Karen Angela G.

Panganiban
BS Nursing 4-A

PLANNING

 A process that involves the setting of the organization’s goals, establishing

strategies for accomplishing those goals and developing plans of actions that
managers intend to use to achieve said organizational goals
 It provides direction to all of the organization’s human resource managers and
employees, reduced uncertainty and minimizes wastes of time, effort and
resources
 Plans are best described in terms of their: comprehensiveness, time frame,
specificity, and frequency of use
 Planning steps include:
1. Defining of goals/ objectives determining where you stand in relation to set
goals/objectives
2. Developing premise regarding future conditions
3. Analyzing and choosing action alternatives
4. Implementing the plan
5. Evaluating results and taking corrective action

Types of Planning

Strategic Planning

  Assumes long-range future is knowable, so that an organization can set

reliable longterm objectives and control the environment sufficiently to meet
them.
  Focuses on setting goals that will pull an organization into the desired future.
  Divides goals, objectives, roles, and responsibilities into discrete
organizational areas.
  Works in quarterly or annual cycles to plan the path for the coming year, set
expectations, and evaluate performance and communication.
  Focuses on major threats, shifts, or transformations of the whole organization
at the same time.
  Produces long lists of goals and objectives that are more or less aligned
toward a common goal.
   Driven by insights and needs of leaders who believe that they see the desired
future for the organization.
  Selects a single set of measures for success of the organization as a whole.
  Establishes a singular description of the current state, desired state, gaps, and
strategies to close gaps.
  Assumes that the forces and influences on the organization will remain stable
in the foreseeable future.
  Establishes priorities.

Operational Planning

An Operational Plan is a highly detailed plan that provides a clear picture of how a
team, section or department will contribute to the achievement of the organization's
goals. The operational plan maps out the day-to-day tasks required to run a business
and cover.

The plan covers the what, the who, the when, and how much:

 What - the strategies and tasks to be achieved / completed

 Who - the individuals who have responsibility for each task strategy task
 When - the timeline for which the strategies/tasks must be completed
 How much – the financial resources available to complete strategy/task

ORGANIZATION’S PHILOSOPHY

 The philosophy 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 basic
foundation that directs all further planning toward that mission. A statement of
philosophy can usually be found in policy manuals at the institution or is
available upon request.
 The organizational philosophy provides the basis for developing nursing
philosophies at the unit level and for nursing service as a whole. Written in
conjunction with the organizational philosophy, the nursing service philosophy
should address fundamental beliefs about nursing and nursing care; the quality,
quantity, and scope of nursing services; and how nursing specifically will meet
 organizational goals. Frequently, the nursing service philosophy draws on the
concepts of holistic care, education, and research.

MISSION AND VISION

 Vision statements are used to describe future goals or aims of an organization. It

is a description in words that conjures up a picture for all group members of what
they want to accomplish together. It is critical, then, that organization leaders
recognize that the organization will never be greater than the vision that guides
it.
 The purpose or mission statement is a brief statement (typically no more than
three or four sentences) identifying the reason that an organization exists. The
mission statement identifies the organization’s constituency and addresses its
position regarding ethics, principles, and standards of practice
 The mission 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.

GOALS
 A goal may be defined as the desired result toward which effort is directed; it is
the aim of the philosophy. Although institutional goals are usually determined by
the organization’s highest administrative levels, there is increasing emphasis on
including workers in setting organizational goals. Goals, much like philosophies
and values, change with time and require periodic reevaluation and prioritization.
 Goals, although somewhat global in nature, should be measurable and
ambitious but realistic. Goals also should clearly delineate the desired end
product. When goals are not clear, simple misunderstandings may compound,
and communication may break down.

SCOPE OF PLANNING

1. Planning Focuses on Achieving Objectives

2. Planning is Primary Function of Management
3. Planning is Pervasive
4. Planning is Continuous
5. Planning is Futuristic
6. Planning Involves Decision Making
7. Planning is a Mental Exercise

MODES OF PLANNING

1. Reactive (to look backward)

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. Problems are dealt with separately, without integration with
the whole organization. Because it is done in response to a crisis, it can lead to hasty
decisions and mistakes.

2. Inactive (to focus on the present)

Inactivists seek the status quo, and they spend their energy preventing change and
maintaining conformity. When changes do occur, they occur slowly and
incrementally.

3. Preactive (to try predicting the future)

Preactive planning utilizes technology to accelerate change and are future oriented. If
unsatisfied with the past or present, preactivists do not value experience and believe
that the future is always preferable to the present.

4. Interactive or Proactive (to design the future)

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 proactive
planning. Proactive planning occurs 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.

References:
 file:///C:/Users/Panganiban/Desktop/Karen%20Acads/marquis
%20leadership%20roles%20and%20%20%20management%20functions%20in
%20nursing%20theory%20and%20application%202017.pdf
 https://theintactone.com/2019/06/19/topic-5-planning-nature-scope-and-
objectives-of-planning/
 https://www.syndicateroom.com/learn/glossary/operational-plan#:~:text=An
%20Operational%20Plan%20is%20a,run%20a%20business%20and%20cover.