Chapter 7: Strategic & Operational Planning
Leadership in planning
1.interprets knowledge regarding contemporary pattern shifts and terends impacting health care
into vision and insights which foster goal attainment.
2. Assesses the organization’s internal and external environment in forecasting and identifying
driving forces and barriers to strategic planning.
3. demonstrates visionary, innovative, and creative thinking in organizational and unit planning,
thus inspiring proactive rather than reactive planning.
4. influences and inspires group members to be actively involved in both short- and long-term
planning.
5.periodically completes value clarification to increase self-awareness.
6.encourages subordinates toward value clarification by actively listening and providing
feedback.
7.Communicates and clarifies organizational goals and values to subordinates
8.encourages subordinates to be involved in policy formation, including developing, implement-
ing, and reviewing unit philosophy, goals, objectives, policies, procedures, and rules.
9.is receptive to new and varied ideas.
10.role models proactive planning methods to followers.
MANAGEMENT FUNCTIONS
1.is knowledgeable regarding legal, political, economic, and social factors affecting health-care
planning.
2. demonstrates knowledge of and uses appropriate techniques in both personal and
organizational planning.
3. provides opportunities for subordinates, peers, competitors, regulatory agencies, and the
general public to participate in planning.
4.Coordinates unit-level planning to be congruent with organizational goals.
5.periodically assesses unit constraints and assets to determine available resources for planning.
6.develops and articulates a unit philosophy that is congruent with the organization’s philosophy.
1
,7.develops and articulates unit goals and objectives that reflect unit philosophy.
8.develops and articulates unit policies, procedures, and rules that put unit objectives into
operation.
9.periodically reviews unit philosophy, goals, policies, procedures, and rules and revises them to
meet the unit’s changing needs.
10. Actively participates in organizational strategic planning, defining and operationalizing such
strategic plans at the unit level.
Without adequate planning, the management process fails and organizational needs &
objectives cannot be met
Planning is deciding in advanced what to do; who is to do it; & how, when & where it is
to be done
All planning involves choosing among alternatives
The manager must identify short- & long-term goals & changes needed to ensure that the
unit will continue to meet its goals
Strategies for Successful Planning
o Start planning at the top
o Keep planning organized, clear, and definite
o Don’t bypass levels of people
o Have short- and long-range plans and goals
o Know when to plan and when not to
o Keep target dates realistic
o Gather data appropriately
o Be sure objectives are clear
o Remember, interpersonal relationships are important
Why Do Plans Fail?
o False assumptions
o Not knowing overall goal
2
, o Not enough alternatives
o Inadequate time or other resources
o Low motivation levels
o Sound strategies not used
o Inadequate delegation of authority
o Not recognizing organizational goals and needs
o Planning too narrow in scope—not recognizing community, legal, and licensing
requirements
Proactive Planning
o Planning represents specific activities that help achieve objectives, so planning
should be purposeful & proactive
o Reactive planning: occurs AFTER a problem exists
Problems are deal with separately without integration with the whole
organization
Because it is done in response to a crisis, this type of planning can lead to
hasty decisions & mistakes
Ex: new policy regarding restraints after patient injury
o Inactivism: seek status quo & spend their energy preventing change &
maintaining conformity (they do not like change)
Ex: manager refuses to switch to computer documenting because paper
documenting is working find
o Preactivism: utilize technology to accelerate change & are future oriented (they
like changes, they want to see what going on)
Do not value experience & believe the future is always preferable to the
present
3
, o Proactive planning: consider the past, present, & future & attempt to plan the
future of their organization rather than react to it
Adaptability is a key requirement
Occurs in participation of changing needs or to promote growth within an
organization & is required of all leader-managers so that personal as well
as organizational needs & objectives are met
Ex: auditing charts, correct charting
o Forecasting: involves trying to estimate how a condition will be in the future
Takes advantage of input from others, gives sequence in activity, &
protects an organization against undesirable changes(how can I make
things better, you talk to people, how can I get better)
Strategic Planning
o Complex organizational plans that involve a long period (3-10 years) are referred
to as long-range or strategic plans
o An organization could develop a strategic plan for dealing with a nursing
shortage, preparing succession managers in the organization, developing a
marketing plan, redesigning workload, developing partnerships, or simply
planning for organizational success
o SWOT Analysis
Allows strategic planners to identify those issues most likely to impact a
particular organization and then to develop an appropriate plan for
action(it is a subjective way to get thing done, you have to come with
objective, if objective does not work you find another way)
Strengths: internal attributes that help an organization to achieve its
objectives
Ex: hospital with many specialties & surgeries
Help the organization to achieve their goal. Like their services, it is
bringing them patinas like the o2
4
Leadership in planning
1.interprets knowledge regarding contemporary pattern shifts and terends impacting health care
into vision and insights which foster goal attainment.
