ABSTRACT
As the number and complexity of stakeholders for health care organizations has increased, health care managers have become more aware of the ability of these groups to thwart or facilitate the implementation of strategic plans. Most stakeholder models have focused on identification of groups within the usual, global definition of affecting or being affected by an organization's actions. The authors argue that stakeholders management is critical to the implementation of strategic plans. They provide a narrower, more operationally useful stakeholder definition and present a framework for assessing the relative importance of each stakeholder for a given situation. The situational evaluation of stakeholders is critical to successful implementation of strategy.
Subject(s)
Decision Making, Organizational , Health Plan Implementation/methods , Health Planning/methods , Hospital Planning/methods , Planning Techniques , Models, Theoretical , United StatesABSTRACT
Comprehensive women's services programs should not be attempted by hospitals that have not made a strategic analysis to determine its consistency with hospital mission, contribution to survival, consumer need, and willingness of staff to make the necessary changes. Successful women's centers meet minimum criteria of philosophy/product, people (staff), place, and process. Unless the hospital commits the resources essential to meeting those criteria, it risks the perception of marketing to women rather than serving women. This has a potential for negative backlash that could affect hospital success as well as the success of women's services.
