Leadership Roles and management functions associated with the planning hierarchy and strategic planning. Leadership roles. Assesses - the internal and external driving forces and barriers to strategic planning. Demonstrates
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Mission the planning hierarchy and strategic planning
-Is a brief statement outlining the reason an organizations exists, and addresses its position regarding ethics, principles, and standards of practice. It is the highest priority in the hierarchy of planning because it influences all the other planning components in the pyramid
-Is are always future oriented while mission statements provide the foundation for organizational planning, an example of a vision statement would be “To become an exemplar for healthcare in the region”
philosophy the planning hierarchy and strategic planning
Flows from the mission statement and defines the set of values and beliefs that guide all actions of the organization, it is the basic foundation that directs all further planning toward the mission, a philosophy statement can usual be found in policy manuals and are available upon request
-The concepts of holistic care, education, and research, as well as the quality, quantity, and scope of nursing services
-Sets of beliefs that guide their behavior, called values. Some strongly held american values are individualism, the pursuit of self-interest, and competition, we will be discussing the effect of these values on our healthcare system later on.
-Shaped by the socialization processes experienced by that person.
1. It must be freely chosen from among alternatives only after due reflection
2. It must be prized and cherished
3. It is consciously and consistently repeated (part of a pattern)
4. It is positively affirmed and enacted
Each nurse-leader should encourage self-awareness in their employees through examination of their value system and understanding the role that it plays in decision making and resolving conflict.
GOAL the planning hierarchy and strategic planning
The ends toward which the organization is working, it is the aim of the philosophy, it is what makes the philosophy operational
The desired result toward which effort is directed
Measurable and ambitious, but realistic, just like the criteria we use in our nursing care plans to identify pt. outcomes
objectives the planning hierarchy and strategic planning
Identify how and when the goal is to be accomplished, they are more specific and measurable than goals in this regard
Are written in terms of the method to be used, an example of a process objective might be “100% of nurses will teach their pts how to use the callbell within 30 mins of admission, and request return demonstration”
Specify the desired outcome, an example of this would be “ All post-op pts will perceive a decrease in their pain after the administration of pain medicine”
Plans reduced to statements or instructions that direct organizations in their decision making; it is a statement of expectations that sets boundaries for action taking and decision making
Many policies come from JCAHO (Joint Commission Accreditation of Healthcare Organizations)
Not written or verbally expressed, and usually developed over time and follow a precedent; for example a hospital may have a policy that employees should be encouraged and supported in their activity in regional, community, and national healthcare organizations
Delineated verbally or in writing
May include a formal dress-code, a policy for sick leave or vacation time, and disciplinary procedures
Procedures the planning hierarchy and strategic planning
Plans that establish customary or acceptable ways to accomplishing a specific task and outline a sequence of steps of required actions.
For example, the unit manager must provide a clearly written procedural statement regarding how to request vacation time
Rules the planning hierarchy and strategic planning
Rules and Regulations
Plans that define specific action or non-action
Describe situations that only allow one choice of action
Because rules are the least flexible type of planning, there should be as few rules as possible, however existing rules should be enforced to keep morale from breaking down
Sample Objective/Goal: “To reduce medication administration errors by 10%”
Consider implementation of electronic charting/drug administration system
Analyze staff to patient ratios
Are nurses overworked?
Baylor of Garland case study
Baylor of Garland still uses paper charting -- because of this many medication errors may occur
For example, a patient received the incorrect dosage of an anti-seizure medication for 2 days because the pharmacy scanned the incorrect doctors order due to the disorganization of the paper chart. Because of this, the patient experienced an unnecessary seizure before the error was found
Sample Objective/Goal: “Provide care to 15% more patients than we did last year”
Assess resources to available to achieve the objective
How much additional staff will be needed?
How much additional space will we need?
Will we need new construction?
New wing or modular building?
How will we pay for the addition – seek funding, charity or debt financing (taking out a loan)?
Sample Objective/Goal: “Decrease the unnecessary waste of supplies by 5%”
Implement incentive-based motivation for staff to decrease wasted supplies
Consider implementing a competition for the least amount of supplies wasted, winner gets first right on holiday scheduling decisions
Consider implementing additional policies for supply uses? (Example: Mandatory workshops or refresher courses on proper patient assessment)
Many times supplies will be wasted because the patient was not properly assessed prior to getting the supplies – for example grabbing a male-sized catheter for a female and not realizing it until the procedure.