Strategic Planning in Administrative Processes: A Guide

Posted on Nov 12, 2024 in Other subjects

Customer Guidance and Administrative Processes

What is the Administrative Process?

The administrative process involves several stages essential to the functioning of any organization. These stages are:

  • Prevision: Research, objectives, alternate courses of action.
  • Planning: Policies, procedures, programs, budget.
  • Organization: Functions, hierarchies, obligations.
  • Integration: People, resources, technologies.
  • Direction: Authority, power, delegation, supervision.
  • Control: Standards, assessment.

Administrative Skills: Ability Tea Sheet

Administrative skills involve using knowledge, methods, techniques, and equipment to perform tasks effectively. These skills include:

  • Human Ability: The ability to work effectively with people.
  • Conceptual Ability: Understanding the complexity of the organization.

Steps in the Administrative Process (L.F. Urwick)

  • Mechanics: Planning and organization.
  • Dynamics: Direction and control.

Why is a Health Plan Necessary?

  • To use public funds appropriately.
  • To obtain funding.
  • To evaluate the effectiveness of health policies and programs.

Planning and Strategic Planning

Planning

Planning means anticipating the course of action to achieve a desired state.

Planning Strategy

Planning strategy is a methodology that helps organizations adapt to changing environments by developing stable structures and achieving targets. It establishes program planning strategies and tactics for achieving strategic objectives, linking the strategic level to the operational level.

Operational Planning

Operational planning identifies and allocates goals, activities, resources, and responsibilities for a specific period (usually one year) to achieve institutional goals.

Steps for Developing the Strategic Plan

  1. Construction of the vision and mission.
  2. Analysis of external and internal factors (SWOT analysis).
  3. Formulation of strategic objectives.
  4. Formulation of strategies and performance indicators.

Vision

Vision is an organization’s image of its future, considering its current reality. It should be positive and realistic. It answers questions like:

  • How do we see ourselves in the future?
  • What do we want to achieve in the future?
  • How do we see the people we work with?

The vision statement must be:

  • Launched by leaders.
  • Shared and supported.
  • Logical and relevant.
  • Positive and inspiring.

Mission

The mission describes the organization’s purpose within its environment and society. It answers questions like:

  • Who are we?
  • What do we seek?
  • Why do we do it?
  • For whom do we work?

SWOT Analysis

External Environment

Diagnosing the external environment involves identifying and anticipating fundamental changes and their potential impact. These changes can be:

  • Opportunities: Favorable situations that the organization can leverage.
  • Threats: Unfavorable situations that could harm the organization.

Opportunities

Opportunities are socioeconomic, political, or cultural factors that the organization can take advantage of if certain conditions are met.

Threats

Threats are unfavorable situations that must be addressed to minimize potential damage to the organization’s performance and survival.

Internal Environment

The internal environment refers to the organization’s capacity to address environmental challenges. This includes:

  • Strengths: Favorable aspects that enable the organization to respond effectively to opportunities and threats.
  • Weaknesses: Limitations that hinder the organization’s ability to respond effectively.

Strengths

Strengths are resources, processes, or other elements that give the organization a competitive advantage.

Weaknesses

Weaknesses are limitations that make the organization vulnerable to threats or unable to capitalize on opportunities.

Strategic Objectives

Strategic objectives are the desired changes or effects the organization hopes to achieve in the medium to long term. They link the organization’s strengths with external opportunities and threats.

Strategies

Strategies are formulated based on the SWOT analysis. They are multidimensional and encompass all the organization’s actions with a sense of unity, purpose, and leadership.

Approaches to Design Strategies

  1. Mission and vision of the organization.
  2. Main trends affecting the institution.
  3. Strategic objectives (answering the question: “What do we want to achieve?”).