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MHA FPX 5012 Assessment 1 Attempt 1 Organizational Analysis

Home Health Agency United States Organizational Analysis

MHA FPX 5012 Assessment 1 Attempt 1 Organizational Analysis

Healthcare is a vital component of people’s lives. The government has designed several strategies to ensure efficient healthcare delivery to patients and created national, state, and local agencies. The mission of Home Health Agency HHA is to serve the community individuals and groups to reduce their disabilities and illnesses. With quality therapeutic care, the organization provides services and motivation to disabled and chronically ill people and special groups to live a “wholesome” life. The current report will help to analyze the company’s strategic analysis by comprising several techniques such as SWOT analysis, PEST analysis, gap and weakness analysis, and balanced scorecard of the organization. The purpose of this analysis of the healthcare organization is to attain a competitive edge in the healthcare industry and to excretive a viable strategy to improve organizational outcomes and decisions. 

For instance, to find and identify the strengths, weaknesses, threats, and opportunities, the SWOT analysis of the firm is done as suggested by the top executives. The organization also helped its managers to implement a balanced score card that helped to communicate the operational strategy to share new ideas and thoughts for the improvement. Balanced scorecard is also an important tool for the think tanks and leaders in the organization to analyze and evaluate the outcomes and also provide guidance and support to the employees and tea members to meet the future organizational demands. The goal of conducting a gap analysis would include considering financial aspects and other marketing and finance options to optimize company’s profits and processes. 

PEST Analysis of the Organization 

Using a PEST analysis is beneficial for the organization to review multiple components which influence the future of the healthare firm in the United States. The PEST analysis will help the leader and key stakeholders to plan a course of action to benefit the surrounding community (Miura et al., 2021). The PEST analysis helps to break down the market research into four components such as political factors, economic factors, sociocultural, and technological factors. This analysis will ensure that the healthcare strategy will balance the needs of the community by providing vital insights into these individual factors. 

Political FactorsEconomic Factors

Growing regional competition can adversely impact the revenue The neglect of healthcare sector by the policy makers can impact costs adverselyPolitical instability leads to frequent changes in healthcare directors and their plansThe financial corruption of the Government can adversely impact the organization’s revenues Politician sanctions can limit equipment imports 
Improved payment system infrastructure Enhance tariff structures Inflation rates going up in healthcare sector in the USHigher drugs costs due to currency fluctuations Positive market economic growth
Socio-Cultural FactorsTechnological Factors

Rapid population growth can create overcrowding and increase costsChanges of diseases into chronic illnesses are rising costs and instability Lower physical activity of digital nomads in the society is also increasing burden, causing burnout in employeesHigher poverty also puts burdens on the healthcare organizations in terms of financial and service quality issues. High rates of divorces, crimes, and violence in America can increase workload and illnesses. 

Use of telehealth results in improved home careElectronic medical records EMR has improved quality of work and data safetyVideoconferencing improved remote psychotherapy and hypertension sessions for elderly and disabled patients 

SWOT Analysis

The SWOT analysis aims to analyze the strength, weaknesses, opportunities, and threats faced by the organization. The Home Health Agency HHA has been in operation since 1988 and it is a well-known organization among the public. It is also a Medicare-certified organization in the area; however, it faces some challenges regarding providing Medicare home visits and financial burdens. However, the company has ample funds available that is a fruitful sign. The company can also develop and improve emergency response services. 

MHA FPX 5012 Assessment 1 Attempt 1 Organizational Analysis

The findings in the table reflect that the macro-environmental factors affect the organization in multiple ways: Change in disease patterns into chronic and tariffs structures require the organization to rely on technologies to take better control of diseases. This would help the patients take part in the decision-making processes. More interconnected social factors include adverse lifestyles of people and rising poverty in the United States (Martins, 2018). Due to lack of physical activities, the chronic disease frequency is likely to increase in the next ten years. Therefore, there is a dire need for the healthcare professionals to shift towards value-based services volume-based services. The budget can be allocated differently and efficiently to reduce disparities in the emergency department. However, the assessment of the appropriate technology is vital to improve health of people holistically. 

The organization has been functioning continuously since 1988 (more than 3 decades)The repute is positive within the community. The only medicate-certified organization in the area. 
WeaknessesLack of educational resources to guide the public about medicates. Financial burdens due to gasoline costs. Large number of elderly employees. 
OpportunitiesAvails funds for counseling of patients regarding diet and nutrition.Insurance companies are aiming to work with this organization due to its commitment towards home care The stability of emergency response services is a great sign. ThreatsFinancial burdens that can hinder the healthcare delivery quality in the futureIn home care industry, the competition is rising sharply. 

