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SV-PlanningTactics.pptxHSMP 3200
Planning Tactics
In most organizations, the front line supervisor is the foundation of operational success. This is where…..
“the rubber hits the road”….
Resistance to change
What is this?
Myths About Change
MYTH
This Will Go Away
“Oh, brother, here we go again. Somebody in top management must have gotten bored and decided stir things up.”
“It will all blow over, though. It’s just a matter of time.”
I’ll hunker down and wait this out.”
REALITY
Change Is Here To Stay
It will likely never be the same in the organization
The only thing that will go away are the things that were in place before this started.
This isn’t something management decided to stir up. It is likely a response to an outside stimulus.
Myths About Change
MYTH
I Can Just Keep On Doing My Job Like I Have Been
“I don’t think my job will be affected by all the changes.”
“We’ve been doing it this way for years, and it seems to be working. Why fix something that’s not broken?”
REALITY
If The Organization Is Changing, You Probably Need To Be Changing Too
Pay attention to what’s going on around you. If the organization is changing faster than you, you’re probably headed for trouble.
“If you have always done it that way, it is probably wrong.” Charles Kettering
Myths About Change
MYTH
All These Problems Prove That The Changes Are Bad For The Organization
“We used to run a lot smoother than this.”
“Top management seems to be loosing control.”
I don’t mind change, as long as it doesn’t cause a lot of problems.”
REALITY
Problems Are A Natural Side Effect Of The Change Process
Major organizational change cannot be problem free.
It does not prove that the change is a bad idea.
Don’t forget that things tend to get worse before they get better.
You are paid to handle problems. That’s your job.
Myths About Change
Top Management Knows A Lot More Than They Are Telling.
“The organization is keeping us in the dark on purpose.”
“They have all the details worked out…they just wont tell us.”
“The only thing worse than bad news is all this uncertainty.”
The Odds Are That Higher Management Is Being Open And Straightforward As The Situation Permits
Managing major change is always a discovery process.
Top management does not usually have a “grand plan”, rather it is a broad plan that requires adaptation.
Myths About Change
The Changes Weren’t Really Necessary
“The organization was doing just fine. This was a bad call by top management.”
“We would have been a lot better off without all these changes.”
“Why cant they leave well enough alone?”
What’s Necessary Now Is To Make The Changes Work
Nothing is gained by continuing to second guess the approach the organization is taking.
The organization desperately needs each persons support.
Everybody loses if people keep questioning.
The supervisor as a Change Agent
An effective supervisor/manager must be able to “effect” change…make it happen.
The term is “change agent”.
The supervisor as a Change Agent
It is up to him/her to convince/motivate staff employees to:
Accept and embrace change
Handle change effectively
Mobilize to implement change
Because, these behaviors are necessary to effectively implement a strategic plan or operational plan.
The supervisor as a Change Agent
How do you do this?
By using tactical strategies to involve employees in the planning process.
Seek input from “those who would be impacted by the change”. Usually those performing the tasks involved in the plan being developed.
Value and include their input when possible.
People accept change better when they are part of designing the change. Likewise, people tend to resist change if it is simply thrust upon them.
A few tactical planning strategies
“Strike while the iron is hot” = when the situation and time for action are favorable, take prompt action.
“Wait and see” = time can moderate initial objectives or obstacles. Caution: Don’t let this become an excuse for procrastination .
“Concentrated mass offensive” = quickly pulling together all resources and taking sudden, radical action to quickly solve a problem.
“Reciprocity” = giving a colleague something in return for something. Also called “You scratch my back, and I’ll scratch yours.”
What To Expect Three Stages of Transition
Stages:
Endings
Exploration
New Beginnings
Communication:
Informative
Supportive
Inspirational
What constitutes “resources”?
3 Ms
Materials
Machinery
Manpower
Patient care and other equipment
Administrative concerns:
Maintenance How will you provide for preventive maintenance?
Efficient use
Proper training and appropriate care
Replace old, outdated systems
Repair or replace decisions: “Fix it or replace it”?
Planning for major equipment purchases
Administrative considerations:
Capital equipment budget
“Accrued depreciation” monies
Prioritizing limited funds (You will find $$ is always a concern)
Input from intended users of the equipment – Why?
Does this purchase support your mission and business strategy?
Accrued Depreciation
The reduction in actual value of property over a period of time, as a result of wear and tear, obsolescence, etc.
What is an example you may be familiar with?
Return on Investment (ROI)
What is return on this investment? (referred to as: ROI)
This is usually defined as financial return, but often it is some other return.
What could good non-financial returns be?
Planning for a safe environment
Your administrative obligation: Protect patients, workers and visitors from
Violence
Work related injuries
Facility and environmental hazards
Why is safety an administrative priority?
Decrease liability (what is liability?)
Improve workforce productivity
Assure regulatory compliance
Safety is everyone’s responsibility
Planning space
Administrative considerations:
Is existing space used effectively?
Create layout diagram of area in question (Industrial engineering)
Show workflow and movement pathways
Is additional space needed or simply “desired”?
Caution: human nature is to feel additional space and/or additional manpower is the answer to “getting the job done” more effectively. Usually this is not so.
Planning utilization (Use) of materials and supplies (assets)
Administrative considerations:
Are assets being used appropriately?
Are assets safe and are they secure?
Is the quality of the assets good?
Is the price of the assets good?
Are essential assets readily available?
Planning your workforce
Administrative considerations
Types and number of workers required (skills, training etc.)
Availability of workforce pool= recruitment.
Assessment of existing workforce performance.
Methods to retain desirable workers.
Cost of workforce (wages, taxes and benefits?)
Payroll typically is the single largest operating expense for any business or employer. Often representing ~ ½ of the businesses’ total operating expense.
Let’s review
Resistance to change
Change Agent
Planning “tactics”
“Strike while the iron is hot”
Wait and see
Concentrated mass effort
Reciprocity
Three “Ms”
Capital (as in capital budget”
Accrued depreciation
Return on investment (ROI)
Who is responsible for “Safety”?
Your most expensive asset is ?
