Joko Mulyanto

Dept. of Public Health & Community Medicine

Faculty of Medicine & Health Sciences
Jenderal Soedirman University

 One

of the functions of management.

The most fundamental management
function, and precedes other functions.
Decision may be made without planning, but
will be lack of effectiveness.
Can not be controlled, there is no basis to
measure progress.
Can not be organized, there is no specific
goal.

 Decide

what to do present to bring about an

outcome in the future.
Determining appropriate goals, deciding the
means to achieve them, making assumptions,
developing premises, reviewing alternative
course action.
What, who, when, and how of alternatives
course of action, and possible future action.
Cope with uncertainty, dynamic and
continuous, adaptive changes.

 Strategic

planning
Senior level, broad scope, address the
element of organization objective and
strategy formulation, long term.
Operational planning
Narrow and limited, lower level, derived
from and must be in harmony with strategic
planning, short term.

 Developmental

Incremental
Based on the degree of autonomy in planning
process.
Proactive Reactive
Based on how planning anticipate and
intervening the future events.

 Mission

/ Philosophy / Goal
Objective
Organization strategies / operational
program / functional objectives
Policies
Procedures

 Statement

that identify, in broad terms, the

purposes for which organization exists.
Specific, unique, differentiate it from other
organizations.
Who are we?; What are we?; Why do we
exist; Who is our constituency?
Foundation for all organization planning.

 Example:

RS Margono is public not for profit hospital

which exist to serve general community by
providing high quality, affordable,
comprehensive healthcare services.

 Statement

of the results that the

organization seek to accomplish,
The organization outputs, the end, targets,
desired results.
Primary and secondary objective,
organizational level.
Objective accomplished, mission fulfilled.
Sub-objectives, department / unit level.
Consistent with organization objective.
Objective must be realistic, attainable,
measurable (functional)

 Why

?
Focus attention
Prioritizing
Efficiency
Uniform sense of direction
Formulating strategies
Criteria to control.

Primary Objective
Providing high quality, affordable, comprehensive
healthcare service for general community.
Secondary objective
Becoming a leader of innovation as well as center of
excellence for healthcare organization.
Sub-objective (nursing department)
Provide quality nursing care to all patients in a
manner consistent with professional standards and
ethics

 Broad

and general program designed by an

HSO to accomplish organization objectives.
Describe the means of accomplishing
organization objectives.
Example: establishing research and
development unit, networking, IT- based.

 Guideline

for behavior, decision making, and

thinking within the organization.
Set the boundaries of permissible activity,
behavior, decision making which manager or
employee may act.
General and operational policy.

 Organizational

level.
Overall guide and broad
Specific but flexible.
Example:
- We are an equal opportunity employer.
- All patients will receive care regardless
ability to pay.
- Capital expenditure over 20,000 dollar must
have director approval.

 Govern

particular departments
Subsidiary and must be consistent with
general policies.
Example
- Patient should not pay down payment to
receive care.

 Guides

to action.
Series of related task, in chronological order,
constitute the prescribed manner of
performing the work.
Example:
Procedures for patient admission.

 Identify

a desired future state for an

organization and a means to achieve it,
ongoing analysis of organization operating
environment, matched against internal
capabilities, identify strategies that will
drive from its present condition to that
desired future.

 Forces

influencing organization operating

environment, controllable and
uncontrollable.
To focus the organization and its resource
allocation.
Resources can be allocated appropriately and
efficiently.

 Development

of strategic plan
Execution of organizations strategy
In detail :
- Formulating objective
- Situational assessment
- Strategy identification and selection
- Program implementation
- Monitoring and Control

 Organization

- mission
- vision
- values
Stakeholders
- internal
- interface
- external

culture

 The

HEART of strategic planning.

Strength, Weakness, Opportunity, Threat
(SWOT) Analysis.
Strength, Weakness: internal environment /
capability analysis; Internal resources
capabilities and limitations; core
competence.
Opportunity, Threats: external environment
analysis: macro and micro environment.

 Functional

analysis:
marketing & services
production
financial condition
human resources
managerial

 Macro-environment:

Economic, Politic, Sociocultural, Demographic, Legal, Technology.

Micro-environment: customer, competitor,
suppliers.

 Organization

usually implements multiple

strategies.
Type of generic strategy: specialization,
integration, diversification, retrenchment,
organizational linkage.
Context of strategy: type of organization,
decision style, managerial philosophy,
organizational culture.

 Selection

criteria:
- Accomplish objectives ?
- Address issues, risk, gap, deficiencies ?
- Take advantages and strength ?
- Impact on functional areas ?
- Are there capabilities (resource matching) ?

 Create

specific plan for each strategy which

are necessary for translating the plan into
action.
Who, what, when, where, how, strategy
implementation.

 Communicated

at all level of organization.

Updated supporting plan, such as financial
and budgeting plan, marketing plan, capital
plan, etc.

 Monitor

the implementation process.

How well the action plan is progressing
toward its objective.
The effectiveness of the plan in achieving its
objectives.
Many methods to use, i.e: organizational
dashboard, scorecard.

Muninjaya, A.A.,G.2004.Manajemen Kesehatan, EGC,

Jakarta, 2004, Hal 54 73.
Rakich, J.S., B.B. Longest, K. Darr. 1992 Managing Health
Service Organization 3rd ed. Health Profession Press,
Baltimore, page 303 40.
Liebler, J.G, C.R. McConell.2004. Management Principles
for Health Professionals 4th ed. Jones and Bartlett
Publishers, Boston, page 83 130
Buchbinder, S.B, N.H. Shanks.2007. Introduction to
Healthcare Management. Jones and Bartlett Publishers,
Boston, page 59 77.

djokomoeljanto2008