A.

STRATEGIC PLAN

I. INTRODUCTION

Each organization is involved in decision-making to meet long term as well as

short-term goals. In the context of planning these decisions generate strategic and
operational plans. The strategic plans are in the form of long-term objectives and
strategies and operational plans are formulated in order to put strategies into operations
as mentioned earlier. These plans are in the form of standing plans like policy,
procedure, methods, rules and single use plans like projects, standards etc. Single use
plans are undertaken on regular basis in order to put strategic plans in operation.
Strategic planning is an organizational process of defining its strategy, or directions,
and making decisions on allocating its resources to pursue that strategy, including its
capital and people. Planning may be classified as long range and short range also
strategic and operational. There are similar activities involved and long range and
short range planning and also strategic and operation planning. Examples of strategic
planning in an organization may be; planned growth rate in sales, diversification of
business in to new lines, type of products to be offered and so on. Strategic planning
also involves the analysis of various environmental factors specifically with respect to
how organisation relates to its environment.

II. DEFINITION

Strategic planning is a disciplined effort to produce fundamental decisions and

actions that shape and guide what an organization is, what it does, and why it does it,
with a focus on the future.

Bryso

Strategic planning can be defined as the process of deciding on the objectives of

the organisation, on changes on these objectives and on the policies that are to govern
the acquisition, use and disposition of these resources.
Anthony
 Strategic planning is a set of interactive and overlapping decisions leading to the
development of an effective strategy for a firm.
Glueck and Jauch

III. CHARACTERISTICS OF STRATEGIC PLANNING

i) It emphasises the basic mission and goals of the organisation. The nature of
business and the nature of customers or clients are clearly stated. It provides
for coherence in organisation’s policies, decisions and activities over time. It
deals with uncertain environment by forecasting opportunities and threats in
the environment. It is designed to improve the organisation’s relations with its
environment.
ii) It is a top management activity. It determines the basic policies and
programmes of the organisation. It provides a framework for operational
planning and day-to-day decision-making. It is normally long-term in nature.
The time frame is longer than other types of planning.
iii) It is a comprehensive and unified plan for the deployment of scarce
organisational resources. It sets the direction of organisational activities for
the attainment of organisational objectives. Other plans lay down how this
’direction’ is to be put into action.

IV. CONCEPTS OF STRATEGIC PLANNING

Concept of

strategic

planning
 1. Organization need a planning architecture

A planning architecture is an overview of how different planning process fit

together. It identifies the different types of plan, time horizon for each plan to be
completed. Frequency of updating the plans and it identifies how the different plans
are fit together.
 2. Planning is an intellectual process

Since one has to go through various steps to develop plan; the data needs to
gather to assess the strategic positions; issues are being generated; proposals are made,
choices are kept in mind; budget is prepared to implement the plan. During
implementation, monitoring is done. For all these activities to be carried one requires
thinking process.
 3. Planning is a social process
Since planning is not done in isolation, it needs to be done with consultation. All
the employees of the organization are to be informed about the planning. There is a
need for coordination among all.
V. PURPOSES OF STRATEGIC PLANNING
1. To increase the allocation of scarce resources including time and money in
nursing
2. To manage the department for performance
3. To acquire and develop new nursing practices
4. To foster better goals, better nursing values and better communication
5. To bring changes in operations, management, and organization
VI. STEPS IN STRATEGIC PLANNING

The administrator has to follow the following steps in strategic planning:

Step 1: Identification of vision and mission: The administrator establishes

the vision and mission of the organization. Vision describes the cause of
existence of the organization and mission describes major goals and objectives of
the organization. For example in nursing our vision could be nursing to be
recognized and respected as one of the premier health care profession and service
organization in the world. Whereas the mission describes major goals and
performance objectives of the organization. The mission statement describes the
company’ business vision, including the unchanging values and purpose of the
firm and forward looking visionary goals that guide the pursuit of future
opportunities. Guided by the business vision, the firm’s leaders can define
measurable financial and strategic objectives.

