Transcript Operational & Strategic Planning Unit III Ch. 7

Operational & Strategic Planning
Unit III Ch. 7
Presented by
Pamela Roberts, MSN RN
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………….. He who fails to plan, plans to
fail.
–Anonymous
Planning is deciding in advance what to do,
who will do it, how, when, where it is to be
done
Planning
• Short- and long-term goals
• Changes
– Needed to ensure the unit will continue to
meet short and long term goals
• Resources
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Traits for effective planning
• Leadership characteristics
- flexibility
- energy
• Management skills
- data gathering
- forecasting (predicting/anticipating what’s
going to happen)
- transforming ideals into action
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Types of planning
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• Reactive
– Occurs after a problem exists, directed at returning
organization to previous, comfortable state
• Inactivism
– Seek the status quo (the state in which before) The
same ol’ same ol’. Try to prevent change and maintain
conformity, very slow to change
• Preactivism
– Future oriented, and utilize technology to get the
change done faster. They don’t value experience, the
future is always more preferable than the present.
• Proactive
– consider the past, present, and future. They try to plan
for the future of their organization rather than react to it.
Very adaptable.
Forecasting
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• Trying to estimate how a condition will be in the
future
• Unwilling to forecast
– Impedes efficiency and effectiveness
• Novice nurse manager will often fail to forecast.
They fail because they didn’t plan for bad things
to happen and when they do, they go into crisis
mode.
Strategic planning
• Time span –
– Organizational level
• Long range or strategic plans, usually 3-10 years
– Unit level
• Greater than 6 months in the future
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SWOT analysis
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• S – strengths
– Internal attributes that help an organization achieve its
objectives
• W – weaknesses
– Internal attributes that challenge an organization to
achieve its objectives
• O – opportunities
– For external conditions that promote achievement of
organization objectives
• T – threats
– External conditions that challenge or threaten the
achievement of organizations objectives
Balanced scorecard
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• Development of performance measurement
indicators, data collection, and then analyze
that data from 4 different perspectives:
- financial
- customers
- internal business processes
- learning and growth
Best scorecards are those that are
continuously tweaked and being looked at,
reevaluated
10 steps for effective
strategic planning
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• 1. Clearly define purpose of organization
• 2. Establish goals & objectives
– Need to be realistic and related to the mission of the
organization
• 3. Identify organization’s external stakeholders
– People invested in your organization
• 4. Communicate goals & objectives to
stakeholders
• 5. Develop a sense of ownership of the plan
10 steps for effective
strategic planning, cont.
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• 6. Develop strategies to achieve goals
• 7. Ensure the most effect use of resources
• 8. Provide a base which process can be
measured
• 9. Provide a mechanism for informed
change as needed
• 10. Build a consensus about where the
organization is going
Strategic planning
past & present
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• Historically – long-range planning for health
care organizations has been accomplished
by top-level managers & board of directors
• Presently – for success, input from all,
middle-level managers, subordinates from
all organizational levels, all departments
Planning hierarchy
Mission
Philosophy
Goals
Objectives
Policies
Procedures
Rules
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Organization’s statements 14
• Vision statements – describe future goals or
aims of an organization, should require all
organization members to stretch their
expectations, aspirations, and performance
• Mission statement – a brief statement
identifying the reason that an organization
exists.
• Know the difference b/w these two for testing
purposes
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Organization’s statements, cont.
• Philosophy statements – comes from the
purpose or mission statement & delineates
the set of values & beliefs that guide all
actions of the organization
Societal philosophies
• Values – society and organizations have
sets of beliefs that guide their behavior.
These philosophies are called values.
- Profoundly affect health care policy
formation & implementation
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Individual philosophies & values
• Shaped by the person’s experiences
• Examine your value system - recognize
that the role it plays in how decisions are
made & conflicts are resolved
Value criteria
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•
•
•
•
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There are 4 criteria a value must meet
1. Freely chosen
2. Prized & cherished
3. Consciously & consistently repeated
4. Positively affirmed & enacted
If doesn’t meet all 4, it is a value
indicator
Goals & objectives
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• Goal – the desired result toward which effort is
directed
- Goal dangers –
1 – may be in conflict with one another
2 – may not truly reflect organizational goals,
but may be more individual or personal
goals
3 – it’s hard to tell if they are attainable
• Objectives – identify how and when goal is to
be accomplished
Policy & procedures
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• Policy - is a statement of expectations that sets
boundaries for action taking & decision making
– Implied policies – neither written or expressed
verbally
– Expressed policies – delineated verbally or in writing
• Procedures – are plans that establish customary or
acceptable ways of accomplishing a specific task
– Procedure plus – facilitate delegation, reduce cost,
increase productivity, and provide a means of control
– Policy & Procedures – committee usually of one
person or a small group, it’s an ongoing task with
EBP. Problem is they don’t get a lot of input, just the
input of the members of the committee
Rules
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• Rules – describe situations that allow only
one choice of action
• Fairly inflexible, the fewer rules the better.
Should be enforced to maintain
organizational structure. Keeps morale
from breaking down.
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Overcoming barriers to planning
• For successful organizational planning, managers
should:
- Have movement directed at specified goals &
objectives
- Have a flexible plan
- Include all people & units in the plan that could be
affected by the plan
- Have plans which are specific, simple, & realistic
- Know when to plan & when not to plan
- Have good plans with evaluation checkpoints
Integrating leadership roles & 23
management function in planning
• Be sensitive to environment
• Be able to appraise accurately the social &
political climate
• Be willing to take risks
• Need to be skilled in determining, implementing,
documenting, & evaluating all types of planning
in the hierarchy of the organization
• Must have interpersonal leadership skills
needed to inspire & involve subordinates in the
planning hierarchy.
• Must be receptive to new & various ideas
Questions
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