Faculty of nursing

Ain shams university

2nd semester

Strategic planning
(SWOT Analysis)
Under supervision
Dr. Heba Rayan

Prepared by:
1) Esraa Mostafa Gaber
2) Mona Reda Mohamed
3) Sara Fahim Sayed
4) Asmaa Abd ELAzeem Mohmoud
5) Basma Gad Al Sayed Bakhit
6) Aya Hussin
7) Shrouq Ali
2025
 Student name Task
• Introduction of strategic planning
• Type of conflict
• Conflict management strategies
1. Esraa Mostafa Gaber
• Application of SWOT Analysis
• ACTION PLANE OF SWOT
(writing word )
• Definitions of SWOT
• Symptoms of conflict
2. Mona Reda Mohamed
• Explain Process of SOWT Analysis
Rules of SWOT Analysis
• Definition of strategic planning
• Categories of Strategy
3. Sara Fahim Sayed
• Purpose of Strategic Planning
• Components of SWOT Analysis
• Benefits of Strategic Planning
• Component of Strategic Planning
4. Asmaa Abd ELAzeem Mohmoud
• Importance of SWOT Analysis.
• Benefits of using a SWOT Analysis
• ACTION PLANE OF SWOT
• levels conflict
5. Basma Gad Al Sayed Bakhit • Process Of SWOT Analysis
• Advantage and disadvantage of
SWOT Analysis.
• Introduction of SWOT Analysis
• Causes of conflict
• Process of conflict
6. Aya Hussin
• Definitions of conflict & Conflict
management
• Benefits of Conflict management
• Factors Influencing conflict
7. Shrouq Ali management strategies
• Process of Conflict management

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❖ The Aim of Project:

 Identify Strategic Planning :Theoretical Perspectives

 Exploring the Theory Behind Managerial Issues

o (conflict)
 Effective conflict management Techniques in Management
o (SWOT Analysis)
 Strategic Action plan to Address Conflict
❖ Content of the project
 Descriptive Of The Problem and this lead to conflict
 Theoretical background about Strategic planning
 Theoretical background about conflict & conflict management

 Techniques used for solving selected managerial Problems:

SWOT Analysis
 Action plan for the selected Managerial Problem:
o Ineffective Communication
o over work load
o lack pf performance
o Lack of cooperation
o Improper delegation
 Reference.

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 Description of the problem
During our Practical training to the pediatric hospital, conflicts
were observed among medical staff members, primarily due to
poor communication and increased daily work pressures. These
disagreements can negatively impact the quality of healthcare
provided to children. This leads to a tense work environment
that impacts overall performance. Therefore, it has become
necessary to develop a strategic plan aimed at addressing the
root causes of these conflicts, promoting effective
communication, and improving the work environment to ensure
the provision of safe and comprehensive healthcare services for
children.

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Theoretical Background about
strategic planning

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Learning Objectives:
At the end of every learner will be able to:

• Identify concept of strategy and Strategic Planning.

• Explain Categories of Strategy.
• Explain Purpose of Strategic Planning.
• Clarify Benefits of Strategic Planning.
• Discuss the Component of Strategic Planning.
• When strategic planning should be done?
• Explain Process Of Strategic Planning.
• Explain the Role of Strategic planning in improving the
Nursing management.
• Discuss the Barriers of Strategic Planning.
• Explain How to Overcome the Barriers of Strategic Planning.
• Roles of Leadership And Management Functions Associated
with Strategic Planning.
• Reference.

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Outlines:
• Introduction.
• Definition of Strategy.
• Categories of Strategy
• Purpose of Strategic Planning.
• Benefits of Strategic Planning.
• Component of Strategic Planning.
• When strategic planning should be done?
• Process Of Strategic Planning.
• Role of Strategic planning in improving the Nursing management.
• Barriers of Strategic Planning.
• Overcome Barriers of Strategic Planning.
• Roles of Leadership and Management Functions Associated with
Strategic Planning.
• Reference.

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Introduction:
Strategic planning represents a systematic, flexible and continuous
process to define or reaffirm the main purpose of an organization, visualize
the future in the context of internal and external business environment,
establish clear strategic directions, build organizational commitment, and
formulate strategies to overcome challenges and maximize future
opportunities. Strategic planning is one of the key management tools used
to sharpen organizational focus, improve overall performance and ensure
long-term sustainability.

Definition of Strategy:
1- planning and managing an operation for a particular purpose such as
in awar.
2- A pattern of actions and resource allocations designed to achieve the
organization's goals.

Definition of Planning
1. Process of thinking regarding the activities required to achieve a
desired goal.
2. The establishment of goals, policies, and procedures for a social or
economic unit.

Definition of strategic planning

1. Strategic planning how an organization defines its future. it is
based on an understanding of an organizational mission and vision
and aligns an organization with defined and can be considered road
map for the future of an organization.
2. A process where an organization envisions its future and develops
strategies to achieve that vision.

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Categories of strategy
Strategic planning activities typically focus on three areas: business,
corporate
Or functional. They break out as follows.
1-Business.
A business-centric strategic plan focuses on the competitive aspects
of the organization -- creating competitive advantages and opportunities
for growth. These plans adopt a mission evaluating the external business
environment, setting goals, and allocating financial, human and
technological resources to meet those goals. This is the typical strategic
plan and the main focus of this article
2- Corporate.
A corporate-centric plan defines how the company works. It focuses
on organizing and aligning the structure of the business, its policies and
processes and its senior leadership to meet desired goals. For example, the
management of a research and development skunk works might best
ructured to function dynamically and on an ad hoc basis. It would look
different from the management team in finance or HR.
3-Functional.
Function-centric strategic plans fit within corporate-level strategies
and provide a granular examination of specific departments or segments
such as marketing, HR, finance and development. Functional plans focus
on policy and process -- such as security and compliance -- while setting
budgets and resource allocations.
In most cases, a strategic plan will involve elements of all three
focus areas. But the plan may lead toward one focus area depending on
the needs and type of business.
Purposes of strategic planning
• To enhance the allocation of scarce resources including time and
money in nursing.
• To manage the department for performance.