Step 2: Environmental scan: The administrator collects and analyses data

about the organization‘s economic. social, demographic, political, legal,
technological, and international factors. They are the internal and external
environmental factors have an impact on planning. The internal analysis can
identify the firm’s strengths and weakness and the external analysis reveals
opportunities and threats. A profile of the strength, weakness, opportunities, and
threats is generated by means of a SWOT analysis.

Step 3: Strategy formulation: Give the information from the environmental scan,
the firm should match its strengths to the opportunities that it has identified,
 while addressing its weakness and external threats. On this step outlines the
organization’s strategic direction, the general strategies, long range goals and
specific objectives of its response to critical issues that are identified after
assessment of situations in the light of organizational mission and vision.

Step 4: strategy implementation: The selected strategy is implemented by means

of programs, budgets, and procedures. Implementation involves organization of
the firm’s resources and motivation of the staff to achieve objectives. The way in
which the strategy is implanted can have a significant impact on whether it will be
successful. In a large company, those who implement the strategy likely will be
different people from those who formulated it. For this reason, care must be taken
to communicate the strategy and the reasoning behind it. Otherwise, the
implementation might not succeed if the strategy is misunderstood or if lower-
level managers resist its implementation because they do not understand why the
particular strategy was selected.

Step 8: Evaluation and control: The implementation of the strategy must be

monitored and adjustments made as needed.The success of the plan depends on
continuous monitoring of the actions made along with other process. Based on the
evaluations, review is essential to make necessary changes if needed for the
success of the plan. It is a cognitive activity of mind to identify and decide various
positive options, alternatives and decisions that are effective and suitable for the
organization in terms of resources and work environment.

VII. TOOLS FOR STRATEGIC PLAN

i) SWOT Analysis
A SWOT analysis is a tool used to identify the strength, weakness, opportunities
and threats of an organization. Strength and weakness are internal factors that create or
destroy value. These factors can include assets, intellectual capital, and resources in
comparison to a competitor. Opportunities and threats are external factors that create
or destroy value. They emerge from either the competitive dynamics of the market
place or from demographic, political, social, legal, economic or cultural conditions.
 ii) Balanced score card
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 into implementation. It includes the financial, customer, business
process and learning growth. This enables an organization to monitor their present
performance and analyze their position to perform in the future
 iii) Strategy maps
Strategy maps are diagrams that describe how an organization creates value
through connecting strategic objectives in cause and effect relationship through the
implementation of the balanced score card perspectives: finance, customer, business
process, learning and growth. Strategic maps are part of the balanced score card
framework to identify strategies for value creation.
 VIII. STRATEGIC PLAN AND NURSING SERVICE
ADMINISTRATION
i) Creating a vision, and mission of nursing services

The strategic planning process emphasizes creating a vision, and mission of

nursing services .The nurse administrator is a visionary she communicates and shares
the vision. It should be resonate with all members of nursing and help them to feel
proud, excited, motivated and part of something much bigger than them.

ii) Helps to identify the strength and weakness

Understanding the current state of nursing services and studying the gap analysis
based on that current nursing situation, the nurse administrator develops strategic plan
that helps to identify the strength and opportunities and also rectify the gap of any
weakness that might exist in nursing services. Once gap analysis is complete, a
realistic vision is formulated.

iii) Effective administration with minimum input to obtain maximum

outcome.

