Exam #1: Chapter 7 - Strategic Planning and Planned Change Flashcards
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.
- Is a proactive, deliberate process required of all managers.
-Is a guide for action in reaching a goal and requires flexibility and energy. - Also requires management skills such as data gathering, forecasting, and transforming ideas into action.
Barriers to Identifying Long-Term Needs in Planning include
- 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
Factors Influencing the Future of Health Care include
- Robotic technology
- Biomechatronics
- Biometrics and smart cards
- Point-of-care testing
- Telehealth and the Internet
- Growing elderly population
- Nursing shortages in acute care hospitals
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 are future-oriented
Proactive Planning
- Is always the goal
- Is dynamic and adaptation is considered to be a key requirement because the environment changes so frequently.
- Considers the past, present, and future and attempts to plan the future of an organization rather than react to it.
Forecasting
- Using available historical patterns to assist in planning.
- Examining present clues and projected statistics to determine future needs.
Strategic Planning
- Complex, long range planning (3-10 years), big picture
- Focuses on mission, visions, philosophy and goals r/t external organization environment.
What does SWOT stand for?
S (Strengths) are those internal attributes that help an organization to achieve its objectives
W (Weaknesses) are those internal attributes that challenge an organization in achieving its objectives
O (Opportunities) are external conditions that promote achievement of organization objectives
T (Threats) are external conditions that challenge or threaten the achievement of organizational objectives
Simple Rules for SWOT Analysis
- Be realistic about 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 competitors
- Keep SWOT short and simple
- Remember that SWOT is subjective
Tools for Strategic Planning: Balanced scorecard
- Develop metrics
- Collect data
- Analyze that data from four organizational perspectives: financial, customers, business processes, learning/growth
What are 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.
- 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.
Strategies for Successful Planning include
- 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.
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.
- 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.
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
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
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.
The Planning Hierarchy
- Mission
- Philosophy
- Goals
- Objectives
- Policies
- Procedures
- Rules
Organization 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
The desired result toward which effort is directed
Objectives
How the goal will specifically be achieved (includes time frame and is measurable)
Policies
Plans reduced to statements
Procedures
Step-by-step process
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.
Tools for strategic planning include
- SWOT Analysis
2. Balanced scorecard
Mission
Brief statement identifying the reason an organization exists (what doe we stand for)
Vision
Future aim or function (what the organization is aiming to be)
Philosophy Statement
Flows from mission statement and makes set values and beliefs that guide all actions of the organization
Effective Planning
- Plan should be in line with organization goals -> Cannot develop a plan and expect everything to fall in place right away
- Must be flexible
- Must include appropriate people
- Should be specific, simple, and realistic -> remember still need the flexibility
- Know when to plan and when not to
- Evaluate and readjust as needed
Planned Change
Deliberate application of knowledge and skill by a leader to bring about change
Change agent
-Person skilled in the theory and implementation of planned change (leader, manager, team or committee)
Driving forces
- Facilitators and champions
- Help to drive the change forward.
Restraining Forces
Barriers
Goal of planned change
Increase driving forces and decrease restraining forces
Key Points to Change
- Needs to be worthwhile
- Need to prove enough time and resources
- Timing important
- Can take 3-6 months to be accepted
- Won’t occur just because people are instructed to change. Buy in is very important.
- Need to balance stability and change
- Can be often more difficult to Facial the by an insider
Classical Change Strategies (short answer)
- Rational-Empirical
- Normative- Re-educative
- Power Coercive
Rational/Empirical
- Lack of knowledge, change will happen once knowledge is provided
- Ex. Infection numbers given to staff -> will want to change
Normative/Re-educative
- Using peer pressure or social influence
- All about SOCIAL INFLUENCE. NOT ABOUT EDUCATION. You are using peer pressure/social influence-to-influence change. If you can get key people in your class to buy into something, they will influence you to follow.
- Ex: convincing someone in “higher” position buying in power or peer pressure
Power/Coercive
Using authority, dictating change
Ex. This will change because I said so.
With Change,
- Expect resistance
- Identify those most resistant to change
- Find your “champions”
- Involve those affected by the change
- Keep communication open
- Limit rumors or gossip
