PLANNING

DEFINED AS DECIDING IN ADVANCE

WHAT TO DO, WHO IS TO DO IT, AND
HOW, WHEN & WHERE IT IS TO BE DONE
(MARQUIS, 2000)
HAVING A SPECIFIC AIM OR PURPOSE &
MAPPING OUT A PROGRAM OR METHOD
BEFORE HAND FOR ACCOMPLISHMENT
OF THE GOAL (DOUGLASS, 1996)
 ONE PROPOSED APPROACH TO STRATEGY
MAKING AMONG SEVERAL THAT ARE
POSSIBLE (MINTZBERG, 1994)
REPRESENT SPESIFIC ACTIVITIES OR
STEPS THAT LEAD TO THE ACHIEVEMENT
OF OBJECTIVES (PORTER O GRADY, 1994)

ADEQUATE PLANNING MINIMIZES

RISKS & UNCERTAINTY
THE PLANNING HIERARCHY

MISSION

PHILOSOPHY

GOALS

OBJECTIVES

POLICIES

PROCEDURES

RULES
 THERE ARE FOUR PLANNING MODES :

1. REACTIVE PLANNING
2. INACTIVISM
3. PREACTIVISM
4. PROACTIVISM
(YOUNG & HAYNE, 1988)
ACCORDING TO THE PERIOD RANGE OF
PLANNING, THERE ARE :

1. LONG RANGE
2. INTERMEDIATE RANGE
3. SHORT RANGE
SIX EMERGING TRENDS IN BOTH LONG & SHORT
RANGE PLANNING (ANDERSON, 1996):

1. A MOVEMENT FROM PERSON AS CUSTOMER TO

POPULATION AS CUSTOMER
2. A SHIFT FROM ILLNESS CARE TO WELLNESS CARE
3. A TRANSFORMATION FROM REVENUE MANAGEMENT
TO COST MANAGEMENT
4. A SHIFT FROM AUTONOMY OF PROFESSIONALS TO
INTERDEPENDENCE OF PROFESSIONALS
5. A TRANSITION FROM CONTINUITY OF PROVIDER TO
CONTINUITY OF INFORMATION
6. THE TREND FROM PATIENT AS NONCONSUMER &
QUALITY INFORMATION TO PATIENT AS CONSUMER OF
COST & QUALITY INFORMATION
PETER O GRADY (1997), REALITIES
MERGING IN TODAYS RAPIDLY
CHANGING :

1. THE RISE OF INFORMATION

2. THE REQUIREMENT TO BUILD DIFFERENT
WORK RELATIONSHIP
3. THE NECESSITY TO BUILD ON THE POINT OF
SERVICE & CONSTRUCT ORGANIZATIONAL
SUPPORT
4. COMPETENCE & CONFIDENCE
5. HIGHER LEVEL OF EXPECTATION
 OVERCOMING BARRIER TO
PLANNING
1. SPESIFIC GOALS & OBJECTIVES
2. FLEXIBLE & ALLOW FOR READJUSTMENT AS
UNEXPECTED EVENTS OCCUR
3. SHOULD INCLUDE IN THE PLANNING PROCESS
PEOPLE & UNITS THAT COULD BE AFFECTED
BY THE COURSE OF ACTION
4. PLANS SHOULD SPESIFIC, SIMPLE, & REALISTIC
5. KNOW WHEN TO PLAN & WHEN NOT TO PLAN
6. HAVE BUILT-IN EVALUATION CHECK POINT