The nurse administrator formulates strategic objectives from the strategic plan to
realize the vision that is the foundation for developing action plans. The administrator
ensures inclusion of as many nurses as possible to provide input and share thoughts
about a preferred future in nursing and to make the plan more effective. That will help
the administrator to identify issues and solution for the problems and prioritization of
tasks. Strategic plan helps the administrator to perform effective administration with
minimum input to obtain maximum outcome. Nurses can work with innovative
technology, evidence baaed practices and effective strategic plan to bring better
performance in nursing the patient and families.
IX. ADVANTAGES OF STRATEGIC PLANNING
1. Every business should have a strategy or an overall plan of action to meet the

challenges of environment in future. An effective strategy would enhance the

likelihood of business survival and enable to meet aspirations of individuals
for opportunities in the company.
2. Strategic planning clarifies the objectives of the organisation towards which
its resources will be directed. All decisions and activities are guided by
organisational objectives.
3. Strategy facilitates the implementation of policy and long-range plans for
achieving organisational goals. It is also important in defining
the kind of business in which the organisation engages and its reliance . on
ethical business practices.
4. The companies that do strategic planning are able to predict the outcome of

planning better than other companies.

5. Strategic planning is very useful to fight competition in the market and to
have control over the market.
6. Strategic planning facilitates environment scanning. It helps in reducing
environmental uncertainty by identifying key factors for the success of the
business. Strategic planning is the only way to anticipate future problems and
opportunities and to respond to changing environment.
X. DISADVANTAGES
Strategic planning is a formal process of selecting an organisations goals,
determining the policies and strategic programmes to achieve the goals and
laying down the steps necessary to ensure that policies and
programmes are implemented. This process, however, may suffer from the
following disadvantages.
1. Strategic planning requires a considerable investment in time, money and
human resources. In some organisations, it may take years for the strategic
planning process to function smoothly. Sometimes, organizations defer
important decisions because of shortage of resources. This might lead to
losing important business Opportunities.
2. Small organisations can’t afford the costs of carrying out formal strategic
planning.
3. Strategic planning requires trained persons to make use of opportunities. If
the organisation is lacking in internal personnel capabilities, strategic
planning won't be that effective. However, if outside experts are employed,
strategic planning would prove to be very costly. Moreover; these experts
may not be able to analyse internal strengths and weaknesses of the
organisation properly.
4. Strategic planning may sometimes restrict the organisation to comparatively
risk free options. This will defeat the purpose of strategic
planning. The organisation will be deprived of encashing the attractive
opportunities in the future.
 B. OPERATIONAL PLANNING

I. INTRODUCTION

Operational planning is the process of planning strategic goals and objectives to

tactical goals and objectives. It describes the development of expected activities to
be completed within a period of time specifically during the financial year (The
financial year in government set is form first April to March thirty first of the next
year). An operational plan gives justification of an annual operating budgets.
Operational plans chalks out the activities and budgets for each part of the
organization within the allocated budget and other resources. Operational planning
is a process. It will enlighten the administrator regarding the aims to achieve, what
to do, when to do and how it will be achieved. It also focuses whether the objectives
are achieved or not.

II. DEFINITION

Operational planning is the process of deciding, the most effective use of the
resources already allocated and to develop a control mechanism to assure effective
implementation of the actions so that organisational objectives are achieved

-R. S. Gupta

An operational plan is the written blueprint for achieving objectives, it is the

organization and direction of the delivery of nursing care. It includes planning to
create a budget, to create an effective organizational structure that will encompass a
quality monitoring process, and to direct nurse leaders, an administrative staff, and
new programs.

- Linda Roussel
 III. PURPOSE OF OPERATIONAL PLANNING

The members who will beinvolved in implementation should prepare toperational

plans. Operational plans required to plan, Which programs and management
functions are planned? When? Why? And with What resources? An effective
operational or action plan can be formulated by using six ‘W’s method Want,
Why? What? When? Who? And What if?

1. Step 1: Want – make expectation obsessive that will lead to commitment

2. Step 2: Why - Covert wants into goals and objectives using the SMART
principle, i.e. make them specific, measurable, attainable, realistic and time
bound. Keep in mind why the goals are to be achieved?
3. Step 3: What- make clear What knowledge , attitudinal behaviours, skills
and habits(KASH) are required to achieve the objectives? Takre an
investory of current organizational KASH level and raise them to the level
required to accomplish the objectives
4. Step 4: Who- team up with the staff that have similargoals and objectives
in the organization.Team support and encouragement will help to keep
moving.
5. Step 5: When- make a definitive time frame to achieve objectives, which
will help to utilize time, money and effort more effectively
6. Step 6: What- if be ready with the alternate action plan, What if first plan
fails?