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 • To acquire and develop new nursing practices.
• To foster better goals, better nursing values and better
communication.
• To bring changes in operations, management, and organization

Benefits of Strategic Planning

Defines organization’s vision, mission and future goals.
1) Identifies the suitable strategies to achieve the goals.
2) Improves awareness of the external and internal environments, and
clearly identifies the competitive advantage.
3) Improves managers’ commitment to achieving the organization’s
objectives.
4) Improves coordination of the activities and more efficient allocation
of organization’s resources.

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 5) Reduces resistance to change by informing the employees of the
changes and the consequences of them.
6) On average, organizations using strategic management are more
successful than the organizations that don’t.
7) Strategic planning allows the organization to become more proactive
than reactive.
8) The VMOSA Strategic It helps in setting more formal planning
programmed andrequire department and unit planning.
9) By integrating strategic planning with operational and financial
plans
10) To concentrate more on strategic issues.
11) To improve knowledge and skill in strategic issue.
12) To improve the communication of top nursing managers with the
organization administrator.
13) To allow better execution of plans.
14) To anticipate the future plan for it.
15) To develop annual budget.
16) To focus on quality outputs that will improve nurse performance and
productivity.

Component of strategic planning (V- MOSA) V. MOSA

Analysis Framework is a simple way to think about a strategic
process that many organizations broadly follow. It provides a series of steps
that fit together into a process for strategic planning. Though this model is
fairly simple, it provides a helpful overview of a structured way to think
about organizational strategy. There are five stages to the framework which
we detail below.

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Stage 1: Vision (the dream)
The framework follows a waterfall concept. It says that an
organization’s first requirement in developing their strategy is to create a
clear vision for the future. This vision can be a light to responsible business
principles, or more traditional value based management. Once
organizations have agreed a vision they can move forward and be certain
that the strategy they create will help them move towards where they want
to be.
In general, vision statements should be.
o Understood and shared by members of the community.
o Broad enough to encompass a variety of local perspectives
o Inspiring and uplifting to everyone involved in your effort
o Easy to communicate for example, they should be short enough to
fit on aT-shirt.
Stage 2: Mission (the what and why)
The second step of VMOSA is to define the organizational mission.
Usually a mission builds on the vision. It defines what the organization will
actually do to make its vision a reality. Mission statements are similar to
vision statements, butthey're more concrete and action-oriented than vision
statements. They are definitely more "action-oriented" than vision
statements

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Some general guiding principles about mission Statements are that they
are:

• Concise: Although not as short a phrase as a Get its point across in

one sentence
• Outcome-oriented: Mission statements explain the overarching
outcomes your organization is working to achieve.
• Inclusive: While mission statements do make Statements about
your group's overarching
Stage 3: Objectives (how much of what will be accomplished by
when)
Once an organization has defined its vision and mission, it can move
for ward with the rest of its strategic planning. The third step in this frame
work is the creation of SMART objectives relating to the organization’s
vision and mission.These objectives ensure that the organization knows
specifically what it is hoping to achieve in a given time frame.
Organizations can also use them to track their progress towards achieving
their vision. The insight provided by tracking objectives will help an
organization re-prioritize actions and resources over time. Again, this will
help ensure they progress towards achieving their vision.
Operational or strategic plan objectives should be: SMART
• Specific - to avoid differing interpretations.
• Measurable -to allow monitoring and evaluation.
• Appropriate - to the problems, goals, and strategic objectives and
intended results.

• Realistic - achievable, challenging, and meaningful.

• Time bound - with specific time frames for completion.

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Stage 4: Strategies (the how)
The fourth step is defining specific strategies to help the organization
achieve its objectives. This sounds a bit unhelpful, but it basically means
that you need to define the “broad brush” or high-level approach that will
be taken to ensure that each objective is likely to be met.
Stage 5: Action Plans
The last step of The VMOSA Strategic Analysis Framework process
is the creation of action plans (AKA Tactics). These action plans detail how
the organization will make each strategy happen. Organizations should
create fairly detailed action plans that include timelines for achievement.
In many organizations program or project management teams may own
these action plans. Action steps are developed for each component of the
interventionor (community and systems) changes to be sought. These
include:
• Action step(s): What will happen?
• Person(s) responsible: Who will do what?
• Date to be completed: Timing of each action step
• Resources required: Resources and support
• (Both what is needed and what's available)
• Barriers or resistance, and a plan to overcome them!
• Collaborators: Who else should know about this action?

When strategic planning should be done ?

Strategic planning should be done when an organization is just
getting started. In preparation for a new major venture, for example,
developing a new department. Strategic planning should also be conducted
at least once a year in order to be ready for the coming fiscal yea 18 Each
year, action plans should be updated. Note that, during implementation of
the plan, the progress of the implementation should be reviewed at least on
a quarterly basis by the board.

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Strategic planning process:
A simplified view of the strategic planning process is shown by the
following diagram:

1-Mission and objective

The mission statement describes the organization business vision
including the unchanging values and purpose of the firm and forward –
looking visionary goals that guide the pursuit of the future opportunities.
Guided by the business vision, the firm leaders can define measurable
financial and strategic objectives. Financial objectives involve measures
such as sales targets and earnings growth. Strategic objectives are related
to the firm’s business position, and may include measures such as market
share and reputation.
2-Environmental scan
The environmental scan includes the following components:
• Internal analysis of the firm.
• Analysis of the firm’s industry (Task environment).
• External micro environments ( PETS analysis).

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 The internal analysis can firm’s strengths and weaknesses and the
external analysis reveals opportunities and threats. A profile of Strengths,
Weaknesses, Opportunities, and Threats is generated by means of a SWOT
analysis An industry analysis can be performed using a framework
developed by Michael porter known as Porter’s five forces. This
framework evaluates entry barriers, supplies, customers, substitute’s
products, and industry rivalry.
A PESTLE analysis studies the key external factors (Political,
Economic, Sociological, Technological, Legal and Environmental) that
influence an organization. It can be used in a range of different scenarios,
and can guide people professionals and senior managers in strategic
decision making.
3-Strategy formulation
Give the information from the environmental scan, the firm should
be match its strength to the opportunities that is has identified, while
addressing its weaknesses and external threats. To attain superior
profitability, the firm seeks to develop a Competitive advantage over its
rivals. A Competitive advantage can be based on the cost or differentiation.
Michael Porter identified three industries – independent generic strategic
from which the firm can be chosen.
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 strategy is implemented 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 be not succeed if them is
understood or if lower- level managers resist it implementation because
they are do not understand why the particular strategy was selected.

