Chapter 7 - Assignment SWOT Analysis - SWOT is an acronym that stands for Strengths, Weaknesses, Opportunities, and Threats which is an analysis tool that assists organizations in strategic planning. Instructions: 1. Read through Reducing Fertility in Bangladesh PPT that provides details of a successful program. Read until you feel comfortable with the explanation of the program. 2. Write down aspects of the program that fits into each part of the SWOT analysis. S- (Write aspects which apply to strengths) W- (Write aspects which apply to weaknesses) O- (Write aspects which apply to opportunities) T- (Write aspects which apply to threats) 3. Your paper should be: o o Typed according to APA style for margins, formatting and spacing standards Typed into a Microsoft Word document or complete the Staffing Table, save the file, and then upload the file Chapter 7 Organizational Planning Planning • 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. • Planning is a proactive, deliberate process required of all managers. • Planning is a guide for action in reaching a goal and requires flexibility and energy. • Planning also requires management skills such as data gathering, forecasting, and transforming ideas into action. Copyright © 2018 Wolters Kluwer · All Rights Reserved Planning Is Critically Important to and Precedes All Other Management Functions Without adequate planning, the management process fails, and organizational needs and objectives cannot be met. Copyright © 2018 Wolters Kluwer · All Rights Reserved Barriers to Identifying Long-Term Needs in Planning • Hospital systems filling the gaps in health care • Value versus volume • Revenue management versus cost management • Health-care costs and government regulation • Rapidly changing technology • Consumer focus • Interprofessional collaboration • Scientific advances Copyright © 2018 Wolters Kluwer · All Rights Reserved Factors Influencing the Future of Health Care • Robotic technology • Biomechatronics • Biometrics and smart cards • Point-of-care testing • Telehealth and the Internet • Growing elderly population • Nursing shortages in acute care hospitals Copyright © 2018 Wolters Kluwer · All Rights Reserved Planning Types • Reactivists plan after a problem exists. • Inactivists consider the status quo as the stable environment and they spend a great deal of energy preventing change and maintaining conformity. • Preactive planners utilize technology to accelerate change and are future-oriented. • Proactive planning style is always the goal. Copyright © 2018 Wolters Kluwer · All Rights Reserved Proactive Planning • Is dynamic, and adaptation is considered to be a key requirement because the environment changes so frequently • Interactive or proactive planning: considers the past, present, and future and attempts to plan the future of an organization rather than react to it Copyright © 2018 Wolters Kluwer · All Rights Reserved Forecasting • Using available historical patterns to assist in planning • Examining present clues and projected statistics to determine future needs Copyright © 2018 Wolters Kluwer · All Rights Reserved Question Advocating against implementing a new hospital computer system is an example of which type of planning? A. Reactivist B. Inactivist C. Preactivist D. Proactivist Copyright © 2018 Wolters Kluwer · All Rights Reserved Answer B. Inactivist 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. Copyright © 2018 Wolters Kluwer · All Rights Reserved Reminder • Managers who are uninformed about the legal, political, economic, and social factors affecting health care make planning errors that may have disastrous implications for their professional development and the financial viability of the organization. Copyright © 2018 Wolters Kluwer · All Rights Reserved Strategic Planning • Planning has many dimensions, including time span and complexity or comprehensiveness. • Complex plans are long-range or strategic plans. • Strategic planning typically examines an organization’s purpose, mission, philosophy, and goals in the context of its external environment. Copyright © 2018 Wolters Kluwer · All Rights Reserved SWOT Definitions • Strengths are those internal attributes that help an organization to achieve its objectives. • Weaknesses are those internal attributes that challenge an organization in achieving its objectives. • Opportunities are external conditions that promote achievement of organizational objectives. • Threats are external conditions that challenge or threaten the achievement of organizational objectives. Copyright © 2018 Wolters Kluwer · All Rights Reserved Simple Rules for SWOT Analysis Copyright © 2018 Wolters Kluwer · All Rights