizations.uk: http://www. Environmental Scanning . (2013.chron.com/environmental-scanning. partnerships. Baruah..com/5-sources-power-organizations14467. (2013..com/definition/externalenvironment. from Mind Tools: http://www.uk: http://webarchive. (1998. February 24). 2013. October 31). environmental and other external influences .com/the-5-stages-of-politics-in-an-organisation-where-are-you/ Krueger. from businessdictionary. June 6).nic.ncbi. from smallbusiness.gov... February 21). LMF BIBLIOGRAPHY Achintya Kr..in: http://assamagribusiness...com/5-sources-powerorganizations-14467. (2013.uk/en/Managingyourorganisation/Workforce/Leadership/healthcareenvironme nt/index.partnerships.org.Name. G...britannica. F.. Retrieved March 08. 2013. 2013. Organizational Change Management Strategies.mindtools. 2013. P. (2013.org. 2013. (2013.. from businessdictionary.businessdictionary. J. February 18). Demography.L.. Retrieved February 18. 2013. Health service development and planning . from Ready To Manage: http://www. Retrieved February 18.pdf Business Dictionary.org/Wairdocs/ILRI/x5436E/x5436e06.htm Merchant. 2013..org: http://www.CRITICAL PERSPECTIVE ON BUSINESS AND MANAGEMENT. 2013.chron. N.org. (2013. February 18). (2013).uk/ +/www. (2013. sociocultural. (2013.htm .au/library/the_meaning_of_social_entrepreneurship. February 23).uk/public-healthtextbook/organisation-management/5b-understandingHealth Knowledge. 2013.org. Unit Ref. http://assamagribusiness. (2012.dh.com: http://www. from managementstudyguide.Internal & External Analysis of Environment.healthknowledge. Management Study Guide. An introduction to the planning and evaluation of disease control policy. from The Meaning of Social Entrepreneurship: http://www.com/pages/article/newLDR_81. from britannica.C: http://www. Leading and Managing for the Future Student No.com: http://www.org. External Enviornment. P. No.. Conflict Resolution.html Dr. (2011. 5 Sources of Power in Organizations. 2013.gov... February 24).. from http://assamagribusiness. March 09).htm Department of Health.htm Dictionary. from fao. February 24). 2013. Retrieved February 18. Retrieved February 25. from webarchive. Retrieved February 24.. Retrieved March 07.html Dees. from healthknowledge.com: http://www.healthknowledge.nationalarchives. Retrieved March 09.org.in/agriclinics/Entrepreneurship%20concept%20& %20definition.nationalarchives..com: http://www.org. (2013.chron.nic..in.uk: http://www.htm#TopOfPage Health Knowledge. organizational politics..com/definition/organizationalsocialization. August 2).ginaabudi.nlm.. B.fao. Retrieved February 24. The 5 stages of politics in an organisation – where are you? Retrieved February 25.businessdictionary. 2013.uk/public-healthtextbook/organisation-management/5d-theory-process-strategy-development/health-servicedevelopment-planning Jeroen De Flander. economic.Jon Warner. Retrieved February 24. (2013.

.gov: http://www. 2013. from mindtools.uk/lifecircumstances/social-environment/introduction The National Academies Press..uk/NHSEngland: http://www.. (2013.com: http://www. 2013.forbes. Retrieved March 07. Retrieved March 07. (2012.. Retrieved February 26. Leading and Managing for the Future Student No.. Retrieved March 09. 2003. 2013.org. from webarchive.gov. from connectingforhealth. from valuebasedmanagement..aspx NHS.Name. February 27).. Retrieved March 08.. from scotpho.nationalarchives. 2013.uk: http://www. March 08).who. Breaking Through Programs. March 09).nih.. (2013 . from nap.org: http://www. February 18). LMF Mind Tools..htm NHS.. from forbes. 2013. September 21). Unit Ref. 2012 . from http://www. Identifying "Big Picture" Opportunities and Threats. (2013.net/: http://www.nhs.nhsbreakingthrough. The BCG matris product portfolio method .nlm. from nhsbreakingthrough. (2003). (2013. Managing change and managing benefits . D.html Weinberg. March 07).nationalarchives.. Retrieved February 23.gov. Do NHS walk-in centres in England provide a model of integrated care? Retrieved March 10. Retrieved March9 09.nhs.. Retrieved February 18.ncbi. from icom-portugal. ( 2012 .nlm.co. (2013.valuebasedmanagement..org/multimedia/File/V%20Jornadas/MissionMoneyMerit.com: http://www. No.nih.php?record_id=11693&page=25 The National Archieves. K.. (2013. Retrieved February 24.dh. from nhs.edu/openbook. March 07). The Impact of Social and Cultural Environment on Health. 2013.uk/systemsandservices/icd/benefits Salisbury.uk: http://webarchive.htm Value Based Management . K. C.. 10 Ways to Build a Business Culture Like Apple.gov.com/sites/martinzwilling/2012/03/03/10-ways-to-build-a-business-culturelike-apple .int/topics/social_environment/en/: http://www.aspx NHS.who. (2013. 2013. The Scottish Public Health Observatory.nhs. from ncbi. Strategic decision Making By Non-Profit Managers..co..org. March 09).. M. Retrieved September 21.int/topics/social_environment/en/ Zwilling.pdf WHO. March 12).uk: http://www. Retrieved March 27. World Health Organization. February 23)..edu: http://www..mindtools.gov/pmc/articles/PMC1483943/ Scot PHO. 2013.connectingforhealth.com/pages/article/newTMC_09.icomportugal.. (2013. (2013. February 26).uk/NHSEngland/AboutNHSservices/Emergencyandurgentcareservices/pages/ Walk-incentresSummary. 2013.nap..uk/ +/www.uk: http://www..net/methods_bcgmatrix. Healthcare environment.uk/en/Managingyourorganisation/Workforce/Leadership/healthcareenvironme nt/index. Emergency and urgent care services. 2013.scotpho..uk/About-theNHS/Organisation-structure.

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