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Strategic Planning And Culture

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The Strategy is Accreditation to Change the Culture

Strategic planning is a process to formulate fundamental decisions and actions. One key factor for a successful long-term strategic planning process is identification of the required core competencies, based on systematic analysis, and then start working on acquiring these core competencies so that the organization will be a strongly positioned for the environment and competition in the future (Mintzberg, 1987).
As the organization must focus on specific activities to be effective and efficient towards the desired outcomes, strategic choices must be well defined. If continuous quality improvement is one of the key strategic priorities where the organization want to make a significant development …show more content…

Based on Ouch’s hypothesis, the organization leaders and members involved in the accreditation process will influence quality management in the organizational culture through shared organizational standards, expectations, values, beliefs and norms. With this concept applied in using accreditation standards, specific requirements not only codify the principles of quality management in a clear and accessible language, but they provide a framework for regular monitoring of the progress towards meeting client expectations, and more employee …show more content…

All quality improvement efforts aim to the desired end of improved quality, performance and outcomes. We believe that most organizations will be able to discover for themselves how accreditation standards can help them to improve. The required internal behavioural and cultural change, in the endeavour for excellence is what most health care organizations want for themselves and their clients. Accreditation offers them the opportunity to reach this lofty goal.
As strategic planning should create clear sense of direction, the strategic framework, has to be well defined and effectively addressed to all stakeholders. Very often executives and managers are engaged to operating, almost “firefighters” on their day to day issues and they may get extremely preoccupied with short-term outcomes or the need to get quick wins.
The transformation into a culture of continuous quality improvement starts with designing a strategy, in which accreditation is a lever, reinforcing a major long campaign. In this campaign, the top leaders should be the greatest inspiration for evolving the

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