Strategic Planning

Strategic Plannin" rel="nofollow">ing Order Description need paper in" rel="nofollow">in APA format with proper citation, references, doi number please use the reference that i given Chamberlain" rel="nofollow">in College of Nursin" rel="nofollow">ing NR-532 HC Operational Plannin" rel="nofollow">ing and Management Strategic Plannin" rel="nofollow">ing (graded) List one opportunity or threat to nursin" rel="nofollow">ing; it may be in" rel="nofollow">internal or external to the organization. Some examples in" rel="nofollow">include: patient coercion to do thin" rel="nofollow">ings they do not wish to do or a competin" rel="nofollow">ing organization within" rel="nofollow">in close proximity offerin" rel="nofollow">ing sign-on bonuses. Discuss the severity of the opportunity or threat and the probability that it may occur in" rel="nofollow">in an organization. Strategic Plannin" rel="nofollow">ing As we begin" rel="nofollow">in this week’s lesson, it is important to realize that strategic plannin" rel="nofollow">ing is a necessity to ensure the viability of your organization. Strategic plannin" rel="nofollow">ing is a contin" rel="nofollow">inual process that begin" rel="nofollow">ins with the settin" rel="nofollow">ing of goals and objectives, development of an action plan, and periodic review of the overall strategic plannin" rel="nofollow">ing process and outcomes. Modification of any part of the plannin" rel="nofollow">ing process may occur as needed as feedback and recommendations are received and reviewed (Roussel, 2013). Strategic plannin" rel="nofollow">ing generally focuses on the purpose, mission, and goals in" rel="nofollow">in relation to what is happenin" rel="nofollow">ing outside the organization in" rel="nofollow">in the external environment (Marquis & Huston, 2014). When used as a development technique, strategic plannin" rel="nofollow">ing can be very beneficial to an organization from a variety of aspects and takes in" rel="nofollow">into account the organization’s culture, size, leadership, and environmental complexity. The nurse leader of an organization has an overall awareness of the organization and plays a key role in" rel="nofollow">in this plannin" rel="nofollow">ing process and its overall success to be cognizant how change may affect the environment. Without this awareness of how one department or area may affect another area, the nurse leader may devise a plan that is not viable or realistic. Variations in" rel="nofollow">in Decision Makin" rel="nofollow">ing As a nurse leader, you have your in" rel="nofollow">individual life experiences, values, and perceptions, which may cause you to thin" rel="nofollow">ink differently from your colleague in" rel="nofollow">in a similar situation. No matter how objective you may attempt to be in" rel="nofollow">in decision makin" rel="nofollow">ing, your life experiences and value system may have an in" rel="nofollow">influence in" rel="nofollow">in a particular situation. As a person matures, his or her experiences provide a wider scope of alternatives in" rel="nofollow">in decision-makin" rel="nofollow">ing choices. Bein" rel="nofollow">ing aware of these in" rel="nofollow">influences and attemptin" rel="nofollow">ing to understand your feelin" rel="nofollow">ings toward certain" rel="nofollow">in beliefs can be helpful to ensure an unbiased determin" rel="nofollow">ination in" rel="nofollow">in decisions and plannin" rel="nofollow">ing. The Strategic Plannin" rel="nofollow">ing Process Strategic plannin" rel="nofollow">ing helps an organization determin" rel="nofollow">ine where it in" rel="nofollow">intends to go over a set period of time. This process generally will in" rel="nofollow">include how to get there, what needs to be completed to get there, how to know when you get there, and how to know if you are on the right path. Some strategic plans are structured for 1 year, some for 2 to 3 years, or some are as far out as 5 to 10 years. Aspects of the strategic plan may in" rel="nofollow">include economics; use of resources, in" rel="nofollow">includin" rel="nofollow">ing people, funds, and facilities; in" rel="nofollow">innovations; and social responsibilities. The basic process generally in" rel="nofollow">includes statin" rel="nofollow">ing the purpose of the strategic plan (which in" rel="nofollow">includes vision and/or values), goals (to work toward the purpose), strategies (to achieve the goals), and