Name..........................

Leading and Managing for the Future

Student No,
Unit Ref. No. LMF

Assignment
ON
LEADING AND MANAGING FOR THE
FUTURE

Submitted to:
(.................................)
Submitted By:

Name..........................
Leading and Managing for the Future

Student No,
Unit Ref. No. LMF

(..................................)

LEADING AND MANAGING FOR THE

FUTURE

Name..........................
Leading and Managing for the Future

Student No,
Unit Ref. No. LMF

INTRODUCTION....................................................................................................... 6
TASK-1 (LMF 2.1, 2.2 AND 2.3)...............................................................................6
SWOT ANALYSIS (FRANCO-VIETNAMESE HOSPITAL).........................................6
FRANCO-VIETNAMESE HOSPITAL (FVH)..............................................................7
STRENGTHS............................................................................................................. 7
WEAKNESSES .......................................................................................................... 7
OPPORTUNITIES..................................................................................................... 7

THREATS.................................................................................................................. 8
TASK-2 (LMF 2.1, 2.2 AND 2.3) STRATEGIC POSITIONING...................................8
STRATEGIC POSITIONING...................................................................................... 8
Fig-1...................................................................................................................................................... 9
............................................................................................................................................................... 9
(Wade, 2013)......................................................................................................................................... 9
Strategic positioning is the process of positioning the business into the market place and it is
the most significant step to profitable business, besides that strategic positioning consists the
definition othe organization's resourceses. In addition, it defines the go to market strategy
and it defines the strategic choice and it determines the competitive model, such as cost
leadership, differentiation and industry influence............................................................................9
(Wade, 2013)......................................................................................................................................... 9

STAKEHOLDER EXPECTATIONS............................................................................. 9
Fig-2...................................................................................................................................................... 9

STAKEHOLDER ANALYSIS.................................................................................... 10

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............................................................................................................................................................. 11
Fig-3.................................................................................................................................................... 11
Fig-4.................................................................................................................................................... 11

TASK-3 (LMF 5.1, 5.2 AND 5.3) DECISION MAKING TECHNIQUES....................12

Fig-5.................................................................................................................................................... 13

TASK-4 (LMF 4.1AND 4.2) INFORMATION AND INFORMATION MANAGEMENT

................................................................................................................................ 13
THE STRATEGIC ISSUES, TENSIONS AND PERSPECTIVE...................................14
TASK-5 (LMF 3.1, 3.2 AND 3.3) STAKEHOLDER MODELS ..................................15
CONCLUSION......................................................................................................... 16
APPENDICES.......................................................................................................... 16
APPENDICES-1 HEALTHY ORGANIZATION........................................................16
APPENDICES-2 DECISION MAKING MODEL -1...................................................17
APPENDICES-3 DECISION MAKING MODEL -2...................................................18
APPENDICES-4 BCG MATRIX...............................................................................19
APPENDICES-5 PORTERS FIVE FORCES..............................................................19
BIBLIOGRAPHY..................................................................................................... 20
INTRODUCTION....................................................................................................... 6
TASK-1 (LMF 2.1, 2.2 AND 2.3)...............................................................................6
SWOT ANALYSIS (FRANCO-VIETNAMESE HOSPITAL).........................................6
FRANCO-VIETNAMESE HOSPITAL (FVH)..............................................................7
STRENGTHS............................................................................................................. 7
WEAKNESSES .......................................................................................................... 7

Name..........................
Leading and Managing for the Future

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Unit Ref. No. LMF

OPPORTUNITIES..................................................................................................... 7

THREATS.................................................................................................................. 8
TASK-2 (LMF 2.1, 2.2 AND 2.3) STRATEGIC POSITIONING...................................8
STRATEGIC POSITIONING...................................................................................... 8
Fig-1...................................................................................................................................................... 9
............................................................................................................................................................... 9
(Wade, 2013)......................................................................................................................................... 9
Strategic positioning is the process of positioning the business into the market place and it is
the most significant step to profitable business, besides that strategic positioning consists the
definition othe organization's resourceses. In addition, it defines the go to market strategy
and it defines the strategic choice and it determines the competitive model, such as cost
leadership, differentiation and industry influence............................................................................9
(Wade, 2013)......................................................................................................................................... 9

STAKEHOLDER EXPECTATIONS............................................................................. 9
Fig-2...................................................................................................................................................... 9

STAKEHOLDER ANALYSIS.................................................................................... 10
............................................................................................................................................................. 11
Fig-3.................................................................................................................................................... 11
Fig-4.................................................................................................................................................... 11

TASK-3 (LMF 5.1, 5.2 AND 5.3) DECISION MAKING TECHNIQUES....................12

Fig-5.................................................................................................................................................... 13