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5-Evaluation &Control
The implementation of the strategy must be monitored and adjustments
made as needed. Evaluation and control consists of the following steps:
1. Define parameter to be measured
2. Define targets values for those parameters
3. Perform measurements
4. Compare measured results to the Pre- defined standard
5. Make necessary changes.

Barriers of strategic planning:

 Fear
Fear can be a barrier to effective planning. When management
focuses on the fear of change or lack of success rather than the potential
for growth, it makes it difficult to plan for the future of an organization.
 Shortsightedness
Shortsighted behavior can cause executive managers to stop in their
tracks. By focusing on current projects rather than broader, long-term goals
and on day-to-day management rather than future growth and profitability,
shortsightedness is a barrier to effective planning
 Negativity
Negativity, or a lack of positive ideas and suggestions for the 20
future, can create an insurmountable barrier when it comes to strategic
planning. A good leader must be positive and bring knowledge and
expertise to the table. Negative thought, or a belief in failure, can lead to
inertia, which can cause an organization to stagnate.
 Communication Barriers
Difficulty in communicating goals and plans can stall a planning
session. Whether communication barriers stem from language or cultural
differences, or whether a manager simply is an ineffective communicator,

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poor communication can make it hard to express goals and organizational
mission.
 Poor Leadership
Leaders who are insecure or fearful in their own position within an
organization are ineffective when it comes to planning. A leader who
Cannot lead, or who is unapproachable, cannot collect suggestions and
ideas from employees that are essential to effective planning.
 Lack of Creativity
A lack of creativity, tied with poor leadership, can cause employees
to grow bored and disheartened, and employees who feel like that can't do
their best work

 How to overcome the Barriers of strategic planning?

1. Provide specialized training in strategic planning field
2. Provide a structured process with some standard tools for strategic
analysis
3. Provide coaching and consulting from the experts in the central
strategic planning department
4. In order to overcome the lack-of-experience-barrier, it is advisable to
include strategic planning and thinking capabilities in the personnel
development activities.
5. Bring in some outside experience. Experienced external coachor
consultant may facilitate strategy finding by moderating and guiding
the strategy process.

 Leadership roles and Management Functions Associated

with the Strategic Planning:
A-Role of Leadership
1. Assesses the organization’s internal and external environment in
forecasting and identifying driving forces and barriers to strategic
planning

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2. Demonstrates visionary, innovative, and creative thinking in
organizational and unit planning, thus inspiring proactive rather than
reactive planning
3. Influences and inspires group members to be actively involved in long
term planning
4. Periodically completes value clarification to increase self- awareness
5. Encourages subordinates toward value clarification by actively
listening and providing feedback
6. Communicates and clarifies organizational goals and values to
subordinates
7. Encourages subordinates to be involved in policy formation, including
developing, implementing, and reviewing unit philosophy, goals,
objectives, policies, procedures, and rules
8. Is receptive to new and varied ideas
9. Role models proactive planning methods to subordinates.

B- Management Functions;
1. Is knowledgeable regarding legal, political, economic, and social
factors affecting healthcare planning.
2. Demonstrates knowledge of and uses appropriate techniques in both
personal and organizational planning.
3. Provides opportunities for subordinates, peers, competitors, regulatory
agencies, and the general public to participate in planning.
4. Coordinates unit-level planning to be congruent with organizational
goals.
5. Periodically assesses unit constraints and assets to determine available
resources for planning.
6. Develops and articulates a unit philosophy that is congruent with the
organization.
7. Develops and articulates unit goals and objectives that reflect unit
philosophy.

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8. Develops and articulates unit policies, procedures, and rules unit
objectives.
9. Periodically reviews unit philosophy, goals, policies, procedures, and
rules and revises them to meet the unit’ s changing needs.
10.Actively participates in organizational strategic planning, defining and
implementing, such strategic plans on the unit level.

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Reference:
 ARTHUR, A. T. (2021). Crafting and Executing Strategy: The Quest
for Competitive Advantage. Mcgraw-Hill Us Higher Ed.
 Business Model Generation" by Alexander Osterwalder and Yves
Pigneur While not SWOT-specific, it complements strategic
planning with tools like the Business Model Canvas, often used
alongside SWOT.
 CharlesR.McConnell(2019) UMIKERSMANAGEMENT
 David, F. R. (2011). Strategic management concepts and cases.
Prentice hall.
 DianeHuber,(2020)LeadershipandNursingCareManagement –
EBook-ElsevierHealthScience
 Hil, C. W., Hill, C. W., Schillin, M. A., & Jones, G. R.
(2023). Strategic Management: Theory & Cases: An integrated
Approach.
 Hill Charles, W. L., Jones Gareth, R., & Schilling Melissa, A. (2014).
Strategic management: Theory & cases: An integrated
approach. Cengage Learning.
 Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring
corporate strategy.
 LEADERSHIP for Nurse Administrators 7th Edition p;149-156.
 Leadership Roles and Management Functions in Nursing 9th Edition
P: 167-182 Dr ALamelu Venketaraman Ph(N) (2020) Newer Trends
in Management of Nursing Services and Education7th Edition P;55-
59. Linda Roussel,Phd,Rn,Nea-Bc,Cnl Patricial Thomas,(2016)
management and skill forthen ewyorktimeshealthcaare
 Strategic Management: Creating Competitive Advantages" by
Gregory Dess, Tom Lumpkin, and Gerry McNamara
 https://corporatefinanceinstitute.com/resources/management/strateg
ic- planning/

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 https://d1wqtxts1xzle7.cloudfront.net/67226454/Strategic_Manage
ment_and_Strategic_Plann20210506-13709-
znccwu.pdf?1620298116=&response- content-dispo –
 https://study.com/academy/lesson/what-is-the-strategic-planning-
process-model-steps-examples.html
 https://www.betterup.com/blog/strategic-planning
https://www.gartner.com/en/insights/strategic-planning BESSIE L.
MARQUIS, RN, MSN Carol J. Huston (2023)
 https://www.techtarget.com/searchcio/definition/strategic-planning
1-2-2----2-2

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Theoretical background
of SWOT analysis

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Learning Objectives:
At the end of every learner will be able to:
▪ Identify concept of SWOT Analysis.
▪ Explain the Importance of SOWT Analysis.
▪ Clarify Benefits of SOWT Analysis.
▪ Illustrate the Component of SOWT Analysis.
▪ Apply the Rules of SWOT Analysis.
▪ Discuss the obstacles of SWOT Analysis.
▪ Explain Process of SOWT Analysis.
▪ Reference.

