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1. Plannin
g
The First management
Function

2. The Session
objectives
1) Define planning
2)Identify the attributes of
planning
3)Discuss the planning
process.
4)Explain the importance of
planning
5)Contrast between the
approaches of planning

3. Continue the
objectives
6) Discuss the planning
process
7) Compare between
strategic and operational
plan
8)Identify the tools of
planning

4. Planning
• it is a technical function
that enables HSO to deal
with present and
anticipate the future. It
involve deciding what to
do, when, where, and how
to do it, and for what
purpose.

5. • It was also described as a
primary function because
the other functions are
predicted upon the most
important outcomes of
planning such as:
objectives, strategies, and
operational programs.

6. • The primary role of a
manger is
guaranteeing the HSO
survival through
strategic planning and
marketing.

7. Attributes of
planning
1. Goal-oriented. Planning is made to
achieve desired objective of health
organization
2. looking ahead(futuristic)
3. intellectual process.(mental
exercise and creative thinking
4. Planning is the primary function
of management / Primacy of
Planning. It lays foundation for
other functions of management

8. .Planning is a Continuous Process.5
planning is a never ending function
due to the dynamic business
.environment
Planning is all Pervasive. It is .6
required at all levels of
management and in all departments
.of enterprise
.Planning is designed for efficiency.7
Planning leads to accomplishment .8
of objectives at the minimum
.possible cost

9. .Planning is Flexible .9
Since future is
unpredictable, planning
must provide enough room
to cope with the changes in
customer’s demand,
competition, govt. policies
.etc

10. Advantages of
Planning
Planning facilitates management by .1
objectives
.Planning minimizes uncertainties .2
.Planning facilitates co-ordination .3
Planning improves employee’s.4
.moral
.Planning helps in achieving economies.5
Planning facilitates controlling .Planning .6
facilitates existence of certain planned goals
.and standard of performance

11. The importance of
planning
.Figure 3-3 Reasons for planning

12. Types of planning
Strategic planning: This sort of
planning is not just made for a
department or unit, but it
covers the entire
organization. Strategic
planning helps in determining
the factors of the internal and
external environment that
influences the organization
.directly

13. Continue….. Types of
planning
Operational planning:
involves a process that
determines the daily
activities of the business.
The planning is done in
order to assist strategic
planning to meet the
organizational goals.
Mid-level management
performs the operational

14. Continue….. Types of
planning
On the
-basis of
Strategic
Planning
Operational Planning
Meaning
It involves
strategies to be used
at an organizational
level to meet the
visions, mission, and
organization’s
.objectives
It involves determining a plan
that requires to be carried out at
functional level of the
.organization
Objective
To establish plans
as per the mission
and vision of the
.organization
To determine the routine
operations of a business unit or
.department
Time
frame
Carried out for long
term
Short term
Performed
by
Higher level
management
Mid-level management
Scope It has a wider scope It has a narrow scope
Is usually

15. Planning process
Assessment to Aware the opportunities (1
: Defining community health problems
State the Objectives : specifying the (2
results expected indicate the end points
of what is to be
done,. This is the second and perhaps the
most important step of the planning
process. Here we establish the objectives
for the whole organization and also
individual departments. Organizational
objectives provide a general direction,
objectives of departments will be more
.planned and detailed

16. Developing Premises : These [3
planning premises are also of
two types – internal and
external. External assumptions
deal with factors such as
political environment, social
environment, the advancement
of technology,
competition, government
policies, etc. Internal
assumptions deal with policies,

17. Identifying Alternatives [4
The fourth step of the planning
process is to identify the
alternatives available to the
managers. There is no one way
to achieve the objectives of the
firm, there is a multitude of
choices. All of these alternative
courses should be identified.
There must be options
.available to the manager

18. Examining Alternate Course of [5
Action
The next step of the planning process
is to evaluate and closely examine
each of the alternative plans. Every
option will go through an
examination where all there pros and
cons will be weighed. The alternative
plans need to be evaluated in light of
.the organizational objectives

19. Selecting the Alternative [6
Finally, we reach the decision
making stage of the planning
process. Now the best and most
feasible plan will be chosen to be
implemented. The ideal plan is
the most profitable one with the
least amount of negative
consequences and is also
adaptable to dynamic
.situations

20. Implementation of the Plan.(7
And finally, we come to the last step of
the planning process,
implementation of the plan. This is
when all the other functions of
management come into play and the
plan is put into action to achieve the
objectives of the organization. The
tools required for such
implementation involve the types of
plans- procedures, policies, budgets,
.rules, standards etc

21. Approach to
planning
• The planning approaches
basically describe how
planning is done, under
what conditions, and the
perspective of those who
plan.

