Strategic Plan: Initiating an Orthopaedic Residency at Womack Army Medical Center
Abstract
This Graduate Management Project delineates strategic planning necessary to implement an orthopaedic residency at Womack Army Medical Center (WAMC). Ginter, Swaney, and Duncan's strategic planning process as outlined in "Strategic Management of Healthcare Organizations" (2002) provides an ideal framework to address functional team responsibilities and areas in need of further analysis. Currently, strategic direction toward implementing an orthopaedic residency at WAMC does not exist. This projects' utility centers on insight gained through the strategic planning process. Applicable measures to outlining WAMC's strategy include: stakeholders analysis; analysis of Porter's Five Forces Model; a Strategic Map for discovering competitive advantages and disadvantages; identifying a directional strategy to include analyzing WAMC's mission, vision, and values; unit action planning; controlling strategy though performance evaluation. A directional strategy is identified recognizing the strategic goal of implementing an orthopaedics residency at WAMC. Economic and functional analysis reveals this goal is unrealistic currently.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jun 07, 2006
- Accession Number
- ADA473551
Entities
People
- David Mangelsdorff
- Jason W. Harrington
Organizations
- Womack Army Medical Center