UNIT II-PLANNING

STRATEGIC
PLANNING
 VISION
• The vision is the pharmacy's desired goal-how it perceives itself to be in the
future.
• The vision statement should be concise but meaningful.
• The vision statement should be motivational and should prompt people to strive
for something greater.

A company vision statement should inspire employees to create a different and

better future for the organization. The vision of the organization serves as a guide
in strategic planning process as both the beginning point and the end point. Once
the vision is set, then strategic planning proceeds with how the organization can
reach the goal. The vision is also used to define the mission of the organization.
 MISSION
• The mission is the pharmacy’s purpose.
• The mission statement defines the company-what it is and what it does.
• It is a statement of the present going ahead into the near future.
• It is a document that creates a sense of purpose for the customers and the
employees.

The mission statement should be concise and should focus on the purpose of the
organization. It may also draw inspiration or foundation from the values of the
organization. The mission statement should distinguish the company from others
that provide similar goods and services. Some organizations include in the mission
statement not only what the company does but also how it does things-
distinguishing itself from other similar companies.
All pharmacy organizations should have a mission statement. The following elements are suggested
in developing a mission statement for a pharmacy: the intended customers, the pharmacy's core
values (such as compassion, respect, and confidentiality), the products and services provided by the
pharmacy, the benefits customers can receive (such as improved health and safety), and the desired
public image of the pharmacy (Hagel & Rovers, 2002)

Aside from the mission statement, a company uses a slogan or tag line to convey a message to
customers about the organization. The company slogan, generally, is more of a marketing statement
than a mission statement. However, in some cases, it serves a similar role. Like the mission
statement, the company slogan is a message to both customers and employees. It must be aligned
with the purpose and actions ofthe organization or else it will not be credible.

STRATEGY- Strategy is the method of shaping a company's future and involves determining the
organization's long-term direction. A strategy outlines the basic steps in the plan's course of
action and what the management intends to do to achieve its objectives.
Objectives and Goals

The terms objective and goal are frequently interchangeable. Objectives are
established at the organizational, departmental, or individual level. They have
something to do with the direction that an individual or organization wants to
pursue. A set goal prescribes a definite scope and suggests direction to maximize
the efforts of a manager.
Strategy The department will pursue a rational approach to cost
containment and reduction.

Goal Develop an ongoing workload-monitoring system based or an

existing system of pharmacy service units

Objectives • To develop a system that identifies and monitors distributive

and clinical workload by satellite area
• To use the workload statistics to predict the needs of the
pharmacy staff
• To evaluate the workload of the staff by checking whether they
are overworked or underused based on the need for the activities
performed
Tasks/Action Plan • Determine what distributive and clinical indicators will be used
• Develop a method for collecting the workload statistics
• Collect hours worked by staff category and satellite area
Develop a monthly productivity report by area
• Analyze staffing patterns in comparison with workload statistics
Process of Strategic Planning

Pre Planning

Planning Phase

Post-planning Phase
Pre-planning Phase
This can be defined as the planning of the steps necessary to organize the strategic
planning effort-or the "planning for the planning." This phase deals with defining the
objectives of the plan and the procedures to follow to accomplish these objectives. Pre-
planning should also identify the individuals involved, location, and time allotted to the
planning.
Planning Phase

This can be referred to as strategizing, in which ideas and suggestions are developed
for the pharmacy organization. As with any planning process, it is usually best to
begin with the destination-as if planning a journey by viewing a map. Once the
destination is clear, one must find the current location or starting point on the map.
The next step is to determine the different routes or options to get from the starting
point to the desired location. Among the different routes, one should select a route
that best meets the needs of the organization within its limitations.
 Post-Planning Phase
Post-planning Phase - This phase involves three important steps: (a) communication, (b)
implementation, and (c) monitoring progress once the plan is implemented. The actual
implementation of the strategic plan requires managers and executives of the
organization to understand the long-term goals while also determining and taking the
steps necessary to accomplish the short-term objectives. Operational planning refers to
the mapping out of the necessary course of action to accomplish short-term objectives
through day-to-day tasks. This is important to achieve long-term goals. Strategic
planning focuses on doing the right thing (effectiveness), whereas operational planning
involves doing things properly (efficiency).
 Post-Planning Phase
Operational planning refers to the mapping out of the necessary course of action to
accomplish short-term objectives through day-to-day tasks. Strategic planning
focuses on doing the right thing (EFFECTIVENESS), whereas operational planning
involves doing things properly (EFFICIENCY).

Another key element of the post-planning phase is monitoring. A monitoring plan

should be created in order to evaluate the extent of implementation in comparison
with the planned schedule. It should also evaluate the effectiveness of the
organization in meeting the objectives and goals, especially in the utilization of
limited resources, both human and financial. Essential to this monitoring process are
the possible modifications to the plan that may be prompted by internal or external
changes. As such, the strategic plan should be considered a fluid document.
Management by Objectives

Management by objectives can be described as follows:

1. It is a system in which the organization’s superior and subordinate managers

collectively identify their common goals.
2. It is a technique that defines each individual employee’s major area of
responsibility.
3. It is an approach that uses certain measures as a guide for operation the
different units of workers and for assessing their contributions individually and
as a whole.