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Chapter 10Chapter 10 Strategic Planning and Organizing Patient Care

Organizational Purpose, Organizational Purpose, Mission, Philosophy, Values Mission, Philosophy, Values

• Mission statement: A formal expression of the purpose or reason for existence of the organization.

• Philosophy:

• 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.

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

f i ti l th d l

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.

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Steps in Steps in Strategic Planning ProcessStrategic 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.

Steps in Steps in Strategic Planning ProcessStrategic Planning Process

• Prioritize according to available resources. • Identify timelines and responsibilities. • Develop marketing plan.

• Write and communicate business plan/strategic plan.

• Evaluation.

Environmental AssessmentEnvironmental 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

future issues and needs that could impact the organization.

• An internal assessment: Seeks to inventory the organization’s assets and liabilities.

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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

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

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.

Other Methods of Assessment Other Methods of Assessment • Surveys/questionnaires:

Used when large numbers of stakeholders and general idea of the options are available

• Focus groups/interviews: F ll f i di id l ith

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.

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Other Methods of AssessmentOther 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.

Other Methods of AssessmentOther Methods of Assessment Review of literature on similar programs

Should be completed prior to strategic planning or beginning any new project

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

Other Methods of AssessmentOther 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.

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Other Methods of AssessmentOther Methods of Assessment • Best practices:

Identify best practices or evidence-based innovations that have been adopted with success by other organizations. N l i t d l

Nurses planning to develop a new program need to carefully examine the existing evidence and practices prior to beginning the planning.

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.

Organizational StructureOrganizational Structure • Organizations are structured or organized to

facilitate the execution of their mission, strategic plans, reporting lines, and communication within the organization. F ti ti ith l l f

• Functions on a continuum with levels of authority.

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Types of Types of Organizational Structures Organizational Structures

• Communicated by the use of an organizational chart.

• Types: Matrix

Matrix. Flat versus tall. Decentralized versus centralized.

Other Characteristics Other Characteristics to Use as a Framework to Use as a Framework

• Division of labor. • Roles and responsibilities. • Reporting relationships.

B i f di i i f l b

• Basis for division of labor. • Functional division of labor. • Geographic area. • Product or service.

Factors Influencing Factors Influencing Organizational StructuresOrganizational Structures

• Environmental changes: New programs, services, or product lines. Change in leadership.

• Technology

• Technology. • Socio-cultural environment. • Size:

The larger an organization, the more complex the structures needed.

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Factors Influencing Factors Influencing Organizational StructuresOrganizational 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.