TOPIC 3 - PRINCIPLES AND CONCEPTS OF PLANNING.pdf

TOPIC 3 - PRINCIPLES AND CONCEPTS OF PLANNING JIM ROHN ” You can’t make progress without making decisions” Even if you have tons of ideas and dreams in your head, if you don’t actually make a clear decision or take that first step, nothing’s gonna happen. Make it work, or nothing's gonna happen, so...

TOPIC 3 - PRINCIPLES AND CONCEPTS OF PLANNING JIM ROHN ” You can’t make progress without making decisions” Even if you have tons of ideas and dreams in your head, if you don’t actually make a clear decision or take that first step, nothing’s gonna happen. Make it work, or nothing's gonna happen, so we have to take action. We need to put some effort into what we want to achieve to see progress. PLANNING A dynamic profession that works to improve the welfare of people and their communities by creating more convenient, equitable, healthful, efficient, and attractive places for present and future generations. In a general sense, especially in management, planning is all about improving the well-being of people and communities. Whenever you plan something in management, you're aiming to enhance the quality of life for folks and our communities. We want to create something that's convenient, fair, healthy, and efficient.It's not just about making things nice for today; it's about creating attractive places for future generations too. It's a long-term vision. HEALTHCARE PLANNING An orderly process of defining community health problems, identifying unmet needs and surveying resources to meet them. In healthcare, planning is a structured process. We systematically define community health issues by figuring out what problems we're facing right now, what illnesses are affecting people, and whether there are unmet needs. We also look at what resources we have to address those needs. CONTENTS OF PLANNING 1. SHOULD BE COMMUNITY-BASED 2. INCLUSION OF STAKEHOLDERS - Planning should be community-based and involve everyone who's a stakeholder. By "community," it means a big group of people, and stakeholders can be shareholders or investors. - Basically, anyone who can help out with the plan. They can help speed things up and benefit from it too. But if you don’t have any stakeholders, it can lead to problems, Without investors, it’s going to be tough for us. 3. SYSTEMATIC & LOGICAL PROBLEM-SOLVING PROCESS We should use a logical problem-solving process, so it’s systematic. There’s always an order when you start planning. 4. CONSIDERS ALL HAZARDS & THREATS - Hazards and threats are not the same. In the lab, especially in Chem 1, the hazards we’re talking about include occupational health hazards, like biological ones, meaning the bacteria and viruses you handle. - Then there are chemical hazards too; we work with various solutions and reagents in med tech, so it’s crucial to protect ourselves from those as well. - Now, about the threats. Healthcare organizations are facing cybersecurity threats right now, like data breaches and malware. Because of this, the healthcare industry has become a target, so it's super important to invest time and energy to prevent these issues. We need to protect our patients' information and keep it confidential from any unauthorized access. 5. MUST BE FLEXIBLE In the planning stage, it's also crucial to stay flexible, so we need to be ready to change some parts if necessary. 6. IDENTIFY MISSION & GOALS - We also need to clearly identify our mission and our goals as an organization. Goal is broader and long-term, while the mission tells you the purpose of your organization, your values and beliefs—who you are and why you do what you do. So, that's the mission. 7. IDENTIFIES TASKS 8. TELLS WHAT PEOPLE SHOULD DO It is during the planning stage where we figure this out. We need to figure out the tasks that need to be done and who’s going to do them. 9. FUNDAMENTALLY A PROCESS TO MANAGE RISKS So, in planning, we also have to think about the different risks and problems that might come up once we start putting our plan into action. Risks in management: it’s the chance of loss or injury. But in management: it’s more like the possibility that’s something could happen that could negatively affect us. Achieving our goals can be tricky. There's a chance something might negatively impact our progress, which could hinder our success. That's a risk we need to be aware of. We should try to stay ahead of potential issues so we're ready if they come up. 10. ONE OF THE KEY COMPONENTS OF THE PREPAREDNESS CYCLE. planning is a crucial part of being prepared. So, what exactly is this preparedness cycle? When you plan, you’re way more ready to handle whatever comes your way. This is really a cycle for managing risk, and the first step is planning. CONCEPTS OF PLANNING 1. SCOPE OF THE PLAN Coverage Either comprehensive or partial Comprehensive: Involves all sectors of the nation's economy. Partial: Only involves a few sectors Inclusions and exclusions. 