Brigham and Women’s Hospital (BWH) is located in Boston, Massachusetts. This hospital is a major teaching hospital of Harvard Medical School. The Brigham and Women’s Hospital is a product of merge from three large teaching hospitals of Harvard Medical school. Those hospitals were: the Peter Bent Brigham Hospital, the Robert Breck Brigham Hospital, and the Boston Hospital for Women. Since 1980, after the merge, Brigham and Women’s hospital became the largest, the most innovative, and the most respectful hospital in the North-East USA. (Brigham and Women’s and Faulkner Hospitals, 2013)
“For the 21st consecutive year, Brigham and Women's Hospital (BWH) secured its place on the U.S. News & World ...view middle of the document...
Employees must know about the strategic plan, so they follow the company strategies to reach all goals.
Long-Term Goals for Brigham and Women’s Hospital.
The long-term (5-10 years) goals for the Brigham and Women’s Hospital are:
1. Seamless high-quality patient- and family-centered care
2. Cutting-edge innovation and discovery
3. Leadership in education
4. Engaged workforce
5. Health equity
6. Affordable care for patients
7. Demonstrated excellence (Brigham and Women’s and Faulkner Hospitals, 2012)
Short-Term Goals for Brigham and Women’s Hospital.
The short-term goal in the strategic plan for the hospital is “the completion of the Thea and James M. Stoneman Centennial Part Brigham Patient Parking Garage.” (BWH Bulletin, 2012) Another short-term goal is to inspire employees of BWH to go “extra mile” each and every day, so they make the BHW the best healthcare organization and the best place to work. It is really important when employees share the same mission and vision with an employer. Together they can reach all goals, regardless of difficulty. Lastly, BWH is working hard at making employees happier: BWH promotes healthy life styles, planning to put into action new menus in cafeterias with more “healthy choices”, offering discounts to gyms and other fitness organizations, and attract more employees to stay active and be well. (BWH Bulletin, 2012)
BWH has a very smart strategy that covers many bases: “Consistently define and demonstrate excellence in all we do.” (Brigham and Women’s and Faulkner Hospitals, 2012) Administration of the hospital knows that if they teach every employee to put 110% of the effort into everything they do, tremendous results will follow. Hospital administration “set the bar” high and expects employees to go extra mile to reach “the bar” and even go beyond. In return, employees have incentives such as: very competitive pay, employment at the very reputable institution, multiple discounts for them and their families, and many more. This strategy is designed to make employees to do more and more every day. Patients of the hospital are aware that they will get the best treatment and care when they are sick. Patients expect high class therapies and the most advanced treatment and procedures to cure their ailments.
Stakeholders of the BWH are patients, patient families, employees, everyone...