TASK-4 (LMF 4.1AND 4.2) INFORMATION AND INFORMATION MANAGEMENT

................................................................................................................................ 13
THE STRATEGIC ISSUES, TENSIONS AND PERSPECTIVE...................................14
TASK-5 (LMF 3.1, 3.2 AND 3.3) STAKEHOLDER MODELS ..................................15
CONCLUSION......................................................................................................... 16
APPENDICES.......................................................................................................... 16

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APPENDICES-1 HEALTHY ORGANIZATION........................................................16

APPENDICES-2 DECISION MAKING MODEL -1...................................................17
APPENDICES-3 DECISION MAKING MODEL -2...................................................18
APPENDICES-4 BCG MATRIX...............................................................................19
APPENDICES-5 PORTERS FIVE FORCES..............................................................19
BIBLIOGRAPHY..................................................................................................... 20

INTRODUCTION
The health and social care sector demands proactive responses from managers due to
the environmental changes, besides that adequate plans and strategies required to use
the internal strengths and external opportunities to overcome or manage external
threats and reduce the internal weaknesses. The effective decision making by the
efficient managers or leaders leads the organization to healthy status. Therefore
identifying the strengths, weaknesses and opportunities and threats are significant to
the decision making process and decision makers among strategic, tactical and
operational decision makers.

Task-1 (LMF 2.1, 2.2 and 2.3)

SWOT Analysis (Franco-Vietnamese Hospital)

The SWOT analysis is a tool to identify the strengths, weaknesses, opportunities and
threats of particular enterprise. The strengths and weaknesses are internal factors
that create or destroy value. The opportunities and threats are external factors that
companies cannot control. It is a representation of the status of a product or service on
the market. (Source, the National Agency for Innovation and Research in Luxembourg)
Strength is the resource of the product or the organization and weakness is the limit of
the product or organization that prevent from success. Meantime opportunity is the
situation in favor to competitive advantage in the product or project and threats are the
undesired situation in the external environment that threats the progress. For instance
the strengths and weaknesses are in the areas of marketing, financial, organizational
and innovation. Opportunities and threats are in the areas of economic factors, trends
and effects, competition and market and technological innovation.

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Franco-Vietnamese Hospital (FVH)

This private sector hospital was established in 2003 by a group of French doctors with
the support of the World Bank. This hospital has 200 beds and provides health care
services affordable to Vietnam prices. This hospital provides training for nurses,
medical students and doctors in the hospital premises. They provide free of charge
medical care for children who require surgery by partnering with private sponsors and
the hospital not accredited by any international accreditation scheme.

Strengths
1. The location is in the city area and easy access with parking area
2. Large number of beds
3. Lot of medical and surgical specialties
4. Trauma care center and casualty care unit
5. Library and training rooms
6. Research Centre
7. Skilled and experienced staff
8. Modern medical equipments
9. Updated training and skill developments to staff
10.Specializing in transplants, open heart and neurology

Weaknesses
1.
2.
3.
4.
5.
6.
7.

Patient waiting time is high

Under staffing in some departments
Increased work load on staff in some departments
The patient doctor ratio is low
Patient staff ratio is low
High employee turnover
Scarcity of budgets

Opportunities
1.
2.
3.
4.
5.
6.

Expansion and serving to more people possible

Public transportation and parking
Collaboration and referrals available for expansion
Expansion of specialty departments
Collaboration with institutions, state and counties
Medical education can provide to more medical students

Name..........................
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Threats
1.
2.
3.
4.
5.
6.

New entrants of highly professional competitors

Medical insurance reimbursement law changes (cut by govt.)
Lawsuits and penalties by the department of health
Major national health care reforms affect the hospital
Lengthy wait time affects the business
Institutional protocols for innovation and originality

(Swot, 2013)

Task-2 (LMF 2.1, 2.2 and 2.3) strategic positioning

Strategic Positioning
The
overall
intended objectives and
approach
to
a
situation.
Most business managers will carefully develop a well thought out strategic
position and take considerable steps to communicate it to staff clearly so that
all parts of the business can be operating toward the firm's stated goals.
(Business Dictionary, 2013)
SWOT A analysis is the foundation to develop strategies and tactics and those become
the road map to develop the business operating plan and prior to define the SWOT,
have a written vision, mission and values statement. Strategy links both vision and
mission and implement through the organization. Fig-1

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Fig-1

(Wade, 2013)
Strategic positioning is the process of positioning the business into the market place and
it is the most significant step to profitable business, besides that strategic
positioning consists the definition othe organization's resourceses. In addition, it
defines the go to market strategy and it defines the strategic choice and it
determines the competitive model, such as cost leadership, differentiation and
industry influence.
(Wade, 2013)