IV. BENEFITS OF OPERATIONAL PLANNING

There are a few benefits of operational planning

i) For the administrator

Operational planning helps the administrator to focus on delivering the

organization’s objectives, manage the work load better. It helps to cope with
change. It helps the administrator to have confidence and it gives the sense of
achievement.
 ii) For the senior managers

To coordinate between functions of various departments. To allocate

resources to ensure priorities are achieved To hold people accountable for
progress.

IV. APPROACHES TO OPERATIONAL PLANNING

There are three approaches to operational Planning (Mile Hudson 2011)

1. Establish departmental objectives: The major tasks involved are to focus on

achieving. Strategic plan, objectives, and make sure that they are specific,
measurable, actionable, and realistic and time bound. They should be 3-6
objectives which are clearly stated.
2. Agree activities: From the objectives stated, select challenging activities and

maintain focus on strategic plan objectives

3. Propose timetable, resources: The administrator should keep in mind the

number of days the employees work and the money incurred for their work.
Activities to be prioritized and within the time frame it needs to be
completed.
V. OPERATIONAL PLANNING VS. STRATEGIC PLANNING
Strategy refers to the ideas, plans and support that firms employ to compete
successfully against their rivals. Strategy is meant to help firms achieve
competitive advantage. Broadly speaking, competitive advantages is what allows
a firm to gain an edge over its rivals( superior design skills, quality, distribution
network, after sales service, low cost manufacturing etc). Strategic plan is a
general plan outlining decisions of resources allocation, priorities and action
steps necessary to reach strategic goals.
Unlike short term planning involves an extended time frame, the deployment of a
substantial percentage of organizational resources, a wide spectrum of activities,
and a major eventual impact. Basically , strategic planning is planning that is
conceptually and functionally long term, wide ranging and critical to
 organizational success, in terms of costs of the resources it affects and the
outcomes it envisions.
VI. CHARACHTERISTICS OF STRATEGIC AND OPERATIONAL
PLAN
Feature Strategic( Long range) Operational ( Short range)
Time horizon 5 years or mores Under 1 year

Purpose Adapt to external Implement internal goals

environment based on
internal strength
Activity controlled Total institutional Internal task and operations
performance

Decision range Relatively enduring Short term

Middle and lower level
Organisational level Top management
management
involvement
Exact data and standards used
Basis for planning Primarily judgement

Predictability Uncertain Highly certain

Anticipated accuracy Within 25% With in 2-3%

Management functions Planning and forecasting Control primarily
involved dominant
Management control of Slight; contingency plans Almost complete; single option
outcome required plans used
C. MANAGERIAL PLANNING

Managerial planning is the process refers to Identification of goal, and

developing a realistic plan of action, for achieving organisational goals. The basic
steps in the managerial planning is defining each task to meet the objectives of the
establishment.
I. OBJECTIVES OF MANAGERIAL PLANNING
1. Establish Goals
 Formulating goals is the fundamental step in management planning of the
establishment. It includes the review of each goal, and justification of their selection
and the expected outcome written in both quantitative or qualitative terms. An
example of a goal is to raise immunization status of under five children 100 percent
over a 12 months period.
2. Identify Resources
Each goal should have man. Money, time and material resources allocated for
its completion. For example, a management plan may identify how many registered
nurses it will require and how much it will cost to meet the goal of increasing under-
fives immunization status by 100% in 12 months period.
3. Establish Goal-Related Tasks
Each goal should have tasks or projects associated with its achievement. For
example, if a goal is to raise the immunization status of under-fives, a manager will
need to outline the tasks required to meet that objective. Examples of tasks might
include teaching, demonstration and training under supervision developing advanced
training and techniques for nursing personnel.
4. Prioritize Goals and Tasks
Prioritizing goals and tasks is about ordering objectives in terms of their
importance. The tasks seems most important will be approached and completed first.
For example, if a goal is to increase the immunization status of under-fives 100% and
an associated task is to increase the number of registered nurses for home visits.

