Chapter 3 of the Olden book covers the first management function: planning. In the early stages of planning, organizations should develop a mission, vision, and set of values to guide all actions and decisions. An organization’s mission encompasses its purpose (why do we exist?). The vision describes what the organization aspires to become in the future. Finally, the values are deeply held beliefs, ideals, and standards that guide actions and decisions.
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Definition of management
Management theories
Scientific management; admin theory; human
relations; management functions; bureaucratic
theory; open systems; adaptive systems; org
development; contingency theory; management
skills; institutional theory; management roles
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5 management functions
POSIC (planning, organizing, staffing,
influencing/directing/leading, controlling)
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College of Healthcare Executives. Not for sale.
Management of Healthcare Organizations: An Introduction
Third Edition
Peter C. Olden
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College of Healthcare Executives. Not for sale.
Studying this chapter will help you to
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explain what planning is,
compare and contrast planning at different levels,
explain a model of strategic planning,
examine types of strategies for HCOs,
describe implementation of plans,
explain project planning,
identify sources of planning data, and
understand useful planning guidelines.
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College of Healthcare Executives. Not for sale.
Planning is deciding
what to do and how to it.
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Higher-level managers plan What to do
Long time periods
Broad perspective of entire organization
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Lower-level managers plan How to do it
Shorter time periods
Narrower perspective (smaller parts of organization)
Steps to achieve higher-level plans
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College of Healthcare Executives. Not for sale.
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How do you create short- and long-term
goals for yourself?
What are some tools and methods you use
to track your progress toward achieving
those goals?
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College of Healthcare Executives. Not for sale.
A decision-making activity that
defines where an organization is going,
sets its future direction, and
guides its future efforts to move the organization
toward its intended future.
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Highest level of planning
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Enables organization to
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Emphasis on beating competitors and satisfying customers
Examine where it is now
Decide where it wants to be in the future
Figure out how it will get there
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College of Healthcare Executives. Not for sale.
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Epworth HealthCare Strategic Plan 20182022
https://www.youtube.com/watch?v=MfWDk5MjiV0
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College of Healthcare Executives. Not for sale.
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Gathers input from all parts of HCO
Provides viable direction and focus for HCO
Enables each part of HCO to align with HCOs direction
Sets priorities to address crucial issues
Allocates scarce resources to biggest potential payoff
Establishes measures of success to gauge progress
Generates commitment to the plan
Coordinates and unifies diverse parts of HCO
Creates shared learning
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College of Healthcare Executives. Not for sale.
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Not involving appropriate stakeholders
Overanalyzing data and delaying planning process
Avoiding difficult critical issues
Not including financial planning
Ignoring resistance to change
Not developing consensus and enthusiasm
Not transitioning from planning to execution
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College of Healthcare Executives. Not for sale.
Thompson, Harver, & Eure, 2009
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College of Healthcare Executives. Not for sale.
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What is Strategic Planning, Really?
https://www.youtube.com/watch?v=-gcNK-1IaiQ
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College of Healthcare Executives. Not for sale.
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College of Healthcare Executives. Not for sale.
Copyright © 2019 Foundation of the American
College of Healthcare Executives. Not for sale.
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SWOT: Strengths & weaknesses (internal),
opportunities & threats (external)
2 functions:
To understand how the organization is currently
interacting with the market in comparison to
internal capabilities & strategic direction
To identify market opportunities and threats that
the organization may want to address in future
strategic efforts (Buchbinder & Shanks, 2017)
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College of Healthcare Executives. Not for sale.
Copyright © 2019 Foundation of the American
College of Healthcare Executives. Not for sale.
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Managers plan HCOs organizational direction as
the desired future state
Managers review and decide organizations. . .
Mission: Purpose of HCO; why HCO exists
Vision: What HCO aspires to become in future
Values: Deeply held beliefs, ideals, standards of
behavior
Strategy: Idea that guides HCOs decisions, actions,
and behaviors in a consistent way
? To achieve mission and vision
? To gain competitive advantage
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https://blog.hubspot.com/marketing/inspir
ing-company-mission-statements
Healthcare:
https://www.gracehealthmi.org/healthcare-mission-vision-values/
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College of Healthcare Executives. Not for sale.
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Porter identified two broad strategies:
Low-cost strategy
Differentiation strategy
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Each strategy can be used in a. . .
Wide market: entire population
Narrow market: e.g., only children, only male retirees
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Four strategies
Low-cost in a wide market
Differentiation in a wide market
Low-cost in a narrow market
Differentiation in a narrow market
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College of Healthcare Executives. Not for sale.
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Gaining a competitive advantage
https://www.youtube.com/watch?v=V14kuqYEsxE
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College of Healthcare Executives. Not for sale.
