Organizational Planning in a High-Level View

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Organizational Planning in a High-Level View

Organizational planning is an essentially significant process for every company. It consists of several steps, including the definition of the firms reason for existing, setting purposes and objectives that will allow the company to reach its full potential, and then creating tasks to reach those purposes (Allison & Kaye, 2015). This paper aims to explore how getting a high-level view of organizational planning may be useful to the reality of planning. Further, the dangers of looking at this high-level view without a detailed analysis of ones own organization will be reviewed.

To begin with, analyzing examples of other firms performing organizational planning may be rather useful. For instance, Stone et al. (2020) demonstrate the possibility of helping a community-based agency develop and successfully implement a program evaluation of an outpatient program and therapeutic day treatment. Further, Chyung et al. (2013) explore the usefulness of Michael Scrivens approach to program evaluation, including the Key Evaluation Checklist, and provide recommendations and lessons learned. John and Bang (2017) described a teaching innovation aimed at redesigning an undergraduate social work research class, and the authors discussed steps, implementation, and limitations. Finally, Beehler et al. (2017) identified several strengths and weaknesses of typical PCBH provider practices (p. 257). Although the researchers results and recommendations generally refer to a specific field, it would be beneficial to provide a thorough analysis of all the mentioned cases and define the key to a successful implementation of a program. Thus, this high-level view of organizational planning may provide valuable and useful insights.

At the same time, these ideas and examples are not enough. When talking about ones particular company, it is impossible to be successful without a detailed analysis of the business. All the cases are different, and even if the situations seem similar, many characteristics still vary. Consequently, a leader may explore the examples of other companies and agencies but then adapt their plan to fit ones organizations needs and concerns. Otherwise, the danger lies in the fact that the company will not achieve the desired result, and the situation may worsen.

References

Allison, M., & Kaye, J. (2015). Strategic planning for nonprofit organizations: A practical guide and workbook in preparation for SWOT analysis. John Wiley & Sons.

Beehler, G. P., Lilienthal, K. R., Possemato, K., Johnson, E. M., King, P. R., Shepardson, R. L., Vair, C. L., Reyner, J., Funderburk, J. S., Maisto, S. A., & Wray, L. O. (2017). A narrative review of provider behavior in primary care behavioral health: How to process data can inform quality improvement. Families, Systems & Health: The Journal of Collaborative Family Healthcare, 35(3), 257270.

Chyung, S. Y., Wisniewski, A., Inderbitzen, B., & Campbell, D. (2013). An improvement and accountabilityoriented program evaluation: An evaluation of the Adventure Scouts program. Performance Improvement Quarterly, 26, 87-115.

John, A., & Bang, E. (2017). Teaching notekeeping it real: Program evaluation projects for an undergraduate research class. Journal of Social Work Education, 53, 546 551.

Stone, K. J., Kanine, R. M., Kuckelman, S., & Jackson, Y., & T, Ann. (2020). Methodological design and procedures of program evaluation of therapeutic day treatment and outpatient program for preschool-aged children exposed to maltreatment. Children and Youth Services Review, 110.

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