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Chapter 7

Chapter 7. Organizational Planning. Planning. Planning is deciding in advance what to do, who is to do it, how it is to be done, and when it is to be done. Planning is a proactive, deliberate process required of all managers.

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Chapter 7

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  1. Chapter 7 Organizational Planning

  2. Planning • Planning is deciding in advance what to do, who is to do it, how it is to be done, and when it is to be done. • Planning is a proactive, deliberate process required of all managers. • Planning is a guide for action in reaching a goal and requires flexibility and energy. • Planning also requires management skills such as data gathering, forecasting, and transforming ideas into action.

  3. Without adequate planning, the management process fails, and organizational needs and objectives cannot be met. Planning Is Critically Important to and Precedes All Other Management Functions

  4. Barriers to Identifying Long-Term Needs in Planning • Hospital systems filling the gaps in health care • Value versus volume • Revenue management versus cost management • Health-care costs and government regulation • Rapidly changing technology • Consumer focus • Interprofessional collaboration • Scientific advances

  5. Factors Influencing the Future of Health Care • Robotic technology • Biomechatronics • Biometrics and smart cards • Point-of-care testing • Telehealth and the Internet • Growing elderly population • Nursing shortages in acute care hospitals

  6. Planning Types • Reactivists plan after a problem exists. • Inactivists consider the status quo as the stable environment and they spend a great deal of energy preventing change and maintaining conformity. • Preactive planners utilize technology to accelerate change and are future-oriented. • Proactive planning style is always the goal.

  7. Proactive Planning • Is dynamic, and adaptation is considered to be a key requirement because the environment changes so frequently • Interactive or proactive planning: considers the past, present, and future and attempts to plan the future of an organization rather than react to it

  8. Forecasting Using available historical patterns to assist in planning Examining present clues and projected statistics to determine future needs

  9. Question Advocating against implementing a new hospital computer system is an example of which type of planning? • Reactivist • Inactivist • Preactivist • Proactivist

  10. Answer B. Inactivist Rationale: Inactivists would rather maintain the status quo than take a risk with a new way of doing things. Reactiveplanning occurs after a problem exists. Preactive planners utilize technology to accelerate change and are future-oriented. Proactivists consider the past, present, and future and attempt to plan the future of their organization rather than react to it.

  11. Reminder • Managers who are uninformed about the legal, political, economic, and social factors affecting health care make planning errors that may have disastrous implications for their professional development and the financial viability of the organization.

  12. Strategic Planning • Planning has many dimensions, including time span and complexity or comprehensiveness. • Complex plans are long-range or strategic plans. • Strategic planning typically examines an organization’s purpose, mission, philosophy, and goals in the context of its external environment.

  13. SWOT Definitions • Strengths are those internal attributes that help an organization to achieve its objectives. • Weaknesses are those internal attributes that challenge an organization in achieving its objectives. • Opportunities are external conditions that promote achievement of organizational objectives. • Threats are external conditions that challenge or threaten the achievement of organizational objectives.

  14. Simple Rules for SWOT Analysis

  15. Using a Balanced Scorecard • Strategic planners using a balanced scorecard • Develop metrics • Collect data • Analyze that data from four organizational perspectives • Financial • Customers • Business processes • Learning and growth

  16. Steps for Using Strategic Planning • Clearly define the purpose of the organization. • Establish realistic goals and objectives. • Identify external constituencies and determine their assessment of the organization’s purposes. • Clearly communicate the goals to the constituents. • Develop a sense of ownership of the plan.

  17. Steps for Using Strategic Planning—(cont.) • Develop strategies to achieve the goals. • Ensure that the most effective use is made of resources. • Provide a base from which progress can be measured.

  18. Strategies for Successful Planning • Start planning at the top. • Keep planning organized, clear, and definite. • Do not bypass levels of people. • Have short- and long-range plans and goals. • Know when to plan and when not to. • Keep target dates realistic. • Gather data appropriately. • Be sure objectives are clear. • Remember, interpersonal relationships are important.

  19. Principles of Good Planning All plans must flow from other plans. Short-range plans must be congruent with long-range plans. Planning in all areas of the organization must follow the mission, philosophy, and goals of the overall organization. Planning involves the same process regardless of the period involved.

  20. Principles of Good Planning—(cont.) • The length of the plan is determined by what actions are necessary to make the plan successful. • All planning must include an evaluation step and requires periodic reevaluation and prioritization. • All people and organizational units affected by a plan should be included in the planning.

  21. Question Tell whether the following statement is true or false: The planning process differs depending on the period of time involved. • True • False

  22. Answer B. False Rationale: Planning involves the same process regardless of the period involved.

  23. Because a plan is a guide to reach a goal, it must be flexible and allow for readjustment as unexpected events occur. Planning

  24. Why Do Plans Fail? • False assumptions • Not knowing overall goal • Not enough alternatives • Inadequate time or other resources • Low motivation levels • Sound strategies not used • Inadequate delegation of authority • Not recognizing organizational goals and needs • Planning too narrow in scope—not recognizing community, legal, and licensing requirements

  25. Question Which is an example of why plans might fail? • Not enough alternatives • Low motivation levels • False assumptions • Lack of sound strategies • All of the above

  26. Answer E. All of the above Rationale: These are just several of numerous mistakes that can cause plans to be unsuccessful.

  27. Question A balanced scorecard is used to (Select all that apply.) • Collect data. • Gain clients. • Develop metrics. • Analyze data.

  28. Answer A. Collect data. C. Develop metrics. AND D. Analyze data. Rationale: The balanced scorecard assists strategic planners in developing metrics, collecting data, and analyzing the data. It does not help them gain clients.

  29. Strategic Planning as a Management Process Should Include the Following • A clear statement of the organization’s mission • The identification of the agency’s external constituencies or stakeholders and the determination of their assessment of the agency’s purposes and operations • The delineation of the agency’s strategic goals and objectives, typically in a 3- to 5-year plan • The development of strategies to achieve the goals

  30. There is increasing recognition of the importance of subordinate input from all levels of the organization to give strategic plans meaning and to increase the likelihood of their successful implementation. Subordinate Input in Strategic Plans

  31. Unlike the 20-year strategic plans of the 1960s and 1970s, most long-term planners today find it difficult to look even 5 years in the future. Length of Strategic Plan

  32. The Planning Hierarchy • Mission • Philosophy • Goals • Objectives • Policies • Procedures • Rules

  33. Organizational Philosophy Statement A person should be able to identify exactly how the organization is implementing its philosophy by observing members of the nursing staff, reviewing the budgetary priorities, and talking to patients.

  34. Goal, Objective, Policies, Procedures, and Rules Goal—the desired result toward which effort is directed Objective—how the goal will specifically be achieved (includes time frame and is measurable) Policies—plans reduced to statements Procedures—step-by-step process Rules—plans that specifically define acceptable choices of action

  35. Rules as Part of the Planning Hierarchy • Because rules are the least flexible type of planning in the planning hierarchy, there should be as few rules as possible in the organization. • Existing rules, however, should be enforced to keep morale from breaking down and to promote organizational structure.

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