INTERNAL FACTORS
Strategic Management Strategic Management
Strategic Management of Health Care
(Gregory G. Dess, Alex Miller) (Hunger, Wheelen)
Organizations 2nd
(W.Jack Duncan, Peter M. Ginter, Linda E.
Swayne)
1 Organizational Culture Primary Activities Value Chain Analysis
It is defined as the "implicit, invisible, intrinsic and 1 In bound logistics Primary Activities
informal consciousness of organization which
guides the behaviour of individuals. In short, it is Soundness of material and inventory control Inbound logistics (raw material handling and ware
the customary way of doing things. systems housing)
2 Clinical Capacity Efficiency of raw material warehousing activities Operations (machining, assembling, testing)
Operations Staff (physicians, nurses, and 2 Operations Outbound logistics (warehousing and distribution
technicians). of finished product)
Productivity of equipment compared to that of key
Information and Intelligence (information- competitors
Marketing and sales (advertising, promotion,
system for clinical staff and among clinical
Appropriate automation of production processes pricing, channel realtions)
departments).
Technical Capabilities Effectiveness of production control system to Service (installation, repair, parts)
Medical diagnosis, treatment, and laboratory improve quality and reduce costs Secondary Activities
technologies for high-quality treatment of
patients. Effeciency of plant layout and wok-flow design Firm infrastucture (general management,
Physical facilities to assure high-quality and 3 Outbound logistics accounting, finance, strategic planning)
comfortable patient care.
Timeliness and efficiency of delivery of finished Human resource management (recruiting,
Synergy (clinical staff understand and share the goods and services training, development)
common goal of quality patient care).
Technology development (R&D, product and
Efficiency of finished goods warehousing activities
3 Administrative Support Capacity process improvement)
Administrative Staff (managers, clerical support, 4 Marketing and sales Procurement (purchasing of raw materials,
data processing staff) machines, supplies)
Effectiveness of market research to identify
customer customer segments and needs Functional Analysis
Information and Intelligence (information-
system for administrative, effective inventory-
Innovation in salespromotion and advertising Organizational structure
control, purchasing information system, and
human resources management system).
Strategic Management Strategic Management
Strategic Management of Health Care
(Gregory G. Dess, Alex Miller) (Hunger, Wheelen)
Organizations 2nd
(W.Jack Duncan,and
Information Peter M. Ginter,
Intelligence Linda E.
(information-
Swayne)
system for administrative, effective inventory-
control, purchasing information system, and
human resources management system). Evaluation of alternate distribution channels Corporate culture
Technical Capabilities Motivation and competence of sales force Marketing (market position and segmentation,
Latest technology available to administrative
marketing mix, product life cycle)
support staff. Deveopment of an image of quality and a
Staff qualification for adequate quality-support favorable reputation
system. Finance (financial leverage and capital budgeting
Extent of brand loyalty among consumers budgeting)
Synergy (clinical staff understand and share the
common goal of quality patient care). Extent of market dominance within the market Research and development (R&D Mix and
segment or overall market Technological Competence)
4 Financial Capacity 5 Customer service Operations (operating leverage, experience
Financial Staff (qualification and numbers) curve, flexible manufacturing)
Means to solicit customer inputs for product
Information and Intelligence (financial improvements
Human resources (use teams, union relations,
information system and data base for financial
Promptness of attention to customer complaints and quality of work life)
performance).
Technical Issues Appropriateness of warranty and guarantee Information systems (purposes and phases of
Degree of financial liquidity (liquidity ratios) policies development)
Operating margins
Financial structures Quality of customer education and training
Financial leverage
Financial growth Ability to provide replacement parts and repair
Tax planning services
Synergy (to support other units for what they Secondary Activities
need from finance).
1 Human resources management
5 Marketing Capacity Effectiveness of procedures for recruiting,
training, and promoting all levels of employees
6 General Management Appropriateness of reward systems for motivating
and challenging employees
Management Staff
Strategic management diverted into short-term
orientation. A work environment that minimizes absenteeism
Delegating authority and decision-making skills and keeps turnover at desirable levels
Effective motivation and leadership
Absenteeism and turn over rates
Budgeting system
Strategic Management Strategic Management
Strategic Management of Health Care
(Gregory G. Dess, Alex Miller) (Hunger, Wheelen)
Organizations 2nd
(W.Jack Duncan, Peter
Management Staff M. Ginter, Linda E.
Swayne)
Strategic management diverted into short-term
orientation. A work environment that minimizes absenteeism
Delegating authority and decision-making skills and keeps turnover at desirable levels
Effective motivation and leadership
Absenteeism and turn over rates Relations with trade unions
Budgeting system
Activate participation by managers and technical
personnel in professional organization
Information and Intelligence
Two-ways flows of information
Up-to-date and inspirational leaders Levels of employee motivation and job
Motivational vision satisafaction
Technical Issues
Goals, procedures, and reward system 2 Technology development
Performance evaluation
Organization structure well designed Success of research and development activities
Job description well (in leading to product and process innovations)
conceived
Role model for nonmanagerial personnel
Quality of working relationships between R&D
Synergy (functional subsystems operate as a personnel and other depatments
team rather than as indivudual units).
Timeliness of technology development activities
in meeting critical deadlines
Quality of laboratories and other facilities
Qualification and experience of laboratory
technicians and scientists
Ability of work environment to encourage
creativity and innovation
3 Procurement
Development of alternate sources for inputs to
minimize dependence on a single supplier
Procurement of raw materials (on a timely basis,
at lowest possible cost, a acceptable levels of
quality
Strategic Management Strategic Management
Strategic Management of Health Care
(Gregory G. Dess, Alex Miller) (Hunger, Wheelen)
Organizations 2nd
(W.Jack Duncan, Peter M. Ginter, Linda E.
Swayne)
Procedures of procurement of plant, machinery,
and buildings
Development of criteria for lease versus purchase
decisions
Good, long-term relationships with reliable
suppliers
4 Firm infrastructure
Capability to identify new-product market
opportunities and potential environmental threats
Quality of the strategic planning system to
achieve corporate objectives
Coordination and integration of all activities
associated with the value chain among
organizational subunits
Ability to obtain relatively low-cost funds for
capital expenditurees and working capital
Level of information systems support in making
strategic and routine decisions
Timely and accurate information for management
on general and competitive environments
Relationships with public policy makers and
interest groups
Public image and corporate citizenship
Strategic Management of Health Care
Organization
(Edwin, Gerald, Irna, Lydia)
Additional Services
1 Website
2 Cafes
3 Internet café / Hot Spot
4 Mini store
5 Telecommunication facilities
6 Bakery
7 Hotel
OPERATIO 0.2
GENERAL 0.2
FINANCE 0.2
MARKETIN 0.2
ADDITION 0.2
