This document discusses strategic planning and operational plans in nursing management. It defines strategic planning as a systematic approach to decide how to promote and improve nursing practice. The key aspects covered include: - The purposes and importance of strategic planning in utilizing resources, managing performance, and improving goals and communication. - Tools for strategic planning like SWOT analysis, balanced scorecards, and strategy maps. - The strategic planning process involving need identification, developing strategies/objectives, creating the plan, selecting approaches, and implementation/review. - Operational plans are short-term plans derived from the strategic plan to accomplish organizational goals and objectives.

3. Seminar on
strategic planning and
operational plans
SUBMITTED TO: SUBMITTED BY:
MRS. S.BHARATHI. MSC(N)., MRS. S.KAVITHA.
NURSING TUTOR M.SC(N)-II-YEAR
G.CON G.CON

4. INTRODUCTION
 Planning is a deliberative, systematic phase of the
nursing process that involves decision making and
problem solving.
 Planning build the bridge between where we are and
where we want to go.

5. DEFINITION OF PLANNING:
 Planning is a process of determining the objectives of
administrative effort and devising the means calculated
to achieve them.
-Millet

6. Features of planning:
 Planning is goal-oriented.
 Intellectual process.
 It involves choice and decision making.
 Continuous process.
 All pervasive.
 Designed for efficiency.
 It is flexible.

7. Strategic planning
INTRODUCTION:
 Each organization involves in decision making to meet the
long-term and short-term goals.
 These decision generates imperative, functional, and
management plans, which are important to formulates
policy, procedure, methods, rules, projects, and standards.
 Strategic planning is essential to manage the organization
effectively and also to start up a new venture.

8. DEFINITION:
 strategic planning in nursing is a systematic approach, and
co-operative effort between the nursing department and the
organization to decide to promote and improve nursing
practice.
-Jogindra vati.

9. Purposes of strategic planning:
 To utilize available resources.
 To manage the performance of the department.
 To acquire and develop new practices
 To improve the goals, values, and communication.
 To bring changes in operations, management and organization.

10. Importance of strategic planning:
Strategic planning is useful to improve the nursing management in the
following ways:
 It provides accountability and monitoring performance
 It helps in setting a planning program.
 It integrates strategic planning with operational and financial plans.
 It concentrates more on strategic issues.
 It improves knowledge and skills in strategic planning.

11. Continued…
 It enhances co ordination among nursing managers. And
organization administrator.
 It allows better execution of plans.
 It is more realistic and rational.
 It anticipates the future.
 It develops an annual budget.
 It focuses on quality outputs to improve performance and care.

12. Nature of strategic planning:
 A strategy is an overall approach and plan.
 Facilitates the good management of a process.
 Day-to-day activities.
 It provides you with the big picture.
 It is a road map to lead on organization from where it is now
to where it would like to be in 5 (or) 10 years.

13. Need of strategic planning:
 If you fail to plan, then you plan to fail – be pro active about
the future.
 Strategic planning improves performance.
 Counter excessive inward and short-term thinking.
 Solve major issues at a macro level.
 Communicate to everyone what is most important.

14. Characteristic of strategic planning:
 Address critical performance issues.
 Create the right balance between what the organization is
capable of doing vs. what the organization would like to do.
 Cover a sufficient time period to close the performance gap.
 Visionary-convey a desired future end state.
 Flexible.
 Guide decision making.

15. Quality of strategic planning:
 Simple.
 Written.
 Clear.
 Based enough time allowed to give, it a time to settle.it should
not be rushed.
 Pushing the plans will cause problems.

16. Principles of strategic planning:
There are five principles of strategic planning's and they are as
follows:
 The principle of action.
 The principle of vision.
 The principle of participation.
 The principle of accountability.
 The principle of sensitivity.

17. Requirements of a good strategic planning
 A sound plan should serve as a frame work for secure support
and approval.
 It should provide a basic for more detailed planning
 It should be simple , logical and practical
 It should focus on matters of strategy importance.
 Plan should be separated from day to day work.
 It should be complete and integrated.
 Plan should distinguish between cause and effect.
 It should be in a written form.
 Plan should capable of being controlled.

18. Continued..
 Plan should assist in bench marking and
performance monitoring.
 It should stimulate change and become
building block for the next plan.
 Plan should be realistic, critical and attainable.

19. Benefits of strategy planning:
 It serves as the road map to the work.
 It utilize the resources in best manner.
 It responds to the environmental changes.
 Decreases the changes of mistake.
 Provides a framework for the communication.
 Good behavior.
 Basics for individual responsibilities.
 Helps in encouragement.

20. Continued..
 Guide.
 Good tool for co-operation and thinking
 Gives a picture of employees in an organization.
Elements of strategic plan:
 Analysis.
 Choice.
 Implementation.
 Evaluation.

