Copyright © 2008 Thomson Delmar Learning
Chapter 10Chapter 10
Strategic Planning and Organizing Patient Care
Copyright © 2008 Thomson Delmar Learning
2
ObjectivesObjectives
Upon completion of this chapter, the reader should be able to: Understand the importance of an organization’s mission and philosophy and the impact of these on the structure and behavior of the organization
Define the purpose and identify the steps in the strategic planning process
Copyright © 2008 Thomson Delmar Learning
3
ObjectivesObjectives
Articulate the importance of aligning the organization’s strategic vision both with its own mission, philosophy, and values and also with the goals and values of the communities and stakeholders served by the organization
Apply basic understanding of common organizational structures and the advantages and the disadvantages of each in identifying which structures would be best suited to meeting organizational objectives
Copyright © 2008 Thomson Delmar Learning
4
Organizational Organizational Purpose, Purpose,
Mission, Philosophy, Mission, Philosophy, Values Values Mission statement
A formal expression of the purpose or reason for existence of the organization
Philosophy A value statement of the principles and beliefs that direct the organization’s behavior
Values May be formally stated and explicit, or may be implicit and part of the organizational culture
Copyright © 2008 Thomson Delmar Learning
5
Strategic Planning Strategic Planning
A strategic plan is the sum total or outcome of the processes by which an organization engages in environmental analysis, goal formulation, and strategy development with the purpose of organizational growth and renewal
Provides unified vision and goals for the organization
Helps ensure that the needed resources are available to carry out initiatives
Copyright © 2008 Thomson Delmar Learning
6
Steps in Steps in Strategic Planning Strategic Planning
ProcessProcess Perform environmental assessment Conduct stakeholder analysis Review literature for evidence-based best practices
Determine congruence with organizational mission
Identify planning goals and objectives Estimate resources required for the plan
Copyright © 2008 Thomson Delmar Learning
7
Steps in Steps in Strategic Planning Strategic Planning
ProcessProcess Prioritize according to available resources
Identify timelines and responsibilities
Develop marketing plan Write and communicate business plan/strategic plan
Evaluation
Copyright © 2008 Thomson Delmar Learning
8
Environmental Environmental AssessmentAssessment
A situational assessment requiring a broad view of the organization’s current environment
An external assessment Is broadly based and attempts to view trends and future issues and needs that could impact the organization
An internal assessment Seeks to inventory the organization’s assets and liabilities
Copyright © 2008 Thomson Delmar Learning
9
SWOT AnalysisSWOT Analysis
Tool for conducting environmental assessments
Identifies both strengths and weaknesses in the internal environment and opportunities and threats in the external environment
Stands for S –Strengths W –Weaknesses O – Opportunities T – Threats
Copyright © 2008 Thomson Delmar Learning
10
Community and Community and Stakeholder AssessmentStakeholder Assessment
A stakeholder is any person, group, or organization that has a vested interest in the program or project under review
A systematic consideration of all potential stakeholders to ensure that the needs of each of these stakeholders are incorporated in the planning phase
When stakeholders are not involved in the project planning, they do not get a sense of ownership
Copyright © 2008 Thomson Delmar Learning
11
Other Methods of Other Methods of Assessment Assessment
Surveys/questionnaires Used when large numbers of stakeholders and general idea of the options are available
Focus groups/interviews Focus groups: small groups of individuals with a common characteristic who meet in a group and respond to questions about a topic
Time-consuming and expensive to conduct Work best when the topic is broad and the options are not as clear
Copyright © 2008 Thomson Delmar Learning
12
Other Methods of Other Methods of AssessmentAssessment
Advisory board Benefits large projects Board members come from various constituencies affected by project
Has no formal authority, but reviews plan and makes recommendations
Copyright © 2008 Thomson Delmar Learning
13
Other Methods of Other Methods of AssessmentAssessment
Review of literature on similar programs Should be completed prior to strategic planning or beginning any new project or program
Allows project team to identify similar programs, their structures and organization, potential problems and pitfalls, and successes
Ongoing process
Copyright © 2008 Thomson Delmar Learning
14
Other Methods of Other Methods of AssessmentAssessment
Best practices Identify best practices or evidence-based innovations that have been adopted with success by other organizations
Nurses planning to develop a new program need to carefully examine the existing evidence and practices prior to beginning the planning
Copyright © 2008 Thomson Delmar Learning
15
Other AssessmentsOther Assessments
Planning goals and objectives Prioritize according to strategic importance, resources required, and time and effort involved
Set timeline
Develop a marketing plan Communicate the plan, the goals, and objectives
Design, implement, train, and evaluate the new program
Assures that all stakeholders have the needed information
Copyright © 2008 Thomson Delmar Learning
16
Organizational Organizational StructureStructure
Organizations are structured or organized to facilitate the execution of their mission, strategic plans, reporting lines, and communication within the organization
Functions on a continuum with levels of authority
Copyright © 2008 Thomson Delmar Learning
17
Types of Types of Organizational Organizational Structures Structures
Communicated by the use of an organizational chart
Types Matrix Flat versus tall Decentralized versus centralized
Copyright © 2008 Thomson Delmar Learning
18
Other Characteristics Other Characteristics to Use as a Framework to Use as a Framework Division of labor Roles and responsibilities Reporting relationships Basis for division of labor Functional division of labor Geographic area Product or service Primary nursing
Copyright © 2008 Thomson Delmar Learning
19
Factors Influencing Factors Influencing Organizational Organizational
StructuresStructures Environmental changes
New programs, services, or product lines Change in leadership
Technology Socio-cultural environment Size
The larger an organization, the more complex the structures needed
Copyright © 2008 Thomson Delmar Learning
20
Factors Influencing Factors Influencing Organizational Organizational
StructuresStructures Repetitiveness of tasks
If there is a great deal of differentiation among tasks, more levels of management are usually needed
Trends in organizations There is a need for leadership that promotes sound ethical values and quality assurance
Transformational nurse leaders are needed to assist nurses to strive for quality outcomes and personal mastery