N419 Unit 4 Organizational Planning and Strategy
The following are factors influencing a ______ statement: · Organization products and services (what are we in the business of?) · Markets · Values · Public image · Activities for survival
mission statements
The following is an example of a ______ statement: · Example: "Our mission is to improve the health of the people and communities we serve"
mission statements
· Allow organizations to align their strategic activities with the strategic plan - should reflect the dynamic nature of the environment - translates strategy into action (clear and realistic objectives) · Have a broad category of what you want to accomplish and then specifics tasks with timelines of when you wanted that accomplished within the next year · Very granular—everyone knows who was taking what and when was it expected that different phases would be implemented
balanced scorecard
The following are _______ to identifying long-term needs in planning: · Hospital systems filling the gaps in health care o Ex: when looking at the function of an ER, how many people show up in the ER using it as a clinic o If we had an adequate number of clinics or access to care that everyone can afford then that would unburden some of our ERs · Value versus volume perspective o HC has moved towards the value end—for reimbursement you have to have quality care but you still need to do enough volume in order to be good at a service you are providing
barriers
What factor influencing the *future* of healthcare is described below: a growing ____ population, medical advances that increase the need for well-educated nurses, consumerism, the increased acuity of hospitalized patients, and a ballooning healthcare system will continue to increase the demand for registered nurses
elderly
In a SWOT analysis which 2 parts are internal? which 2 are external?
internal: strengths and weaknesses external: opportunities and threats
The ______ statement is of highest priority in the planning hierarchy because it influences the development of an organization's philosophy, goals, objectives, policies, procedures, and rules. These statements will have value, only if they truly guide the organization.
mission statements
______ identifies where the organization wants to go and how it will get there (kind of the road map) o How are we going to accomplish these goals? **goals and ______
strategies
In a SWOT analysis we have Strengths and Weaknesses (INTERNAL) and Opportunities and Threats (EXTERNAL). Which of these 4 is described below: **external assessment: · Decrease in demands for services o Ex: you are in the market of delivering babies but you live in an area with and aging population and new couples are not moving in · Competition · Regulations · Litigation · Unionization o Unions can be a big _______ · Loss of Accreditation
threat
A _______ _______ leads to future strategy meaning: · Builds on strengths o What are the things you do well that you can do even better o Capitalize and maximize these strengths · Resolves or minimizes weaknesses o Ex: of staffing is an issue then you want to recruit and gain qualified staff · Exploits opportunities o Go out there and try to get them · Avoids threats o Study your competitors—you need to know if some of the volume is shifting towards the competitor and if it is then why? What can you do differently?
SWOT analysis
The following are simple rules for _____ ______: · Be clear about present and possible future (have a clear vision of the future) o When looking ahead and "ahh the future looks bright for whatever" you need to have a clear vision of that · Be specific about what you want to accomplish o Don't be so broad that it is difficult to obtain because you can't define it
SWOT analysis
T or F. An organization must truly believe and act on its mission statement; otherwise, the statement has no value. A working philosophy is evident in a department's decisions, in its priorities, and in its accomplishments.
T
T or F. An organization will never be greater than the vision that guides it. o Need to know what you want and where you are headed (if not you will end up somewhere but it will not be with the particular goal in mind) o Need to state in the vision what you see and how you see your organization manifesting in the future
T
T or F. Managers who are uninformed about the legal, political, economic, and social factors affecting healthcare make planning errors that may have disastrous implications for their professional development and the financial viability of the organization.
T
The following are _______ to identifying long-term needs in planning: · Consumer focus o The consumer's needs change and you have to constantly assess what is your customer's needs o Can be challenge for long term planning · Inter-professional collaboration o Can't just plan based on what you need—must bring the entire team's perspectives, needs, and focuses · Scientific advances · Health-care costs and government regulation o Must know and follow the regulations if you want to be fully reimbursed—don't want to get into legal trouble o Tons of regulations out there and costs are constantly fluctuating
barriers
The following are _______ to identifying long-term needs in planning: · Rapidly changing technology o You buy the newest version of a Cat scan and then in a few years another newer version comes out but you cannot go spending thousands of dollars on this new technology when yours isn't that old o Kind of like computers; they change so rapidly but medical equipment costs so much more
barriers
What factor influencing the *future* of healthcare is described below: _______, which creates machines that replicate or mimic how the body works, will increase in prominence in the future. This interdisciplinary field encompasses biology, neurosciences, mechanics, electronics, and robotics to create devices that interact with human muscle, skeleton, and nervous systems to establish or restore human motor or nervous system function.
