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Study Guide for Part III: Planning

Notes from Dunn Additional Notes Chapter 7. Managerial Planning a. Chapter Objectives

i. Describe the planning function and its importance as a primary management tool.

ii. Discuss the need for an extent of forecasting, which provides the back ground for managerial planning

iii. Recognize the value of projections and population changes in planning for the healthcare industr y.

iv. Discuss the various planning steps. v. Relate goals and objectives to organizational planning. vi. Describe how management by objectives can be used to implement plans.

b. Management Engineer - an individual who uses data and analytics to improve processes. c. The Nature of Planning

 Organizations and people who plan tend to do better than those that do not plan.

 A plan is a road map.  Planning is a continuous process

i. Planning as a Task of Every Manager ii. Benefits of Planning

d. Forecasting Future Trends

i. Forecasts as the Basis of Planning ii. Monitor age, race demographics, unemployment rates to forecast uninsured rates. e. Supervisory Forecasts i. Scientific and Technological Developments – forecasts cover a narrower field. ii. Employees and Skills – forecast type of employees that are needed for future change in healthcare. iii. Create monitoring tools to ensure employees have learned and maintained skills and perform to expectations. f. Benefits and Planning – establish objectives, determine strategy and activities and formally document expectations.

g. The Strategic Planning Process i. Validating the Mission

1. Concisely, what does the organization do, what is its purpose, why does it exist?

2. Each department mission should

support the organization’s mission . ii. Environmental Assessment – a comprehensive analysis of conditions inside and outside an organization, ranging from politics to finances.

1. A comprehensive survey of the

exterior environment. See page 134.

a. PESTHR analysis – political,

economic, social, technological, human resource, and regulatory forces. These are elements of an environmental analysis

2. A comprehensive survey of the

internal environment. Common to use a SWOT analysis (strengths, weaknesses, opportunities,

and threats). iii. Creating the Vision – the vision is where the

leadership sees the organization going in a designated period of time. The vision statement is an all encompassing strategy for the organization.

iv. Determining the Critical Success Factors or

Objectives – established by senior leadership h. Other Planning Considerations – the planning

horizon (see p. 139.) comprised of:     Long term – extending beyond five years     Intermediate – one to five years     Short term – up to one year

i. The Integration and Communications of Plans – build plans with employees

i. The Use of Objectives in Planning i. Primary Objectives or Goals

1. Goals are the results we are looking

to achieve 2. Objectives are how we will achieve

our goals

3. Primary, secondary, tertiary care

4. Value Statement – defines what an organization holds important.

ii. Secondary or Departmental Objectives or Goals

1. Developing objectives – must be flexible, adaptable, achievable and dynamic.

j. Monitoring the Effectiveness of the Strategic Plan i. Performance management (PM) – process of monitoring implementation and effectiveness of a plan. ii. Critical success factors – sub-goals of a plan. CSFs are monitored during performance management to measure progress of the overall plan

k. Management By Objective – good goals are jointly established and agreed upon ahead of time. Establish goals at manager level in accordance with organizational goals l. Summary

Chapter 8. Tactical Considerations in Planning

a. Chapter Objectives i. Define and discuss different strategies for

resource planning. ii. Recognize that planning requires attention to

other elements including timing, resource utilization, financial considerations, and safety.

iii. Identify approaches to planning for the proper utilization of materials, machinery, and manpower.

b. The Supervisor as a Change Agent- must encourage the most individuals to embrace changes decided by the few at the top of the pyramid.