2. Assesses the organization’s internal and external environment in forecasting and identifying
driving forces and barriers to strategic planning.
3. demonstrates visionary, innovative, and creative thinking in organizational and unit planning,
thus inspiring proactive rather than reactive planning.
4. influences and inspires group members to be actively involved in both short- and long-term
planning.
5.periodically completes value clarification to increase self-awareness.
6.encourages subordinates toward value clarification by actively listening and providing
feedback.
7.Communicates and clarifies organizational goals and values to subordinates
8.encourages subordinates to be involved in policy formation, including developing, implement-
ing, and reviewing unit philosophy, goals, objectives, policies, procedures, and rules.
9.is receptive to new and varied ideas.
10.role models proactive planning methods to followers.
MANAGEMENT FUNCTIONS
1.is knowledgeable regarding legal, political, economic, and social factors affecting health-care
planning.
2. demonstrates knowledge of and uses appropriate techniques in both personal and
organizational planning.
3. provides opportunities for subordinates, peers, competitors, regulatory agencies, and the
general public to participate in planning.
4.Coordinates unit-level planning to be congruent with organizational goals.
5.periodically assesses unit constraints and assets to determine available resources for planning.
6.develops and articulates a unit philosophy that is congruent with the organization’s philosophy.
1
,7.develops and articulates unit goals and objectives that reflect unit philosophy.
8.develops and articulates unit policies, procedures, and rules that put unit objectives into
operation.
9.periodically reviews unit philosophy, goals, policies, procedures, and rules and revises them to
meet the unit’s changing needs.
10. Actively participates in organizational strategic planning, defining and operationalizing such
strategic plans at the unit level.
Without adequate planning, the management process fails and organizational needs &
objectives cannot be met
Planning is deciding in advanced what to do; who is to do it; & how, when & where it is
to be done
All planning involves choosing among alternatives
The manager must identify short- & long-term goals & changes needed to ensure that the
unit will continue to meet its goals
Strategies for Successful Planning
o Start planning at the top
o Keep planning organized, clear, and definite
o Don’t bypass levels of people
o Have short- and long-range plans and goals
o Know when to plan and when not to
o Keep target dates realistic
o Gather data appropriately
o Be sure objectives are clear
o Remember, interpersonal relationships are important
Why Do Plans Fail?
o False assumptions
o Not knowing overall goal
2
, o Not enough alternatives
o Inadequate time or other resources
o Low motivation levels
o Sound strategies not used
o Inadequate delegation of authority
o Not recognizing organizational goals and needs
o Planning too narrow in scope—not recognizing community, legal, and licensing
requirements
Proactive Planning
o Planning represents specific activities that help achieve objectives, so planning
should be purposeful & proactive
o Reactive planning: occurs AFTER a problem exists
Problems are deal with separately without integration with the whole
organization
Because it is done in response to a crisis, this type of planning can lead to
hasty decisions & mistakes
Ex: new policy regarding restraints after patient injury
o Inactivism: seek status quo & spend their energy preventing change &
maintaining conformity (they do not like change)
Ex: manager refuses to switch to computer documenting because paper
documenting is working find
o Preactivism: utilize technology to accelerate change & are future oriented (they
like changes, they want to see what going on)
Do not value experience & believe the future is always preferable to the
present
3
, o Proactive planning: consider the past, present, & future & attempt to plan the
future of their organization rather than react to it
Adaptability is a key requirement
Occurs in participation of changing needs or to promote growth within an
organization & is required of all leader-managers so that personal as well
as organizational needs & objectives are met
Ex: auditing charts, correct charting
o Forecasting: involves trying to estimate how a condition will be in the future
Takes advantage of input from others, gives sequence in activity, &
protects an organization against undesirable changes(how can I make
things better, you talk to people, how can I get better)
Strategic Planning
o Complex organizational plans that involve a long period (3-10 years) are referred
to as long-range or strategic plans
o An organization could develop a strategic plan for dealing with a nursing
shortage, preparing succession managers in the organization, developing a
marketing plan, redesigning workload, developing partnerships, or simply
planning for organizational success
o SWOT Analysis
Allows strategic planners to identify those issues most likely to impact a
particular organization and then to develop an appropriate plan for
action(it is a subjective way to get thing done, you have to come with
objective, if objective does not work you find another way)
Strengths: internal attributes that help an organization to achieve its
objectives
Ex: hospital with many specialties & surgeries
Help the organization to achieve their goal. Like their services, it is
bringing them patinas like the o2
4
