CENTRAL PHILIPPINE UNIVERSITY School of Graduate Studies Lopez Jaena St.

Jaro, Iloilo City

STRATEGIC PLANNING: A REPORT IN WARD MANAGEMENT In Partial Fulfillment of the Requirements for the Subject MAN 766: WARD MANAGEMENT

Submitted by: CHARMANE Y. GARINO, RN

Submitted to: PROF. MARIA RUBY F. FULLON

JANUARY 2013

STRATEGIC AND OPERATIONAL PLANNING

Planning Planning means to decide in advance what is to be done. It charts a course of actions for the future. It is an intellectual process and it aims to achieve a coordinated and consistent set of operations aimed at desired objectives. Essentials of good planning Yields reasonable organizational objectives and develops alternative approaches to meet these objectives. Helps to eliminate or reduce the future uncertainty and chance. Helps to gain economical operations. Lays the foundation for organizing. Facilitates co-ordination. Helps to facilitate control. Dictates those activities to which employers are directed.

PLANNING Deciding in advance: WHAT, WHO, HOW, WHEN and WHERE

FUNCTIONS OF MANAGEMENT Planning Organizing Directing Coordinating / Staffing and Controlling Reporting and Recording Budgeting

4 PLANNING MODES 1. REACTIVISM (Past-Oriented) Active attempt to turn back the clock to the past The past, no matter how bad, is much preferable to the present. Technology is an enemy Very traditional Believes that one can learn his/her mistakes through history Ritualistic / routine Supports authoritarian Experience is the best teacher

2. INACTIVISM (Present-Oriented) Attempt to preserve the present, seek status quo The present is much preferable to the past and future. Prevents change Controlling the discomfort without addressing the cause

3. PREACTIVISM (Future-Oriented) Attempt to predict the future and then to plan for the predicted future Utilize technology to accelerate change Accelerate to change Often full of errors

4. PROACTIVISM Considers the past, present and future Anticipation of changing needs The most desirable Technology is valued depending on how it is used Experience reveals problems Experiment lead to solutions Focus is on development, learning and adaptation

WHAT IS YOUR PLANNING STYLE? How do you plan for the day? How would you describe your planning? Which type of planner are you?

FORECASTING Estimate on how a condition will be in the future Common mistake: Failure to complete proactive planning

FORECASTING ROUTES 1. TOP-DOWN - Where international and national events affect the future behavior of local variables 2. BOTTOM-UP - Where local events affect the future behavior of local variables

TYPES OF PLANNING 1. Strategic Planning 2. Operational Planning

STRATEGIC PLANNING A tool for organizing the present on the basis of the projections of the desired future A road map to lead an organization from where it is now to where it would like to be in five or ten years. The planning phase of the nursing process provides a blueprint for nursing interventions to achieve specified goals. In nursing process, it includes nursing diagnosis arranged in order of priority, goals or objectives that give direction and purpose to nursing interventions Strategic planning is a long-range plan (including objectives) that examines an organizations purpose, mission, philosophy, and goals. Strategic planning in nursing is concerned with what the division of nursing should be doing Its purpose is to improve allocation of scarce resources , including time and money and to manage the division of nursing for performance Long-range planning requires the leadership skills of being sensitive to the environment, being able to appraise accurately the social and political climate, and being willing to take risks. The process of strategic planning is more important than the plan itself. The process serves to give planners a sense of direction, involves everyone, and enables unexpected opportunities to be seized and unexpected crises dealt with.

 Begins with in-depth analysis of the internal environments strengths and weaknesses and the external opportunities and threats

External Assessment opportunities and threats Internal Assessment strengths and weaknesses

STRATEGIC PLANNING PROCESS Review of philosophy Identification of vision and values Writing of purpose or mission statement Identification of organizational goals and objectives

BENEFITS OF STRATEGIC PLANNING Objective consideration of strategic choices or options that are better matched with organizational goals and objectives Outlook becomes futuristic Resources are allocated systematically Rapid change is accommodated

SWOT ANALYSIS A scan of the internal and external environment is an important part of the strategic planning process. Environmental factors internal to the firm usually can be classified as strengths (S) or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T).

STRENGTHS A firm's strengths are its resources and capabilities that can be used as a basis for developing a competitive advantage. Examples: Patients Strong brand names Good reputation among customers Cost advantages from proprietary know-how Exclusive access to high grade natural resources Favorable access to distribution networks

WEAKNESSES Lack of patent protection A weak brand name Poor reputation among customers High cost structure

Lack of access to the best natural resources Lack of access to key distribution channels In some cases, a weakness may be the flip side of strength.

