Planning PDF

PLANNING  PLANNING “Before you can begin a journey, you must know where you are going.”. The thought and analysis process that results in a formal strategy for realizing the goals of organization. 2 Planning is the method...

PLANNING  PLANNING “Before you can begin a journey, you must know where you are going.”. The thought and analysis process that results in a formal strategy for realizing the goals of organization. 2 Planning is the methodical selection of a series or set of complementary action for the purpose of pursuing an improved position. It is deciding in advance what t CONCEPTS OF PLANNING A plan is a predetermined course of action intended to facilitate the accomplishment of a task, work or mission. Planning is the methodical selection of a series or set of complementary action for the purpose of pursuing an improved position. It is deciding in advance what to do now, how to do it, when to do it and who are involved in doing it. It provides rational approach to pre – selected objectives. 3  STEPS OF PLANNING 1. Identifying goals Where or what does the institution wishes to be? For example, in deciding on the direction of a laboratory during the planning process, managers might ask these questions: Does the laboratory wish to continue providing the same level of service or does the changing nature and mix of its patients and physicians require the development of new programs and services? Has there been an increase in requests for certain procedures? Is there a rise in the number and types of reference tests? Do complaints continue to focus in specific areas? 4  STEPS OF PLANNING From these questions, the managers can identify problems and set the direction and goals for the laboratory. Evaluating the current situation. Knowing where you are and how you got there is essential in determining where you are going. One must have a clear understanding of available resources and how they can utilize it. This should include all personnel involved in the project and in the decision – making process. 5  STEPS OF PLANNING Establishing time frame Goals must be achieved within an acceptable time period to make the plan realistic. Though most plans are limited by short – term constraints, steps can be taken to ensure that the situation improves over a longer period of time. This also enables the managers to plain where they want their organization to be in 1, 2 or even 5 years. 6  STEPS OF PLANNING Setting Objectives It is imperative to distinguished goals and objectives. Goals are the broad long – term ambitions of the organization; objectives are specific short term standards that allow the manager to achieve goals. Furthermore, goal is difficult to determine exactly when it has been achieved; objective is a specific benchmark to know whether the standard has been met. 7  STEPS OF PLANNING The four basic characteristics of a good objective are the following: It is clearly defined and understood It is obtainable and realistic It has strict time period in which it is to be accomplished It is measurable Indeed it must be SMART! S– pecific M– easurement A - ttainable R – ealistic T– ime bound 8  STEPS OF PLANNING 5. Forecasting Resource Needs A major consideration in the planning process is the FEASIBILITY of the goal and each objective. The manager must consider the availability of current resources, possibility of obtaining the additional assets needed and eventually ends in the development of the laboratory’s budget both operational and capital. 9  STEPS OF PLANNING 6. Implementing the plan It is necessary to design a STRATEGY for anticipating and overcoming any obstacles or impediments, The manager has two basic ways for implementing a plan or obtaining the desired performance: a. Tools of persuasion Which focus on working with and through people. This is best described by listing words such as communication, involvement, inclusion, education, training, cooperation, building confidence, support, consultation, feedback, sharing information and responsibility. 10  STEPS OF PLANNING 6. Implementing the plan It is necessary to design a STRATEGY for anticipating and overcoming any obstacles or impediments, The manager has two basic ways for implementing a plan or obtaining the desired performance: b. Tools of control – which involve the allocation of resources. By virtue of a manager’s position and formal authority such as (i) allocation of financial resources (selection of equipment and supplies and number of employees) through the budgeting process and (ii) the process of staffing and scheduling or job assignments, managers can obtain and maintain management control. 11  STEPS OF PLANNING 7. Creating Feedback Mechanisms A plan must have provisions for obtaining information on how project is progressing (progress report) so that needed revisions and corrections can be instituted. This requires collecting data for evaluation and the planning cycle continues. 12  STEPS OF PLANNING Information can be obtained by: 1. Formal meetings between managers and co – workers to assess the current status and to make any necessary adjustments. 2. Monitor standards of performance is set to measure the progress of the plan. 3. Informational meetings and conversations with staff and customers can reveal problems and recommendations for improvements. 4. Analysis of the nature and types of problems that are encountered can be undertaken. 13  STEPS OF PLANNING To achieve the objective of any organization, planning has to take place. Competent planners make long – range plans (LRP), visualizing what goals must be realized at certain future dates. These long – range plans are broken into short – range plans (SRP) for time duration like daily, weekly, monthly and annually, with the end in view of carrying out the long – range plans of the organization. Should deviations or changes are necessary, corrective measures are taken so that the long – ranges plan is achieved to accomplish the objective of the organization. 14  IMPORTANCE OF PLANNING 1. To offset uncertainty and change 2. To focus attention on objectives 3. To gain economic operation 15 VALUES DERIVED FROM PLANNING 1. The achievement of the objective of the organization in the most efficient and economical manner, thus maximizing profits. 2. The use of efficient methods and the development of standards necessary for accurate control. 3. Integration of activities of the different units in the organization toward goal – directed actions. 4. The reduction of emergency and unexpected problems. 16  INDICATORS OF POOR PLANNING 1. Late submission of results/reports. 2. Idle machines. 