biomechatronics
Your ______ values are strongly held beliefs and priorities that guide organizational decision making · The worth, usefulness, or importance of something · Expressed through: o Value statements o Philosophy o You see how your _______ values greatly impact your organizational philosophy · ****Beliefs do not change****** o So your values need to line up with organization's values and ______ philosophy
core values
A mistake common to novice managers is a failure to complete adequate proactive planning. Instead, many managers operate in a crisis mode and fail to use available historical patterns to assist them in planning or they fail to examine present cues and projected statistics to determine future needs. In other words, they fail to forecast. _______ involves trying to estimate how a condition will be in the future. ________ takes advantage of input from others, gives sequence in activity, and protects an organization against undesirable changes. · Using available historical patterns to assist in the planning processes · Examining present clues and projected statistics to determine future needs
forecasting
_______ involves trying to estimate how a condition will be in the future. ________ takes advantage of input from others, gives sequence in activity, and protects an organization against undesirable changes. · Using available historical patterns to assist in the planning processes · Examining present clues and projected statistics to determine future needs o Ex: trying to do a budget for the upcoming year—if you don't pan your budget to reflect people taking vacation in the summer months then you will fall short some of those months (paying vacation time and paying someone to care for the patients)—must look at past years to know that in certain months your labor costs are going to go up and then they will come back down once everybody has taken their vacation
forecasting
What planning type (reactive planning, inactivism, preactivism) is described below? ______ is another type of conventional planning. Inactivists seeks the status quo and they spend their energy preventing change and maintaining conformity. When changes do occur, they occur slowly and incrementally. · Inactivists consider the status quo as the stable environment and they spend a great deal of energy preventing change and maintaining conformity. o Those are the ones that say "That's the way we have always done it, why do we have to change?"
inactivism
· "The greatest thing in the world Is not so much where we are, but in what direction we are moving" · There is not such as staying in the same position; you are either moving forward or moving backwards.
intro
The ______ statement identifies the organization's constituency and addresses its position regarding ethics, principles, and standards of practice. · The ________ of any organization is the purpose, function, and reason it exists. o Broad, general statement of the organization's reason for existence o Who are we and what are we about?
mission statements
The purpose or ______ statement will ID what is unique about the organization. o Identifies the organization's constituency (who are we serving, who are our customers?) o Addresses its position regarding ethics, principles and standards of practice o Is of highest priority in planning hierarchy because it influences the development of an organization's philosophy, goals, objectives, policies, procedures and rules.
mission statements
The following is meeting strategic ______ by developing an action plan: · Timetable when achievement of _______ can be expected Ex: for telemedicine you may have a very aggressive timeline because you want to get ahead of this because all of the other organizations are going to and if you are not one of the first ones out the gate then you are going to lose the patient population
objectives
What part of a SWOT analysis (strengths, weaknesses, opportunities, threats) is described below: · ****external conditions that promote achievement***** of objectives (outside the organization)
opportunities
What planning type (reactive planning, inactivism, preactivism) is described below? a third planning mode is ______. Preactive planners utilize technology to accelerate change and are future oriented. Unsatisfied with the past or present, preactivists do not value experience and believe that the future is always preferable to the present. · Preactive planners utilize technology to accelerate change and are future-oriented. o Problem is that they don't value the present or the past and there are a lot of lessons to learn from both o Very strategic minded and always living in the future
preactivism
What factor influencing the *future* of healthcare is described below: an aging workforce, improving economy, inadequate enrollment in nursing schools to meet projected demand, increased employment of nurses in outpatient or ambulatory care settings and inadequate long-term pay incentives will lead to a new nursing _______.