action plans (identifyin" rel="nofollow">ing who will do what and by when) (Paschall, 2013). Benefits of strategic plannin" rel="nofollow">ing for an organization may in" rel="nofollow">include effective use of resources to focus on selected key strategies, provide guidelin" rel="nofollow">ines to measure progress, and in" rel="nofollow">interprofessional collaboration to distribute the work (Paschall, 2013). Participants Involved in" rel="nofollow">in the Plannin" rel="nofollow">ing Process The selection of key persons to participate on the strategic-plannin" rel="nofollow">ing committee is vital to the success of the process. The plannin" rel="nofollow">ing committee will set the course and direction for the organization and have a direct impact on the organization’s future. A facilitator should be chosen to help guide the process and keep all persons on task and to meet select deadlin" rel="nofollow">ines. Some in" rel="nofollow">individuals, because of their positions, are often in" rel="nofollow">included, such as the chair of the governin" rel="nofollow">ing body, chief executive officer (CEO), chief fin" rel="nofollow">inancial officer (CFO), and chief nursin" rel="nofollow">ing officer (CNO). Individuals chosen to serve on this committee should be identified as strategic thin" rel="nofollow">inkers within" rel="nofollow">in the organization. Mission Statement If you are part of a new organization, a mission statement will need to be developed. All organizations are not the same, and an organization’s mission statement can help differentiate it from others. The mission should express the purpose of the organization clearly. If you are part of an established organization with a current mission statement, a review of this statement should be conducted to ensure that it is reflective of your current ideas and direction. A sample mission statement is available in" rel="nofollow">in your textbook to review. Goal Settin" rel="nofollow">ing Strategic goal settin" rel="nofollow">ing is an important step in" rel="nofollow">in the plannin" rel="nofollow">ing process. Goals and objectives are the results of the strategic plannin" rel="nofollow">ing. Selected goals should be reachable, in" rel="nofollow">in order to motivate staff and employees to work toward them. Goals must be specific, verifiable, measurable or quantifiable, and reached at the end of the agreed-upon time period. The specific outcomes of the goals should contribute to the organization's mission. Sample goal statements are available in" rel="nofollow">in your textbook to review. Developin" rel="nofollow">ing the Implementation Plan As part of the implementation plan, the strategic-plannin" rel="nofollow">ing committee assigns specific responsibilities for each strategy to an in" rel="nofollow">individual or group. Each strategy is also assigned a timelin" rel="nofollow">ine and completion date. It is important to set deadlin" rel="nofollow">ines and checkpoin" rel="nofollow">ints durin" rel="nofollow">ing the implementation phase, in" rel="nofollow">in order to measure progress durin" rel="nofollow">ing the process. This periodic feedback allows the plannin" rel="nofollow">ing committee to evaluate the effectiveness of its process and selected strategies to make any adjustments as necessary to stay on target with set deadlin" rel="nofollow">ines. Please refer to the followin" rel="nofollow">ing in" rel="nofollow">information to review the various phases of the strategic plannin" rel="nofollow">ing process. Please review Figure 9-20—Summary of Phases of Strategic Plannin" rel="nofollow">ing (page 368 of the Management and Leadership for Nurse Admin" rel="nofollow">inistrators textbook). Evidence-Based Strategic Plannin" rel="nofollow">ing The use of evidence-based research can be helpful to support your decisions in" rel="nofollow">in the strategic- plannin" rel="nofollow">ing process. A structured approach to decision makin" rel="nofollow">ing and problem solvin" rel="nofollow">ing can aid in" rel="nofollow">in makin" rel="nofollow">ing quality decisions and avoid trial and error. Elements in" rel="nofollow">in the problem-solvin" rel="nofollow">ing process in" rel="nofollow">include: clearly defin" rel="nofollow">inin" rel="nofollow">ing your objectives; carefully gatherin" rel="nofollow">ing data; logical thought, and actin" rel="nofollow">ing-and-choosin" rel="nofollow">ing decisively. A clearly defin" rel="nofollow">ined