3. Materials wanted. 4. Some machines doing jobs that should be done by smaller machines. 5. Some laboratory personnel overworked, others are under worked. 6. Skilled workers doing unskilled work. 7. Laboratory personnel fumbling on jobs for which they have not been trained. 8. Quarrelling, Power struggle and confusion. 17 BENEFITS OF GOOD PLANNING 1. Jobs turn out on time. 2. Good relationship with other departments. 3. People are using their highest skills. 4. Workers know how their jobs fit into the total pattern. 5. Machines doing their proper jobs. 6. Equipment in good shape. 7. Materials available. 8. Waste kept to a minimum. 18  QUALITIES OF GOOD PLANNING 1. Good judgement, imagination, foresight and experience. 2. Ability to evaluate laboratory opportunities and hazards. 3. Proficiency in the determination of objective. 4. Ability to accept changes. 19  TYPES OF PLANS (HIERARCHY OF PLANS) A plan encompasses any course of future action. 1. Purpose or mission 2. Objectives 3. Strategies 4. Policies 5. Procedures 6. Rules 7. Programs 8. Budget 20  TYPES OF PLANS (HIERARCHY OF PLANS) A plan encompasses any course of future action. 1. Purpose or mission 2. Objectives 3. Strategies 4. Policies 5. Procedures 6. Rules 7. Programs 8. Budget 21  TYPES OF PLANS (HIERARCHY OF PLANS) A plan encompasses any course of future action. 1. Purpose or mission Organization’s purpose or fundamental reason for existence. Purpose NOT to show how precisely we can predict the future, but rather to uncover the things we must do today in order to have a future. 22  TYPES OF PLANS (HIERARCHY OF PLANS) A plan encompasses any course of future action. 2. Objectives – Objectives or goals are the end toward which planning, organizing, staffing, leading and controlling are aimed. For example, the objective of a medical equipment company might be to make a certain profit by producing a given line of blood collection equipment. 23  TYPES OF PLANS (HIERARCHY OF PLANS) A plan encompasses any course of future action. 3. Strategies – strategies denote a general program of action implying commitment of emphasis and resources to attain broad objectives. For example, if a medical company has a goal of profitable growth at a certain percentage each year, a strategy might include major policies as to market directly rather than through distributor, or to concentrate on proprietary products or to have a full line of products. 24  TYPES OF PLANS (HIERARCHY OF PLANS) A plan encompasses any course of future action. 4. Policies - are general statements of understanding which guide or channel thinking and action into decision making. Examples are policies to hire only university – trained technicians, to encourage employee suggestions for improved cooperation, to promote from within, to conform strictly to a high standard of medical ethics, etc. Guide decision making by marking off areas in which managers can use their discretion. Policy is further defined as a statement or memo that outlines the institution’s position on an administrative or operational issue. 25  TYPES OF PLANS (HIERARCHY OF PLANS) A plan encompasses any course of future action. 5. Procedures – procedures are plans that establish a required method of handling future activities. They are truly guides to action, rather than to thinking, and they detail the exact manner in which a certain activity must accomplished. For example, if a laboratory policy may grant medical technologists vacations; procedures established to implement this policy are the schedule vacation pay, maintain records to assure each employee gets a vacation and provide means of applying for the vacation. Allows discretion. Procedure is also defined as an instructional document that provides explanation and step – by – step directions on how to perform a task, a test, or process. 26  TYPES OF PLANS (HIERARCHY OF PLANS) A plan encompasses any course of future action. 6. Rules – Rules are required actions chosen from among alternatives. It requires that a specific and definite action be taken or not with respect to a situation. For example, “No Smoking” is a rule. Allows NO discretion. 27  TYPES OF PLANS (HIERARCHY OF PLANS) A plan encompasses any course of future action. 6. Rules – Rules are required actions chosen from among alternatives. It requires that a specific and definite action be taken or not with respect to a situation. For example, “No Smoking” is a rule. Allows NO discretion. 28  TYPES OF PLANS (HIERARCHY OF PLANS) A plan encompasses any course of future action. 7. Programs – Programs are complex of goals, policies, procedures, task assignments, steps to be taken, resources to be employed and other elements necessary to carry out a given course of action. They are ordinarily supported by necessary capital and operating budgets. For example, “Primary Health Care Program of PAMET”. 29  TYPES OF PLANS (HIERARCHY OF PLANS) A plan encompasses any course of future action. 8. Budget – Budget is a statement of expected results expressed in numerical terms. It is also referred to as “Numberized Program”, necessary for control. 30  BUDGETING 1. Capital Budget – plans for the acquisition and completion of specific equipment and building projects that require major financial commitments. Capital budgeting is the process use by organizations to plan, evaluate and choose between future investment opportunities. 31  BUDGETING 1. Capital Budget – Specifically, this is the mechanism whereby the laboratory selects and authorizes the purchase of major equipment and building projects; these commitments often represent hundreds of thousands of money. “Capital” per se is a term that can refer to the monetary needs of an institution. 32  BUDGETING 2. Flexible budgeting A budgeting process that attempts to set expenditures based on a variable workload volume. For example, at a certain patient census, the hospital should have a specific number of employees. When the number of patient increases, more staff should be hired, when the census drops, employees are laid off. 33  BUDGETING 3. Zero based budgeting A method that analyzes needs based on prioritizing of goals and objectives and NOT on past allocations. For example, the laboratory may have a specific plan to examine each year which services should be performed in – house and which should be sent to reference laboratories. This would be much more than simply going down the test menu. Zero based budgeting starts with the assumption that a service is NOT necessary, with extensive documentation required to explain why it must be performed in – house and dropped in favour of 34 a more productive option.