Lecture 19 Operational planning Flashcards
Mission statement
Brief statement identifying the reason that an organization exists, the organization’s constituency, and the organization’s position regarding ethics, principles, and standards of practice; also called a purpose statement.
Philosophy
A statement of the values and beliefs that guide an organization; provides the basic foundation for directing all planning to achieve the mission.
Goals
Desired results toward which effort is directed; the aim of the philosophy.
Objectives
- Explicit, measurable, observable or retrievable, and obtainable measures that detail how and when goals are to be accomplished.
- Should be stated in behavioral terms and identify positive rather than negative outcomes.
Policies
- Plans reduced to statements or instructions that set boundaries for action taking and decision making.
- Explicit policies - expressed verbally and in writing.
- Implied policies - develop over time and follow a precedent; neither written nor verbally expressed.
Procedures
Plans that establish customary or acceptable ways of accomplishing a specific task and delineate a sequence of steps of required action.
Rules
- Plans that define acceptable actions, omissions, or choices.
- There should be as few as possible, and they must be enforced to keep morale up and to promote organizational structure.
Strategic plans
Complex organizational plans that involve a long period - usually 3 to 10 years. Strategic planning forecasts the future success of an organization by matching and aligning an organization’s capabilities with its external opportunities.
Components of the management process
- Planning - determining philosophy, goals, objectives, policies, procedures, and rules.
- Organizing - establishing the structure to carry out plans, determining the most appropriate type of patient care delivery, and grouping activities to meet unit goals.
- Staffing - recruiting, interviewing, hiring, orienting, and scheduling staff.
- Directing - motivating, managing conflict, delegating, communicating, and facilitating collaboration.
- Controlling - performance appraisals, fiscal accountability, legal and ethical control, and quality control.
A SWOT analysis is an identification of _
- Strengths.
- Weaknesses.
- Opportunities.
- Threats.
Balanced Scorecard
A performance measurement tool that collects data and analyzes that data from four organizational perspectives: (1) Financial; (2) customers; (3) internal business processes; and (4) learning and growth.
Planning that occurs after a problem exists is termed _
Reactive planning.
_ describes adherence to the status quo, preventing change, and maintaining conformity.
Inactivism.
Planning that is future-oriented and uses technology to accelerate change is called _
Preactivism.
Planning that considers the past, present, and future and attempts to plan the future of the organization is called _
Proactive planning.
_ is considered to be a key requirement of proactive planning, because the environment changes so frequently.
Adaptability.
A classic example of a strategic plan is _
A budget.
Strengths
Internal attributes that assist an organization in achieving its objectives.
Weaknesses
Internal attributes that challenge an organization in achieving its objectives.
Opportunities
External conditions that promote achievement of organizational objectives.
Threats
External conditions that challenge or threaten the achievement of organizational objectives.
The planning hierarchy (pyramid) from top to bottom
*Higher levels influence lower levels*: Mission Philosophy Goals Objectives Policies Procedures Rules
Vision statement
Statement outlining the future aim or function of an organization.
Values
Beliefs that guide behavior.
_ constitute the least flexible type of planning.
Rules.