i. tactical approaches – short-term actions leading toward goals

c. Planning Strategies i. Strike while the iron is hot ii. Concentrated mass offensive iii. Team involvement iv. Get a foot in the door v. Strength in unity vi. You-scratch-my-back-and-I’ll-scratch-yours –

known as reciprocity d. Planning the Utilization of Resources

i. Utilization of Patient Care Equipment and Other Machinery

1. Take ca re o f yo u r d e p a rtmen t’s stu ff 2. Plan for equipment replacement

ii. Financial Considerations when Proposing the Purchase of New Equipment

1. Money making equipment will be bought before other equipment

e. Planning a Safe Environment i. Maintain equipment to avoid

potential liabilities ii. Material Safety Data Sheets (MSDS) need to

be maintained iii. Be aware of workplace violence

and appropriate responses iv. Common workplace injuries

f. Planning Space i. Take into consideration layouts

and department workflow ii. Consider additional space needs as

the department grows g. Planning Utilization of Materials and Supplies

i. Be aware of material and supply expenses

ii. pocket loss – accidental loss of supplies that leave hospital in employee’s pockets

h. Planning Utilization of the W orkforce i. Summary Chapter 9. Planning Tools

a. Chapter Objectives i. Describe the types of and distinguish between

standing plans, repeat-use plans, and single-use plans.

ii. Discuss the various types of standing plans and their effects on managerial decision making.

iii. Differentiate policies from procedures and

procedures from methods and policies from rules.

iv. Discuss the value of organizational manuals.  Planning can ensure that efforts are in line with overall objectives  Repeat-use plans – policies, procedures, methods and rules  Single use plans – for nonrecurring

situations, programs, projects and budgets.

b. Policies – a guideline for decision making – a standing plan that expresses an organization’s general response to a problem

or situation. i. Policies as an Aid in Delegation – give managers

advance boundaries for delegation and decision- making.

1. Empowerment policy – a policy that sanctions in advance decisions made by subordinates, as long as they stay within the policy guidelines.

ii. The Origins of Policies – some nonrecurring situations turn into policies; some are imposed by external organizations.

1. Appealed policy 2. Imposed policy

iii. Clarity of Policies

iv. The Flexibility of Policies – use of wording :

“whenever possible ,” Whenever feasible ,” or “under

usual circumstances”

v. The Supervisor and Policies – Many policies are examined for compliance with JCAHO regulations

vi. Periodic Review of Policies

c. Procedures – Procedures are repeat-use-plans that lead toward achievement of an organization’s goals. Procedures explain the actions required to comply with policies. Procedures prescribe

step-by-step actions. It is the manager’s obligation to determine procedures. The employees who perform the job are useful in establishing workable procedures.

d. Methods i. A method is a standing plan that details one single part

of a procedure. ii. Productivity standards – reasonably achievable

quantitative and qualitative expectations based on relevant data, benchmarks, or industry metrics.

e. Rules – forbids or requires certain action, no discretion allowed.

f. Work Simplification

g. Organizational Manuals – comprehensive guidebook i. Content

1. Statements of goals and objectives 2. Overall policies 3. Department procedures 4. Job Descriptions 5. Organizational charts 6. Explanation of titles

ii. Objectives and Policies 1. Job (or Position) Descriptions – accurate and

up-to- date principle duties and functions 2. Job Description Attributes – break down job into

weighted components 3. Position Titles - vary 4. Evaluation Forms - vary

h. Programs and Projects i. Program – a single use plan with a complex

set of activities to reach a specific major objective

ii. Project – similar to a program, but smaller in scope

iii. Gantt chart – a bar chart shows planned and actual activities of a project in a fashion that allows managers to see when activities are falling behind.

iv. PERT – project evaluation and review technique – a planning tool that ensures complex projects are completed on time

i. Budgets – a plan in numerical terms j. Summary

10. Time Management Techniques a. Chapter Objectives i. Classify how time is spent ii. identify tools for managing one’s time iii. Define the benefits of a time-use chart iv. Distinguish how one may need to manage staff and plan staff’s time depending on the management theory followed. b. Use of Time

i. Time-Use Chart 1. Covey’s – The Seven Habits of Highly Effective People 2. Define activities – urgent and important – plan according to what is most important

ii. Boss imposed time iii. System-imposed time iv. Self-imposed time v. Subordinate imposed time

c. Managing the Employees’ Time –some employees are good at managing their time, some are not. Managing time is a learned skill that is highly correlated to self-discipline and self- leadership. i. Flexible W ork Schedules and Alternatives d. Summary