OPPORTUNITIES An unfulfilled customer need Arrival of new technologies Loosening of regulations Removal of international Trade barriers

THREATS Shifts in consumer tastes away from the firm's products Emergence of substitute products New regulations Increased trade barriers

RULES TO FOLLOW FOR A SUCCESSFUL SWOT ANALYSIS Be realistic on strengths and weaknesses of your organization Be specific about what you want to accomplish Keep it short and simple

OPERATIONAL PLANNING Usually this operational and short range planning is undertaken by middle or supervisory level personnel Operational Management is the organization and directing of the delivery of nursing care Done in conjunction with budgeting

 Develops the departmental maintenance and improvement goals of the coming year Specifies the activities and procedures that will be used. Sets timetables for the achievement of objectives

Tells who the responsible persons are for each activity and procedure Are everyday working management plans developed from both long-range objectives and the strategic planning process and short-range or tactical plans. Describes ways of preparing personnel for jobs and procedures for evaluating patient care Specifies the records that will be kept and policies needed

Gives individual managers freedom to accomplish their objectives and those of the institution, division, department or unit.

SINGLE USE PLANS Apply to activities that do not repeat and recur once the activity is completed. The plan is no longer needed. (Programs, Projects, and Budgets)

STANDING PLANS Standing plans are made once and retain their value over a period of years with revisions and updates. (Procedures, rules and regulations)

MISSION, VISION, VALUES, OBJECTIVES AND PHILOSOPHY OF AN ORGANIZATION

INTRODUCTION Setting of organizational objectives is the starting point of managerial actions. An organizations end results for which an organization strives is termed as mission, purpose, objective, goal, target etc. Many times these terms are used interchangeably as all these denote end results.

MISSION STATEMENTS A Mission Statement defines the organization's purpose and primary objectives. Its prime function is internal to define the key measure or measures of the organizations success and its prime audience is the leadership team and stockholders. Mission statements are the starting points of an organizations strategic planning and goal setting process. They focus attention and assure that internal and external stakeholders understand what the organization is attempting to accomplish.

MISSION AND PURPOSE Mission and purpose are used interchangeably, though at theoretical level, there is a difference between two. Mission has external orientation and relates the organization to the society in which it operates. A mission statement helps the organization to link its activities to the needs of the society and legitimize its existence. Purpose is also externally focused but it relates to that segment of the society to which it serves; it defines the business which the institution will undertake.

Dimensions of Mission statements: According to Bart, the strongest organizational impact occurs when mission statements contain 7 essential dimensions. o o o o o o o Key values and beliefs Distinctive competence Desired competitive position Competitive strategy Compelling goal/vision Specific customers served and products or services offered Concern for satisfying multiple stakeholders

According to Vern McGinis, a mission should: Define what the company is Define what the company aspires to be Limited to exclude some ventures Broad enough to allow for creative growth Distinguish the company from all others Serve as framework to evaluate current activities Stated clearly so that it is understood by all Developing a Mission Statement

Structure of a mission statement o The following elements can be included in a mission statement. Their sequence can be different. It is important, however, that some elements supporting the accomplishment of the mission be present and not just the mission as a "wish" or dream. o Purpose and values of the organization (products or services, market) or who are the organization's primary "clients" (stakeholders) o What are the responsibilities of the organization towards these "clients" o What are the main objectives supporting the company in accomplishing its mission o A mission statement explains the company's core purpose and values.

1. At is most basic, the mission statement describes the overall purpose of the organization. 2. If the organization elects to develop a vision statement before developing the mission statement, ask Why does the image, the vision exist -- what is its purpose? This purpose is often the same as the mission. 3. Developing a mission statement can be quick culture-specific, i.e., participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational mission. 4. When wording the mission statement, consider the organization's products, services, markets, values, and concern for public image, and maybe priorities of activities for survival.

5. Consider any changes that may be needed in wording of the mission statement because of any new suggested strategies during a recent strategic planning process. 6. Ensure that wording of the mission is to the extent that management and employees can infer some order of priorities in how products and services are delivered. 7. When refining the mission, a useful exercise is to add or delete a word from the mission to realize the change in scope of the mission statement and assess how concise is its wording. 8. Does the mission statement include sufficient description that the statement clearly separates the mission of the organization from other organizations?

