Organizational Planning

what is planning?

• deciding in advance what to do, who is to do it, how it is to be done, and when it is to be done

• its a proactive, deliberate process required of all managers

• plan is a guide to reach a goal so it must be flexible and allow for readjustment as unexpected events occur

• critically important to/and precedes all other management functions

• without adequate planning, management process fails and organizational needs and objectives cant be met

why do plans fail?

• sound strategies not used

• inadequate delegation of authority

• not recognizing organizational goals/needs

• planning too narrow in scope (not recognizing community, legal, and licensing requirements)

• false assumptions

• not knowing overall goal

• not enough alternatives

• inadequate time/other resources

• low motivation levels

the 4 type of planning modes

1. reactive

2. in activism

3. pre activism

4. proactive

proactive planning

strategic approach that focuses on anticipating future needs, goals, and potential challenges to take preventative action and position for future success, rather than reacting to events after they happen

reactive planning

strategy where actions are chosen based on the current situation, often in response to unexpected events or changes, rather than through extensive pre-planning

in-activism planning

• develop a strategic roadmap to achieve social or political change by defining a clear vision and goals, then setting specific objectives and measurable targets

• maintaining status quo

pre-activism planning

• involves anticipating and preparing for potential future events, rather than simply reacting to them

• ignores history

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

principles of organizational 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 same process regardless of period involved

• interprofessional relationships matter in the planning

• length of 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

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/goals

• know when to plan and when not to

• keep target dates realistic

• gather data appropriately

• be sure objectives are clear

• incorporate interpersonal relationships

long-range/strategic plans

• complex organizational plans that involve a long period (usually 3-7 years)

• typically examines an orgs purpose, mission, philosophy, and goals in the context of its external environment

steps in strategic planning

1. clearly define the purpose of the org

2. establish realistic goals and objectives

3. identify external constituencies and determine their assessment of the orgs purpose

4. clearly communicate the goals to the constituents

5. develop a sense of ownership of the plan

6. develop strategies to achieve the goals

7. ensure that the most effective use is made of resources

8. provide a base from which progress can be measured

what is there increasing recognizing in strategic planning?

importance of subordinate input from all levels of the org to give strategic plans meaning and to increase the likelihood of their successful implementation

SWOT

• strengths

• weaknesses

• opportunities

• threats

strengths part of SWOT

internal attributes that help an organization to achieve its objectives

weaknesses part of SWOT

internal attributes that challenge an organization in achieving its objectives

opportunities part of SWOT

external conditions that promote achievement of organizational objectives

threats part of SWOT

external conditions that challenge/threaten the achievement of organizational objectives

parts of the planning hierarchy

1. mission

2. philosophy

3. goals

4. objectives

5. policies

6. procedures

7. rules

goal definition

desired result toward which effort is directed

objective definition

how the goal will specifically be achieved (include time frame and is measurable)

policies definition

plans reduced to statements

procedures definition

step by step process

rules definition

• plans that specifically define acceptable choices of action

• least flexible so use sparingly but enforce consistently

rules as part of planning hierarchy

• there should be as few rules as possible in the org

• existing rules should be enforced to keep morale from breaking down and to promote organizational structure