Q Assignment is related to strategic organizational plannings of KSA company by analyzing in different functional areas. Home, - Strategy Planning For A KSA Organization Introduction The functioning of any organization is interconnected to various factors. As the entire structure of an organization is an ecosystem in its own consisting of various processes and strategies, a proper strategic planning has to be present. Moreover, all strategic planning requires periodic evaluation and review to see whether it is competent to provide guidelines for changing needs or not. Needs and requirements of any organization are bound to change over time. In that case, it is necessary that changes be made to the existing strategic plan to suit current needs. With that objective in mind, the present essay looks at the current mode of operations with regards to the strategies followed at the King Faisal Specialist Hospital & Research Centre, Riyadh, Saudi. A description of the structure of the organization is provided along with recommendations of various strategic planning activities that will help the senior executive team of the organization in managing operations. Organizational Profile The Ministry of health, (MOH) is a primary part of the service sector that is operating under the authority of the Kingdom of Saudi Arabia. MOH is one of the main pillars that support the welfare of Saudi and plays a vital role in the KSA industry of the nation. The organization of MOH has been recently transferred into the knowledge sector following a large-scale transformation of service sectors through an online medium (Moh.gov.sa, 2018). Among the various sectors that have been recently transformed, MOH is the only organization to have a sizeable share in the e-transformation procedure. This e-transformation method was started by the Wise Leadership under the guidance of the Kingdom of Saudi Arabia (Moh.gov.sa, 2018). On the other hand, MOH is an organization that aims to improve awareness of health among Saudi citizens, look after the business sector and take care of specialists & non-specialists simultaneously (Moh.gov.sa, 2018). Moreover, MOH serves as a channel of communication for all of its employees and customers. Background of Industry Saudi Arabia has seen a considerable improvement in the ratio of healthcare workers in the last 10 years with more health colleges and training institutes opening up. According to Alsulame, Khalifa & Househ (2015), the health care system in Saudi Arabia is divided into three categories like primary, secondary and tertiary. The management of the health industry is largely maintained through regional health directorates who have a number of health centres and a general hospital under their supervision (Alaboudi et al. 2016). The Ministry of Health is operated through a similar structure where it is under the supervision of a single provincial health director. Background of Organization Organization type The King Faisal Specialist Hospital & Research Centre, Riyadh is a government service hospital that falls under the group of hospitals and healthcare centres managed by the MOH. The KFSH & RC is a national centre for referral in cases of cardiovascular diseases, oncology, neurological science, transplantation of organs and genetic diseases (Hziegler.com, 2018). Location and Capacity The King Faisal Specialist Hospital & Research Centre is located in Riyadh (Hziegler.com, 2018). The hospital has currently 23 departments that cater to various categories of treatment such as Dermatology. Neuroscience, mental health and oncology are other departments among a host of other categories. There are a total of 703 medical staff among which the nursing staff accounts for about 27%. Among the working staff, 54% are native citizens, 11% are European citizens and 16% are US citizens. Vision The main vision of King Faisal Specialist Hospital & Research Centre is to be the most commonly referred used centre by the citizens of Riyadh and to turn itself into an advanced hub if research. Additionally, the hospital aims to be more flexible in its operations so that it can serve the people to its fullest potential. Mission As the number of new cases has increased in Saudi Arabia by 15%, there has been an increasing need for oncology services. Therefore, the hospital authorities aim to increase their services in the oncology department and improve their strategic planning for their senior executive team. Analysis of the current situation within the Organization The strategic planning for managing operations at the King Faisal Specialist Hospital & Research Centre has been proven considerably efficient in handling medical cases so far. However, with the increasing number of cases that are inclined more towards breast cancer and colorectal cancer, changes have to be made in the strategic planning of the management teams to cope with these problems. Cases of oncology have also increased in the past 5 years (Hziegler.com, 2018). With an increase of 10.4% in colorectal cancer and 15% in all kinds of cancer cases, it is necessary that the strategic planning of the operational department be changed. The strategic planning needs to be changed so that the organization can handle the pressure of dealing with new cases in a more efficient manner. Recommendation of Strategy Strategic planning to increase knowledge and skills In order to improve the current state of operations at the King Faisal Specialist Hospital & Research Centre, it is necessary that a well-designed strategy is followed. In this case, it is essential that the authorities follow a growth strategy where they can increase the knowledge of their employees working in the management. The implementation of any new plan requires an adequate understanding of the authorities that are planning to use a certain strategy as well as the beneficiaries of the strategy (Alamri et al. 2016). Therefore, the strategy should be such that the workers and management staff at the hospital gain new knowledge and skills regarding the plan that is to be implemented. According to Altarawneh (2016), theories that can be applied to increase the KSA (knowledge, skills and capacities) of the current senior executive team will be knowledge acquisition theories and the theory of change. Generally, theories of learning are also interchangeably used with theories of knowledge development. Contradictions and Discussions on strategic theories