shortages
Involving ______ in strategic planning includes: · Gives _______ a sense of autonomy, recognition of their contributions and expertise. o Everybody wants a hand or some level of control in their own destiny · Input from _______ nurses and all other levels of the organization is necessary to give the strategic plan meaning and increases the likelihood of its successful implementation. (buy-in is so important)
staff
Involving ______ in strategic planning includes: · _______ unify while developing and implementing a strategic plan. · Strategic plan encourages engagement of _______. o If you have the ________ participating then chances are you are going to have a greater buy-in · Gives _______ a sense of autonomy, recognition of their contributions and expertise. o Everybody wants a hand or some level of control in their own destiny · Input from _______ nurses and all other levels of the organization is necessary to give the strategic plan meaning and increases the likelihood of its successful implementation. (buy-in is so important)
staff
All of the following information is taken into consideration when talking about a ______ plan (elements of a _______ plan): · Executive summary · Background · Organizational elements o Mission o Vision o Values o Philosophy · Goals and strategies · Appendices o Annual report o SWOT analysis o Financial information
strategic
_______ planning is the process by which members of an organization **envision its future** and develop the necessary procedures and operations to achieve that future. (what's the strategy and how are we going to get to where we want to be?)
strategic
_______ planning is the process by which members of an organization **envision its future** and develop the necessary procedures and operations to achieve that future. It is based on the organization's core values and it answers the question "What business are we in? Who are we? What are we about?"
strategic
________ planning--> *starts with the mission which feeds into the vision then that feeds into the philosophy, action plan hopefully resulting in the results you desire. All of this is influenced by the core values. **picture in notes
strategic
In a SWOT analysis we have Strengths and Weaknesses (INTERNAL) and Opportunities and Threats (EXTERNAL). Which of these 4 is described below: **internal assessment: · Development of Management Team · Qualifications of Staff o Are they clinical experts? How strong are they? · Medical Staff Expertise o Doctors that you have on staff · Facilities o Is it well laid out? Does it have everything you need in it?
strengths
In a SWOT analysis we have Strengths and Weaknesses (INTERNAL) and Opportunities and Threats (EXTERNAL). Which of these 4 is described below: **internal assessment: · Development of Management Team · Qualifications of Staff o Are they clinical experts? How strong are they? · Medical Staff Expertise o Doctors that you have on staff · Facilities o Is it well laid out? Does it have everything you need in it? · Location o Ex: Lourdes moved in between the south side and Lafayette general so people from the south side that you to have to drive all the way in to town to get to Lafayette general now stop at Lourdes first · Quality of Services · Accreditation/Awards Recognition (MAGNET status, voted top hospital in that type of specialty)
strengths
In a SWOT analysis we have Strengths and Weaknesses (INTERNAL) and Opportunities and Threats (EXTERNAL). Which of these 4 is described below: **internal assessment: · Location o Ex: Lourdes moved in between the south side and Lafayette general so people from the south side that you to have to drive all the way in to town to get to Lafayette general now stop at Lourdes first · Quality of Services · Accreditation/Awards Recognition (MAGNET status, voted top hospital in that type of specialty)
strengths
What part of a SWOT analysis (strengths, weaknesses, opportunities, threats) is described below: · an organization's internal attributes that help organizations achieve objectives (**internal strengths**)
strengths
What does SWOT analysis stand for?
strengths, weaknesses, opportunities, threats
What factor influencing the *future* of healthcare is described below: Given declining reimbursement, the current nursing shortage, and an increasing shift in care to outpatient settings, home care agencies will increasingly explore technology-aided options, such as _______, that allow them to avoid the traditional 1:1 nurse to patient ratio with face to face contact.
telehealth
In a SWOT analysis we have Strengths and Weaknesses (INTERNAL) and Opportunities and Threats (EXTERNAL). Which of these 4 is described below: **external assessment: · Nursing Shortage o You need staff and if you cannot get staff because there are not enough numbers out there, that can be a ________ · Decrease in patient satisfaction · Increase in accounts receivable · Decrease in demands for services o Ex: you are in the market of delivering babies but you live in an area with and aging population and new couples are not moving in · Competition · Regulations · Litigation · Unionization o Unions can be a big _______ · Loss of Accreditation
threat
What part of a SWOT analysis (strengths, weaknesses, opportunities, threats) is described below: · ****external conditions that challenge**** or threatens achievement of objectives (external)
threats
The following are considerations when developing a _____ and ______ statement: · What business are we in now? · What business do we want to be in? · What do our customers expect of us now? · What will be the customers' expectations in the future? · Who will be our customers? · Ex: Lourdes recently bought out Women's and Children's so now they are in the business of serving the maternity and pediatric populations—thus didn't use to be their customer base—this changes a lot of their strategic planning
vision and mission statements
The following is an example of a ______ statement: · Example: "Our vision is to be a regional integrated health care delivery system providing premier health care services...."
vision statements
______ statements are used to describe future goals or aims of an organization (we cannot achieve what we cannot envision). It is a description in words that conjures up a picture for all group members of what they want to accomplish together. · Mental image of something not actually visible o Identifies direction o Challenges and motivates o Promotes loyalty o Encourages commitment o Encourages creativity
vision statements
In a SWOT analysis, ___1__ and __2____ are similar but they are different in that _____2______ are internal, ____1_____ are external; the same thing for ____3____ and _____4_____: ____3_____ are internal and they assist and ____4_____ are external and they help promote achievements of the objectives.