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Outlines:
• Introduction
• Definitions of SWOT
• Importance of SWOT Analysis.
• Benefits of using a SWOT Analysis
• Components of SWOT Analysis
• Process Of SWOT Analysis
• Rules of SWOT Analysis
• The obstacles of SOWT Analysis.
• Explain Process of SOWT Analysis
• Reference

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Introduction:
SWOT analysis is a framework for identifying and analyzing an
organization's strengths, weaknesses, opportunities and threats. These
words make up the SWOT acronym. The primary goal of SWOT analysis
is to increase awareness of the factors that go into making a business
decision or establishing a business strategy. To do this, SWOT analyzes the
internal and external environment and the factors that can impact the
viability of a decision.
Businesses commonly use SWOT analysis, but it is also used by
nonprofit organizations and, to a lesser degree, individuals for personal
assessment. SWOT is also used to assess initiatives, products or projects.
As an example, CIOs could use SWOT to help create a strategic business
planning template or perform a competitive analysis.

Definitions of SWOT Analysis:

1- SWOT analysis is a method for identifying and analyzing internal
strengths and weaknesses and external opportunities and threats that
shape current and future operations and help develop strategic goals.
2- A SWOT analysis is a simple but powerful tool to evaluate a
company's strengths, weaknesses, opportunities, and threats. It
provides a clear picture of your current position in the market and
helps you identify areas for growth.

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Importance of SWOT Analysis
1. Building business strength.
2. Minimizing weakness.
3. Enhancing strategic planning and decision making
4. Counteracting threats
5. Helping businesses seize opportunities
6. It's a powerful tool to asses internal and external factors that give a
business a clear advantage and help it keep abreast of consumer trends.
7. Help business owners identify areas of improvement and find
competitive advantages in the industry.
8. Leads to better use of resources.
9. Improves business operations.
10.Leads to the discovery of new opportunities.
11.Helps business deal with risks.
12.Give organization competitive advantages.

Benefits of using a SWOT analysis

• Enhanced decision-making: The structured approach of SWOT analysis
simplifies complex business environments, enabling more informed and
confident decision-making by highlighting key areas for improvement
and growth.
• Proactive risk management: By identifying potential threats early, a
SWOT analysis allows businesses to develop strategies to mitigate
risks, safeguarding the business against unforeseen challenge
• Establishes Priority: SWOT can systematically assess the current
internal and external factors that play into your business’s success and
failure. Whilst not entirely comprehensive and all-encompassing, it
highlights the most key issues for your organization and lays the
groundwork for coming up with a strategic process to address them.

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• Even if you were to miss factors, so long as you act on what you have,
you will go a long way toward developing your business. Furthermore,
anything you miss you will likely come across again during this
process, as you’ll actively be creating new strengths and weaknesses
as you develop.
• Provides Strategic Insights: One of the biggest reasons you should
assess all four SWOT components is to know a company’s strategic
position and competitiveness across the industry. You can’t do a
SWOT analysis without knowing your industry, and knowing your
industry means knowing both your customers and your competitors.
• Once you have the information and data down that outlines your
capabilities, it becomes so much easier to understand what is and what
isn’t within the realm of possibility for your organization. This means
your options in decision-making become clear
• Fosters Collaboration: SWOT analysis is a great way to promote
collaboration since different teams and departments work together.
This isn’t just a social activity, but it also provides a full understanding
of everyone’s place and responsibilities within the company. This can
bridge the gaps between departments.
• Generates Future Scenarios: It’s good to keep an eye on what’s coming
in business to be proactive about potential future opportunities and
threats. Viewing SWOT analysis as an ongoing process allows
business owners and their managers to continuously update and revise
their strategies. With an in-depth analysis of everything, they can
discuss how their strengths or weaknesses may interact with any future
situations.
• Simple And Flexible: SWOT is a very simple framework that is
flexible enough to be applied across all types of organizations,
departments, initiatives, markets, and more. So, if you feel there’s just
one department that needs an assessment, you don’t have to waste time
analyzing the entire business. Furthermore, there’s ZERO financial
investment for conducting a SWOT assessment. Tons of paid tools and
models exist, but SWOT just needs time.

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Components of SWOT Analysis

1-Internal Factors
Strengths and weaknesses include the resources and capabilities within the
organization now. Since the company has the most control over internal
factors, it can craft strategies and objectives to exploit strengths and
address weaknesses.

❖ Strengths: Internal factors that give you an advantage over

competitors (e.g., brand reputation, strong distribution network).
Example:
• Strong customer base: Asana has a loyal customer base and a well-
established brand reputation in the SaaS industry.
• Robust development team: Expertise in software development and
a track record of delivering high-quality SaaS products.
• Integrations: Existing integrations with numerous third-party
applications that could be leveraged in the new product.

❖ Weaknesses: Internal limitations that hinder your performance (e.g.,

limited product range, weak online presence).

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Example:
• Limited experience in AI: Lack of experience in developing AI-
powered solutions could be a significant challenge.
• Resource allocation: Shifting the focus to a new market might
strain resources and affect the core project management product.
• Market knowledge: Less familiarity with the nuances of the
business analytics market, including the various uses of AI in this
field, compared to established players.

2-External Factors
External factors include opportunities and threats that are outside of the
organization. These are factors that the company may be able influence—
or at least anticipate—but not fully control

❖ Opportunities: External factors that present potential for growth

(e.g., emerging markets, changing customer needs).
Example:
• Growing demand for analytics: Increasing demand for data-driven
decision-making tools presents a significant market opportunity.
Developments in AI lowering the barrier to entry in business
analytics.
• Cross-selling opportunities: Potential to offer business analytics
analytics as an add-on to existing customers, increasing overall
revenue.
• Innovation: Ability to innovate and set trends in the relatively new
and rapidly growing AI analytics sector.

❖ Threats: External factors that could negatively impact your business

(e.g., new regulations, economic downturn, competitor innovations).

