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INTRODUCTION:
Planning is important for socioeconomic development. It helps to conceive and achieve results in
an atmosphere and spirit of true democratic situation; where in different agencies at various levels are involved
in the policies of the government for well fare of its people. Planning is essentially a process of making choice
between available alternatives at all levels of decision making. It is the exercise of intelligence to deal with
facts, and solution as they are finds a way to solve the problems. Planning is one of the major fundamental
elements of administration. In planning stage, decisions are made about what need to be done, how and when it
has to be done, by whom and with what resources planning is intellectual process of making decisions and it
aims to achieve a coordinated and consistent set of operations aimed at desired objectives. For any work,
planning is very essential.
DEFINITION:
Planning is a process of determining the of administrative effort and devising the means calculated to achieve
them. (MILLET).
Planning is a process of setting formal guidelines and constraints for the behavior of the firm.
(ASSOFF AND BURNDINHARG).
Planning is a continuous process of making entrepreneurial decisions systematically and with the best possible
knowledge for their future, organizing systematically the effort needed to carry out these decisions and
measuring the results of the decisions against expectations through systematic feedback. (DRUCKER).
FEATURES OF PLANNING-
a. Planning is a mental exercise involving creating thinking, sound judgment and imagination.
b. It is not a mere guesswork but a rotational thinking.
c. A manager can prepare sound plans only if he has sound judgment , foresight and imagination.
d. Planning is based on goals , facts, and considered estimates.
Planning is flexible
Planning is important on both an organizational and a personal level and may be an individual or group process
that address the question of what, why, where, when, how and by whom.
Personnel.
Physical facilities.
Equipment.
Finance.
Information.
Extramural factors.
3 FORMULATING OBJECTIVES:
Traditionally, hospitals operate on a set of implicit assumptions and beliefs, and loosely bound
interrelationships.
Having selected the problem, the next step is to formulate objectives.
Long range objectives usually have a span of achievement of usually five years or more, and short
range objective two to three years.
A hospital achieves its objectives through the various service departments.
Therefore, each departmental head must establish his own departmental objectives, consistent with the
institutional objectives.
Relationship between departmental objectives and individual objectives is essential to assess
departmental accomplishments and shortcomings.
There are there criteria for the attainment of objectives.
The first criteria for the achievement of objectives are that the person responsible for achieving the
desired results understands and accepts the responsibility. He should feel that they are attainable, given
the time and resources required.
The second criteria have to do with the achievement of results. Objectives should clearly state the
results to be achieved or outcome to be anticipated.
The third criteria are the time frame in which objectives have to be achieved. Time constraint helps
establish work priorities and enforce accountability.
3 SETTING OF GOALS:
4 REVIEWING LIMITATION/CONSTRAINTS:
The constraints and limitations can be in the form of personnel, equipment, finance, information, time,
government policy, geographical and others.
The full range of external forces affecting a particular plan need to be identified, and the potential
impact of these forces needs to assessed.
This external assessment involves detailed examination of many critical relationships between goals and
objectives and the environment.
Internal assessment leads to identification of internal organizational weakness and shortcomings, and
develop a balanced picture of the hospital’s limitations, strengths and opportunities for corrective action.
Operational policy: it is a statement of objective and principle functions for each department.
It provides the organization ample choice as to how each department will eventually run.
Operational policy and strategies lead to operational plan and system at each level until the institution
gets down to “nuts and bolts” of its operations.
Operational system: once the operational policy and strategies are laid down operational system are designed to
fit in the constraints’ set up earlier by the policy.
Operational system will determine the equipment to be obtained, forms to be printed, and how different
staff members will be deployed among many others.
OBJECTIVES OF PLANNING:
Planning is inevitable at all the levels of administration and which plan consciousness at operational
level are essentials for the due implementation of plans.
Planning not a static process and administration and management involving conceptual skills , skkils of
analytical things, decision making and problem solving .
Planning sketches
CONCEPT OF PLANNING:
1. Primacy-
planning is an important element in the administration that usually precedes other elements
Or functions of administration. Obliviously without setting the goals to be reached and line of action to
be fallowed , there is nothing to organize , to direct or control in the enterprise.
2. Continuity
Planning is a continuous and never ending and never ending activity of an administrator or manager to
keep the enterprise as a going concern. One plan begets another plans to be fallowed by a seri8es of
other plans in quick succession . actually , a hierarchy of plans operates in the enterprise at any time.