22. • 1.Developmental-
incremental: Developmental
plan; characterized by
autonomy in developing
strategies and without
restriction, bold, new,
innovative, and non
traditional planning
outcomes. Incremental one
has the opposite
characteristics.

23. • 2. Proactive-reactive:
Proactive planning is
overt, systematic,
formalized , and
anticipatory. Involves
anticipating the future
and influencing the
environment. While the
reactive one is default
planning (on the rebound)

24. • There are other approach
such as
individuals-committee,
systematic-adhoc, and
quantitative-qualitative
may be used. These
approaches basically
describe how planning is
done, under what
conditions, and the

25. What Is a SWOT
?Analysis
• A SWOT analysis (done in strategic
plan) , it is the process of
uncovering and examining
different aspects of health service
organization , and organizing your
discoveries into a simple 2X2 grid
template. Each quadrant of the grid
corresponds to one letter of the
acronym SWOT. The acronym
stands
for strengths, weaknesses, opportu
nities, and threats.

26. Strengths: Strengths are things your
business is already doing well, the
unique resources your team
possesses, or any competitive
advantages you have. Strengths are
internal factors, so you can build on
them and use them to your
.advantage
Weaknesses: Weaknesses are areas
where your business could improve,
where resources are needed, or areas
where your competitors are
surpassing you. Weaknesses are also

27. Opportunities: Opportunities are areas you
can take advantage of now. These could be
new resources available to you, emerging
trends you could lean into, or any strengths
you’ve yet to adopt into your strategy. Like
threats, opportunities are external factors
.because they’re beyond your control
Threats: Threats are anything that could
negatively impact your business from the
outside or any obstacles your business
currently faces. You can usually get a sense of
your business’s threats or competition when
you run a market analysis. As an external
.factor, threats are often beyond your control

28. Planning tools
❖ Vision
❖ Values
❖ Mission
❖ Philosophy
❖ Goals
❖ Objectives (Targets)
❖ Standards
❖ Policies
❖ Procedures

29. • Vision: It is a mental
image or the power of
imagination to see
something that is not
actually visible. the
preferred future). Vision
statements are usually
written in the PRESENT
tense.

30. • Values: It is the worth, usefulness, or
importance of some thing . the guiding
value for general hospital are as follows:
• Quality
• Compassion
• Fairness
• Integrity
• Innovation
• Assume responsibility.

31. • Mission: for a purpose
which the organizations
exist. Most health
professionals as x-ray
department services are
exist to provide
high-quality of health
care to their clients. Some
are encouraging education
and research.

32. • The philosophy: the
philosophy articulate a
vision and provides a
statement of beliefs and
values that direct ones
practice. It should be
written, and review
periodically.

33. • Goals and objectives: State
actions for achieving the
mission and philosophy. The
more quantitative objectives
the more likely its
achievement is to receive
attention and the less likely it
is to be distorted. Objectives
are selective rather than global
like goals, are multiple, and
cover a wide range of activities.

34. • Because the organization and its
planning in dynamic state, so the
goals and objectives should be in
dynamic and periodically should be
reviewed. It is recommended that
objectives be achievable, specific,
measurable, and outcome oriented,
starting with "to" followed by a
verb. Each objective should be
about a single result with a target
date.

35. •Policies
&procedures: are
means for
accomplishing
goals and
objectives.

36. • Policies: A guide lines for
decision making , thinking ,
and how authority can be
delegated.
Policy attributes:
1.comprehensive.
2.Flexible.
3.consistency.
4.Fairness.
5. should be written;
6. Understandable.

37. …………Continue
7. Can be implied or expressed.
Expressed policy can be oral or
written. Oral policies are more
flexible than written ones and
can be easily adjusted to
changing circumstances.
8. should help to solve or
prevent specific problems

38. • Policies can arises in several ways
1.originated: are usually developed by top
management to guide subordinates in
their functions. It is broader policy.
2.Appealed Policies: Appealed policies
are formulated at the higher managerial
level in response to demands made by lower
managerial levels. These policies may also
exist in the form of precedents and serve as
guides for decisions in future.
3.Imposed or external: are thrust on an
organization by external forces, such as
government or labor unions

39. • Procedures: are the guidelines to
actions and performance by
enumerating the chronological
sequence of steps. Procedures
manuals provide a basis for
orientation and staff development
and are a ready reference for all
personnel. Written procedures
demands a consistent format that
considers the definition; purpose;
materials needed and how to locate,
requisition, and dispose of them;
steps in the
procedures…………..appropriate
charting.