Example:
• Intense competition: Established competitors like Tableau and
Power BI have a significant market presence and advanced products.

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 • Rapid technological changes: The fast pace of technological
advancements in AI could render new solutions quickly outdated.
• Customer skepticism: Existing customers might be skeptical about
the company’s shift to AI analytics and its impact on the core
offering.
When to use a SWOT analysis?
You can use a SWOT analysis in several scenarios for comprehensive
business assessment:
• Developing a new business strategy: Ensure your strategy
leverages strengths and opportunities while addressing weaknesses
and threats.
• Launching a new product or service: Evaluate market readiness
and potential challenges.
• Entering a new market: Understand the competitive landscape and
market dynamics.
• Evaluating your competitive landscape: Identify where you stand
relative to competitors.
• Responding to industry changes: Adapt to new regulations,
economic shifts, and technological advancements.
Rules of SWOT analysis
• Be realistic about the strengths and weaknesses when conducting a
SWOT analysis.
• SWOT analysis should distinguish between is today, and where it
could be in the future.
• SWOT should always more specific and objectivity.
• SWOT analysis should be timetabled.
• Prioritize key factors (list the most critical strength, weakness,
opportunities, threats )
• avoid overloading the analysis with too much information.
• Consider different prespectives (get input from multiple
stakeholders (employees, customers, partners)
• Align with goals and strategies
• Review and update regularly.

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❖ The obstacles of SWOT Analysis:
1- Subjective Perspectives
SWOT heavily relies on the knowledge and perceptions of everyone
involved in the assessment. Having a variety of people is both an advantage
and a disadvantage sometimes. When dealing with people across different
departments, you will find that many of them have their priorities,
preoccupations, and ideas of limitations within the company. This is
especially true the larger a company is. It’s best to ensure that all concerns
and conflicting opinions are registered and acted upon, ensuring that
internal factors remain positive.
2-Not A Standalone Tool
You cannot use SWOT as the only tool for decisive solutions. It can
help you with some very useful information, but you will need to pair it
with other models if you want to validate your findings and make data-
driven business decisions.
3-Static View
SWOT analysis is not a one-off. Just like your company evolves with
time, the SWOT will too. This means that the SWOT process is something
that must be treated dynamically, constantly updating it. Business leaders
must engage in comprehensive discussions about various strategic issues
simultaneously. What you analyse now might not be true in a month,
especially if you are from a fast-growing and evolving industry. So long as
you work on what you have, you will make progress, however, mitigating
this disadvantage.
4-Overemphasis On Strengths
Some organisations end up overly focused on leveraging current
strengths with SWOT rather than developing new capabilities for the
future. This unbalanced perspective can negatively affect your growth.
Furthermore, complex organisational and competitive dynamics cannot be
understood with an oversimplified SWOT analysis explanation. So rather
than assuming things, managers should dig deeper and pair SWOT with
other methods for the best results.

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5-Lacks Implementation Details
As mentioned earlier too, there are no actionable steps defined.
Managers do get a hold of the priorities, but they don’t get a plan of
execution. Knowing these limitations can help you maximise benefits
while mitigating any risks of incomplete or incorrect analysis. SWOT
should be treated as a part of the planning rather than the entire planning.
Process of SWOT Analysis

Step 1: Gather a diverse team

To get a well-rounded view of your business, assemble a team with
representatives from different departments. This diversity ensures that
various perspectives are considered, providing a comprehensive
understanding of the company's strengths, weaknesses, opportunities, and
threats.
Step 2: Brainstorm and list factors
List all the strengths, weaknesses, opportunities, and threats your
team can identify. Encourage open discussion and thorough examination to
ensure all relevant factors are captured. Document each factor.
Step 3: Prioritize key factors
After compiling the list, rank the most critical factors in each
category. Focus on those that have the highest impact on your business.
This prioritization helps identify critical areas that require immediate
attention.

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Step 4: Analyze internal factors
Examine the internal factors (strengths and weaknesses) in detail.
Consider aspects such as resources, capabilities, processes, and
organizational culture. Understanding these will help you leverage
strengths and address weaknesses effectively.
Step 5: Analyze external factors
Conduct market research to investigate external factors
(opportunities and threats). Examine industry trends, competitor activities,
regulatory changes, and economic conditions. This analysis helps identify
potential opportunities for growth and threats that could impact your
business.
Step 6: Develop strategic actions
Use the insights from your SWOT analysis to develop strategic
actions. Create strategies that leverage your strengths, address your
weaknesses, capitalize on opportunities, and mitigate threats. Ensure each
strategy is actionable and aligns with your overall business goals.
Step 7: Implement and monitor changes
Once strategies are developed, implement them effectively across
the organization. Assign responsibilities and set timelines for each action.
Continuously monitor progress and make adjustments as necessary to stay
aligned with your strategic objectives.
Step 8: Review and update regularly
SWOT analysis is not a one-time activity. Regularly review and
update your SWOT analysis to reflect changes in the internal and external
environment. This ensures that your strategies remain relevant and
effective in achieving your business goals

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Reference:
 Helms, M. M., & Nixon, J. (2010). Exploring SWOT analysis–
where are we now? A review of academic research from the last
decade. Journal of strategy and management, 3(3), 215-251.
 Puyt, R. W., Lie, F. B., & Wilderom, C. P. (2023). The origins of
SWOT analysis. Long range planning, 56(3), 102304.
 Lee, S. F., Lo, K. K., Leung, R. F., & Sai On Ko, A. (2000). Strategy
formulation framework for vocational education: integrating SWOT
analysis, balanced scorecard, QFD methodology and MBNQA
education criteria. Managerial auditing journal, 15(8), 407-423.
 https://quantive.com/resources/articles/swot-analysis
 https://www.linkedin.com/pulse/benefits-conducting-swot-analysis-
your-business-gavin-bottrell 2023
 https://www.business.qld.gov.au/running-business/planning/swot-
analysis#tips-for-completing-a-sccessful-swot-analysis
 https://asana.com/resources/swot-analysis

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 Theoretical Background about
Conflict & Conflict management

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Learning Objectives:
At the end of every learner will be able to:
• Identify concept of conflict
• Explain type of conflict
• Discuss the level conflict
• Describe symptoms of conflict
• Discuss Causes of conflict
• Discuss Process of conflict
• Identify concept of Conflict management
• Clarify Benefits of Conflict management
• Explain Process of Conflict management
• Discuss the Conflict management strategies
• Describe the Factors Influencing conflict management strategies
• References

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Outline:
• Definitions concept of conflict.
• Type of conflict.
• levels conflict.
• Symptoms of conflict.
• Causes of conflict.
• Process of conflict.
• Definitions of Conflict management.
• Benefits of Conflict management.
• Process of Conflict management.
• Conflict management strategies.
• Factors Influencing conflict management strategies.
• References.

