Man: Test 3 Ch 7 8 org planning Flashcards
• develop vision and mission->develop values and goals->develop essential work / things build, don’t fit might not be the right direction / collect input form stake holders=pt, community, all people
Strategic planning process
-something happens then you plan, good to respond, always doing not best approach, need to be a step ahead
Reactive
- take to far, always want change, one thing after another, want future driven, current and past
Preactivism
- likes things as they are, status quo, don’t want change, don’t plan ahead
Inactivism
-takes in everything, current past and future practice, good evidence for change
Interactive or proactive
reactive
preactivisim
inactivism
interactive or proactive
types of planning
• broad focused, usually a few words, where going and what they want org to be Ex: provide quality services from people who care
Vision Statement
3-4 sentences, define the purpose of the org, can see culture=teaching, research based
*Know for interviews
Mission Statement
- much more detailed about purpose, what they believe, value, what it looks like, provides basis, for org may have individualized to department/ We believe…
• Philosophy Statement
- Clearly define the purpose
- Keep planning organized, clear, and definite.
- Don’t bypass levels of people, involve people, look for input
- Have short- and long-range plans and goals.
- Keep target dates realistic.
- Gather data appropriately- country state local
- Clearly communicate, ongoing= unit meetings
Strategies for Successful Planning
• - tool that makes you think through aspect of your plan internal and external
SWOT Analysis
Strengths-1st within org, help with plan Ex: sound financial enviro, a lot of expert staff,
SWOT Analysis
• Weaknesses-1st within org, expert voice that they don’t want to work there, short staff=open help,
External- enviro
SWOT Analysis
- Opportunities- positive things, great need for that service, site already empty and ready
- Threats- External: given enviro not sure what reimbursement would be
swot analysis
• – can be used as a new plan and ongoing , forces to focus on more than finances equally think about, specific objectives and how to meet
Balanced Scorecard
- Financial-can afford, reimbursement
2. Internal business processes- are we achieving what they need, outcomes=compare, quality- Learning and growth- are they doing all the time
- Customer- what do they want, feed back
Balanced Scorecard
- Change to solve some problem.
- Change to make work procedures more efficient or improved Ex: decrease infection rate
- Change to reduce unnecessary workload
3 Good Reasons for Change
- move up harder it is • easy to teach why it needs to be done •harder, tied to old way of doing it, worsen with longer practice •easier to change one than whole group •harder to get all to change
Levels of Change • Knowledge • Attitudes • Individual behavior • Group behavior
• - change agent convinces members of group to change or when guilt, anxiety, or concern canbe elicited, people become more disoriented and aware of a need for change= try to get them to see change
Lewin’s Theory: Complex Adaptive Systems
• Unfreezing
-change agent identifies, plans, and implements appropriated strategies, ensuring driving forces exceed restraining forces/ start to change habit
Lewin’s Theory: Complex Adaptive Systems
• movement
- change agent assists in stabilizing the system change so that it becomes integrated into the status quo/ change long term
Lewin’s Theory: Complex Adaptive Systems
• refreezing
• - advance a system toward change Ex: desire to please boss, pay raise, receive recognition, doesn’t cost much
Driving forces
• - impede change, pull away Ex: conformity to norms, unwillingness to take risks, fear of unknown, lack of desire and finances
Restraining forces
- change can be very complex, world isn’t as predictable as we may think= can’t control everything
- things are always in a set pattern or step by step way= can happen in a different way, something out here in whole system have to work backwards leads to a bigger change later on
Complex Adaptive Systems- Chaos/Complexity theory