Planning gets used up where tomorrow becomes today and calls for further planning day in and day
out. Again incessant changes make planning a continuous necessity.
3. Flexibility
Planning leads to the adaptation of a specific course of a action and the rejection of thr other
possibilities this confinement to one course takes away flexibility . confinement to one course of
action has to be adapted to altered situations for avoiding any deadlock . accordingly when the future
cannot be moulded to be in grained in planning for adaptation the course of action to demands of
current situation.
4. Unity
Planning is made by different administration or managers at different times . maintains of consistency or
unity of planning is one of the essentials requirements . objective provides the common focus for
unify managerial action in planning .moreover, policies and procedure introduce consistency of
executive behaviors and action in matter of planning.
5. Precision
Planning must be prices as to it meanings , scope and nature. As guides fort the action . planning is to be
framed in intelligible and meaning ful terms by way of pinpointing the expected result . according to
the capacities and facilities of company / institution , hospital , planning must be realized in svpoe
rather than indication pious desired . as planning errors are far more serious than mistake in other
function and cannot be offset by effective organize or controlling . planning precision is of almost
importance
6. Pervasiveness
Planning is pervasive activity covering the entire enterprise with all its segments and every level of
management . planning is not the exclusive responsibility of management only , but it extends to middle
and lower management as well. Although the top level managers are mostly preoccupied with planning
work because of their wide jurisdiction of operation and decision Making , planning is of necessity of
every managers.
PRINCIPLES OF PLANNING:
Planning must focus on purposes. It should always be based on clearly defined objective.
Planning is a continuous and iterative process which includes series of steps, so continuity and
flexibility should be maintained n planning cycle.
Planning should be simple and there should be provision for proper analysis and classification of action.
In planning there should be a good harmony with organization and environment political as well as
economical etc.
Planning is hierarchical in nature and must have an organizational identification.
Planning should be pervasive activity covering the entire organization with all its departments, sectors
and different levels of administration and it should be balanced.
Planning must be precise in it objective scope and nature. It should be realistic in its scope and pinpoint
the expected results.
In planning the provision should be made to use all available resources.
Planning should always be documented so that the entire concerned are fully committed to the
implementation of the program.
PHILOSOPHY
Through the experience and expertise of its founder, GinCommGroup has developed a planning philosophy
that is uniquely tailored to not-for-profit membership organizations.
1. Member-centered.
While associations can borrow much from the business literature on strategic planning, they must be
cognizant of a fundamental difference -- for an association, its members are both its owners and its
customers. This means that an association must focus on the needs of its members as the driving force
behind its strategic direction and long-range goals..
2. Results-oriented.
If a plan is to be more than an intellectual exercise, it must have a direct effect on the activities of the
association. To assure that the plan produces results, its long-range (i.e., three to five years) goals should
drive the development of an annual work plan and budget.
An association's budget is its most important planning document; augmenting it with a companion work plan
provides a framework for achieving long-range goals by setting measurable objectives for the year
(including those which are evaluated by measures other than dollars and cents). Every activity in the work
plan and budget should contribute toward the achievement of the goals of the strategic plan.
GinCommGroup can assist its clients in developing an annual work plan and budget that implement the
first phase of the strategic plan.
3. Information-based.
An effective planning process will combine the personal knowledge and creative thinking of the
association's leadership and staff with research, including membership needs assessments and industry
reports. Objective information ensures that the plan is based on reality, rather than the personal opinions or
biases of the participants, and that it goes beyond an extrapolation of current activity.
GinCommGroup can help its clients translate research into strategic directions and priorities.
4. Inclusive.
It is important to develop understanding and support for the plan by taking an inclusive approach to the
development of the plan. To the extent possible, those volunteer leaders who will have responsibility for
implementing portions of the plan should be included in the strategic planning process.
Regular progress reports should be provided, and presentation of the plan to association leaders and / or
members should be carefully planned to provide a balanced summary and allow time for discussion that will
enhance understanding.
GinCommGroup helps its clients communicate about the planning process and produce appropriate
presentation materials.
IMPORTANCE OF PLANNING: The importance of the planning function should have been clear to you.
