Focus Management Workshop
& Cocktail Reception
Strategic Planning, Organizing, Leading and Monitoring
Management Model An Interactive Workshop
4th Annual Focus Manager’s – Mini Conference
Wednesday, May 6, 2015 2:00 pm - 5:30 pm Darnetta Clinkscale, MBA, RRT
Including Over 150 Registered Therapists
Objectives
The learner will be able to:
• Utilize a simple framework to build departmental plans that support the organization’s vision and priorities
• Identify the key components of delegation, setting expectations, measuring performance and holding people accountable
• Differentiate between management and leadership skills
• Choose at least one of several monitoring tools to track departmental successes
Why Plan?
Alice: Which way should I go?
Cheshire Cat: That depends on where you are going.
Alice: I don’t know where I am going.
Cheshire Cat: Then it doesn’t matter which way you go!!
The Plan
•
In the beginning was the Plan
•
And then came the assumptions
•
And the assumptions were without
form
•
And the plan was completely without
substance.
•
And the darkness was upon the face of
the workers
What Strategic Planning is Not
• Strategic planning is not forecasting
• Strategic planning is not the simple application of quantitative techniques to business planning
• Strategic planning does not eliminate risk
What Strategic Planning is
•
Strategic planning is concerned with making
decisions today that will affect the organization
(product line) and its future.
•
It helps managers access the risks they must take
by gaining a better understanding of the
parameters involved in their decisions.
Plan
•
Vision:
outlines what the organization wants
to be, or how it wants the world in which it
operates to be (an "idealized" view of the
world).
•
It is a long-term view and concentrates on the
future.
•
It can be emotive and is a source of
inspiration.
Plan
•
Mission:
Defines the fundamental purpose
of an organization or an enterprise,
succinctly describing why it exists and what
it does to achieve its vision.
Plan
Values:
Beliefs that are shared among the stakeholders
of an organization.
Values drive an organization's culture and
priorities and provide a framework in which
decisions are made
.Plan
Strategy:
Strategy, narrowly defined, means "the art of the general".- a combination of the ends (goals) for
which the firm is striving and the means (policies) by which it is seeking to get there.
A strategy is sometimes called a roadmap - which is the path chosen to plow towards the end vision.
Plan
Hoshin planning
systematizes strategic planning.
To be truly effective, it must also be
cross-functional, promoting cooperation along the
value stream, within and between business
functions.
Plan
Hoshin planning is a seven-step process, in which you perform the following management tasks:
1. Identify the key business issues facing the organization.
2. Establish measurable business objectives that address these issues. 3. Define the overall vision and goals.
4. Develop supporting strategies for pursuing the goals. In the Lean organization, this strategy includes the use of Lean methods and techniques.
5. Determine the tactics and objectives that facilitate each strategy. 6. Implement performance measures for every business process. 7. Measure business fundamentals.
Hoshin Planning Process
Step 1
Identify the key business issues
facing the organization.
Hoshin Planning Process
Step 2
Establish measurable business
objectives that address these
issues.
Hoshin Planning Process
Step 3
Define the overall vision
and goals.
Hoshin Planning Process
Step 4
Develop supporting strategies for
pursuing the goals.
In the Lean organization, this
strategy includes the use of
Lean methods and techniques.
18Hoshin Planning Process
Step 5
Determine the tactics and
objectives that facilitate each
strategy.
Hoshin Planning Process
Step 6
Implement performance
measures for every business
process.
Hoshin Planning Process
Step 7
Measure business fundamentals
Goal 2014 Target 2012 Strategies
Safety
UHC Quality & Accountability: Top 10
Avoid all preventable harm
Partner with physicians to reduce mortality Quality
Improve and implement standardized clinical workflows Support continuum of care initiatives
Improve patient access and flow Service Overall Satisfaction: Top Decile
Internalize ICARE values to drive service excellence behaviors Accelerate improvement of overall patient satisfaction levels People Employee Engagement: 85
Develop, retain & recruit the most talented people Create culture of diversity & inclusion
Proliferate and mature Lean management model Innovation Adjusted Patient Days:
Multi-Year Model Level
Develop & strengthen clinical programs
Transform facilities through Master Facility Plan deployment Finances Operating Margin: 4%
Supply Expense/Net Revenue: 19%
Lower supply expense growth to less than revenue growth Ensure efficient, productive use of resources
Effectively provide, measure & communicate community benefit
Implement world-class systems and processes
24
Plan
Break out into small groups for
interactive activities using the
skills presented in this section!
Organize
•
Organizing can be viewed as the activities
to collect and configure resources in
order to implement plans in a highly
effective and efficient fashion.
•
Organizing is a broad set of activities, and
often considered one of the major
functions of management.
Organize
•
Organization Chart
•
Task and Job Analysis
•
Job Description
•
Employee Performance Planning (the
overall process ensures ongoing, effective
organizing)
•
Time Management
Organize
Organization Charts as a Management Tool
Craft an Org Chart that reflects where you
want the organization to go, rather than
simply reflects how it is now. If you want a
flat, horizontal organization, draw the Org
Chart that way.
Organize
Respiratory Shared Governance Structure
Shared Governance Council Documentation Performance Improvement Protocols & Research Policies & Procedures Reward & Recognition UPC Health & Career Fairs Organizational CommitteesOrganize
Break out into small groups
for interactive activities using the
skills presented in this section!
Direct
• Directing is the action step.
• You have planned and organized the work.
• Now you have to direct your team to get the work done.
• Start by making sure the goal is clear to everyone on the team.
• Do they all know what the goal is?
• Do they all know what their role is in getting the team to the goal?
• Do they have everything they need (resources, authority, time, etc.) to do their part?
Direct
•
Direct
•
Now flip the "ON" switch.
•
Execute!!!
Direct
Leadership Styles
Leadership style is the manner and approach of providing direction, implementing plans, and Motivating people. Kurt Lewin (1939) led a group of researchers to identify different styles of leadership
• This early study was very influential and established three major leadership styles. The three major styles of
leadership were (U.S. Army Handbook, 1973):
– Authoritarian or autocratic
– Participative or democratic
– Delegative or Free Reign
Direct
Direct
Break out into small groups
for interactive activities using the
skills presented in this section!
Control
Problem Solving
There are seven basics steps to problem solving (Butler, Gillian, Hope, 1996):
1. Identify the problem 2. Gather information
3. Develop courses of action
4. Analyze and compare courses of action 5. Make a decision
6. Make a plan
7. Implement the plan
38
• Plan
– Understand the problem; identify root cause
– Plan changes • Do – Implement changes • Check – Monitor changes – Follow up • Act – Adjust
– Celebrate and reward success
Control
Control
Review of several
Monitoring tools
Control
Monitor
•
Now that you have everything
moving, you have to keep an eye on
things.
•
Make sure everything is going
according to the plan.
Control
This is an ongoing process.
When something is out of sync, you need to
•
Adjust to keep the
Plan
on tract.
•
Organize
the resources to make it work,
•
Direct
the people who will make it happen,
•
Continue to
Monitor
the effect of the
Control
43
