| Solution Strategy is defined by Small business (2019) as appropriate for an organisation to achieve their set goals and objectives in a short and long-term manner. Hence, the strategy guide how resources are used and leveraging on competitive advantage. For the case of MNGHA, they ensure that they resource the most qualified individuals and harness how they are offered by services and costs of use. Strategy and Products An organisation strategic objectives are associated with the products provided. This is when there is a need to assess market dynamics and needs and how resources are provided to achieve products provision. Through a strategic planning, an organisation is in a position of obtaining performance data on current products offered to ensure that the future-based products are diversified and produced. For example, MNGHA organisation efficiently offer support in healthcare sector hence leveraging on market dominance. Additionally in Stachová et al. (2019), the technologies embrace are identified as contributing to the likelihood of attaining sustainability in creating value and productivity. Strategy and Services As evidenced in Valaei et al. (2021), organisation strategy also note on most appropriate services provision by use of resources management. By use of Resource-Based View (RBV) theory, the organisations are well positioned to appropriately use existing resources and configuration of attainment of ability of leveraging on competitive advantage. This is when these resources are imitable, rarely , valuable and non-substituted. In MNGHA, competencies of healthcare professionals are important for alignment of high quality and safe products. Strategy and Customers Strategy and customers are linked to ensure attainment of satisfaction with overall expectation attained. In line with the Porter’s 5 Forces Theory (Juliana & Nyoman, 2019), the customers are important to establish the most appropriate practice in an entity to meet all goals based on their preference. Additionally, set strategy is also inclusive of prioritising on market needs such as the times of COVID-19 pandemic where healthcare departments and the need and preferences of healthcare customers. In summary, organisation strategy can include the vertical and horizontal expansion. Considering the vertical integration, this is where the organisation strategy make an assumption of their operations by engaging and merging together with different providers. This is with horizontal strategy include working with organisations which operate in the same industries. |
| Analyse external factors and trends impacting organisations to identify current organisational priorities. (AC1.3) Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 400 words. |
| The need for evaluating the different factors are informed by pursuing an environment scanning. In Yu et al. (2019), it identify that through the application of different tools, main issues of importance and improvement of capacity to leverage on competitive advantage. Current Factors Technology– This entail increasing application of technologies to improve how organisation services are offered by an entity. In Jorge-Vázquez et al. (2021), considering the practices of MNGHA, by successfully embracing technologies, they promote services provision quality levels. Also, the organisation is increasingly adopting the Electronic Health Records (EHR) substantially popular. Failure to in detail invest in modern technology lead to negative issues in an entity to dominate their sector and competitive advantage. Social and Cultural Factors– Most of the contemporary entities tend to have their prioritisation on employees dynamics and customers’ needs on change. For MNGHA case, their practices are aligned with embrace of existing disruptions owing to the COVID-19 prevalence. Most of entities clients preferences are patient-centered services and good relationships with entire providers. This is prioritised in ensuring resourced staff are appreciating the necessity to provide these services provision. Current Trends Labor Market Dynamics– As evidenced in Humlum (2019), since COVID-19 pandemic came, the labour market changes have been evident hence an increased changes in roles. The result of this is increasing job loss, redundant employees and terminating employees. In line with Sedláček (2020), the prioritisation is prioritised in the area of core for engagement of different specialists. Sustainable Legislations– This is a process followed to invest in appropriate technology and strategies lowering carbon footprint. The best practice include what Faisal and Naushad (2020) identify as KSA prioritising on investments in the Green HR policy. This reflect the practices of the organisation and their most relevant practice. Priority here would entail an investment on good resourcing strategy. This is to create an enormous talent pool with a clear stipulation of clod technology which are appropriate for succeeds in a tight labour markets. As evidenced in Tennison et al. (2021), cloud technology is pursued by experts for assisting successful analysis of data. Also, through an engagement of different experts. This contribute to possibility of achieving an inclusion and diversity which end up increasing their practices. |
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