strategic planning- management of nursing course

1. PLANING TOOLS
PRESENTED BY : OLA AL-OMOUSH
SUPERVISED BY : DR. HALA RAMZI

2. Outlines:
 Objective.
 Introduction.
 Planning tools definition.
 Mention planning tools.
 Definition of mission & Mention Structure of mission statement
 Definition of vision , importance & developing of vision statement.
 Definition of value & the importance of value statement.
 Definition of philosophy statement.
 Nursing service philosophy & condition of this philosophy.
 Definition of objectives, condition and functions of objectives.
 Definition of rules, procedure and policies.
 Conclusion.
 References.

3. Objective:
At the end of this lecture, the students will be able
to:
Define the meaning of vision, mission statement,
philosophy, goals, objectives, policies, procedures, and
rules.
 discuss the relationship between an organizational
mission statement, philosophy, goals, objectives,
policies, procedures, and rules

4. Introduction:
 Everyone has a dream. But the most successful individuals -
and community organizations - take that dream and find a
way to make it happen.

5. introduction
 Setting of organizational objectives is the starting point of
managerial actions. An organization's end results for which
an organization strives is termed as “mission”, purpose,
objective, goal, target etc. Many times these terms are used
interchangeably as all these denote end results.

6. Definition of planning tools
 instruments that help guide organizational action steps
related to implementation of an initiative, program, or
intervention. They may provide detailed descriptions about
the county implementation plan and how it was developed.

7. Planning Tools include:
 Organizational timelines
 Action item checklists
 Things-to-do checklists

8. Planning tools
Mission
Vision
Philosophy
Values
Goals.
Objectives.
Policies
Procedures.
Rules.

9. 1-Mission / purpose
Mission statements are the starting points of an organization's
strategic planning and goal setting process.
Definition:
 The mission of an organization describes the purpose for
which that organization exists.

10. Structure of a mission statement
 Purpose and values of the organization (products or services, market)
 who are the organization's primary "clients" (stakeholders)
 What are the responsibilities of the organization towards these "clients"
 What are the main objectives supporting the company in accomplishing
its mission
 A mission statement explains the company's core purpose and
values.

11. Example:
Provides training and education, through evidence
based nursing practice that attracts and retain vibrant
work force consistent with safe high-quality nursing
care service.

12. 2- VISION STATEMENTS
Definition:
the ability to set goals about what the organization wants to
achieve.
 Vision statements reflect the ideal image of the
organization in the future.
 They create a focal point for strategic planning and are
time bound, with most vision statements projected for a
period of 5 to 10 years.

13. VISION STATEMENTS
importance
 it gives direction to employees about how they are
expected to behave
 inspires employees to give their best.
 it shapes customers’ understanding of why they should
work with the organization.

14. Developing a Vision Statement
 1. includes vivid description of the organization as it
effectively carries out its operations.
 2. can be quick culture-specific development.
 3. can be the most enjoyable part of planning, but the part
where time easily gets away from you.
 4. a motivational tool, too often including highly idealistic
phrasing and activities which the organization cannot
realistically aspire.

15. Example:.
Become a leading education and development center
recognized nationally and internationally.

16. 3- VALUE STATEMENTS
 Definition :It is defined as the morale rationale for all
business.
Examples of values are informality, creativity, honesty, quality,
courtesy, and caring.

17. Importance of values
statement:
 make employees feel proud and managers feel committed.
 It gives meaning to the right way to do things
 gives employees enthusiasm and energy.
 Values bond people
 set the behavior standards of the employees.

18. 4-The statement of philosophy
 Definition :
as an explanation of the systems of beliefs that determine how
a mission or a purpose is to be achieved.
 An organization's philosophy states the beliefs, concepts and
principles of an organization.

19. NURSING SERVICE
PHILOSOPHY
 The nursing service philosophy is a statement of beliefs that
flows from and is congruent with the institution’s philosophy.
The belief system of the nursing philosophy should reflect the
nursing division member’s ideas and ideals for nursing and
should be endorsed by others.

20. NURSING SERVICE
PHILOSOPHY
 It verbalizes the visions of both nurse managers and nurse
practitioners as to what they believe nursing management
and practice are.
 It states their beliefs as to how the mission or purpose will be
achieved, giving direction toward this end.

21. NURSING PHILOSOPHY should be :
 abstract and contain value statements about human beings
as clients or patients and as workers
 about work that will be performed by nursing workers for
clients or patients, about self-care, about nursing as a
profession
 about education as it pertains to competence of nursing
workers
 about the setting or community in which nursing services are
provided.

22. Nursing philosophy consists of
beliefs about:
 Person.
 Environment.
 Life.
 Health.
 Illness.
 Nurse-patient relationship.
 Nursing care.

23. 5-GOALS AND OBJECTIVES
Goals and objectives are the ends toward which the
organization is working.
All philosophies must be translated into specific goals
and objectives if they are to result in action.
Goals and objectives “operationalize” the philosophy.

24. Definition of goal
A goal: the desired result toward which effort is directed;
it is the aim of the philosophy.
Although institutional goals determined by the
organization’s highest administrative levels, there is
increasing emphasis on including workers in setting
organizational goals.
Goals, much like philosophies and values, change with
time and require periodic re-evaluation and prioritization.

26. Objectives
Objectives are similar to goals in that they
motivate people to a specific end and are
explicit, measurable, observable or retrievable,
and obtainable.
Objectives are more specific and measurable
than goals because they identify how and when
the goal is to be accomplished.

27. Objectives should be :
 clearly specified
 consistent with organizational mission
 rational and realistic rather than idealistic
 Achievable
 start with “to” and be followed by an action verb
 consistent over the period of time
 periodically reviewed
 have hierarchy
 An organization may have multiple objectives
 Can be changed

28. FUNCTIONS OF OBJECTIVES:
 To define an organization
 To provide directions for decision making
 To set standards of performance
 To provide a basis for decentralization

29. Policies
Policies: are plans reduced to statements or instructions
that direct organizations in their decision making.
Policies: comprehensive statements, derived from the
organization’s philosophy, goals, and objectives, explain
how goals will be met and guide the general course and
scope of organizational activities.

30. Procedures:
Procedures: are plans that establish customary or
acceptable ways of accomplishing a specific task and
delineate a sequence of steps of required action.
Established procedures save staff time, facilitate
delegation, reduce cost, increase productivity, and
provide a means of control.
Procedures identify the process or steps needed to
implement a policy and are generally found in manuals
at the unit level of the organization.

31. Rules
Rules and regulations: are plans that define specific action
or non-action.
Included as part of policy and procedure statements, rules
describe situations that allow only one choice of action.
Rules are fairly inflexible, so the fewer rules, the better.
Existing rules, however, should be enforced to keep
morale from breaking down and to allow organizational
structure.

32. CONCLUSION
 Mission, vision, value statements, objectives and philosophy
act as a basis for any organization. So an administrator has
to be vigilant while formulating these.

33. References
 https://calswec.berkeley.edu/toolkits/implementation-
toolkits/planning-tools
 http://currentnursing.com/nursing_management/mission_visi
on_values_of_organizations.html
 https://ctb.ku.edu/en/table-of-contents/structure/strategic-
planning/vmosa/main