5. Create Assignments and Timelines.

As the establishment prioritizes projects, it must develop time frame for
completing the each tasks and assign individuals to complete them. The capabilities
of staff members and the time frame is important in completing the task assigned.
6. Establish Evaluation Methods
A management planning process should develop evaluation strategies such as
who will do? What are the criteria? How it will be done? And how often it should
be done, etc. If the evaluation is not satisfactory What will be next course of action
should be determined.
7. Identify Alternative Courses of Action
A management plan should include alternative courses of action that can be
incorporated into each segment of the planning process, or for the plan in its
entirety.

II. MANAGEMENT PLAN PREPARATION

The plan can be prepared before or after the MPA is set up and will usually
take at least a year to ensure adequate consultation. MPA agencies often lack the
financial resources for the work involved but donors may be willing to fund such
activities. Management plan preparation generally involves the following steps:

i) Pre- planning: Establish the planning team, define the process to be used,
find funding, and train the planning team and key stakeholders if required.
ii) Review: existing information( e.g. physical, biological, social, economic,
policies , legislation)
iii) Identify stakeholders and establish a transparent consultation process,
which may involve meetings or workshops, with individual interest groups
and for all stakeholders together.
iv) Analyze constraints, opportunities threats, issues, problems, and needs and
identify solutions.
v) Formulate vision, objectives and where appropriate targets
vi) Design management actions and intervention
vii) Determine financing mechanisms, bearing in mind the need for benefit
and revenue sharing with stakeholders
viii) Establish monitoring and evaluation protocols, including a process for
periodic review and revision.
ix) Prepare the draft plan, and submit it for public consultation and review.
x) Incorporate comments and publish final plan (preferably both as a hard
copy and electronically)
 xi) Submit plan for approval and disseminate it.

D. INSTITUTIONAL POLICY

I. INTRODUCTION

A policy is a general statement which is formulated by an organisation for

the guidance of its personnel. The objectives are firm formulated and then policies
are planned to achieve them. Policies are a mode of thought and the principles
underlying the activities of an organisation or an institution. A policy is a broad
 statement formulated to provide guidance in decision making at lowerlevel of
management. It defines the area or limits within which deciosion can be made. It
does not provide detailed answer to particular problems. Rather it provides
freedom for judgement.

II. DEFINITION

“Policies were identified as guides to thinking 1n decision-making. They

assume that when decisions are made, these will fall within certain boundaries.”

- Koontz & O’Donnel

“Policy is a verbal, written or implied overall guide setting up boundaries that

supply the general limits and direction in which managerial action will take place.

-George Terry

III. PURPOSES OF POLICIES

Policies are regarded as important for realising the objectives of the

organisation. They also ensure co-ordination of efforts and activities in the
enterprise. The policies are formulated for the following purposes :

1. To ensure the planned course of action

The main purpose of policies is to ensure that there is no deviation from the
planned course of action. The framework is set within which everybody is expected
to work. Policies ensure that the broad guides for action are adhered to.

2. Ensures proper delegation of authority

Since policies chalk out a framework for each and every person, it ensures
proper delegation of authority also. A manager knows the extent of authority
required by a subordinate to undertake the work allotted to him. Policies serve the
purpose of delegating adequate authority downwards. Policies help in making the
action of each manager more predictable to others. They ensure that decisions
made by different managers will be consistent, fair and keeping with the objectives
and interest of the organisation as a whole. Unwarranted deviations from planned
operations can be minimised and coordination become easier.

