PLANNING

PLANNING 4.
Interactivism – The last planning mode is interactive or

proactive planning. Planners who fall into this category
Planning is a predetermined action consider the past, present, and future and attempt to
plan the future of their organization rather than react to
 What to do? – Nursing Activities
it. Because the organizational setting changes often,
 How to do it? – Techniques and Principles
adaptability is a key requirement for proactive planning.
 Who is to do it? – Professional and non- Proactive planning occurs, then, in anticipation of
professional changing needs or to promote growth within an
4 PLANNING MODES by Russel Ackoff organization and is required of all leader-managers so
that personal as well as organizational needs and
1. Reactivism – Reactive planning occurs after a problem objectives are met.
exists. Because there is dissatisfaction with the current  Believed that future can be created and invent ways
situation, planning efforts are directed at returning the to achieve it
organization to a previous, more comfortable state.  Technology is valued depending on the need
Frequently, in reactive planning, problems are dealt with  Experiments leads to solution
separately without integration with the whole  Normative planning
organization. In addition, because it is done in response
to a crisis, this type of planning can lead to hasty Why PLAN?
decisions and mistakes
 Increases the chance of success
 Looks to the past
 Establish framework
 Technology an enemy
 Orients people to action
 Old organizational form
 Helps avoid crisis management
 Control from the top
 Employee involvement
 Planning a prerogative of management
Principles of Planning
2. Inactivism – Inactivism is another type of conventional
planning. Inactivists seek the status quo, and they  based and focused on the vision, mission,
spend their energy preventing change and maintaining philosophy, and clearly defined objectives of the
conformity. When changes do occur, they occur slowly organization
and incrementally. A third planning mode is preactivism.  A continuous process.
Preactive planners utilize technology to accelerate  Should be pervasive within the entire organization
change and are future oriented. Unsatisfied with the covering the various departments, services, and the
past or present, preactivists do not value experience various levels of management to provide maximal
and believe that the future is always preferable to the cooperation and harmony.
present.  Utilizes all available resources.
 Planning that prevents CHANGE  Must be precise in its scope and nature.
 Crisis management to control discomfort  It should be realistic and
without addressing its cause  focused on its expected outcomes
 Red tape and bureaucracy  Be time-bound, i.e., with short-and long-range
plans.
3. Preactivism – Preactive planners utilize technology to  must be documented for proper dissemination to all
accelerate change and are future oriented. Unsatisfied concerned for implementation and evaluation
with the past or present, preactivists do not value
 As to the extent of its achievement.
experience and believe that the future is always
preferable to the present. Scope of Planning & Management Levels
 Accelerate change to exploit the future Top management are the Nursing Directors, Chief Nurses,
 Top to bottom planning with objectives Deans :
 Associated with science & technology
 overall management operations of nursing services
 strategic planning
 Represent the organization
Middle Management are the Nursing Supervisors,associate
or assistant deans : directs the activities for implementation
to the different units Policies
Lower Management /First Line Management are the Head A policy is a statement of expectations that sets boundaries
Nurses, Charge Nurses : directly responsible for the actual for action taking and decision making (Paige, 2003). Means
production of nursing services for accomplishing goals and serve as basis for future
decisions consistency is important
 Acts link between higher middle management and
staff nurses Implied - are not directly voiced or written but are established
by patterns of decisions; may deliberately be implied
TYPES OF PLANNING because it could be illegal or reflect questionable
Long range or strategic planning Expressed – oral could be more flexible; in written policy
chance of misinterpretation is decreased.
 extends 3-5 years
 begins analysis of SWOT Analysis  If you have people who are accountable to you, you
 determines direction of the organization don’t need to formally issue policy statements to
 allocates resources create policy.
 Parents, bosses, boards, government
Operational Planning administrations, etc. are producing implied policy all
of the time.
 everyday management plans
 Formal dress code, disciplinary procedures,
 Actual delivery of the service to the community vacation or sick leave
Stages of Planning Originated or internal usually developed by top
A. DEVELOPMENT OF: management to guide subordinates
Mission Statement– A mission statement lays out the Appealed when a staff do not know to solve a problem, they
purpose of an organization. It tells “why” an organization appeal to the nurse manager for a decision
exists, what does it stand for? Who are we to help? Imposed thrust on an organization by external forces,
Vision Statement– An organization’s vision reflects what an Government policies or labor unions
organization hopes to become. It answers “where” the Procedures
organization is going.
 Procedure manuals provide a basis for orientation
Core Values – The values an organization chooses to and staff development and are ready reference for
highlight reflect beliefs about priorities. Core values may be all personnel.
related to characteristics specific to the organization.
 They standardize procedures and equipment and
For example, an organization that is faith-based can provide a basis for evaluation.
 Improvement in operating procedures increases
Goals – goals are broad based strategies needed to achieve productivity and reduces cost.
your organization’s mission.
Guide to action than a policy; manuals provide basis for
Objectives – objectives are specific, measurable, action orientation and staff development and are ready reference
oriented, realistic and time bound for all personnel
Philosophy – statement of belief based on core values or the Example: Procedural forms to request supply; Procedure for
inner forces that give the organization a purpose. ambulating a client
B. STRATEGIC PLANNING; Includes four

specific stages:
1. situational analysis, which includes both an internal
and an external environment analysis;
2. strategy formulation;
3. strategic implementation; and
4. strategic control
SWOT Analysis
 Is a relatively common strategic planning tool. If

performed correctly, it allows strategic planners to
identify those issues most likely to impact a
particular organization or situation in the future and
then to develop appropriate plan for action.
Identify and to identify and assess the internal strengths and

weaknesses of the organization in the context of its
philosophy, culture and objectives.
1. External Environmental Analysis: (O) & (T)
2. Internal Environmental Analysis: (S) & (W)
Strategy Formulation
Guided by the results of situational analysis, strategic

managers are in the position to establish organizational
objectives, develop and evaluate strategic alternatives,
select their strategy, and develop implementation plans.
Strategic Implementation
Carrying out the implementation of strategies
Strategic Control
 Monitoring controlling ongoing decisions, actions

and behaviors affected by the organization’s
strategies.
 In this stage, actual results are monitored and
compared to previously established objectives and
standards, and deviations are corrected.

PLANNING

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PLANNING 4.

Interactivism – The last planning mode is interactive or

B. STRATEGIC PLANNING; Includes four

 Is a relatively common strategic planning tool. If

Identify and to identify and assess the internal strengths and

1. External Environmental Analysis: (O) & (T)

2. Internal Environmental Analysis: (S) & (W)

Guided by the results of situational analysis, strategic

Carrying out the implementation of strategies

 Monitoring controlling ongoing decisions, actions

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