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Introduction:
Conflict is a normal, and even healthy, part of relationships. After
all, two people can’t always be expected to agree on everything. Since
relationship conflicts are inevitable, learning to deal with them in a healthy
way is crucial. When conflict is mismanaged, it can harm the relationship.
Conflict can occur in various settings, including workplaces, relationships,
families, and societies.

❖ Definitions of conflict:
1. The form of interaction among parties that differ in interest,
perceptions, and preferences.
2. Internal or external discord that results from differences in ideas,
values, or feelings between two or more people.

❖ Types of confict:
1. Interpersonal Conflict – Disagreements between individuals due
to differences in personalities, values, or interests.
2. Intrapersonal Conflict – Internal struggle within an individual,
often related to decision-making or personal dilemmas.
3. Intergroup Conflict – Clashes between different groups, such as
teams, departments, or organizations.
4. Intragroup Conflict – Conflicts that occur within a single group,
often related to roles, leadership, or communication

❖ The main Level of conflict

Conflicts can be categorized into different levels based on their
intensity, scale, and impact.
1. Intrapersonal Conflict
Conflict within an individual (e.g., internal struggles, moral
dilemmas, decision-making issues).
2. Interpersonal Conflict
Conflict between two or more individuals (e.g., arguments,
workplace disputes, personal disagreements).

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3. Intragroup Conflict
Conflict within a group, organization, or team (e.g., differences in
opinions, leadership struggles, competition for resources).
4. Intergroup Conflict
Conflict between different groups, communities, or organizations
(e.g., rivalries between companies, ethnic tensions, gang conflicts).
5. Intranational Conflict (Civil Conflict)
Conflict within a single country, often involving factions, political
groups, or regions (e.g., civil wars, rebellions, insurgencies).
6. International Conflict
Conflict between different countries (e.g., wars, diplomatic disputes,
economic conflicts).
7. Global Conflict
Large-scale conflicts involving multiple countries or affecting the
entire world (e.g., World Wars, Cold War, climate change disputes).

❖ Symptoms of conflict
Conflicts often exhibit various symptoms, depending on their level and
intensity. Here are some common symptoms:
1. Psychological Symptoms:

• Stress, anxiety, or emotional distress.

• Frustration and resentment.
• Loss of trust.
• Fear or insecurity.
• Decreased motivation.
2. Behavioral Symptoms

• Increased arguments or hostility.

• Passive-aggressiveness.
• Avoidance or withdrawal from interactions.

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 • Verbal or physical aggression.
• Sabotage or non-cooperation.
3. Communication Symptoms
• Misunderstandings and misinterpretations.
• Breakdown of communication.
• Frequent blaming and accusations.
• Increased defensiveness.
• Lack of active listening.
4. Organizational Symptoms (in workplaces or groups)
• Reduced productivity.
• Increased absenteeism.
• Decline in teamwork and collaboration.
• High employee turnover.
• Conflict escalation among teams.
5. Social Symptoms

• Polarization between individuals or groups.

• Social divisions and discrimination.
• Increased tension in communities.
• Formation of factions or alliances.
6. Political or International Symptoms
• Diplomatic disputes or sanctions.
• Protests, strikes, or demonstrations.
• Military buildup or confrontations.
• Terrorism or insurgencies.

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❖ Causes of Conflict:
1. Change to residence.
2. Improper delegation.
3. Over work load.
4. Lake of cooperation.
5. Ineffective communication.
6. Bad work habits.
7. Difference in values.
8. Un clear objective.
9. Personality clashes.
10.Personality differences.
11.Competition.
12.Culture difference.
13.Inconsistent polices.
14. Lack of accountability.
15. Lack of empathy.
16. Mental health issues.
17. Personal problems.
18. Perception gaps.
19. Unresolved problems from their past

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❖ Process of conflict
1. Latent Conflict (Potential for Conflict)
o Underlying conditions create the potential for conflict (e.g., scarce
resources, power imbalances, cultural differences).
o Parties may not yet be aware of the brewing conflict.
2. Perceived Conflict (Awareness of Conflict)
o One or more parties recognize that there is a disagreement or
incompatibility.
o Miscommunication or misunderstandings may play a role.
3. Felt Conflict (Emotional Response)
o Conflict becomes personal, leading to stress, frustration, or
resentment.
o Individuals or groups start forming attitudes towards the other side.
4. Manifest Conflict (Action and Expression)
o Conflict is openly expressed through arguments, protests, strikes, or
even violence.
o This can take the form of verbal confrontations, legal disputes, or
warfare.

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5. Conflict Resolution or Escalation
The conflict either moves towards resolution or escalates further Possible
outcomes:
o Resolution: Negotiation, mediation, compromise, or reconciliation.
o Escalation: Increased aggression, retaliation, or deeper divisions.
6. Post-Conflict Outcomes
o If resolved: New agreements, policy changes, or improved
relationships.
o If unresolved: Lingering resentment, repeated cycles of conflict, or
even long-term hostility.

❖ Definitions of conflict management

1. Conflict management Is to resolve an issue or problem between
two or more people.
2. Conflict management is conceptualized as the methods and
processes involved in facilitating the peaceful ending of conflict and
retribution.

❖ Benefits of conflict management

Being able to solve conflict at work in a healthy and effective manner has
incredible benefits, including:
1. Stress reduction.
Conflict can be stressful, and everyone handles it differently.
Working while under any level of stress is going to impact employees and

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their well-being. Resolving conflict at work means all parties involved feel
heard and accounted for and can work with ease.
2. Retention improvement.
As a manager, your job is to create a safe workplace for your
employees. That includes dealing with conflict as it arises. Employees who
feel that their manager has their best interest in mind for creating a positive
work environment — one that includes accepting differences in a healthy
manner — is one that an employee will more likely want to stay with.
3-Better Relationships
While conflict is normal and is bound to occur, how it's handled is
important for long-term success in the relationship. Dismissing conflict
outright is grounds for one or both parties to feel ignored and even
resentful. Having the right strategies in place for resolving conflict can lead
to better relationships because both parties have the tools to come to a
resolution in a productive manner.