Organizational Scorecard Template

The connection of measurement to a strategy map as well as with the measurement system helps to improve the part of non-financial measures in the organization to elevate its strategies and evaluate performance (Kaliappen, 2018). In the balanced scorecard of the firm, there are several measures which should not be overlooked that help to focus on patients’ satisfaction. The perspectives of the customers show how they perceive the organization in terms of its performance. Customers often see a healthcare firm in terms of costs, time, and quality. Moreover, the financial measures are also important to record in the scorecard which talks about economic consequences of actions planned by the leaders to improve organizational strategy. This could include generation of cash flow and operating income or cash in hand on a daily basis. The objective is to measure the revenue growth of the organization and promote cost leadership. In order to reduce training and education skills gaps, the organizational leaders must plan strategies to invest more in re-skilling their employees by educating them and by providing them effective trainings to better align them with the missions of the firm. 

MHA FPX 5012 Assessment 1 Attempt 1 Organizational Analysis

The performance measures suggested include conducting a gap analysis of employee’s trainings twice a year and getting more financial resources from federal and state Government authorities. Development of better financial management systems can involve performing system audits each month in the hospital. Moreover, focus of the professionals should be on offering counselling-based preventative care that will allow nurses to work with psychotherapists at the diagnostic point and will help to release the patients earlier than possible (Hedvičáková, 2019). This scorecard is aimed at delivering efficiency improvements for the organization which can be expressed in quantitative figures and statistics as shown in the table. Finally, learning and development shows how much the company learns and improve in order to achieve its long-term vision. 

CategoryPerformance Indicator & MeasurementTarget or Internal BenchmarkExplanation/References
BusinessOperationsEHR service delivery gap is 29%. 10% 
CustomerNear Miss issues reported 80%Medication errors despite automation 24%100%

20% of the Near Miss events remained unreported 
24% medication errors still occurred despite automation 
OrganizationalLearning andGrowthAdopt wearable technologies 50%Using robots 5%Implement trainings on safety standards (once in 3 months) 80% 


Twice per month is the target 
Almost 30% of the employees are not using wearables for performance. The robot’s usage is extremely limited  Training on safety and quality issues are not happening frequently due to lack of funds and planning. 

Gap Analysis Template

The following gap analysis of the hospital is based on evidence-based recommendations for improving the performance of organizations in the US in the financial sector. For example, the study by Lim et al. (2018) suggests that improving the business operations and financial performance starts with collecting and leveraging the right data and automate whatever is possible in the healthcare organization. This suggestion means that our organization can provide tools to employees to become useful in successfully determining the satisfaction of customers and stakeholders. This model has also been utilized by other types of industries such as hotels, service agencies, and banking organizations. However, due to the flexibility of the model, it can be easily deployed to any service industry. Moreover, the evidence-based study by DEMİRKOL (2022) also recommends integrating the existing systems with automation to reduce financial pressures on the managers. The focus of this study is also on addressing the gap analysis in service quality that is created when the expectation of pateints in the healthcare organization regarding service quality can differ from their perceptions. 

The author states that the organizations must first focus on the needs of customers and seek advice and feedback regarding customer services. The hospital made significant improvement over the past ten years in food given to the patients and using large name tags. The company installed more information desks and improved communication with radios and wake talkies. The quality procedures ensure having more empathy with the staff. However, the patients also disclosed their dissatisfactions regarding communication and lack of empathy by the professionals. For example, customers expect to hear the person on the telephone with after maximum of ten rings. This standard can only be met by the managers who can redefine quality of service and meet customers’ expectations (Dayanara et al., 2022). 

The company uses KPI Key Performing Indictors as a discrete measurement to evaluate the effectiveness of its daily business operations. These performance indicators will assist the leaders to identify gaps and operational strategies to reduce those gaps (Crotts et al., 2022). Just like other businesses, the hospital also depends on the services of its professionals to patients. The hospital must oerpate sustainably and reduces costs. For example, financial performance indicators give visibility into performance areas that need improvement in terms of financial costs. These costs are vital to reduce patients’ readmissions. Similarly, the table shows those gaps in business operations, financial operations and customer’s satisfaction which need to be reduced in order to gain a sustainable competitive advantage (Candido & Elleri, 2021). 

