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
Barriers to Identifying Long-Term Needs in Planning
-Health-care reform
-Rapidly changing technology
-Increasing government regulation of health care
-Scientific advances
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
Proactive Planning
Reactive planning: occurs after a problem exists
Inactivism: seeks the status quo
Preactive planning: utilizes technology to accelerate change; future-oriented
Interactive or proactive planning: considers the past, present, and future and attempts to plan
Advocating against implementing a new hospital computer system is an example of which type of planning?
Reactivist
Inactivist
Preactivist
Proactivist
B. Inactivist
Rationale: Inactivists would rather maintain the status quo than take a risk with a new way of doing things. Reactive planning occurs after a problem exists. Preactive planners utilize technology to accelerate change and are future oriented.
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
SWOT definition
*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 achieveme
Simple Rules for SWOT Analysis
-Be realistic about the strengths and weaknesses of your organization
-Be clear about how the present organization differs from what might be possible in the future
-Be specific about what you want to accomplish
-Always apply SWOT in relation to your comp
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
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 o
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 reg
The planning process differs depending on the period of time involved.
True
False
B. False
Rationale: Planning involves the same process regardless of the period involved
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 object
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 n
Which is an example of why plans might fail?
a. Not enough alternatives
b. Low motivation levels
c. False assumptions
d. Lack of sound strategies
e. All of the above
E. All of the above
Rationale: These are just several of numerous mistakes that can cause plans to be unsuccessful
Difficulty in Long-Term Care Needs and Health-Care Organizations
- rapidly changing technology
-increasing government involvement in health care
-changing population demographics
-reduced provider autonomy
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
proactive planning
Is dynamic, and adaptation is considered to be a key requirement since the environment changes so frequently
forecasting
-Using available historical patterns to assist in planning
-Examining present clues and projected statistics to determine future needs
SWOT Analysis
The identification of:
-Strengths
-Weaknesses
-Opportunities
-Threats
A Balanced Scorecard is used to: (Select all that apply)
a. Collect data
b. Gain clients
c. Develop metrics
d. Analyze data
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.
Strategic Planning as a Management Process Should Include the Following
1. A clear statement of the organization's mission
2. The identification of the agency's external constituencies or stakeholders and the determination of their assessment of the agency's purposes and operations
3. The delineation of the agency's strategic
subordinate input in strategic plans
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
length of strategic plan
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
planning hierarchy
Mission
Philosophy
Goals
Objectives
Policies
Procedures
Rules
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
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
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 str