Delmar Learning Copyright © 2003 Delmar Learning, a Thomson Learning company Nursing Leadership & Management Patricia Kelly-Heidenthal

Delmar Learning Copyright © 2003 Delmar Learning, a Thomson Learning company Chapter 9 Strategic Planning and Organizing Patient Care

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company3 Objectives  Upon completion of this chapter, the reader should be able to: Describe 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. Be able to 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 served by the organization.

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company4 Objectives Have a basic understanding of common organizational structures and a framework for examining the purposes and the advantages and disadvantages of each.

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company5 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

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company6 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

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company7 Steps in Strategic Planning Process: Environmental Analysis  Requires a broad view of the organization’s current environment  Need for both internal and external environmental appraisal External environmental assessment: broad-based; attempts to view trends and future issues and needs that could impact the organization Internal assessment: seeks to inventory the organization’s assets and liabilities

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company8 Steps in Strategic Planning Process: SWOT Analysis  S – Strengths  W – Weaknesses  O – Opportunities  T – Threats

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company9 Steps in Strategic Planning Process: Community and Stakeholder Assessment  A stakeholder is any person, group, or organization that has a vested interest in the program or project under review.  Stakeholder assessment is a systematic consideration of all potential stakeholders to ensure that the needs of each of these stakeholders are incorporated in the planning phase.

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company10 Steps in Strategic Planning Process: Community and Stakeholder Assessment  Importance of stakeholder involvement  Consequences of stakeholder noninvolvement No sense of ownership or buy-in Little or no enthusiasm for project, program, or strategic goals

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company11 Steps in Strategic Planning Process: 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

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company12 Steps in Strategic Planning Process: 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

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company13 Steps in Strategic Planning Process: Other Methods of Assessment  Review of literature related to identified programs Allows project team to identify similar programs, their structures and organization, potential problems and pitfalls, and successes Ongoing process; programs tentatively identified, literature searched for successes and issues, program ideas then refined

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company14 Steps in Strategic Planning Process  Identify best practices or strategic innovations that have been adopted with success by other organizations.  Verify existence of available evidence and guidelines. This ensures that the proposed program is grounded or based on the best available evidence.

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company15 Steps in Strategic Planning Process  Identify relationship to organization mission.  Identify and prioritize planning goals and objectives.  Identify time line with responsibilities.  Develop marketing plan.  Write and communicate business plan or strategic plan

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company16 Organizational Structure  Based on various characteristics  Example: type of authority Bureaucratic Authoritarian Democratic Participative

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company17 Purpose of Organizational Structure  The primary purpose of an organizational structure is to facilitate the accomplishment of the institution’s mission.

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company18 Types of Structures  Hierarchical or classic bureaucratic  Matrix  Flat versus tall  Decentralized versus centralized

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company19 Other Characteristics to Use as a Framework  Division of labor  Roles and responsibilities  Reporting relationships  Basis for division of labor  Function  Geographic area  Product or service  Primary nursing

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company20 Factors Influencing Organizational Structures  Environmental changes  Technology  Sociocultural environment  Size  Repetitiveness of tasks

Chapter 9Copyright © 2003 Delmar Learning, a Thomson Learning company21 Trends in Organizations  Reengineering  Project management