Focus Management Workshop & Cocktail Reception

Transcription

1 Focus Management Workshop & Cocktail Reception Strategic Planning, Organizing, Leading and Monitoring Management Model An Interactive Workshop 4 th Annual Focus Manager s Mini Conference Wednesday, May 6, :00 pm - 5:30 pm Darnetta Clinkscale, MBA, RRT St. Louis, Missouri

2 Including Over 150 Registered Therapists

3 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 Have fun in the workshop

4 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!! 4

5 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 5

6 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 6

7 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.

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9 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. 9

10 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. 10

11 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. 11

12 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. 12

13 Plan Hoshin planning systematizes strategic planning. To be truly effective, it must also be crossfunctional, promoting cooperation along the value stream, within and between business functions. 13

14 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.

15 Hoshin Planning Process Step 1 Identify the key business issues facing the organization. 15

16 Hoshin Planning Process Step 2 Establish measurable business objectives that address these issues. 16

17 Hoshin Planning Process Step 3 Define the overall vision and goals. 17

18 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. 18

19 Hoshin Planning Process Step 5 Determine the tactics and objectives that facilitate each strategy. 19

20 Hoshin Planning Process Step 6 Implement performance measures for every business process. 20

21 Hoshin Planning Process Step 7 Measure business fundamentals 21

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24 RESPIRATORY CARE SERVICES STRATEGIC PRIORITIES Goal 2014 Target 2012 Strategies Safety Quality Service UHC Quality & Accountability: Top 10 Overall Satisfaction: Top Decile Avoid all preventable harm Partner with physicians to reduce mortality Improve and implement standardized clinical workflows Support continuum of care initiatives Improve patient access and flow Internalize ICARE values to drive service excellence behaviors Accelerate improvement of overall patient satisfaction levels Develop, retain & recruit the most talented people People Employee Engagement: 85 Innovation Finances Adjusted Patient Days: Multi-Year Model Level Operating Margin: 4% Supply Expense/Net Revenue: 19% Create culture of diversity & inclusion Proliferate and mature Lean management model Develop & strengthen clinical programs Transform facilities through Master Facility Plan deployment 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

25 Plan Break out into small groups for interactive activities using the skills presented in this section! 25

26 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. 26

27 Organize Organization Chart Task and Job Analysis Job Description Employee Performance Planning (the overall process ensures ongoing, effective organizing) Time Management 27

28 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. 28

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30 Respiratory Shared Governance Structure Documentation Organizational Committees Performance Improvement Health & Career Fairs Shared Governance Council Protocols & Research UPC Policies & Procedures Reward & Recognition

31 Organize Break out into small groups for interactive activities using the skills presented in this section!

32 Direct 32 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?

33 Direct Direct Now flip the "ON" switch. Execute!!! 33

34 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 34

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36 Direct Break out into small groups for interactive activities using the skills presented in this section!

37 Control 37 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 PDCA Cycle Plan Understand the problem; identify root cause Plan changes Do Implement changes Check Monitor changes Follow up Act Adjust Celebrate and reward success 38

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40 Control Review of several Monitoring tools 40

41 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. 41

42 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 change.

43 Control Break out into small groups for interactive activities using the skills presented in this section! 43

44 THEN Darnetta Clinkscale

45 NOW