p l a n n i n g Recent

8/8/2019 p l a n n i n g Recent

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P L A N N I N GThe greatest thing in this world is not so much

where we are, but in what direction we are

moving. Oliver Wendell Holmes


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Planning is a type ofdecision making

involving what to do;who is to do it; andhow, when, and whereit is to be done in orderto arrive at a desiredresult.

Marquis& Houston,2003

Planning is the selection

and sequential orderingof tasks required to

achieve an

organizational goal

Aldag&Stearn, 1991


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PLANNING is a predetermined action

What to do? Nursing activities

How to do it? Techniques & principles

Who is to do it?

Professional and non professional


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4 PLANNING MODES1. Reactive Planning occurs after a problem exists.

2. Inactivisma type of conventional planning;

seek the status quo, and spend their energypreventing change and maintaining conformity.

change occurs very slow

3. Preactivismutilize technology to accelerate change and are futureoriented.

4. Interactive or ProactiveProactive planners consider the past, present, and future and

attempt to plan for the future rather than react to it.


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Principles ofPlanning

based and focused on the vision, mission,philosophy, and clearly defined objectives of

the organization

a continuous process. should be pervasive within the entire

organization covering the various

departments, services, and the various levelsof management to provide maximal

cooperation and harmony.


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utilizes all available resources.

must be precise in its scope and

nature.

It should be realistic and

focused on its expected outcomes

be time-bound, i.e., with short-and long-range plans.

must be documented for proper

dissemination to all concerned forimplementation and evaluation as to theextent of its achievement.


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Scope of Planning

Top management are the Nursing Directors,

ChiefNurses, Directors ofNursing :overall

management

Midldle Management are the Nursing

Supervisors : directs the activities for

implementation

Lower Management are the Head Nurses,

Charge Nurses : direct patient care


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Who are involved in the planning

process?Strategic planning Top level management

Eg: CEO, COO,Division Heads

Intermediate Planning Middle levelmanagement

Eg: Supervisors

Operational planning lower levels

Eg: charge nurses, case managers,


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Major Aspects

of Planning

it should

contribute to

objectives

Precedes all other

processes of

management

Pervades all levels

Should be efficient

Characteristics

of a Good Plan

clear words

Guided by policies

Priorities

Realistic

Logical sequence


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TYPES OF PLANNING1. Long range or strategic planning

extends 3-5 years

begins analysis of SWOTA

nalysisdetermines direction of the organization

allocates resources

2. Operational or short range planning


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Strategic planning isthe PROCESS by

which the GUIDING

MEMBERS of anorganization

ENVISION its future

and develop the

necessaryPROCEDURES AND

OPERATIONS to

achieve that future.


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STRATEGIC

PLANNING

includes four specific

stages:

(1) situational analysis, which

includes both an internal

and an external

environment analysis;(2) strategy formulation;

(3) strategic implementation;

and(4) strategic control


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identify and to identify and assess the internal

strengths and weaknesses of the organization

in the context of its philosophy, culture and

objectives.

1. ExternalEnvironmentalAnalysis : (O) & (T)

2. InternalEnvironmental Analysis : (S) & (W)


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SWOT Analysis

SWOT analysis is a relatively common strategic

planning tool. If performed correctly, it allows

strategic planners to identify those issues

most likely to impact a particular organization

or situation in the future and then to develop

appropriate plan for action.


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Strategy Formulation

Guided by the results ofsituational analysis,

strategic managers are in

the position to establishorganizational objectives,

develop and evaluatestrategic alternatives,

select their strategy, anddevelop implementation

plans.


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Strategic ImplementationStrategic Implementation

Carrying out the implementation of strategies

Strategic ControlStrategic Control

monitoring controlling ongoing decisions,actions and behaviors affected by theorganizations strategies.

In this stage, actual results are monitored andcompared to previously established objectivesand standards, and deviations are corrected.


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PLANNING HIERARCHY

VISION

MISSION

PHILOSPHY

GOALS

OBJECTIVES

POLICIES

PROCEDURES

RULES


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Vision - power of imagination, should be the

preferred future

Values worth or importance of something

Mission or Purpose Statement identifies

why an organization exist; highest priority in

planning

Philosophy describes the vision, a statement

of beliefs & values


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Goals

may be defined as the desired result towardwhich effort is directed; it is the aim ofphilosophy.

Objectiveis defined as any statement of short-term,measurable, specific activity having a specific

time limit or timeline for completion.


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Goal:Develop and implement staff development

programs to meet the need for increased

knowledge.

Objectives:All registered nurses will be proficient in the

administration of intravenous fluids.

All nursing staff will recognize the patients needfor independence and right to privacy and will

assess the patients level of readiness to learn in

relation to his or her illness.


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Policies

A policy is a statement of expectations thatsets boundaries for action taking and decision

making (Paige, 2003).

means for accomplishing goals and serve asbasis for future decisions

should be comprehensive and stable

consistency is important


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Implied - are not directly voiced or written but

are established by patterns of decisions; may

deliberately be implied because it could be illegal

or reflect questionable.

example:

hiring or not hiring who are over 50 years old orpregnant employees, sick employees

courteous treatment of clients

Expressed oral could be more flexible; in writtenpolicy chance of misinterpretation is decreased.


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Policies can Emerge on the following :

Originated or internal usually developed by top management toguide subordinates

Appealed when a staff do not know to solve aproblem, they appeal to the nurse managerfor a decision

Imposed

thrust on an organization by external forces,Government policies or labor unions


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Procedures

Procedure manuals provide a basis fororientation and staff development and are

ready reference for all personnel.

