The National Center for Healthcare Leadership (NCHL) seems to provide a significant mission and vision statement. In this statement, NHL claims that it is a non-profit organization that aims to improve the overall healthcare system by appealing and implementing the best leadership practices. Such an approach makes those getting acquainted with NHL believe that it is guided by noble principles without prioritizing the financial aspect. Then, the American College of Healthcare Executives (ACHE) provides the mission and vision statement in a particular manner – it is formulated with the utilization of a rhetorical device called anaphora. It easily allows identifying the core purposes and the aspirations of the organization.
Institute for Diversity and Health Equity (IFDHE) (n.d.) is laconic in its vision and mission statement, “It is our vision to empower health organizations to provide equitable care for all persons. Our mission is to advance health care equity, diversity, and inclusion” (para.1). It should be admitted that such an approach may conceal a number of the organization’s core activities. However, the overall direction of the Institute seems clear, which is essential in the framework of vision and mission statements.
The National Association of Latino Healthcare Executives (NALHE) gives a distinguishable “separation” of its vision and mission. One learning the activities of the organization will easily understand the founding idea of the Association, as well as its actions dedicated to the achievement of this idea – the accentuation here is appropriate. Finally, the National Association of Health Services Executives (NAHSE) gives an exhaustive mission and vision statement, as well as the longest – if to compare with the discussed ones. The Association’s statement explains its founding values to a great extent, but given the volume of the text, an emphasis seems to be lost.
Rolando J. Gomez is President and Chair of the National Association of Latino Healthcare Executives. He is “Administrator of Government and Public Policy, and Government, Business and Community Relations of the Children’s Hospital Los Angeles” (National Association of Latino Healthcare Executives, n.d., para. 2). Gomez tends to participate in many initiatives and projects that contribute to the achievement of the organization’s mission and vision. It might be assumed that, according to Belasen, Eisenberg, & Huppertz (2015), he is a “task-master” leader (p. 301). He takes part in many activities outside the Association so that efficiency and productivity could be obtained.
The described approach seems to fit the strategic direction of the National Association of Latino Healthcare Executives because it aspires to integrate the element of inclusion and diversity in various spheres of healthcare. To that end, it is essential to advocate and express the core values of the Association constantly and at different levels, to which Gomes dedicates himself to a significant degree.
It should be admitted that the mentioned organizations have a sound mission and vision statements. These statements fully reflect their primary purposes and values. The greatest difficulty in achieving their “mottos” might be the issue of volume of some of them. The statements of NHL, NALHE, and ACHE do not face this problem. Their missions and visions are concise, measurable, and achievable as there are concrete accentuation and messages.
The remaining organizations have the mentioned issue; NAHSE seems to elaborate its statement thoroughly – it is achievable, but due to the great extent of information, it may be difficult to distinguish the crucial aspects. IFDHE might provide a more exhaustive formulation – its statement is concise and achievable but may be unclear to people who learn the activities of the organization for the first time.
The above statements would motivate me to a great degree. Even though some of them have some issues with the volume, they make it clear to an employee what he or she is fighting for within the scope of an organization. All of these statements contain the founding principles of activities, which guide employees in their daily routine. It is essential to keep in mind the reason to be employed in a particular organization, and a vision and mission statement is to be a laconic and concise reminder of it. In other words, motivation to work for an establishment should be grounded on the clearness of the fact that employees’ and an organization’s values align, to which the discussed mission and vision statements lead.
The selected organization is the National Association of Health Services Executives. As mentioned above, the critical issue regarding its vision and mission statement is volume. The crucial step in this regard will be to reduce this volume or arrange it in the following manner. NAHSE may initially give its statement laconically – in a few sentences. Then, the information provided on the current official website may follow this statement in a separate section. Given such a sensible approach, all the employees will understand what exactly the Association does even to a greater degree. What is more, website visitors will easily identify the pivotal activities of the organization and may make several contributions promptly. Thus, it might be suggested that reducing or rearranging the volume of the statement will bring significant results to NAHSE.
References
Belasen, A. T., Eisenberg, B. & Huppertz, J. W. (2015). Mastering leadership: A vital resource for healthcare organizations. Jones & Bartlett Learning.
Institute for Diversity and Health Equity. (n.d.). IFDHE homepage. Web.
National Association of Latino Healthcare Executives. (n.d.). Rolando Gomez. Web.