21. Strategic planning phase:
 Planning the process.
 Understanding the context.
 Vision, values, and mission discussion.
 Review of strengths and weaknesses, opportunities and
threats.
 Discussion of strategic options and goals.
 Organizational structure.

22. Tools of the strategic planning:
SWOT analysis:
 A swot analysis is a tool used to identify the strengths,
weaknesses, opportunities, and threats of an organization.
 Strength and weaknesses are internal factors that create or
destroy values.
 Opportunities and threats are external factors that create or
destroy values.

23. 1.SWOT ANALYSIS
HELPFUL
{ for the objectives}
HARMFUL
{ for your objectives}
INTERNAL
With in organization
STRENGTHS WEAKNESSES
EXTERNAL
Outside organization
OPPORTUNITIES THREATS

24. 2. Balanced scorecard:
The balance score card (BSc) is a strategic approach and
performance measurement analysis tool that enables
organizations to translate a company’s vision, mission, and
strategy in to implementation.
The BSc operates from 4 basic perspectives:
 Financial.
 Customer.
 Business process.
 Learning and growth.

25. Continued..
This enables an organization to monitor their present
performance and analyze their position to perform in the future.
Financial:
 To succeed financially how should we appear to our share
holders.
 Productivity, sustained shareholders, revenue growth.

26. Continued..
,
Customer:
 To achieve our vision how should we appear to our customers?
 product, service attributes, price , quality, time ,
relationship.
Internal business processes:
 To satisfy our share holders and customers what business
processes must we exceliat?
 Manage operations, manage customers, manage innovations

27. Continued..
Learning and growth:
 to achieve our vision how will we sustain our ability to change
and improve?
 Human capital, Information capital, organization capital

28. 3. Strategy maps:
 Strategy maps are diagram that describe how an organization
creates value through connecting strategic objectives in
cause and effect relationships through the implementation of
the balanced score card .
 Perspectives: finance, customer, business processes,
learning and growth.

29. The objectives of strategy maps are:
 Identify balances of contradictory forces in business decisions
or operations.
 Identify customers value.
 Identify internal business processes to create value in the
organization.
 Determine the value of intangible assets.

30. Strategic planning process:
 Strategic planning is a rational and scientific approach and requires
institution.
 A series of steps involved in planning a strategy.
1. Need identification and situation analysis.
2. Developing strategies, goals and objectives.
3. Developing a strategic plan and getting ready.
4. Identifying and selecting the alternative approaches.
5. Implementing and reviewing the plan.

31. 1. Need identification and situation
analysis:
 Identify mission and vision of the organization.
 Gather information about the organization and define the
previously applied strategies.
 Analyze critical areas by using strength, weakness,
opportunity, threats-SWOT.
 Analyze the available resources and estimate the requirement.

32. 2. Developing strategies, goals and objectives:
 Long-range goals, and specific objectives of its responses to
identify critical issues and situation analysis.
3. DEVELOPING A STRATEGIC PLAN AND GETTING
READY:
Be ready with the following tasks to build a word plan:
 Constitute the planning committee.
 Clarify the roles of all those involved in planning.

33. Continued..
 Develop an organizational profile.
 Find out the management structure.
 Prepare a strategic plan keeping in mind the critical issues of
each program.

34. 4. Identifying and selecting the alternative
approaches
 Identify the alternative strategies/programs by utilizing the
opportunities and strengths of the organization.
 Analyze programs through competitive analysis and with
previously implied strategies.
 Select the best approach to implement.

35. 5. Implementing and reviewing the plan:
 Implement the best strategy.
 Monitor and evaluate.
 Review periodically for its effectiveness.

36. Planning various level of management
Corporate or organizational level
Divisional plans
Departmental plans
Sectional plans

37. Strategic planning in nursing management
 It provides accountability and monitoring of performance.
 It helps in setting more formal planning programme and
require department and unit planning.
 To improve knowledge and skill in strategic planning.
 To improve the communication of top nursing managers with
organization administrator.

38. Continued..
 To allow better execution of plans.
 To be more realistic and rational.
 To anticipate future plan for it.
 To develop annual budget.
 To focus on quality outputs that will improve nurse
performance and productivity.

39. OPERATIONAL PLANS
INTRODUCTION:
Operational Plans are single- use, short-term plans derived
from the strategic plan to accomplish the goals and
objectives of the organization.

40. CONCEPT AND MEANING:
 An operating plan includes the actions to achieve the set objectives.
 The plan is a step-by-step process of achieving goals and objectives.
 Goals of strategic and operational plans are the same, but they differ
in their objectives.
 It includes planning for the budget, organizational structure ,quality
monitoring process, new programs, and directions to
managers/leaders.

41. Characteristics of Operational Planning:
 Operating planning is a subset of strategic work plan.
 It describes short-term ways of achieving milestones and
explains how, or what portion of
 Five year-strategic plan would need five operational plans
funded by five operating budgets.