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Plan how to resolve each critical issue identified in
prior organizational assessments
Example: Coordinate care to deliver value
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Set specific goals, objectives, major initiatives that
enable HCO to achieve new organization direction
SMART goals
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For each issue, managers set a measurable goal
that will. . .
Resolve the issue
Enable HCO to move toward vision and mission
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Work shifts from top managers to managers at
lower levels of hierarchy
Work shifts from strategic planning to. . .
Planning projects
Planning changes to day-to-day operations
Planning who will do what, when, using which resources
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Managers add detail to plans to achieve goals,
resolve issues, achieve mission
Specify actions, steps, tasks
Set schedules
Allocate resources
Assign responsibility to specific positions
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Lower level managers and departments. . .
Help implement strategic plans
Perform forecasted annual workloads set in strategic plan
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Lower level managers prepare implementation plans
Bring to life strategic mission, vision, strategy, goals
Perform forecasted workload (e.g., # lab tests, # meals)
? Convert annual forecast to seasonal, monthly, weekly forecasts
? In big departments, supervisors plan for smaller work units
Prepare workload targets, schedules, staffing plans,
resource requirements, budgets
Identify in detail what departments must do
Review plans with higher managers for approval
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College of Healthcare Executives. Not for sale.
Project: A temporary endeavor undertaken
to create a unique product, service, or result
Project management: Application of
knowledge, skills, tools, and techniques to
project activities to meet project requirements
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Project managers develop implementation plans
that help achieve strategic plan
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College of Healthcare Executives. Not for sale.
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Initiate: Define new project by obtaining
authorization to start.
Plan: Establish scope of project, refine objectives,
and define course of action required.
Execute: Complete work defined in project plan to
satisfy project requirements.
Monitor and control: Track, review, regulate
performance of project; identify changes required;
initiate the changes.
Close: Formally complete or close the project.
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Do you revisit your goals to determine
whether any changes are required? If so,
how often do you do this?
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College of Healthcare Executives. Not for sale.
Project managers plan and manage for a project
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Scope (i.e., expected results, project boundaries)
Schedule and timing of detailed tasks and
activities required
Resources needed
Cost and budget
Procurement of supplies, equipment, and services
Risks involved
Work needed from other people and stakeholders
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https://www.pmi.org/
https://www.youtube.com/watch?v=mS33Q
hgLbro
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College of Healthcare Executives. Not for sale.
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Use all 3 management skills (technical,
human, and conceptual) & all 5
management functions (planning,
organizing, staffing, directing, controlling)
Create teams
Motivate members of the project team
Make decisions & resolve conflicts
Communicate
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College of Healthcare Executives. Not for sale.
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Graphic arrangement that depicts:
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Tasks needed to complete a project
Order in which tasks should be completed
Start and end dates for each task
Person responsible for each task
Resources needed
Keep tasks simple (e.g., Train employees,
Plan budget)
https://www.youtube.com/watch?v=cGkHjb
y1xKM
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College of Healthcare Executives. Not for sale.
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Copyright © 2019 Foundation of the American
College of Healthcare Executives. Not for sale.
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Make use of data and available information
when planning for your organization
External data: government databases, interviews
with industry experts, projections
Internal data: financial records, customer/patient
satisfaction surveys
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Talk to people inside and outside of the
organization
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College of Healthcare Executives. Not for sale.
Consider these guidelines when planning:
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View planning as continual process, not one-time event.
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Realize planning is orderly yet messy, sequential yet circular.
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Allow flexibility in planning process and in plan.
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Combine objective analysis with subjective judgment.
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Usebut dont overusehistorical records and data.
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Be open to new ideas, including crazy ideas.
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Look inward (at organization), look outward (at environment).
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Value both the plan and the process of planning.
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College of Healthcare Executives. Not for sale.
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Strategic planning
Strategy
Environmental assessment
Organizational assessment
SWOT analysis
Porters strategies
Project management
Planning guidelines
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College of Healthcare Executives. Not for sale.
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Planning is deciding what to do and how to do it.
Higher-level managers plan for long term and
entire HCO.
Lower-level managers plan for shorter time periods
and smaller parts of HCO.
Strategic planning helps HCOs prepare for future:
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Examine where it is now in its external environment
Decide where it wants to be in future
Plan how it will get there
Plan in detail how to execute (implement) its strategic plan
Managers use project management to plan and
execute projects.
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College of Healthcare Executives. Not for sale.
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For next class, draft a mission, vision, and
value statement for this class. Think about
the following:
What do you hope to gain from taking this class?
What skills/knowledge/abilities do you hope to
have as a future HCO manager?
What values do you wish to see incorporated into
this class?
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Submit via Blackboard, and be prepared to
share next class.
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