The theory of Change, as has been suggested by Milhem et al. (2014), is a theory that is aimed at changing the goals, objectives and targets of an organization. According to Foster (2015), the theory of change is designed to make employees understand the reasons why certain changes are required to be made within the organization. This theory is useful in setting long-term goals and in recognizing the essential prerequisites that are necessary to fulfil the determined long-term goals. On the other hand, Altarawneh, I. I. (2016) has argued that theories of learning such as constructivism, social learning and cognitivism are more effective in the acquisition of new knowledge. However, in terms of learning, Al-Tameemi & Alshawi (2014) have argued that the theories of learning are more influential when the individuals learning a new set of skills are willing to learn it. For example in cognitivism, mental processes of learning individuals are important factors that determine their capacity to learn something new. Four strategy planning activities As per the opinions of Muna (2017), every strategic planning is comprised of certain activities that explain the length and scope of the strategic plan. In this case, learning new skills and developing new capabilities is a time-consuming issue that requires following set procedures. The senior executive team, in this case, needs to follow some steps like breaking down the goals of the strategic plan, taking notes of the new requirements, consulting a mentor and learning from practical experience (Sanghi 2016). The staffs at King Faisal Specialist Hospital & Research Centre needs to follow activities that will enable them to get a clear view about the areas that need review and up-gradation. Strategic Module 1: Industry analysis Strategic activities The first module will focus on highlighting a strategy that will involve analysing the industry. An analysis of the industry will help in gaining information about the vital statistics of the industry in question. In this case, the health industry is at the focus and an analysis of the current situation of the health industry at Saudi Arabia will provide a clear idea about the potential impact the strategy is going to have upon the specific department. The activities that will be important for determining the value of the industry are determining the key success factors, assessing profitability and conducting a porter's analysis. Key Success Factors The key success factors, in this case, will be about the competence of the leadership, excellence of the governing body and unit between the physicians. Other factors like competency and passion of the leadership, the commitment of the leader fall under the category of leadership. The affectivity of the hospital management body, ethical standards of the staff and the patient correspondence are other key factors for determining the efficiency of the industry. Porter's’ analysis In order to understand the external factors that control the value of the health industry, it is important that a porter's analysis is conducted. Factors within the porter's analysis, like the threat of new entrants, threat of new products and services, bargaining power of suppliers and buyers help to understand the current situation of the industry (Egdair, Rajemi & Nadarajan 2015). For example, in case of the health industry of Saudi Arabia, it is important to see the ways in which the Ministry of Health (MOH) as well as King Faisal Specialist Hospital & Research Centre face competition in the market. Profitability Al Ghamdi et al. (2016) have suggested that utilizing means to know the amount of profit the health sector is making, especially the health sector at Saudi Arabia is another essential step to know the value of the healthcare industry. In this case, steps should be taken to see the ways in which King Faisal Specialist Hospital & Research Centre are increasing their profitability. Activities will include looking at the number of readmissions the administration has to do, the amount of satisfaction the patients are getting and understanding the revenue cycle of the hospital (Alharbi, 2018). Benefits and Value of each activity In assessing the key success factors, information can be gained about the kind of leadership that is followed and the ways in which the management at KFSH & RC function. On the other hand, doing a porter's analysis will supply with a perspective on the key players or factors that are most influential in affecting the performance of the healthcare industry (Sanghi 2016). Lastly, profitability will provide facts about the number of profits made by this industry. Strategic Module 2: Organization analysis Strategic activities The second module will focus on highlighting a strategy that will examine the key facts and figures of the organization. An overview of the organizational structure will be useful in gaining important facts about the organization. Factors like the strengths of the organization, the weaknesses of the organization, opportunities and threats will be useful in recognizing the areas where the existing strategic process is failing. The strategic activity involved in analysing the organization is a SWOT analysis. The SWOT analysis involves looking at the strengths, weakness, opportunities and threats that an organization faces. SWOT Analysis In this case, the potential strengths of strengths of King Faisal Specialist Hospital & Research Centre are the diverse range of services that they offer. The KFSH&RC organization specializes in providing an exhaustive range of services that covers a major list of diseases. The presence of a concentrated staff is another major strength of the organization as they have a large portion of staff dedicated to medical operations and nursing (Hziegler.com, 2018). Finally, the importance given to research is strength of the organization. On the other hand, potential weaknesses of KFSH&RC include the absence of facilities for different types of cancer. The hospital still lacks resources properly treat cases of breast cancer and colorectal cancer. Cases of oncology requiring complicated treatment have also increased over the years (Hziegler.com, 2018). Opportunities for KFSH&RC include increasing services to provide for cancer and oncology treatments. Threats include the presence of neighbouring hospitals within Riyadh that have better provisions for cancer treatment. Benefits