❖ Process of Conflict management:

1. Clarify the source of the problem
What is the issue at hand? The more information you have, the better.
Give each party the chance to express their perspective on the problem and
how the incident occurred. It may be best to talk to everyone separately in
a calm and secluded environment and be mindful of any pre-disposed bias
you may have regarding the situation or the people involved.
2. Go beyond the conflict and identify other barriers
People can be complicated, and often, what we think we understand
of the problem may only be the tip of the iceberg. It’s easy to lose sight of
the problem at hand and take workplace challenges personally. Use probing
questions to discover any other issues, emotions, or occurrences that may
have acted as a resolution barrier.

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3. Establish a common goal
Now that you have insight into why the conflict occurred, adopt a
solution-oriented approach. How does each party think the problem should
be resolved? What is their ideal outcome? If the issue is professional, what
is in the best interest of everyone?
4. Explore how the goal can be reached
Invite both parties to consider alternative solutions, any compromise
they may need to make, and how they can learn from each other's
perspectives. Focus on the bigger picture and explore options holistically.
5. Develop an agreement
Getting all parties to agree on the final solution may be challenging,
but highlighting the benefits of the solution to the individual and the
organization ensures individuals feel valued and invites them to reflect on
the situation and what they learned from the process

❖ Conflict Management Strategies:

It's human to deal with conflict by defaulting to what's comfortable.

According to University of Pittsburgh professors of management Ken
Thomas and Ralph Kilmann, most people take one of two approaches to
conflict management: assertiveness or cooperativeness. From these
approaches come five modes or styles of conflict management:

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Avoiding:
Avoiding is a strategy best suited for situations in which the
relationship’s importance and goal are both low.
While you’re unlikely to encounter these scenarios at work, they
may occur in daily life. For instance, imagine you’re on a public bus and
the passenger next to you is loudly playing music. You’ll likely never bump
into that person again, and your goal of a pleasant bus ride isn’t extremely
pressing. Avoiding conflict by ignoring the music is a valid option.
For example: workplace conflicts—where your goals are typically important
and you care about maintaining a lasting relationship with colleagues—
avoidance can be detrimental.
Remember: Some situations require avoiding conflict, but you’re unlikely to
encounter them in the workplace.

2. Competing
Competing is another strategy that, while not often suited for workplace
conflict, can be useful in some situations.
This conflict style is for scenarios in which you place high importance on
your goal and low importance on your relationships with others. It’s high in
assertiveness and low in cooperation.
You may choose a competing style in a crisis. For instance, if someone is
unconscious and people are arguing about what to do, asserting yourself and
taking charge can help the person get medical attention quicker.
You can also use it when standing up for yourself and in instances where
you feel unsafe. In those cases, asserting yourself and reaching safety is more
critical than your relationships with others.
For example: When using a competing style in situations where your
relationships do matter (for instance, with a colleague), you risk impeding trust—
along with collaboration, creativity, and productivity.

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3. Accommodating

The third conflict resolution strategy is accommodation, in which you

acquiesce to the other party’s needs. Use accommodating in instances where the
relationship matters more than your goal.
For example: if you pitch an idea for a future project in a meeting, and one of
your colleagues says they believe it will have a negative impact, you could
resolve the conflict by rescinding your original thought.
This is useful if the other person is angry or hostile or you don’t have a
strong opinion on the matter. It immediately deescalates conflict by removing
your goal from the equation.
While accommodation has its place within organizational settings,
question whether you use it to avoid conflict. If someone disagrees with you,
simply acquiescing can snuff out opportunities for innovation and creative
problem-solving.
As a leader, notice whether your employees frequently fall back on
accommodation. If the setting is safe, encouraging healthy debate can lead to
greater collaboration.
4. Compromising
Compromising is a conflict resolution strategy in which you and the other
party willingly forfeit some of your needs to reach an agreement. It’s known as
a “lose-lose” strategy, since neither of you achieve your full goal.
This strategy works well when your care for your goal and the relationship are
both moderate. You value the relationship, but not so much that you abandon
your goal, like in accommodation.
For example: maybe you and a peer express interest in leading an upcoming
project. You could compromise by co-leading it or deciding one of you leads this
one and the other the next one.
Compromising requires big-picture thinking and swallowing your pride,
knowing you won’t get all your needs fulfilled. The benefits are that you and the
other party value your relationship and make sacrifices to reach a mutually
beneficial resolution.
5. Collaborating
Where compromise is a lose-lose strategy, collaboration is a win-win. In
instances of collaboration, your goal and the relationship are equally important,

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motivating both you and the other party to work together to find an outcome that
meets all needs.
An example of a situation where collaboration is necessary is if one of
your employees isn’t performing well in their role—to the point that they’re
negatively impacting the business. While maintaining a strong, positive
relationship is important, so is finding a solution to their poor performance.
Framing the conflict as a collaboration can open doors to help each other
discover its cause and what you can do to improve performance and the
business’s health.
Collaboration is ideal for most workplace conflicts. Goals are important,
but so is maintaining positive relationships with co-workers. Promote
collaboration whenever possible to find creative solutions to problems. If you
can’t generate a win-win idea, you can always fall back on compromise.

❖ Factors influencing conflict management strategies

• Assertiveness: making one's goals visible to others involved in the
conflict.

• Cooperativeness: acknowledging the goals of others.

