PLANNING

DEFINITION

determining in advance what to do, how to do it & when and where is it to be done

PURPOSE Give direction to the organization Improve efficiency Eliminate duplication efforts Concentrate resources on important services Reduce guess work Improve communication & coordination of activities

PROACTIVE PLANNING
MINIMIZES risks and uncertainty, provides leader-manager w/ means of control & encourage best possible use of resources 4 Planning Modes Reactive planning occurs when prob exists Inactivism avoids change Preactivism accelerates changes Interactive/proactive considers past, present and future and attempts to plan w/ future; adaptation

1. 2. 3. 4.

LEADERSHIP ROLES W/ PLANNING HIERARCHY & STRATEGIC PLANNING

1. Assess org.s internal & external env. 2. Demonstrate visionary, innovative & creative thinking 3. Influence & inspire group members 4. Periodically complete value clarification 5. Encourage subs toward value clarificatxn 6. Communicate & clarify orgl goals & values 7. Encourage subs involvement in policy formatxn 8. Be receptive to new & varied ideas 9. Role model proactive planning methods to subs

MGT. FUNCTIONS W/ PLANNING HIERARCHY & STRATEGIC PLANNING

1. Is knowledgeable on legal, political, economical and social factors affecting HC planning 2. Demo know-how of & uses app. techniques 3. Provides opportunity to participate in planning 4. Coordinate unit-level planning 5. Periodically assess unit constraints & assets 6. Develop & articulate unit philosophy 7. Develop & articulate unit goals & objectives 8. Develop & articulate unit policies, procedures & rules 9. Periodically review unit philosophy, goals, policies, procedures & rules and revise them 10. Actively participate in orgl strategic planning

PLANNING HIERARCHY
MISSION
PHILISOPHY GOALS OBJECTIVES POLICIES PROCEDURES RULES

PLANNING HIERARCHY
STRATEGIC PLANNING 5 years Top-level management TACTICAL PLANNING 1 year Middle management OPERATIONAL PLANNING Budgets, quotas & schedules 1st-line management Narrow in scope, short-lived, subject to sudden changes

MISSION

..brief statement identifying reason for an organizations existence

Ex. County Hospital is a tertiary care facility & provides comprehensive, holistic care to all state residents who seek treatment. The purpose of County Hospital is to combine highquality, holistic health care w/ provision of learning opportunities for students in med., nsg., & allied health sciences. Research is encouraged to identify new tx regimens & to promote high-quality HC for generations to come.

VISION

..organizations future aim of function

Ex. To become an exemplar for HC in the region

PHILOSOPHY

..flows from mission & delineates set of values & beliefs guiding all actions of the org.

NURSING SERVICE PHILOSOPHY

..Address fundamental beliefs about nsg. & nsg. Care; the quality, quantity & scope of nsg. Services; and how nsg. Will specifically meet organizational goals

UNIT PHILOSOPHY

..specifies how nursing care provided in the unit will correspond w/ nursing service & organizational goals

VALUE

..beliefs that guide behaviour.

4 Characteristics determining a TRUE VALUE Must be freely chosen after due reflection Must be prized & cherished Consciously & consistently repeated Positively affirmed & enacted

1. 2. 3. 4.

GOAL

..desired result toward w/c effort is directed; aim of the philosophy.

Ex. All nursing staff will provide effective pt. care relative to pt. needs in so far as the hospital & community facilities permit through the use of care plans, individual patient care, & discharge plan including follow-up contact.

OBJECTIVES

..motivate to a specific end; identify how goal shall be met

Ex. 100% of staff nurses will present their care plans to the head nurses before going on duty and will evaluate their plans before their pt. is discharged.

POLICIES

..plans reduced to statements directing organization in their decision-making.

Implied policies have developed over time & follow a precedent Expressed policies verbal/written policies

PROCEDURES

..plans establishing customary/acceptable ways of accomplishing specific tasks & delineate a sequence of steps of required action.

RULES

..describe situations that allow only one choice of action.

Overcoming Barriers to Planning 1. Movement should be directed at specific goals & objectives 2. Plan must be flexible 3. Manager must include the people & units affected & will be affected 4. Plan should be specific, simple & realistic 5. Know when to plan & when not to plan 6. Plans should have evaluation between and after

STRATEGIC PLANNING

..long-range plan examining an organizations purpose, mission, philosophy, and goals in the context of its external environment; forecasts the future success of an org. by matching & aligning all capabilities w/ its external opportunities.

STRATEGIC PLANNING STEPS

1. Clearly define purpose of org. 2. Establish realistic goals & objectives consistent w/ mission of org. 3. Identify org.s external constituencies & det. ass. for org.s purposes & operatxn. 4. Clearly communicate goals & objectives to org.s constituents. 5. Develop sense of ownership of the plan.

STRATEGIC PLANNING 6. Develop strategies to achieve goals. 7. Ensure the most effective use is made of org.s resources. 8. Provide base from w/c progress can be measured. 9. Provide mechanism for informed change. 10.Build consensus on where org. is going.

5 Formal Planning Process

1.Situation audit or environmental assessment 2.Establish objectives 3.Involve management & staff 4.Develop alternatives 5.Communicate plans

Plans
1. Standing use plans used on continuous basis to achieve consistently repeated objectives Policies Procedures Rules 2. Single use plans used one to achieve unique objectives that are seldom repeated Programs (designed to carry out special project) Budget (financial plan covering spec. time) Schedule (commitment of resources & labor to take w/ specific time frame)

Approaches
Centralized top-down planning Traditional approach to planning in w/c centralized group of executives assumes primary planning responsibility Bottom-up planning Delegate planning authority to division & dept. manager expected to formulate plans under gen. strategic umbrella of orgl objectives Team planning Participative approach where planning teams comprising manager & staff specialties initiate plans & formulate orgl objectives