We can outline the importance of planning as fallows-
Provides Direction: Planning provides a clear sense of direction to the activities of the organization and to the
job behavior of managers and others. It strengthens their confidence in understanding where the organization is
heading and what for, how best to make the organization move along the chosen path, and when should they
take what measures to achieve the goals of the organization.
Provides opportunity to analyze alternative courses of action: Another source of importance of planning is
that it permits managers to examine and analyze alternative course of action with a better understanding of their
likely consequences. If managers have an enhanced awareness of the possible future effects of alternative
courses of action, for making a decision or for taking any action, they will be able to exercise judgment and
proceed cautiously to choose the most feasible and favorable course of action.
Reduces uncertainties: Planning forces managers to shake off their inertia and insular outlook; it induces them
to look beyond those noses, beyond today and tomorrow, and beyond immediate concerns. It encourages them
to probe and cut through complexities and uncertainties of the environment and to gain control over the
elements of change.
Minimizes impulsive and arbitrary decisions: Planning tends to minimize the incidence of impulsive and
arbitrary decisions and ad hoc actions; it obviates exclusive dependence on the mercies of luck and chance
elements; it reduces the probability of major errors and failures in managerial actions. It injects a measure of
discipline in managerial thinking and organizational action. It improves the capability of the organization to
assume calculated risks. It increases the freedom and flexibility of manager’s withing well-defined limits.
King-pin function: As stated earlier, planning is a prime managerial function which provides the basis for the
other managerial functions. The organizational structure of task and authority roles is built around
organizational plans. The functions of motivation, supervision, leadership and communication are addressed to
implementation of plans and achievement of organizational objectives. Managerial control is meaningless
without managerial planning. Thus, planning is the king-pin function around which other functions are
designed.
Resource Allocation: Planning is means of judicious allocation of strategic and scarce resources of the
organization in the best possible manner for achieving strategic goals of the organization. The strategic
resources include funds, highly competent executives, technological talent, good contacts with government,
exclusive dealer network and so on. If the organization enjoys a distinct advantage in possession of such
resources, a careful planning is essential to allocate them into those lines which would strengthen the overall
competitive position of the organization.
Resource use efficiency: For an ongoing organization, planning contributes towards a more efficient
functioning of the various work units. There is better utilization of the organization's existing assets, resources
and capabilities. It prompts managers to close gaps, to plug loopholes, to rectify deficiencies, to reduce
wastage and leakages of funds, materials, human efforts and skills so as to bring about an overall improvement
in resource use efficiency.
Adaptive responses: Planning tends to improve the ability of the organization to effectively adapt and adjust
its activities and directions in response to the changes taking place in the external environment. An adaptive
behavior on the part of the organization is essential for its survival as an independent entity. For a business
organization, for example, adaptive behavior is critical in technology, markets, products and so on.
Anticipative action: While adaptation is a behavior in reaction and response to some changes in the outside
world, it is not enough in some situations. In recognition of this fact, planning stimulates management to act, to
take hold initiatives, to anticipate crises and threats and to ward them off, to perceive and seize opportunities
ahead of other competitions, and to gain a competitive lead over others. For the purpose, some enterprises
establish environmental scanning mechanism as part of their planning systems. Thereby such enterprises are
able to direct and control change, instead of being directed and controlled by the pervasive external forces of
change.
Integration: Planning is an important process to bring about effective integration of the diverse decisions and
activities of the managers not only at a point of time but also over a period of time. It is by reference to the
framework provided by planning that managers make major decisions on organizational activities, in an
internally consistent manner.
GOVERNMENT COLLEGE OF NURSING
JAGDALPUR. C.G.
SEMINAR ON:-
PLANNING PROCESS
SUBMITTED TO SUBMITTED BY
MRS. VASHITA PADHIAR MS.BABITA DHRUW
ASSOCIATE PROFESSOR M. Sc. NSG FINAL YR.
DEP. OF MENTAL HEALTH NURSING GCON JAGDALPUR C.G.
GCON JAGDALPUR C.G.
Bibliography:
Basvanthappa. B.T., “Nursing Administration”, 2rd edition, Jaypee Brothers, Medical publishers (P)
Ltd. New Delhi page no, 306-321
Deepak, k, et all a ‘’comprehensive book on nursing management,, 2nd edition, emmes medical
publisher banglore page number 69-100.