1. threats 2. weaknesses 3. strengths 4. opportunities
Vision or Mission statement? · Used to describe future goals or aims of an organization o We can't achieve what we can't envision · Mental image of something not actually visible o Identifies direction o Challenges and motivates o Promotes loyalty o Encourages commitment o Encourages creativity · An organization will never be greater than the vision that guides it. o Need to know what you want and where you are headed (if not you will end up somewhere but it will not be with the particular goal in mind) o Need to state in the vision what you see and how you see your organization manifesting in the future · Example: "Our vision is to be a regional integrated health care delivery system providing premier health care services...."
vision statements
In a SWOT analysis we have Strengths and Weaknesses (INTERNAL) and Opportunities and Threats (EXTERNAL). Which of these 4 is described below: **internal assessment: · Scarcity of Staff · Financial Situation o Can't buy new equipment, can't give staff a raise · Cash Flow Position · Marketing o If your company is not real good with marketing you gotta get yourself out there
weaknesses
What part of a SWOT analysis (strengths, weaknesses, opportunities, threats) is described below: · - **internal attributes than challenge** an organization in achieving objectives (internal)
weaknesses
Advocating against implementing a new hospital computer system is an example of which type of planning? A. Reactivist B. Inactivist C. Preactivist D. Proactivist
B. Inactivist o Rationale: Inactivists would rather maintain the status quo than take a risk with a new way of doing things. Reactive planning occurs after a problem exists. Preactive planners utilize technology to accelerate change and are future-oriented. Proactivists consider the past, present, and future and attempt to plan the future of their organization rather than react to it.
The first step in _____ ____ is to define the desired end state or objective. After the desired objective is defined, the ___ ______ are discovered and listed. Decision makers must then decide if the objective can be achieved in the view of the ____ _____s. If the decision is no, a different objective is selected and the process repeats. Performed correctly, ___ ____ allows strategic planners to ID those issues most likely to impact a particular organization or situation in the future and then to develop an appropriate plan for action. Several simple rules must be followed for ___ _____ to be successful.
SWOT analysis
The following are simple rules for _____ ______: · Always apply in relation to your competitors o Ex: competitor is strong in telemedicine and your organization is doing nothing in telemedicine then that's an area you have to look at o External threats includes your competitors and what is going on · Keep short and simple o Don't make it so complicated that you can't achieve it · Realize that it is subjective
SWOT analysis
The following are simple rules for _____ ______: · Be realistic about strengths and weaknesses o If you think you have something as a strength but you really don't then it's not going to serve you in strategic planning o Be realistic about what you are good at and what you are not good at and what you are not good at · Be clear about present and possible future (have a clear vision of the future) o When looking ahead and "ahh the future looks bright for whatever" you need to have a clear vision of that · Be specific about what you want to accomplish o Don't be so broad that it is difficult to obtain because you can't define it · Always apply in relation to your competitors o Ex: competitor is strong in telemedicine and your organization is doing nothing in telemedicine then that's an area you have to look at o External threats includes your competitors and what is going on · Keep short and simple o Don't make it so complicated that you can't achieve it · Realize that it is subjective
SWOT analysis
· Strengths - an organization's internal attributes that help organizations achieve objectives (internal strengths) · Weaknesses - internal attributes than challenge an organization in achieving objectives (internal) · Opportunities - external conditions that promote achievement of objectives (outside the organization) · Threats -external conditions that challenge or threatens achievement of objectives (external) · **threats and weaknesses are similar but they are different in that weaknesses are internal, threats are external; the same thing for strengths and opportunities: strengths are internal and they assist and opportunities are external and they help promote achievements of the objectives · External Assessment o Opportunities o Threats · Internal Assessment o Strengths o Weaknesses · ****SWOT analysis is used to identify goals—it helps us figure out what our goals need to be*****
SWOT analysis
T or F. All planning involves choice: a necessity to choose from among alternatives.