Reserved Using a Balanced Scorecard • Strategic planners using a balanced scorecard – Develop metrics – Collect data – Analyze that data from four organizational perspectives o Financial o Customers o Business processes o Learning and growth Copyright © 2018 Wolters Kluwer · All Rights Reserved Steps for Using Strategic Planning • Clearly define the purpose of the organization. • Establish realistic goals and objectives. • Identify external constituencies and determine their assessment of the organization’s purposes. • Clearly communicate the goals to the constituents. • Develop a sense of ownership of the plan. Copyright © 2018 Wolters Kluwer · All Rights Reserved Steps for Using Strategic Planning—(cont.) • Develop strategies to achieve the goals. • Ensure that the most effective use is made of resources. • Provide a base from which progress can be measured. Copyright © 2018 Wolters Kluwer · All Rights Reserved Strategies for Successful Planning • Start planning at the top. • Keep planning organized, clear, and definite. • Do not bypass levels of people. • Have short- and long-range plans and goals. • Know when to plan and when not to. • Keep target dates realistic. • Gather data appropriately. • Be sure objectives are clear. • Remember, interpersonal relationships are important. Copyright © 2018 Wolters Kluwer · All Rights Reserved Principles of Good Planning • All plans must flow from other plans. Short-range plans must be congruent with long-range plans. • Planning in all areas of the organization must follow the mission, philosophy, and goals of the overall organization. • Planning involves the same process regardless of the period involved. Copyright © 2018 Wolters Kluwer · All Rights Reserved Principles of Good Planning—(cont.) • The length of the plan is determined by what actions are necessary to make the plan successful. • All planning must include an evaluation step and requires periodic reevaluation and prioritization. • All people and organizational units affected by a plan should be included in the planning. Copyright © 2018 Wolters Kluwer · All Rights Reserved Question Tell whether the following statement is true or false: The planning process differs depending on the period of time involved. A. True B. False Copyright © 2018 Wolters Kluwer · All Rights Reserved Answer B. False Rationale: Planning involves the same process regardless of the period involved. Copyright © 2018 Wolters Kluwer · All Rights Reserved Planning Because a plan is a guide to reach a goal, it must be flexible and allow for readjustment as unexpected events occur. Copyright © 2018 Wolters Kluwer · All Rights Reserved Why Do Plans Fail? • False assumptions • Not knowing overall goal • Not enough alternatives • Inadequate time or other resources • Low motivation levels • Sound strategies not used • Inadequate delegation of authority • Not recognizing organizational goals and needs • Planning too narrow in scope—not recognizing community, legal, and licensing requirements Copyright © 2018 Wolters Kluwer · All Rights Reserved Question Which is an example of why plans might fail? A. Not enough alternatives B. Low motivation levels C. False assumptions D. Lack of sound strategies E. All of the above Copyright © 2018 Wolters Kluwer · All Rights Reserved Answer E. All of the above Rationale: These are just several of numerous mistakes that can cause plans to be unsuccessful. Copyright © 2018 Wolters Kluwer · All Rights Reserved Question A balanced scorecard is used to (Select all that apply.) A. Collect data. B. Gain clients. C. Develop metrics. D. Analyze data. Copyright © 2018 Wolters Kluwer · All Rights Reserved Answer A. Collect data. C. Develop metrics. AND D. Analyze data. Rationale: The balanced scorecard assists strategic planners in developing metrics, collecting data, and analyzing the data. It does not help them gain clients. Copyright © 2018 Wolters Kluwer · All Rights Reserved Strategic Planning as a Management Process Should Include the Following 1. A clear statement of the organization’s mission 2. The identification of the agency’s external constituencies or stakeholders and the determination of their assessment of the agency’s purposes and operations 3. The delineation of the agency’s strategic goals and objectives, typically in a 3- to 5-year plan 4. The development of strategies to achieve the goals Copyright © 2018 Wolters Kluwer · All Rights Reserved Subordinate Input in Strategic Plans There is increasing recognition of the importance of subordinate input from all levels of the organization to give strategic plans meaning and to increase the likelihood of their successful implementation. Copyright © 2018 Wolters Kluwer · All