4. Save time and effort

Policies provide guidelines to the lower level managers for repetitive situations.
They avoid the need for frequent reference to higher managers for advice. The
expensive analysis need not be carried out again and again. Policies provide guide
to thinking and decision making. In this way, policies save valuable time and
effort. They are standing answers to recurring problems. They build confidence
among employees to solve problems.

5. Speed up decision making

Policies facilitate quick decisions, by providing a framework within

which decisions can be made. They avoid the need for repeated analysis and tend
to predecide problems. Policies delimit the area within which a decision is to be
made and assure that the decision will be consistent with and contribute to
objectives.

IV. CHARACTERISTICS OF A POLICY

Policies tend to predecide issues, avoid repeated analysis, and give a unified
structure to other types of plans. Thus, policies are not simple
statements, they have certain purpose behind them. A statement should have the
following characteristics in order to be accepted as a policy:
(i) Policy is an expression of intentions of Top Management: It should present
 the principle that will guide the organisational actions. Most of the policy
statements reflect a faith in the ethical values of the society
(ii) Policy is stated in Broad Terms: The purpose of a policy statement
is to serve us a guide to practice now and in future, so it should be stated in the
broadest possible terms.
(iii) Policy is Long Lasting: A policy should be formulated after taking into
account the long-range plans and needs of the organisation.
(iv) Policy is developed with the Active Participation of Top Management:
Policy development calls for serious thinking and participation of all the top
executives. Policies live longer than people who frame them. Basic organisational
policies are framed in such a manner that they apply to all members of the
organisation alike from top to bottom. The policies should also get approval of the
highest authority in the organisation.
(v) Policy is in Writing: Policies take concrete shape when they are put into
writing. This will ensure uniformity in application. In case of
disagreement at lower levels, written policy serves as the final reference point.
Written policies ensure continuity and greater conformity.
V. PHASES OF POLICY MAKING AND POLICY USE
1. Policy formulation

Policies provide a continuous framework for the conduct of individuals in a

business. They are expressions of a company's official attitude towards types of
behaviour within which it will permit, or desire, employees to act. They are the
means to convert company's objectives into a workable form. Policies indicate
management thinking on important matters and inform those interested in the
activities of the company about the company's intentions regarding them. To
persons outside the company-its suppliers, its customers and the public in general-
an organisation becomes known mainly as a result of its general and operating
policies. The reputation that a company enjoys, often is a result of, how outside
groups perceive the company through its policy strucrure. A well-formulated
policy not only helps a manager in carrying out his work but also helps him in
creating a better image of the company in the market. As such, it is mandatory and
 highly important to consider all the contingencies of a policy before it is presented
in black and white. Hastily conceived policies are open invitations to
troubles. Policies are formulated, generally, by top management. Such policies
arise out of broad. basic needs perceived and defined by top management. Within
the framework of a broad policy. several supporting policies are also developed. A
policy of growth through increased sales. for instance, causes marketing managers
to devise necessary policies covering advertising, sales promotion efforts,
distribution channels, etc. Sometimes policies may also originate at or net! die
lower levels of an organisation. Policies adopted at lower levels are generally
narrower, and generally den] with operational aspects.

2. Policy communication
Once a policy is formulated, it must be communicated to those who are ultimately
responsible for its application. Formal announcements from headquarters may not
produce the desired effect and bring all employees to one line of action. Policy
manuals, company handbooks, written memorandums, board letters and
announcements etc. are generally pressed into service in order to disseminate the
policy. The basic idea should be to educate the members regarding the need for
adopting the policy, how to put the same to use, how much discretion is allowed
etc. To secure commitment, it would be better to involve non management
employees also in the policy formulation process. Such a participatory approach
gives the workers an opportunity to gratify deep seated needs for recognition and
influence the groups functioning.

3. Policy application

Policy decisions rest basically on human judgement and intuition. For example,
the official policy may specify that sales should be on cash basis only. But a
peculiar situation may arise where an influential and powerful customer has placed
an order with the departmental store for a substantial amount and is making the
payment through the cheque. The sales managers should decide whether the policy
should be strictly applied or should be modified in the light of a novel situation.
However, this does not mean that policies should be interpreted in a subject way.
Consistency in applying the policy is very essential, and at the same time, some
flexibility is necessary in day to day affairs.