T
T or F. Because of healthcare reform, rapidly changing technology, increasing government involvement in regulating healthcare, and scientific advances, healthcare organizations are finding it increasingly difficult to ID longterm needs appropriately and plan accordingly. In fact, most long-term planners find it difficult to plan more than a few years ahead. **visioning: looking to the future
T
T or F. In a SWOT analysis, **threats and weaknesses are similar but they are different in that weaknesses are internal, threats are external; the same thing for strengths and opportunities: strengths are internal and they assist and opportunities are external and they help promote achievements of the objectives NEED TO KNOW THIS
T
T or F. Nurses should be aware of the organization's mission statement and be prepared to support it. o This is the direction that your organization is headed
T
T or F. Proactive planning is dynamic and adaptation is considered to be a key requirement because the environment changes so frequently.
T
T or F. Strategic planning typically examines an organization's purpose, mission, philosophy, and goals in the context of its external environment.
T
A ____ ____ is another tool in strategic planning and is considered by some as one of the most significant business ideas of the last 75 years. strategic planners using a ____ ____ develop metrics (performance measurement indicators), collect data, and analyze the data from four organizational perspectives: financial, customers, internal business processes (or simply processes) and learning and growth. Because all the measures are considered to be related and because all of the measures are assumed to eventually lead to outcomes, an overemphasis on financial measures is avoided. The _____ then is "balanced" in that outcomes are balanced.
balanced scorecard
___ ______ also allow organizations to align their strategic activities with the strategic plan. The best ____ _____ are nota. static set of measurements but instead reflect the dynamic nature of the organizational environment. Because the ____ _____ is able to translate strategy into action it is an effective tool for translating an organization's strategic vision into clear and realistic objectives. · Allow organizations to align their strategic activities with the strategic plan - should reflect the dynamic nature of the environment - translates strategy into action (clear and realistic objectives) · Have a broad category of what you want to accomplish and then specifics tasks with timelines of when you wanted that accomplished within the next year
balanced scorecard
· Another tool in Strategic Planning · Considered by some as one of the most significant business ideas of the last 75 years · Aligns strategic activities with the strategic plan (translates your strategy into action) · Develop metrics (performance measurement indicators) to collect data, and analyze that data from 4 organizational perspectives: o Financial o Customers o Processes o Learning and growth · Because all measures are considered related and assumed to eventually lead to outcomes, an overemphasis on financial measures is avoided. The scorecard is "balanced" in that outcomes are balanced. o Gives you a more realistic, broad perspective of your strategy—it's not tilted too much to the financial side · Allow organizations to align their strategic activities with the strategic plan - should reflect the dynamic nature of the environment - translates strategy into action (clear and realistic objectives) · Have a broad category of what you want to accomplish and then specifics tasks with timelines of when you wanted that accomplished within the next year · Very granular—everyone knows who was taking what and when was it expected that different phases would be implemented
balanced scorecard
The following are _______ to identifying long-term needs in planning: · Hospital systems filling the gaps in health care o Ex: when looking at the function of an ER, how many people show up in the ER using it as a clinic o If we had an adequate number of clinics or access to care that everyone can afford then that would unburden some of our ERs · Value versus volume perspective o HC has moved towards the value end—for reimbursement you have to have quality care but you still need to do enough volume in order to be good at a service you are providing · Revenue management versus cost management o Hospitals used to think about the amount of revenue they generated o If your costs are exceeding your revenue, then you are not going to make a whole lot of money o Problem today: Reimbursement is continually getting cut—can't focus on volume because you have the whole value vs volume dilemma so you have to look at how can we cut costs—how can we provide the same care for cheaper—this is why efficiencies become so important) · Health-care costs and government regulation o Must know and follow the regulations if you want to be fully reimbursed—don't want to get into legal trouble o Tons of regulations out there and costs are constantly fluctuating · Rapidly changing technology o You buy the newest version of a Cat scan and then in a few years another newer version comes out but you cannot go spending thousands of dollars on this new technology when yours isn't that old o Kind of like computers; they change so rapidly but medical equipment costs so much more · Consumer focus o The consumer's needs change and you have to constantly assess what is your customer's needs o Can be challenge for long term planning · Inter-professional collaboration o Can't just plan based on what you need—must bring the entire team's perspectives, needs, and focuses · Scientific advances
barriers
The following are _______ to identifying long-term needs in planning: · Revenue management versus cost management o Hospitals used to think about the amount of revenue they generated o If your costs are exceeding your revenue, then you are not going to make a whole lot of money o Problem today: Reimbursement is continually getting cut—can't focus on volume because you have the whole value vs volume dilemma so you have to look at how can we cut costs—how can we provide the same care for cheaper—this is why efficiencies become so important)
barriers
What factor influencing the *future* of healthcare is described below: _______, the science of identifying people through physical characteristics such as fingerprints, handprints, retinal scans, voice recognition, and facial structure, will be used to assure targeted and appropriate access to client records.
