‫بسم هللا الرحمن الرحيم‬

‫"وقل ربى زدنى علما"‬

‫صدق هللا العظيم‬
‫سورة طه (اآلية‪)114:‬‬
Managing Organizational
Planning
Prepared by: Dr. Sara Mostafa
Lecture of nursing administration
Learning outcomes
[Link] future planning to reach agreed objectives
and goals.
[Link] and pay attention to criteria for
evaluation plan that should anticipate and
forecast the future planning.
 CONTENT OUTLINE

• Definition of planning
• Purpose of planning
• Characteristic of good plan
• Process of planning
• Planning hierarchy
• Time frames for planning
• Barriers of planning
• Management by objectives
 Introduction
Planning is the first function of management. All
other management functions (organizing, staffing,
directing, and controlling) depend on planning. Nurse
managers need to be familiar with the decision making
process and tools so that they can identify the purpose
of the institution, define goals and objectives, prepare
budget to implement her plans, and effectively manage
their time and that of the organization.
 Definition

Planning is a systematic process that involves

selecting missions, objectives, and the actions to
achieve them. Managers often have to identify goals
to work toward, and also the steps, resources and
personnel to achieve the set goals. It is the most
important aspect of the management process.
 OR

Planning defined as deciding in

advance what to be done in future. It is the
process of thinking before doing. It involves
determination of goals as well as the activities
required to be undertaken to achieve the
goals.
 Purpose of planning

• To give direction to the organization and

succeed in achieving goals and objectives.

• To eliminate duplication of efforts and

reduce guess work and save time.

• To provide for effective utilization of

available personnel and facilities.
 Purpose of planning

• It is cost effective.

• Helps in coping with crisis situations.

• It can be used to discover the need for

change.

• It improves communication and

coordination of activities
 Characteristic of good plan
[Link] plan should be clear, specific and simple not
only to the planner but also to all using it.
[Link] should be comprehensive and inclusive all
significant options and people affected by the
plan have opportunities to be involved.

[Link] should be transparent (everybody involved

understands how the process operates).
 Characteristic of good plan
4. It should have stability while providing for
flexibility; it must be capable of adaptation to
meet emergencies or changing situation.
5. It should be economical (not waste time or
money) and provides for the utilization of
existing equipment, supplies and personnel.
 Characteristic of good plan
6. The plan should anticipate and forecast the
futures, planning deals with the future.
7. It should be purposeful in term of
organizational goal and objectives and
individual objectives.
 Process of planning

Phase 1: Assessment of the internal

and external environment- The economic,
demographic, technological, and political
factors are assessed in terms of their impact
on opportunities and threats within the
environment.
 Process of planning

Phase 2: Review of mission statement,

goals, and objectives- A mission statement reflects
the purpose and direction of the healthcare agency.
Goals assist nurse administrators and other
members of the healthcare team to focus attention
on what is relevant and to develop strategies and
actions to achieve the goals.
 Process of planning

Phase 3: Identification of Strategies-

This phase involves establishing goals, and
developing strategies to meet the goals.
Strategy determines how the organization will
go about attaining their vision.
 Process of planning

Phase 4: Implementation- The specific plans for

action are implemented according to priority in this
phase. This entails open communication with staff in
regards to formulation of revised policies and
procedures in regard to changes.

Phase 5: At set periods the strategic plan is

reviewed at all levels: to determine if the goals,
objectives, and activities are on target.
 The planning hierarchy
Plans can be classified according to its kinds into:
[Link] Plans:
• It set by board of directors and top management.
• Top-level managers formulate long-term strategic
planning to reinforce organizational mission and
reach strategic goals.
• Strategic plans are often three years or more but
circumstances dictate the planning horizon.
 The planning hierarchy
2. Tactical Plans:
• Middle management is responsible for translating
strategies into shorter-term tactics. Translating
strategic plans into measurable tactical objectives
is important because most strategic objective is
rather vague.
• Tactical plans are intermediate-range (one to three
years) planning.
 The planning hierarchy
3. Operational Plans:
• Operational planning is accomplished by
fist-line managers.
• It is short-range (less than a year) that is
designed to develop specific action steps
that support the strategic and tactical plans.
 Time frames for planning
• Long-range Plans: A plan covers many years,
perhaps even decades, common long-range plans are
for five years or more.
• Intermediate Plans: A plan that generally covers
from one to five years. Thus they generally parallel
tactical plans.
• Short-range Plans: A plan that generally covers a
span of one year or less. It affects the manager’s day-
to-day activities.
 Barriers of planning
[Link] goals.
[Link] reward system.
[Link] and complex environment.
[Link] to establish Goals.
[Link] to change.
[Link] as lack of resources and
governmental restrictions.
 Management by Objectives (MBO)

The process of collaborative goal setting by a

manager and subordinate, the extent to which goals

are accomplished is a major factor in evaluating and

rewarding the subordinate’s performance.

 The purpose of MBO is to give

subordinates a voice in the goal-setting and

planning processes and to clarify for them

exactly what they are expected to accomplish

in a given time span.

 Goal is long range specified state of

accomplishment towered the activity is directed. It is

not determined by time or existing resources.

Objective is measurable state of accomplishment

aimed towards of goal. It include what, when, where

and how.
 ‫م ه م ا مت حا ن‬
smart

A good objective should be

• Specific – this means it must be clear what the
firm is trying to achieve.
• Measurable – this means that all objectives
should include a quantifiable element.
• Agreed – targets need to be agreed by the
different people who are involved in the
process.
 A good objective should be
• Realistic – a target should always be achievable.
If you set an objective which cannot be achieved
people will not be motivated by it.
• Time specific – all objectives should state quite
clearly when they should be achieved. Managers
need to know exactly how long they have so that
they can plan accordingly.
 Advantages of MBO
• Each manager knows exactly what he has to
do.
• MBO-System acts as a motivator.
• The most effective way to give people a
sense of responsibility for their working
lives was to make them decide for
themselves how to achieve their objectives.
 Advantages of MBO
• The targets act as a control mechanism for the
organization. Everyone’s performance can be
judged against the targets.
• MBO ensures that employees in every
department are all working towards common
goals.
• MBO allows delegation to be achieved in a
coordinated way.
 The MBO Process:
MBO is directed towards raising the
performance level of the organization by clearly
identifying the measurable goals and end results,
which are agreed to the management as well as
employees of the organization. Thereafter, the
employees participate in formulating the action plan
and strategy for the attainment of the goals.
The MBO Process:
 Problems of MBO
• MBO in practice it can become bureaucratic and
time consuming.
• Managers and subordinates can spend hours in
meetings trying to agree targets which may be
unrealistic anyway.
• Setting targets does not guarantee that they are
achieved.
 Problems of MBO

• In some cases, companies introduce MBO

but individual managers are unwilling to

delegate fully to their subordinates.

• Targets may soon become irrelevant.

[Link]