• Disclosure: the amount of information one is willing to share.
• Flexibility: the amount of movement one can make to resolve the
conflict.
• Participation: the amount of activity required to engage in the conflict

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Reference:
 Edmondson AC, Smith DM. Too hot to handle? How to manage
relationship conflict. California management review. 2006
Oct;49(1):6-31.
 Gerardi D. Conflict engagement: Emotional and social intelligence.
AJN The American Journal of Nursing. 2015 Aug 1;115(8):60-5.
 Kim S, Buttrick E, Bohannon l, Fehr R, Frans E, Shannon SE.
Conflict narratives from the health care frontline: A conceptual
model. Conflict Resolution Quarterly. 2016
 Kim S, Frans E, Bohannon l, Barr K, Buttrick E, Fehr R, Shannon
SE. "Hot Seat" Simulation Model for Conflict Resolution: A Pilot
Studyu The Journal for Healthcare Quality (JHQ). 2018 Jul
 Schütte B. Remarkable Reframing. Journal of Mediation & Applied
Conflict Analysis
 https://icdrs.interact.support/5-major-causes-of-conflict/
 https://www.psychometrics.com/mbtiblog/team-building/main-
causes-of-conflict/
 https://www.slideshare.net/slideshow/conflict-and-types-of-
conflict/39485144#21
 https://www.ncbi.nlm.nih.gov/books/NBK470432/
 https://courses.lumenlearning.com/wm-
organizationalbehavior/chapter/what-is-conflict/

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Application of SWOT Analysis
(Pediatric hospital affiliated to Ain shams university
hospital)
Strength Weakness
1. Comprehensive services 1. Conflict among staff nurses
2. High qualification medical staff 2. Overcrowding & High patient
3. Advanced medical technology load
&facilities 3. Limited Resources
4. Strong academic & Research &Equipment
contributions 4. Staffing challenges
5. Medical Excellence 5. Financial constraints
&specialize care
6. Administration & system
inefficiency

Opportunities Threats
1. Research & Academic Growth 1. Healthcare Competition
2. Infrastructure &Technology 2. Financial & Funding Risk
upgrades 3. Public Health Crises
3. Community Engagement 4. Administration challenge
&Awareness
4. Training & education

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 Action plan of selected
problem
1- Ineffective Communication
2- over work load
3- lack pf performance
4- Lack of cooperation
5- Improper delegation
6-
7- lack pf delegation

- 51 -
 Action plan about
ineffective communication

- 52 -
 Problem: Ineffective Communication

ResponsibleTarget Indicator for

Objective Activity / Action Resource
department time success
1-Improve body language. -Nursing Effective -Staff
Improve 2-Use proper way of education 6 Role Communicate
Communicatio communication. department month model effectively
n skills 3-Improve the effective & -Effect writing&
writing & listing -Nursing The Listing done.
4-Cover every Management office. approval -Decrease staff
Function Communication. (data show from problem.
5-Improve awareness of ,guidance Reward -Increase
effective communication By posters) Administr awareness of
*Start training program. ation effective
*Understand Organizational Clear department communication
objectives &organization Guidelines People bring up
communication questions and
6-prepared means more than Head nurse problems before
just practicing a presentation organized they become
7-Develop a workplace for training crises.
communication strategy program
8-Ask open ended questions
designed to elicit additional
information
9-Engage team members in
conversations

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Action plan to manage
workload effectively

- 54 -
 General Objective: Overcome over workload

ResponsibleTarget Indicator for

Objective Activity / Action Resource
department time success
1. Identify the problem 1. Improved
To reduce 2. Set clear goals HR manager 1-2 Survey mental and
employee 3. Prioritize tasks week tools, HR physical
overwork and 4. Improve time management Data staff health.
enhance 5. Delegate responsibilities analysis 3 week 2. Higher
work-life 6. Provide training and Attendance productivity .
balance support records, 3. Better work-
across the 7. Monitor and review analytics life balance.
organization progress software 4. Increased job
satisfaction.
5. Stronger team
collaboration.
6. Personal and
professional
growth.
7. Lower
absenteeism
and staff
turnover.

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Action plan about lack of
performance

- 56 -
 Action plan
Problem: lack of performance
General Objective: - Improve employee level of performance to meet
organizational goals

Specific Responsible Target

Activity/ Action Resources Indicators
Objective Department time
- List of
Provide training Identify performance gaps - HR& - Performance
underperforming
and Department reports,
set clear performance 1-2 - Area
Managers Employee
development weeks - Documented
goals - HR feedback
performance
Enhance - &Leadership 1-2 - goal setting
provide training programs target
Motivation and - Team & months framework
- Employee skill
Engagment implement coaching - training - training
Ongoing improvement
department materials,
Improve work monitor and evaluate progress - Head nurse - Employee
monthly budget,
engagement
Environment Adjust strategies based on - Supervisor training
&progress
quarterly - Time mentors,
feedback reports
Monitor and training
Evalute progress Provide regular feedback and - Improved
sessions
recognition KPIS&
Encourage - Reports
productivity
Foster a positive wok employee
Accountability feedback
environment
Offer professional development
opportunities
Utilize performance management
tools
Implement wellness program

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Action plan about lack of
Co operation

- 58 -
 Action plan
Problem: lack of cooperation

General Objective:- Enhance teamwork, communication and collaboration among

employees

Responsible Target
Objective Activity/ Action Resources Indicators
Department time
1. Improve 1. Encourage Nursing 2month Building Staff
communication active listening education collaborative cooperation
From
department team by effectively
2. Build 1april
2. Develop courses
Teamwork to 1gul Decrease
emotional
skills staff
intelligence Nursing
3. Encourage a 3. seek collaborative problem
out office
positive work activities increase
different
culture awareness
perspectives Clear of effective
4. Resolve 4. Recognize guidelines cooperation
conflicts others
Effectively
5. Be accountable
5. Enhance
leadership 6. Build trust
support 7. Encourage
6. Encourage team activities
Employee 8. Encourage
Engagement open
7. Recognize and communication
reward 9. Set clear
collaboration expectations
10. Adress issue
immediately
and openly
11. Bild active
listening Skills
12. Use neutral
terms and open
body language
13. Recognise snd
respect
personal
differences

- 59 -
 Action plan about
Improper delegation

- 60 -
 Action plan
Problem: Improper delegation

General Objective:- Enhance organization efficiency and leadership effectiveness by

promote proper delegation of task and responsibilities among employees

Responsible Target
Objective Activity/ Action Resources Indicators
Department time
1. Develop Training program Nursing 1 Internal Increase
Delegation about effective education month hospital skills staff
Guidelines Delegation from I budget about
2. Educate march effective
leaders to 31 delegation
Assign duties march
3. Empower among staff
Employees Increase
4. Monitor staff
Make workshop awareness
and support and lectures
about
5. Foster a important
Delegation of
culutre delegation

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