biometrics
What factor influencing the *future* of healthcare is described below: healthcare organizations will integrate ______ and smart cards (credit card sized devices with a chip, stored memory, and an operating system) to ensure that an individual presenting with secure ID credential really has the right to use that credential.
biometrics
The following are factors influencing the _______ of healthcare: · Robotic technology o We have all heard about robotic technologies in the ER and should see more in the ________ · Biomechatronics o Look at technology and how we can use it for the good of health and enhancing the human body · Biometrics and smart cards · Point-of-care testing · Telehealth and the Internet · Growing elderly population o As we have more and more of the population that is going to need healthcare we are going to need more and more resources and healthcare providers o We cannot ignore that this will be a continued focus and concern for us · Nursing shortages in acute care hospitals o More and more people getting sick and fewer nurses creates a dilemma
future
A _______ may be defined as the desired result toward which effort is directed: it is the aim of the philosophy (the end or outcome to be accomplished). ______ should be measurable and precise and should delineate the desired end product. o The end or outcome to be accomplished o Measurable and precise § Example: "Every patient will be satisfied with his or her care"—this is measurable § We have to be able to verbalize and define it
goal
What factor influencing the *future* of healthcare is described below: The ______ will continue to improve American's health by enhancing communications and improving access to information for care providers, patients, health plan administrators, public health officials, biomedical researchers, and other health professionals. It will also change how providers interact with patients with consumers increasingly adopting the role of expert patient.
internet
People in a managing role must have a broad scope of knowledge and know the _______ ramifications within their job so that they can guide their unit/organization—must have a feel for the political dynamics within your organization and within the community and maybe nationally o Same with economic and social factors—if your current area is going through a recession you have to know that you cannot plan for significant growth during that time § Have to make your plans and projections realistic based on all the different factors that affect healthcare
legal
Vision or Mission Statements? · The ________ of any organization is the purpose, function, and reason it exists. o Broad, general statement of the organization's reason for existence o Who are we and what are we about? · Identify what is unique about the organization o Identifies the organization's constituency (who are we serving, who are our customers?) o Addresses its position regarding ethics, principles and standards of practice o Is of highest priority in planning hierarchy because it influences the development of an organization's philosophy, goals, objectives, policies, procedures and rules. · Example: "Our _________ is to improve the health of the people and communities we serve" · Nurses should be aware of the organization's _________ statement and be prepared to support it. o This is the direction that your organization is headed
mission statements
The following is meeting strategic ______ by developing an action plan: · Create a priority order for achieving ______ (some ________ need to be achieved quicker than others) o Ex: all HC organization are looking at telemedicine due to COVID—this may have been on organization's strategic plans previously but it has certainly gotten moved up to the top of the list now · Determination of who will be responsible for achieving these ______—assigning people to meet objectives (part of their management game plan for the year) · Indication of available or necessary financial support—nothing is free o Sometimes you may have and objective you need to accomplish but you need $10,000 to go with it to implement it o You may have an objective to implement so sort of technology but its going to take $50,000 worth of training for your technicians and the staff o Have to look at the growth and the learning and the process that are going to be changed as a result of whatever you are investing in · Timetable when achievement of _______ can be expected Ex: for telemedicine you may have a very aggressive timeline because you want to get ahead of this because all of the other organizations are going to and if you are not one of the first ones out the gate then you are going to lose the patient population
objectives
When setting _______: · This is how we materialize the plan and get more specific and define how we are going to achieve our goal/end result · Defines the who, what, and where of the strategies to be implemented · Identifies where the organization is, where it wants to go, and how long it will take to get there
objectives
_______ are like goals in that they motivate people to a specific end and are explicit, measurable, observable or retrievable, and obtainable. ______, however, are more specific and measurable than goals because they ID how and when the goal is to be accomplished. Setting _________ · This is how we materialize the plan and get more specific and define how we are going to achieve our goal/end result · Defines the who, what, and where of the strategies to be implemented · Identifies where the organization is, where it wants to go, and how long it will take to get there
objectives