Rights Reserved Length of Strategic Plan Unlike the 20-year strategic plans of the 1960s and 1970s, most long-term planners today find it difficult to look even 5 years in the future. Copyright © 2018 Wolters Kluwer · All Rights Reserved The Planning Hierarchy • Mission • Philosophy • Goals • Objectives • Policies • Procedures • Rules Copyright © 2018 Wolters Kluwer · All Rights Reserved Organizational Philosophy Statement A person should be able to identify exactly how the organization is implementing its philosophy by observing members of the nursing staff, reviewing the budgetary priorities, and talking to patients. Copyright © 2018 Wolters Kluwer · All Rights Reserved Goal, Objective, Policies, Procedures, and Rules Goal—the desired result toward which effort is directed Objective—how the goal will specifically be achieved (includes time frame and is measurable) Policies—plans reduced to statements Procedures—step-by-step process Rules—plans that specifically define acceptable choices of action Copyright © 2018 Wolters Kluwer · All Rights Reserved Rules as Part of the Planning Hierarchy • Because rules are the least flexible type of planning in the planning hierarchy, there should be as few rules as possible in the organization. • Existing rules, however, should be enforced to keep morale from breaking down and to promote organizational structure. Copyright © 2018 Wolters Kluwer · All Rights Reserved Reducing Fertility in Bangladesh Case 13. HUMAN RIGHTS We have come to realize that fertility and family size involve two fundamental rights: 1. A woman’s right to limit or space her children. 2. A family’s right to determine its size and timing of children. Modern contraception provides a way of ensuring these rights. 1 Risks and Needs • There are considerable health risks to women who have had several pregnancies. • Larger families have greater economic risks, due to children to support and health issues. • Modern contraceptive methods are very safe for most women, but many women in developing countries who would like to limit their families do not use contraceptives. This is known as the “unmet need.” Bangladesh: Will It Work? In the mid-1970’s, the birth rate in Bangladesh would lead to a population doubling every 30 years, in one of the poorest countries that ranked 7th in population. The first coercive attempts at family planning failed miserably. Then at that time, 1975, after a disastrous famine, a new approach was taken. Challenges were the low level of education and status of women, the belief that large families were best, and the lack of access to family planning. 2 Elements of a Successful Program 1. Young married women were deployed as outreach workers. Known as Family Welfare Assistants (FWAs), there number eventually reached about 40,000. They were to visit 3-5 villages over a two month period & became well recognized and received by rural women. 2. As wide a range of methods as possible were made available to meet most reproductive needs. This “cafeteria approach” was supported by a well-managed distribution system. Elements of Success (cont.) 3. Over 4,000 family planning clinics were established in rural areas. These could deal with difficulties and provide long term or even permanent contraceptive methods. 4. Information and education were employed to change cultural norms about family size, to provide information about contraception and encourage spousal communication. 3 Program Impact The programs objectives were fundamentally realized. A) The number of women who had used contraceptive rose from 14% to 70% over a 20 year period. B) The provision of a wide range of methods made contraception more acceptable. C) And fertility declined from about 6.3 children in the1970’s to 3 in 2005. Other contributing factors were an increase in secondary school enrollment, especially of girls, and the new employment opportunities for women. Remaining Tasks • Costs for outreach workers (FWAs) is relatively high, and a fixed site approach has been adopted, with FWAs going to remote areas. • Declines in the fertility rate have slowed. So the best outreach strategy is not yet decided . • Initial attention to contraceptive advances may have led to a slight increase in deaths due to pregnancy complications. 4 Outcomes and Lessons There is now seems to be greater communication between husbands and wives about family planning and family size. There has been a cultural change about the optimal family size. A dramatic decrease in fertility was achieved, beyond any other country of comparable GNP. Coercion has been avoided and couples needs have been considered as paramount. 5 
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