VISION STATEMENTS Vision statements reflect the ideal image of the organization in the future. They create a focal point for strategic planning and are time bound, with most vision statements projected for a period of 5 to 10 years. The vision statement communicates both the purpose and values of the organization. For employees, it gives direction about how they are expected to behave and inspires them to give their best. Shared with customers, it shapes customers understanding of why they should work with the organization.

Developing a Vision Statement 1. The vision statement includes vivid description of the organization as it effectively carries out its operations. 2. Developing a vision statement can be quick culture-specific, i.e., participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational vision.

3. Developing the vision can be the most enjoyable part of planning, but the part where time easily gets away from you. 4. Note that originally, the vision was a compelling description of the state and function of the organization once it had implemented the strategic plan, i.e., a very attractive image toward which the organization was attracted and guided by the strategic plan. Recently, the vision has become more of a motivational tool, too often including highly idealistic phrasing and activities which the organization cannot realistically aspire.

VALUE STATEMENTS Value statements define the organizations basic philosophy, principles and ideals. They also set the ethical tone for the institution. An organizations values are evident in the statements that define the organization and the processes used to achieve its mission and vision.

Developing a Values Statement 1. Values represent the core priorities in the organizations culture, including what drives members priorities and how they truly act in the organization, etc. Values are increasingly important in strategic planning. They often drive the intent and direction for organic planners. 2. Developing a values statement can be quick culture-specific, i.e., participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational values. 3. Establish four to six core values from which the organization would like to operate. Consider values of customers, shareholders, employees and the community. 4. Notice any differences between the organizations preferred values and its true values (the values actually reflected by members behaviors in the organization).

5. Incorporate into the strategic plan, actions to align actual behavior with preferred behaviors.

OBJECTIVES Objectives are the ends toward which activity is aimed-they are the end results to ward which activity is aimed. Objectives are goals, aims or purposes that organizations wish over varying periods of time-McFarland A managerial objective is the intended goal that prescribes definite scope and suggests direction to the planning efforts of a manger-Terry and Franklin

GUIDELINES FOR OBJECTIVE SETTING Objectives: o o o o o o o o o o o o o Must be clearly specified Must be set taking into account the various factors affecting their achievement Should be consistent with organizational mission Should be rational and realistic rather than idealistic Should be achievable but must provide challenge to those responsible for achievement Should start with to and be followed by an action verb Should be consistent over the period of time Should be periodically reviewed Should have hierarchy Organizational objectives Should have social sanction An organization may have multiple objectives Can be changed

NATURE OF OBJECTIVES Each organization or group of individuals have some objectives Objectives may be broad or they may be specifically mentioned Objectives may be clearly defined Objectives have hierarchy. Organizational objectives have social sanction, that is, they are created within the social norms. An organization may have multiple objectives. Organizational objectives can be changed

FUNCTIONS OF OBJECTIVES To define an organization To provide directions for decision making To set standards of performance To provide a basis for decentralization Integrate organization, group and individual

PHILOSOPHY The statement of philosophy is defined as an explanation of the systems of beliefs that determine how a mission or a purpose is to be achieved. An organizations philosophy states the beliefs, concepts and principles of an organization.

NURSING SERVICE PHILOSOPHY The nursing service philosophy is a statement of beliefs that flows from and is congruent with the institutions philosophy. The belief system of the nursing philosophy should reflect the nursing division members ideas and ideals for nursing and should be endorsed by others. Vision: outlines what the organization wants to be, or how it wants the world in which it operates to be (an "idealized" view of the world). It is a long-term view and concentrates on the future. It can be emotive and

is a source of inspiration. For example, a charity working with the poor might have a vision statement which reads "A World without Poverty." Mission: Defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its vision. For example, the charity above might have a mission statement as "providing jobs for the homeless and unemployed".

Values: Beliefs that are shared among the stakeholders of an organization. Values drive an organization's culture and priorities and provide a framework in which decisions are made. For example, "Knowledge and skills are the keys to success" or "give a man bread and feed him for a day, but teach him to farm and feed him for life". These example maxims may set the priorities of self-sufficiency over shelter.

Strategy: Strategy, narrowly defined, means "the art of the general". - a combination of the ends (goals) for which the firm is striving and the means (policies) by which it is seeking to get there. A strategy is sometimes called a roadmap - which is the path chosen to plow towards the end vision. The most important part of implementing the strategy is ensuring the company is going in the right direction which is towards the end vision.