In a SWOT analysis we have Strengths and Weaknesses (INTERNAL) and Opportunities and Threats (EXTERNAL). Which of these 4 is described below: **external assessment: · New Programs · New Markets that come to town o Ex: business relocates and brings 3000 new employees because they are opening up a bus station or new Fedex warehouse · Diversification (an opportunity) · Population Growth o Someone has to capture those patients and it may as well be you · Improved Technology · New Facilities
opportunities
In a SWOT analysis we have Strengths and Weaknesses (INTERNAL) and Opportunities and Threats (EXTERNAL). Which of these 4 is described below: **external assessment: · Nurse and Physician Recruitment o People from the outside that you may want to attract · Referral Patterns o How are you getting your patient population · New Programs · New Markets that come to town o Ex: business relocates and brings 3000 new employees because they are opening up a bus station or new Fedex warehouse · Diversification (an opportunity) · Population Growth o Someone has to capture those patients and it may as well be you · Improved Technology · New Facilities
opportunities
A _______ is a written statement of beliefs and values that directs behavior o Flows/derived from the purpose or mission statement o Delineates the set of values and beliefs that guide all actions (it sets us on a particular path with a certain set of rules) o Basic foundation that directs all further planning toward the mission § We know our _______ is derived from our mission and vision statement. It is more about what we value and what we believe in and what that behavior will look like (it guides our behavior and sets us on a particular path with a certain set of rules)
philosophy
The _______ flows from the purpose or mission statement and delineates the set of values and beliefs that guide all actions of the organization. It is the foundation that directs all further planning towards that mission. A statement of _______ can usually be found in policy manuals at the institution or is available upon request.
philosophy
The following are the different ______ types: · Reactivists plan after a problem exists. o We all know people who are reactive or can be reactive · Inactivists consider the status quo as the stable environment and they spend a great deal of energy preventing change and maintaining conformity. o Those are the ones that say "That's the way we have always done it, why do we have to change?" · Preactive planners utilize technology to accelerate change and are future-oriented. o Problem is that they don't value the present or the past and there are a lot of lessons to learn from both o Very strategic minded and always living in the future · Proactive planning style is always the goal.
planning
_______ may be defined as deciding in advance what to do, who is to do it, how it is to be done, and when it is to be done. Therefore, all _____ involves choosing among alternatives. _______ is a proactive, deliberate process required of all managers.
planning
________ is a guide for action in reaching a goal and requires flexibility and energy. o If you think about ______ and the need to be flexible, how often does a nurse's day begin and they may have ap lan and before they are hardly out of the gates, they have to change their plan. It is not different for managers. You have to be adaptable, flexible, and sometimes roll the punches. o It also requires a lot of energy to change directions like that and is an active role
planning
_________ also requires management skills such as data gathering, forecasting, and transforming ideas into action. o Need historical data and facts that you can base these decisions on in order to plan o How can you plan unless you have some historical data or facts to base these decisions on?
planning
· Without adequate ________, the management process fails, and organizational needs and objectives cannot be met. · Effective ________ - Identifying long and short-term goals along with changes is important. Requires leadership skills such as vision and creativity - impossible to plan what we cannot dream or envision.
planning
· ________ is deciding in advance what to do, who is to do it, how it is to be done, and when it is to be done. · _________ is a proactive, deliberate process required of all managers. · _________ is a guide for action in reaching a goal and requires flexibility and energy. o If you think about ________ and the need to be flexible, how often does a nurse's day begin and they may have ap lan and before they are hardly out of the gates, they have to change their plan. It is not different for managers. You have to be adaptable, flexible, and sometimes roll the punches. o It also requires a lot of energy to change directions like that and is an active role · ________ also requires management skills such as data gathering, forecasting, and transforming ideas into action. o Need historical data and facts that you can base these decisions on in order to plan o How can you plan unless you have some historical data or facts to base these decisions on?
planning
· __________ is critically important and precedes all other management functions o __________ is the most important management functions of all the management functions (ex: implementation is important but what if you are implementing the wrong plan) § If you think about it, you can argue that implementation is important but what if you are implementing the wrong plan? Then certainly ______ is more important · Without adequate ________, the management process fails, and organizational needs and objectives cannot be met. · Effective ________ - Identifying long and short-term goals along with changes is important. Requires leadership skills such as vision and creativity - impossible to plan what we cannot dream or envision.
