: Strategic & Operational Planning Exam 2 study guide

Chapter 7: Strategic & Operational Planning Leadership in planning prets 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. dically completes value clarification to increase self-awareness. rages subordinates toward value clarification by actively listening and providing feedback. 7.Communicates and clarifies organizational goals and values to subordinates rages subordinates to be involved in policy formation, including developing, implementing, and reviewing unit philosophy, goals, objectives, policies, procedures, and rules. receptive to new and varied ideas. models proactive planning methods to followers. MANAGEMENT FUNCTIONS 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. dically assesses unit constraints and assets to determine available resources for planning. ops and articulates a unit philosophy that is congruent with the organization’s philosophy. 1 ops and articulates unit goals and objectives that reflect unit philosophy. ops and articulates unit policies, procedures, and rules that put unit objectives into operation. dically 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 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 2  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 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 3 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  Weaknesses: internal attributes that challenge an organization in achieving its objectives  Ex: A hospital without specific specialties  Opportunities: external conditions that promote achievement of organizational objectives (inova is they expand they can get more $, more pt, expansion )  Threats: external conditions that challenge or threaten the achievement of organizational objectives (natural disaster, new hospital)