and Value of each activity The benefits of conducting a SWOT analysis include gaining a better understanding of the intricacies of the organization, areas of weaknesses that are currently plaguing operations at KFSH&RC and preventing the threats (Muna 2017). Strategic Module 3: Stakeholder analysis Strategic activities The third module will be centred on highlighting a strategy that will focus on mapping the effect stakeholders have on the management of a particular organization. In this case, if the senior executive team is to follow a strategic plan that will enable them to learn new skills, it is necessary that the important stakeholders be identified. Therefore, the important stakeholders of King Faisal Specialist Hospital & Research Centre must be identified for the purpose of analysis. Key Success Factors The key stakeholders, in this case, are the patient parties, the nursing staff, and the administrative staff of the hospital, physicians, medical professionals, doctors and the management body. In this case, the key stakeholders at the KFSH&RC will be the head of management, doctors and physicians, the administration department and the directorate general. The directorate general is the person who controls all the hospitals under MOH (Ministry of Health), Saudi Arabia. The key success factors, in this case, will be the amount of satisfaction that the patient is receiving from treatment, the number of patients that are not getting adequately treated (Al Ghamdi et al. 2016). The quality of the medicines supplied the rules and regulations that control the distribution of the medicines and the affectivity of the treatments prescribed by doctors & physicians are other key factors. The policy regulations that control ethical standards of behaviour by the administrative staff, the kind of leadership followed by the management team are other key factors in determining the number of affect stakeholders has. Profitability According to Martin (2015), the amount of profits that each stakeholder group is able to garner is will be known as profitability. In this case, the number of solved cases of patients with complex disease will determine the kind of profits made by doctors, physicians and medical professionals. For example, a survey can be conducted within KFSH&RC to know the number of solve cases within a given period of time. On the other hand, the number of patient’s cases that remain untreated by the hospital authorities is also a determinant of the losses made by the hospital. Benefits and Value of each activity In examining the key success factors, information can be gained about the number of stakeholders that are involved and the amount of influence each stakeholder group has. On the other hand, profitability will provide a perspective about the current state of each stakeholder group with regard to the losses and profits made by each group (Martin, 2015). The extent to which each group is impacted will also be known through this activity. Strategic Module 4: HRM analysis Strategic activities The fourth module will be highlighting on the HRM machinery or the human resource management body in order to perform a strategic analysis of the HRM department. An overview of the human resource management team at the King Faisal Specialist Hospital & Research Centre will be done to understand the ways in which human resources are managed by the hospital authorities. To do this, an examination of the key performance indicators will need to be done as part of the activities of this strategy. As the strategy is focused on the investigation of the human resources management section, it is necessary to bring in the KPIs that make up the HRM of the KFSH & RC organization. KPIs (Key Performance Indicators) According to O’Connor (2017), the key performance indicators for any healthcare industry in Saudi Arabia constitutes of a multitude of factors focusing on the patients. In this case, the KPIs will be focused on the organization of King Faisal Specialist Hospital & Research Centre. Hence the activities consisting of measuring the KPIs will include factors like the amount of average time that a patient is allowed to stay at the hospital, the costs of treatment for the patient. The wait time for patients and safety of the patient within the hospital premises, the number of times the hospital has to do readmissions along with the rate of readmissions is there (Martin, 2015). Moreover, the percentage of satisfaction gained by the patient after treatment are also measured, wait time for the patient to enter emergency rooms and the costs paid by patient parties are also included. For example, the average length of stay at the KFSH & RS centre might be four days with a treatment cost valued at 9,500 riyals (Hziegler.com, 2018). The rate of admissions might be around 2,700 with a 789 readmissions. On the other hand, the average wait time for patents may be 175 minutes for normal admissions and 30 mins for emergency admissions. The patient satisfaction rate might be 75% positive where most patients feel contented with the quality of service they receive. The KFSH & RS might have many issues with surgical wound infections and infections resulting from blood spillage. Benefits and Value of each activity The benefit of this activity lies in its affectivity in measuring the metrics that measure HRM performance. According to O’Connor (2017), KPIs are popularly known as the basic units of measurement when it comes to measuring factors. In this case, the benefits include gaining knowledge about the areas where the management is a failure such as more wait time for patients and infections caused to patients through surgical wounds and blood spillage. Conclusion The above strategic models suggest that in order to develop strategies for introducing newer perspectives, knowledge and skills to the executive team, it is necessary that the senior executive team understand the pros and cons of the strategic system to be used. In this case, the executive team needs to first know the areas where past strategies have failed in meeting organizational requirements. Needs and requirements for any healthcare system are liable to change over time due to the introduction of new diseases every other day. Hence, in order to develop knowledge and skills, the executive take should first acquaint themselves with the basic tenets of the new strategic system so that they can grow their skills.