planning
What factor influencing the *future* of healthcare is described below: ___ ____ ___ ____ will improve bedside care and promote more positive outcomes because of more timely decision making and treatment.
point of care testing
The last planning mode is interactive or ______ planning. Planners who fall into this category consider the past, present, and future and attempt to plan the future of their organization rather than react to it. Because the organizational setting changes often, adaptability is a key requirement for ________ planning. _______ planning occurs, then, in anticipation of changing needs or to promote growth within an organization and is required of all leader-managers so that personal as well as organizational needs and objectives are met.
proactive
_______ planning is dynamic, and adaptation is considered to be a key requirement because the environment changes so frequently o Yes we need to have a plan but we also have to be willing the change the plan as needed, otherwise our plan isn't going to be valid · Interactive or ________ planning: considers the past, present, and future and attempts to plan the future of an organization rather than react to it
proactive
What planning type (reactive planning, inactivism, preactivism) is described below? **occurs AFTER a problem exists. because there is dissatisfaction with the current situation, planning efforts are directed at returning the organization to a previous more comfortable state. Frequently, in this type of planning, problems are dealt with separately without integration with the whole organization. In addition, because it is done in response to a crisis, this type of planning can lead to hasty decisions and mistakes. · Reactivists plan **after*** a problem exists. o We all know people who are reactive or can be reactive
reactive planning
What barrier to identifying long-term needs in planning is described below: the transformation from ____ ____ to cost management will continue as declining reimbursement forces providers to focus on how to maximize limited resources and provide care at less cost.
revenue management
What factor influencing the *future* of healthcare is described below: ______ technology and the use of prototype nurse robots called nursebots will serve as an adjunct to scarce human resources in the provision of healthcare.
robotic
The following are _______ as part of the planning hierarchy: · Because _______ are the least flexible type of planning in the planning hierarchy, there should be as few _______ as possible in the organization. o Every organization needs some structure and needs _______—there is a certain amount of regulations and ________ we need that are actually adventitious but there is such a thing as having too many ________ where you are boxed in and cannot respond to the situations and to the dynamics of what is going on in that present time otherwise we would constantly have to be changing ______ and making new ________ so they have to be broad enough to encompass most situations without blocking you in and forcing you to make poor decisions · Existing _______, however, should be enforced to keep morale from breaking down and to promote organizational structure.
rules
Planning also has many dimensions. Two of these dimensions are time span and complexity or comprehensiveness. Generally, complex organizational plans that involve a long period (usually 3 to 7 years) are referred to as long-range or _____ plans. However, ______ planning may be done once or twice a year in an organization that changes rapidly. At the unit level, any planning that is at least 6 months in the future may be considered long range planning.
strategic
The ______ Plan answers the following questions: · Where the organization is currently · Where the organization is headed · How the organization plans to get to its desired future through short-term and long-term performance targets · It's a long term process that provides direction and purpose · What will be done to achieve these outcomes (how are we going to get there)
strategic
The following are questions to answer in the _______ planning process: · Where are we currently? · Where do we want to go? · How will we get there? · What do you want that you do not have (trying to achieve)? · What do you want that you already have (trying to preserve)? o Ex: you have excellence in patient care and you want to keep that · What do you not have that you do not want (trying to avoid)? o Ex: don't have a lot of legal issues and you certainly don't want them · What do you have now that you do not want (trying to eliminate)? o Ex: have a lot of surgical infections or a high cost per case and you want to get rid of this
strategic
The following is the ______ Planning process: · Usually starts with a SWOT Analysis · Develop a Mission and Vision · Set Objectives · Develop Action Plan (from those objectives) · Develop an Implementation Strategy · Implement the Strategy · Evaluate Effectiveness · *****The components of the nursing process are similar to those employed in ________ management******
strategic
_______ planning is the process by which members of an organization **envision its future** and develop the necessary procedures and operations to achieve that future. Is usually plans for 3, 5 or up to 7 years into the future. (this is what we consider to be __________ planning) o At the unit level, 6 month planning depending on rapid change o Most healthcare organizations don't go over 5 years mostly because of how quickly healthcare changes · Anything greater than 6 months is considered long-term in healthcare
strategic