objective that aligns with the organization’s mission and vision is helpful to move forward in" rel="nofollow">in the problem-solvin" rel="nofollow">ing or plannin" rel="nofollow">ing process. Collectin" rel="nofollow">ing accurate data to support your objective or identified problem can help ensure that personal biases do not in" rel="nofollow">influence a decision. After carefully reviewin" rel="nofollow">ing all of the in" rel="nofollow">information and data presented on an issue, a logical decision should be rendered. The fin" rel="nofollow">inal step is to act on the decision and accept the consequences of the fin" rel="nofollow">inal decision. Strategic plannin" rel="nofollow">ing conducted with supportin" rel="nofollow">ing evidence-based research can support various improvements to nursin" rel="nofollow">ing and the overall organization. Some examples of areas where strategic plannin" rel="nofollow">ing can benefit the organization in" rel="nofollow">include in" rel="nofollow">increased communication from admin" rel="nofollow">inistration and nursin" rel="nofollow">ing leadership, budget development, enhanced focus on the competition and other external factors, and in" rel="nofollow">increased program plannin" rel="nofollow">ing. SWOT Analysis A common, effective, and subjective tool in" rel="nofollow">in strategic plannin" rel="nofollow">ing is a SWOT analysis, which is identification of strengths, weaknesses, opportunities, and threats for an organization. This analysis tool allows the strategic-plannin" rel="nofollow">ing team to identify issues that most likely will impact a specific organization in" rel="nofollow">in the future and develop an action plan. Performin" rel="nofollow">ing a SWOT analysis is a way to identify in" rel="nofollow">internal strengths and weaknesses and any potential opportunities and threats (Marquis & Huston, 2014). Strengths and weaknesses are in" rel="nofollow">internal to the company, such as reputation and location, which could be changed over time. Opportunities and threats are external to the organization, such as suppliers, competitors, and prices. These occur whether we want them to or not. When completin" rel="nofollow">ing a SWOT analysis, it is imperative that an organization be honest and realistic about its strengths and weakness and how these vary from the future goal. The analysis should be concise, simple, and clear regardin" rel="nofollow">ing what you wish to accomplish, keepin" rel="nofollow">ing your competitors in" rel="nofollow">in min" rel="nofollow">ind. Summary This week, we explored aspects of strategic plannin" rel="nofollow">ing as a development tool for an organization. We also reflected on some strategies that may be helpful to the nurse leader to benefit the healthcare organization. Next week, we will explore license and accreditation. References Marquis, B.L. & Huston, C.J. (2015). Leadership roles and management functions in" rel="nofollow">in nursin" rel="nofollow">ing: Theory and application (8th ed.). Chin" rel="nofollow">ina: Wolters Kluwer Health. • Chapter 7: Operational and Strategic Plannin" rel="nofollow">ing Roussel, L. (2015). Management and leadership for nurse admin" rel="nofollow">inistrators (7th ed.). Boston: Jones & Bartlett Learnin" rel="nofollow">ing. • Chapter 7: Strategic Plannin" rel="nofollow">ing and Change Leadership: Foundations for Organizational Effectiveness Required Article Paschall, L. (2013, January). Implementin" rel="nofollow">ing a strategic plan. Dental Assistant, 82 (1), 14–6. Marquis, B.L. & Huston, C.J. (2014). Leadership roles and management functions in" rel="nofollow">in nursin" rel="nofollow">ing: Theory and application (8th ed.). Philadelphia: Lippin" rel="nofollow">incott Williams & Wilkin" rel="nofollow">ins. Paschall, L. (2013, January/February). Implementin" rel="nofollow">ing a strategic plan. The Dental Assistant. 14-16. Roussel, L. (2015). Management and leadership for nurse admin" rel="nofollow">inistrators. (7th ed.). Boston: Jones & Bartlett Learnin" rel="nofollow">ing. Page or paragraph numbers must be in" rel="nofollow">included with quotes per APA. See APA re how to format references and in" rel="nofollow">in-text citations i.e. capitalization issues and use of the ampersand versus the word ("and"). Includin" rel="nofollow">ing at least one in" rel="nofollow">in-text citation and matchin" rel="nofollow">ing reference. Check for grammar and spellin" rel="nofollow">ings