MHA FPX 5012 Assessment 1 Attempt 1 Organizational Analysis

In addition, learning and growth indicate the required skills and the needed infrastructure in the hospital. Some challenges are still in this perspective need to be addressed such as improving availability of funds to enhance learning sessions and educational trainings per month. Training per employee can cost $4000 per month that needs to be reduced. The gap analysis minus figures show that the company is already doing well in terms of these KPIs and values to achieve better business operations, financial, and customer satisfaction performance. However, the gaps in the positive percentage or dollar amounts show that these gaps can adversely impact the performance of the organization. 

Moreover, regarding developing leadership skills and competencies in nurse managers and hospital’s executives, the evidence-based study by Baird et al. (2019) shows that nurse managers’ role has changed from managing one inpatient unit. Nowadays, the nursing managers are playing a huge role for managing various units and employees. This includes creating larger operating budgets and offering safe and quality services to pateints and their families which are beyond expectations. These complex roles of nurses evolve when they develop themselves as leaders. The core and vital leadership competencies in nurses are explained and inferred by Narayanan et al. (2000) study which claims that creating “partnerships” will help nurses to coach the other employees and will allow them to coach and teach other managers in financial and operational management skills.  Moreover, as stated by friends’ et al.  (2020), the most vital nursing leadership skills include thinking vision and strategy, influence on teams, charisma, motivation, passion, empathy, humility, and change management. For instance, the main competency of nurses is empathy and communication that helps them to provide client-focused services and help the customers become more confident due to spiritual behavior of nurses. Similarly, humility and change management allows managers to become effective decision-makers by respecting everyone and boost operational efficiency. In terms of achieving organizational success, such competencies will help nurses to create a culture of empathy and passion that will boost the employees’ morale to work diligently and to stay with the organization for a long time. Passion and communication will allow managers to enhance the team cohesion and will allow coworkers to work with harmony by minimizing conflicts. 

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CategoryPerformance Indicator & MeasurementTarget or Internal BenchmarkIdentify the Variance or Gap
BusinessOperationsAverage treatment cost is $2,607 per dayUse of medical equipment $200,000Bed occupancy rate 90.1%


FinanceReadmission rates are 82%Cash on hand is $55000 Staff salaries are $310,000 Collection costs are $5000 65%$70,000$300,000$4500-17%
CustomerOverall patient satisfaction 69%Waiting time 83Family and friends’ satisfaction is 8882%88%83%
Organizational Learning and GrowthTraining cost per employee $4000 $3000-$1000


The environmental and SWOT analysis of the organization shows that the employees and leading nurses need to improve their skills and leadership competencies for achieving the desired outcomes. The skills such as passion, motivation, empathy, dignity, and value creation will help nurses to become effective and strong leaders and fill the gaps between the desired achievements and actual results. The staff can improve operational performance as well as financial performance of the organizational develop leadership skills to balance the needs of the community and provide vital insights improve the market research. 


MHA FPX 5012 Assessment 1 Attempt 1 Organizational Analysis

Baird, K. M., Tung, A., & Yu, Y. (2019). Employee organizational commitment and hospital performance. Health care management review, 44(3), 206-215.

Candido, R., & Ellero, A. (2021). The Implementation of a New KPI in the Hospitality Industry During Economic Crisis. Co-Editors, 42.

Crotts, J. C., Magnini, V. P., & Calvert, E. (2022). Key performance indicators for destination management in developed economies: A four pillar approach. Annals of Tourism Research Empirical Insights3(2), 100053.

Dasandara, M., Dissanayake, P., & Fernando, D. J. (2022). Key performance indicators for measuring performance of facilities management services in hotel buildings: a study from Sri Lanka. Facilities.

Lim, J., Lim, K., Heinrichs, J., Al-Aali, K., Aamir, A., & Qureshi, M. (2018). The role of hospital service quality in developing the satisfaction of the patients and hospital performance. Management Science Letters8(12), 1353-1362.

Martins, A. B. C. (2020). A practical approach on human resources strategies and KPI’s for hospitality crises management (Doctoral dissertation).

Miura, S. I., Nose, D., Kanamori, K., Imaizumi, S., Shimura, H., & Saku, K. (2021). Sustainable Hospital Management by a Cross SWOT Analysis in a Medium-Sized Hospital. Sustainability13(23), 13042.

Narayanan, S., Vickery, S. K., Nicolae, M. L., Castel, M. J., & McLeod, M. K. (2022). The effects of lean implementation on hospital financial performance. Decision Sciences53(3), 557-577.

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