2. TIMESPAN Element of time (when to implement the plan) Either long-term, medium-term or short-term Long-term: usually covers an eight-year period Medium-term: four to seven years Short-term: one to two years 3. AUTHORITATIVENESS Either indicative or prescriptive Indicative: A plan is used merely as a guide/blueprint - when you’re making your plan, think of it as just a reference. It doesn’t have to be followed to the letter; it can be adjusted. It can just serve as a guide; you don’t have to stick to it too strictly. Prescriptive: The plan should be approved by all sectors before implementing. - it needs approval from all sectors before it can be put into action.You can’t just change it; you have to follow it from start to finish. It needs to be carried out exactly as it was created and finalized. It has to be followed as 4. LEVELS IN ORGANIZATION Hierarchy Identifying responsibility and levels of authority - Top management, middle management, and first-line managers, we’ve got a boss and their right- hand person, right? We need to figure out who's responsible for what and who's in charge at each level. We’ve got the top boss, the middle management, and then the first line of planning. 5. COMPONENTS Parts of the plan - Objective/s - Time frame - Actions to achieve the objectives - Resources available FUNCTIONS OF PLANNING STRATEGIC PLANNING - framework-setting; defining principles - long term approach OPERATIONAL PLANNING - translation of the strategic plan into activities - short term approach "Functions," refer to levels or tiers—like T-I-E-R. We have two main levels of planning: strategic and operational. Strategic planning is all about the long-term approach; it’s the big picture stuff. This is where we set up the framework and define our key principles. That’s your strategic planning. Next up is operational planning, a short-term approach. Basically, it means we can get things done pretty quickly. This is where we turn the strategic plan into actual activities. Now, it's time to take action. It's like, you’ve come up with a concept and figured out your strategy. Operational planning is about putting that into practice and making it happen. SEVEN STEPS OF THE MANAGEMENT PLANNING 1. IDENTIFYING GOALS - DETERMINING THE GOALS OF THE ORGNIZATION 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 on specific areas of service? 2. EVALUATION OF THE CURRENT SITUATION - GATHER INFORMATION - EVALUATE THE CURRENT SITUATION - COMPARE WITH WHERE THE ENTERPRISES WISHES TO BE What resources are available and how can they be marshaled? Include all personnel involved in the project. 3. ESTABLISHING A TIMEFRAME - CREATE A TIMEFRAME Time factor - Key element in determining if a plan is realistic. Placing goals within the context of time frames enables managers to plan where they want their organizations to be in one, two, or even five years 4. SETTING OBJECTIVES - PROVIDE OBJECTIVES A) It is clearly defined and understood. B) ) It is obtainable and realistic. C) It has a strict time period in which it is to be accomplished. D) It is measurable. SHOULD BE SMART: S - SPECIFIC M - MEASURABLE A - ATTAINABLE R - RELEVANT T - TIME-BASED 5. FORECASTING RESOURCE NEEDS - FORECAST NEEDS AND USE OF RESOURCES Deliberation must be given to the availability of current resources and the possibility of obtaining the additional assets needed. The development of the laboratory's budget both operational and capital, is the principal vehicle for accomplishing this task. 6. IMPLEMENTING THE PLAN - CREATE STEPS ON HOW TO IMPLEMENT THE PLAN  Tools of Persuasion - communication, involvement, inclusion, education, training, cooperation, building confidence, support, consultation, feedback, sharing information, and responsibility. Tools of control - allocation of financial resources through the budgeting process and the process of staffing and scheduling, or job assignments. 7. CREATING FEEDBACK MECHANISMS - PROVIDE FEEDBACK MECHANISM A) Formal meetings between managers and coworkers can be held to assess the current status and to make any necessary adjustments. B) Monitored standards of performance can be set to measure the progress of the plan. C) Informal meetings and conversations with staff and customers can reveal problems and recommendations for improvements. D) An analysis of the nature and types of problems that are encountered can be undertaken.