4. Policy review and appraisal

In a fast changing environment, characterised by rapid changes in
technology, products, strategy of competitors, labour contracts, public expectations
etc., policies easily become obsolete. In order to cope with these changes, periodic
review of policies is necessary. It would be meaningless to accept outmoded
policies because they were formulated by the founding fathers and accepted by
succeeding generations of managers. Again, profitability and the flourishing nature
of the company products should not make the managers postpone policy reviews to
a later date. Management requires a tough and aggressive attitude to inquire into the
wisdom of existing policies and scrap them, if they are found to be outmoded or
obsolete. The usefulness or obsolescence of existing policies may be appraised in
the light of information collected on company reputation, customer acceptance,
competitive strength of product etc. It is true that evaluation process is difficult and
calls for a considerable degree of subjective judgement but an alert management
should be willing to establish standards and measure performance in such intangible
areas.

VI. DIFFICULTIES IN POLICY MAKING AND IMPLEMENTATION

All organisations are not equally skilful in their use of policies. To establish
successful policies in a fast changing environment is a tough exercise. The question
of adopting a right policy is largely a matter of subjective opinion and differences of
opinion are bound to arise, within the industry. It is small wonder that company
policy is viewed as one of the battlefields in the competitive struggle for survival
and success. Some of the factors contributing to the factors contributing to the
confusion may be catalogued thus:

i) Policies are not easy to express: For policies to work, they have to be
understood by all. The choice of terminology and style of writing must be
understandable to the members. This is not an easy task. Words are ambiguous,
and quite often they mean different things to the different people. Anyone who
has ever tried to state a policy, so that it is neither an optimistic, vague
statement of aspiration nor an inflexible, dogmatic, can attest to that difficulty.
ii) Conflicts between implied and expressed policy statements

Sometimes expressed policies may be in conflict with implied policies. For

example, a company’s expressed policy might emphasise fair treatment to
customers but the implied policy may try to overemphasise product features
through misleading and highly aggressive advertising programmes aimed at
winning the customers at any cost. Costs of controlling pollution through
installation of sophisticated pollution control devices may be so high that (
expressed policy) managers worried about meeting the budget about may refrain
from buying such devices together( implied). A policy of promoting employees
on the basis of merit only( expressed) may be sabotaged by unscrupulous
managers by promoting yes men( implied).

iii) Inconsistency

Policies should reflect the philosophy of the organisation as a whole. They

should also be consistent with short run long run objectives, supported by
explanatory information in the form of procedures, directives etc. Policies should
also take into account the external constraints and be consistent with the laws and
regulations of the state, with standards set by professional associations like
chambers of commerce etc. This demands constant revision, modification and
restructuring. However, company policies are characterised by considerable
inertia. Once established, they persist and become unalterable. They are rarely
evaluated. In the absence of review and appraisal it would be difficult to break the
cake of custom and effect desirable policy changes. Inconsistencies among them
and even within them encourage friction and promote conflicts at various
organisational levels.

iv) Communication bottlenecks

Policies are difficult to communicate. Form the time policies are initiated to
the time they are used, there is always the danger of falling into generalities and
pleasantries. To be effective, policies should be stated in understandable words
and placed in writing. Unless all the company personnel understand the policy
implications clearly, it would be difficult to secure commitment and support. The
best of policies can fail unless they are properly communicated. To avoid
communication problems, if participation is given to subordinates in policy
formulation, it proves to be time consuming and tedious.

v) Costly
Policies grant freedom to managers as to what is to be done in a particular
situation. As a result, there is always the danger that a manager may be more
liberal than was originally intended. In general, the extra margin of liberality may
or may not prove to be an investment in the long-run.
vi) Failure to interpret correctly using sound judgment

