Chapter10
- 1. Chapter 10 Strategic Planning and Organizing Patient Care
- 2. Objectives 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
- 3. Objectives 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
- 4. Organizational Purpose, Mission, Philosophy, 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
- 5. 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
- 6. Steps in Strategic Planning Process 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
- 7. Steps in Strategic Planning Process Prioritize according to available resources Identify timelines and responsibilities Develop marketing plan Write and communicate business plan/strategic plan Evaluation
- 8. Environmental Assessment 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
- 9. SWOT 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
- 10. Community and Stakeholder 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
- 11. Other Methods of 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
- 12. Other Methods of Assessment Advisory board Benefits large projects Board members come from various constituencies affected by project Has no formal authority, but reviews plan and makes recommendations
- 13. Other Methods of Assessment 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
- 14. Other Methods of Assessment 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
- 15. Other 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
- 16. Organizational Structure 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
- 17. Types of Organizational Structures Communicated by the use of an organizational chart Types Matrix Flat versus tall Decentralized versus centralized
- 18. Other Characteristics 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
- 19. Factors Influencing Organizational Structures 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
- 20. Factors Influencing Organizational Structures 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