Stakeholder Expectations
Stakeholders are a person, a group or organizations have concern in an organization
and the actions, policies and objectives affect the stakeholders. For instance the
stakeholders are directors, employees, creditors, customers, agencies, shareholders or
owners, suppliers, labor unions, directors and government. For instance Fig-2 shows the
internal and external stakeholders based on a public health department, besides that ,
there are primary and secondary expectations of the stakeholders such as, the owner's
expectation is financial return from the business and added value to the business.
Workers desired to get prompt pay, work satisfaction and personal and career
development. Customers are expecting a quality product for their money and quality
services. Creditors desired credit worthiness and timely paying. The supplier expects to
get payment in time and long term relationship, besides that community expect safety
and security and other contributions to community, finally government expects
compliance and improved competitiveness, Fig-3

Fig-2

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Stakeholder Analysis
The important stake holders in healthcare sector are the 9 Cs as follows.

The below table shows the priority of stakeholders

Name..........................
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Fig-3

Fig-4

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Task-3 (LMF 5.1, 5.2 and 5.3) decision making techniques

The organization should meet stake holder expectations and the resources capabilities
such as managers and decision makers, people, organization, systems, premises, market,
finance, image and collaboration should be utilised to capacity building.(Fig-5) The
chosen organization has the premises in prime location with 200 bed capacity with
surgical specialities, research centre, skilled and trained staff, modern medical
equipments, specialisation in transplants, open heart surgery and neurology, besides
that providing service to a large population with world bank finance support and other
private partners.
The opportunities are existing to expand more areas and collaboration with other
hospitals provide more referrals patients, more speciality units will provide
opportunities, besides that, infrastructure developments can develop more the training
centres to occupy more nursing and medical students.

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Fig-5

Task-4 (LMF 4.1and 4.2) information and information

management
The strategic decision making consists of the long term goals of organizations by
mission, vision and long term objectives and it take the course of action to achieve those
goals, besides that it makes changes and manage changes for the observed outcomes.
The strategic tools are using for analysing the internal and external factors and
strategic options result to achieve the desired goals.
The strategic decision making process involved with the identification of objectives,
collection of information and ideas, analysis of the information, decision,
communication and carryout decision and evaluate and report the result. Fig-6

Fig-6

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The strategic issues, tensions and perspective

The strategic issues involved with strategic process, such as strategic thinking, strategy
formation and strategic change and strategic content are business level strategy,
corporate level strategy and industry context, besides that strategy context is
organizational context and international context, finally the strategic purpose deals the
organizational purpose. Fig-7

Fig-7

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The decision making models are in different nature, such as choosing between options,
choosing by projecting expected out comes, deciding whether to go ahead, besides
that, financial decisions, improving decision making, the impact of ethics and values and
group decision making. (Appendices 2 and 3)
Management Information System (MIS) is an organized approach to study the needs of
information at every levels of information at every level of operational, tactical and
strategic decisions. It aims to design and implement procedures, processes and routines
and it provide reports in correct, consistent and timely manner. The modern
computerised systems perpetually gather relevant data from inside and outside of an
organization, then processed, integrated and stored in a centralized data base or data
warehouse and it continuously updated and made available to the authority to access in
suitable formats.

Task-5 (LMF 3.1, 3.2 and 3.3) stakeholder models

Leaders are made, not born. Leadership is forged in times of crisis. It is easy to sit there
with your feet up on the desk and talk theory.It is another thing to lead when your
world comes tumbling down Lee Iacocca.
Character is like a tree and reputation like its shadow. The shadow is what we
think of it; the tree is the real thing.

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The ideal leadership leads the organization to healthy organization (Appendices-1).

Refers Lee Lococca, the 9 Cs of leadership are required to effective leadership, such
as , curiosity, creativity, communication, character, courage, conviction, charisma and
competency. That means the leader should listen others different challenging ideas and
willing to do something new and think outside of the box and manage constantly
changing change and have creatively deal it. The effective leaders should confront
realities and communicate the truth, besides that suggests strategies to move forward
and let others to share their idea. The character means knowing the difference between
right and wrong and it connected with ethical and moral strength, moreover the leader
should have courage to defend what is right even it is unpopular. The leader should
believe and determination to achieve goal and inspire others and let them feel they are
also part of the vision and to be competent and leaders need to be able reason and use of
common sense.

Conclusion
This study report on leading and managing for future deals with the strategic
positioning of an organization and analysed the stakeholders and priority of the
stakeholders and their expectation, besides that it deals the decision making techniques
and also analysed the requirement of proactive responding of the managers in changing
environment, in addition deals the efficient management of information systems
requirement for the effective and efficient managing and decision making.

Appendices

Appendices-1 Healthy Organization

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Appendices-2 Decision Making Model -1

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Appendices-3 Decision Making Model -2

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Appendices-4 BCG Matrix

Appendices-5 Porters Five Forces

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