In policy administration, judgment is needed fox applying policies in a

flexible manner, it is also required in sensing the obsolescence of a policy and
recognising when a policy is out of date. Some policies may be desirable for a
division or department but may be undesirable from the company's point of view.
Some of the policies might have become too rigid, forcing people to a definite
line of thinking. In such instances, it would be difficult to change policies.
Managers should recognise that nothing more futile than a dormant, unused, or
irrelevant policy. It is not sufficient to adopt good policies. To be effective, they
must be interpreted correctly by all the members operating various levels in the
organisation. Whenever a manager misinterprets a policy or fails to apply it when
it is needed, he distorts and dilutes top management purpose.

E. SUMMARY

Till now we discussed about strategic plan, its definition, characteristics

concepts , steps, advantages and disadvantages of strategic planoperational plan,
purpose of operational plan, managerial plan, institutional policy, characteristics
of policy, phases of policy making.

F. CONCLUSION

Planning must be done at several levels and each has its own particular
problems and configuration of the planners and methods. Planning may be
classified as directional planning, administrative planning and operational
planning. Strategic planning usually the long range planning is undertaken by the
top level which involves detail analysis of strength, weakness, opportunities and
threats of organization both internal and external environment. Operational
planning is a short range planning is undertaken by middle or supervisory level
personnel.

G. RESEARCH ABSTRACT

Strategic Planning for Research Use in Nursing Practice

Background/Objective: To prepare for a culture change to integrate research

utilization into daily nursing practice, the authors conducted a descriptive survey
of all registered nurses (RNs) in an integrated healthcare delivery system. The
purposes of this study were to assess RNs' knowledge, attitudes, and practices
(KAP) of nursing research activities, assess factors that support a research
environment, and determine facilitating and challenging factors related to
conducting regional nursing research.

Methods: A 33-item survey based on the Iowa Model for Evidence-Based

Practice was developed, validated, and determined to be reliable by the authors.
Site coordinators organized and managed the orientation, administration, and
collection of data from the 2,736 registered nurses who worked in 6 hospitals, 65
affiliated clinics, and 3 business units. Narrative notes taken by study
investigators were analyzed for themes to determine challenging and facilitating
factors for conducting regional research.

Results: Education and job title significantly predicted knowledge and ability to
perform research activities but was not related to willingness to engage in
research activities. Several environmental factors were associated with
knowledge of, willingness to engage in, and ability to perform research
utilization activities. Challenging and facilitating factors to conducting regional
research were identified.

Conclusions/Implications: Our research environment is changing to value

research as shown in the philosophy, conceptual framework, and bylaws for the
professional nursing staff. Novice-to-expert research utilization expectations are
included in the promotional model for nursing. All RN job descriptions and the
annual performance tool were revised to include responsibilities related to
research activities. The Iowa Model for Evidence-Based Practice was adopted as
the method for creating practice validation and change. Train-the-trainer
educational and experiential sessions are being designed for nurse leaders; all
new RN employees complete a self-assessment tool of research utilization
knowledge and the nursing division strategic goals incorporate research
utilization expectations. The elements of this plan may be useful for nurse
executives.

Healthcare systems are restructuring throughout the world and within the United
States. These changes are occurring to better meet the evolving healthcare needs
of the population through cost-effective approaches. Within the United States,
emerging organized healthcare systems require research related to patient care
outcomes and the health systems that can best address them.
 H. BIBLIOGRAPHY

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Sl no Content Page no

I Introduction

II Definition of planning

III Nature of planning

IV Mission of planning

V Objectives of planning

VI Needs of planning

VII Principles of planning

VIII Characteristics of good planning

IX Factors affecting planning

X Types of planning

XI Components of planning

XII Steps in planning process

XIII Six rules of planning

XIV Advantages of planning

XV Disadvantages of planning

XVI Summary

XVII Conclusion

XVIII Research abstract

XIX Bibliography