42. Continued..
 Operational plans should establish the activities and budgets
for each part of the organization.
 The operational planning is both the first and the last step in
preparing an operating budget request.
 Operational plans should be prepared by the people who will
be involved in implementation.

43. Purposes of Operational Plan:
 To specify activities and procedures.
 To set a time frame for achieving the objectives.
 To allocate responsibilities to staff involved in a particular
business.
 To prepare the team for taking up responsibility.
 To specify the records to be kept and the policies needed.

44. Operation plans should contain:
 Clear objectives.
 Activities to be delivered
 Quality standards
 Desired outcomes
 Staffing and resource requirements
 Implementation Timetables
 A Process for monitoring progress.

45. Formulation of operational plans:
 Recognize the need for the operational plan
 Collection of necessary information and facts
 Laying down the objectives
 Determine the knowledge, attitudinal behaviour, skills, and
habits levels of employees
 Selection of team
 Prepare time frame

46. Continued..
 Develop alternative action plans
 Evaluation of the operational plan
 Determine secondary plans
 Plan for implementation

47. Flow chart of strategic and operational
planning:
values vision mission
Overall goal
Immediate
objective
Key result areas
Action planning
Problem
identification
Internal
implications

48. Difference between strategic and
operation planning:
S.No Point of
distinction
Long term
[strategic plan]
Short term
plan(operational)
1 Time More than 5 years Up to 1 year
2 Deals with Vision, long term goals Mission,
current operations
3 Focus on Linkage with external
factors
Linkage with various
parts of organization

49. Continued..
4 Impact Demands challenges in the
structure & resources
Operates with
existing
structure
resources
5 uncertainty Increased risk and
uncertainty
Decreased risk
&uncertainty
6 Level By top level managers By low level
managers
7 Purpose Adapt to the external
environment
Adapt to the
internal
environment
8 Activity Total institutional
performance
Internal task and
operation
9 Accuracy Less accuracy More accuracy
10 decision Long term Short term

50. Nursing leadership role in strategy
planning
 Nurse manager have 24 hrs duty responsibility for managing nurses , nursing
unit and,
 Patients and serve as a bridge between the operational and management level of
the facility.
 They are responsible for creating a safe and health environment for the health care
staff.
 Effective and efficient leadership that is conceptual technical, and humane.
 Leadership is needed for developing and sharing sound vision.
 Strategic leadership is a continuous process and a cycle . It is not enough just to
think, “plan’ and reflect”.

51. Strategic leadership cycle involves
cycle
Assessing –Where we are
Understanding - where we
are and want
Learning- how to get there
Making - implementing
Checking- current
performance

52. Summary:
 So for we have discussed about Strategic Planning and
operational Plans Introduction, definition Purposes,
importance, nature, Need of Strategy Planning,
Characteristic of Strategy Planning, Quality & benefits of
Strategy Planning Tools, and strategy maps, Phases,
Process of strategic Planning, and Operational Planning -
definition, characteristic Steps, Types, difference between
Strategic and operational planning, flow chart of Strategic
and operational Planning

53. Conclusion
 Strategic planning is an essential for any organization
aiming to secure long -term success. It provides direction ,
enhance decision making . Improves resources management,
and increase operational efficiency.

54. Theory application general
system theory – karl Ludwig von
bertalanffy- 1950
input throughput output
Student having
inadequate
knowledge
about strategic
and
operational
planning
Discussion class
on stretagic and
operational
planning
Students gained
knowledge
about strategic
and operational
planning.
feedback

55. Journal application
journal :
International journal of advanced nursing management 6 (1) jan -
march 2018.
Review article:
strategic planning ; future of an organization – A critical review.
Author: Mr. Rangappa .S. Asst professor , dept of child health nursing.sdm
institute of nursing sciences , sattur. Karnataka.

56. Continued..
 ABSTRACT:
Strategic planning is an organization’s process of defining its
strategy or direction and making decision on allocating its
resources to pursue this strategy.
Strategy includes processes of formulation and implementation,
strategic planning helps coordinate both.
Strategic planning provides inputs for strategic thinking , which
guides the actual strategic formation.
The end result is the organization’s strategy , including a
diagnosis of the environment and competitive situation, a guide
policy on what the organization intends to accomplish, and key
initiatives or action plans for achieving the guiding policy.

57. Continued..
 SWOT Analysis is an examination of organizations internal strength and
weaknesses, its opportunities for growth and development, and the
threats the external environment presents to its survival.
SWOT analysis view
 strength as current factors that have prompted outstanding
organizational performance.
 Weaknesses are organizational factors that will increase health care costs
or reduce health care quality.
 SWOT analysis view opportunities as significant new business initiatives
available to a health care organization