Use of the strategic-planning process by hospital pharmacy directors

Abstract

The extent to which hospital pharmacy directors use strategic planning was assessed. The strategic-planning process was divided into six steps: (1) specification of goals and objectives, (2) identification of threats and opportunities and strengths and weaknesses, (3) generation of alternatives, (4) evaluation of alternatives, (5) alternative selection and implementation, and (6) monitoring and obtaining feedback. Eight questions about these steps made up one part of a questionnaire mailed to the pharmacy directors of 1100 hospitals. In another part of the questionnaire, each director was asked to rate on a scale of 0 (low) to 100 (high) the level of the pharmacy department's performance in the areas of patient, employee, physician, and hospital administrator satisfaction; financial management; professional image; employee turnover and productivity; and clinical programs. The questionnaire was mailed on July 1, 1987, with a second mailing on August 1, 1987. A total of 343 questionnaires were returned with usable responses, for a response rate of 31.2%. Based on responses to the eight strategic-planning questions, hospital pharmacy directors were classified into seven levels of planning sophistication. Results indicated that the number of directors classified in each level increased significantly as the level of planning sophistication increased. The majority of respondents considered the scope and quality of services and the department character, quality, and reputation during the strategic-planning process, whereas less than 50% considered profitability and future needs. Pharmacy directors with a high level of planning sophistication rated their departments significantly higher in terms of hospital administrators' satisfaction, professional image among hospital administrators, number of clinical programs, and quality of clinical programs.(ABSTRACT TRUNCATED AT 250 WORDS)