© 2010 Jones and Bartlett Publishers, LLC

Umiker's Management Skills for the New Health

Care Supervisor, Fifth Edition

Charles McConnell

© 2010 Jones and Bartlett Publishers, LLC

Chapter 3:

PlanningPlanning

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Planning

The most fundamental of the management functions

Precedes all other functions Consists of the projection of

actions intended to reach specific goals

Is always looking into a future time period

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Planning

Improves our chances of working effectively and efficiently

Improves our chances of doing things right the first time

Decreases the need for “fire-fighting” management

Is proactive—does not wait for problems to arise

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“If we fail to plan, we plan to fail.”

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Strategic Plans --

are for achieving long-

range goals

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Tactical Plans --

translate broad strategies

into specific objectives

and action plans.

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Functional Plans --

are plans concerned with

the workings of major

functional units or

departments

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Operational Plans --

address systems, work

processes, procedures,

quality control, safety, and

other supportive activities

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Financial Plans --

address the inflow and

outflow of money, profit and

loss, bud gets, cost and profit

centers, charges, and

salaries

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Other Kinds of Planning

Career planning

Time management

Daily work planning

are also vital forms of planning

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Key elements of planning:

Vision

Mission

Goals

Objectives

Strategy

Action

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Vision

A broad statement that

expresses what the

organization sees itself as

being; “a flag around which the

troops will rally”

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Mission

proclaims the purpose of an

organization or department,

stating why this entity exists

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Goals and Objectives

goals are specific ends or

conclusions desired

objectives are targets or

milestones to be attained in

pursuit of a goal

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An Objective --

Must embody in its description

three critical elements:

what is to be done;

how much is to be done,

and

by when must it be done

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Keys to Effective Strategy:

vision, mission, goals, objectives, action plans,

committed and visible support of top management,

effective systems, processes, and procedures,

quality tools and techniques, sufficient time to carry out plans, and empowered, caring, competent

employees.

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Action plan steps:

Identify the problem or need

Obtain and analyze data

Determine the best action

Carry out the plan

Monitor progress, report, and

adjust

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Plans --

Are rarely realized exactly as

planned; changes are usually

needed along the way. Most often

it is the process of planning that

proves most valuable.

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Why many people avoid or short-change the planning process:

Since nothing concrete is happening

during planning (the work is not

being done), they too quickly jump

into doing, in the mistaken belief

that because planning is not doing, it

is time wasted.