They standardize procedures andequipment and can provide a basis for

evaluation.

Improvement in operating procedures

increases productivity and reduces cost.


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Procedures

guide to action than a policy; manuals provide

basis for orientation and staff development

and are ready reference for all personnel

Example:

Procedural forms to request supply

Procedure for ambulating a client


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Management LevelsManagement LevelsOrganizations often have 3 levels of managers:

Top Managers: Responsible for the performance ofalldepartments and have cross-departmentalresponsibility. They establish organizational goals andmonitor middle managers

First-line Middle Managers: Supervise first-linemanagers. They are also responsible to find the bestway to use departmental resources to achieve goals.

.

Managers: responsible for day-to-day operation. Theysupervise the people performing the activitiesrequired to make the good or service.


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Management TrendsManagement Trends

Empowerment: expand the tasks andresponsibilities of workers.

Supervisors might be empowered to make some

resource allocation decisions. Self-managed teams: give a group of

employees responsibility for supervisingtheir own actions.

The team can monitor its members and thequality of the work performed.


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Managerial RolesManagerial Roles

Described by Mintzberg.

A role is a set of specific tasks a person performsbecause of the position they hold.

Roles are directed inside as well as outside theorganization.

There are 3 broad role categories:

1. Interpersonal2. Informational

3. Decisional


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Interpersonal RolesInterpersonal Roles

Roles managers assume to coordinate andinteract with employees and provide direction

to the organization.

Figurehead role: symbolizes the organization and

what it is trying to achieve.

Leader role: train, counsel, mentor and encourage

high employee performance. Liaison role: link and coordinate people inside and

outside the organization to help achieve goals.


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Informational RolesInformational Roles

Associated with the tasks needed to obtainand transmit information for management ofthe organization.

Monitor role: analyzes information from boththe internal and external environment.

Disseminator role: manager transmitsinformation to influence attitudes and behaviorof employees.

Spokesperson role: use of information topositively influence the way people in and out ofthe organization respond to it.


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Decisional RolesDecisional Roles

Associated with the methods managers use toplan strategy and utilize resources to achievegoals. Entrepreneur role: deciding upon new projects or

programs to initiate and invest. Disturbance handler role: assume responsibility for

handling an unexpected event or crisis.

Resource allocator role: assign resources betweenfunctions and divisions, set budgets of lower

managers. Negotiator role: seeks to negotiate solutions

between other managers, unions, customers, orshareholders.


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Managerial SkillsManagerial Skills

There are three skill sets that managers needto perform effectively.

1. onceptual skills: the ability to analyze anddiagnose a situation and find the cause and effect.

2. Human skills: the ability to understand, alter, lead,and control peoples behavior.

3. Technical skills: the job-specific knowledgerequired to perform a task. Common examples

include marketing, accounting, and manufacturing.

All three skills are enhanced through formal

training, reading, and practice.


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TIME MANAGEMENT

A technique for allocating ones time andusing techniques to reach goals efficiently.


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MISMANAGEMENT OF TIME.

Results in negative effects from the manager

to the rank-and-file.

Work is rushed and becomes substandard


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Principles of Time Management

1. Listing of task

2. Sequencing

3. Setting deadlines

4. Delegate


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3 BASIC STEPS IN

TIMEMANAGEMENT

1. Time should be set

aside for planning &

establishing priorities2. Completing priority

task, finishing 1 task at

a time

3. Reprioritize based on

new information

received

TIME WASTERS

Procrastination

Poor planning

Inability to

delegate Inability to say no

Indecisiveness

Open door policy


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MULTITASKING

Statistics show that

people that take up

more than one task at a

time are unable to focusand perfect each task.

A core limitation in

multitasking is an abilityto concentrate on two

things at once


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TOOLS INPROJECT MANAGEMENT

Gannt Chart task and schedule relationshipinformation

PERT Performance Evaluation and ReviewTechnique - relationships between tasks

Critical Path Method time and costrelationship


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Financial Management

Abudgetis a written plan which serves asan estimate for future costs and a plan for

utilization of manpower, material and other

resources to cover capital projects in theoperating programs.


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Types of Budgeting

1. Centralized Budget developed and

imposed by the Administrator or

Director ofNursing with no littleconsultation

2. Decentralized Budget has the middlelevel manager involvement


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4 components under Budget plan

1. Revenue- expected income

2. Expense- expected activity

3. Capital- programmed acquisitions,

disposals, improvements

4. Cash- cash receipts and disbursement

or cash balance


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1. Revenue Budget

summarizing the incomeexpects to generate during the

planning period2. Expense Budget

describing the expectedactivity in an operational financialterms

3. Capital Budgetprogrammed acquisitions,

disposal and improvements in theinstitution

4. Cash

money received, cash receiptsand disbursement expectedduring the planning period


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What are the advantages of Budgeting?

help fix accountabilityIs there any disadvantages in Budgeting?

It may supersede agency goals and gain

autocratic control of the organizationSkills and experience are required for a skillful

budgetary control


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In Zero Based Budgeting

the function of each and every departmentis analyzed and evaluated in a comprehensive

manner, and all expenses increase only after

such approvals.

requires detailed justification from every

divisional manager, starting from the lowest

levels, called the Zero-base.

least bothered about the overall increase or

reduction of the budget.


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Cost Containment

to keep the cost within acceptable limits for

volume, inflation and parameters.

Cost awareness

Cost fairs

Cost monitoringCost management

Cost incentives

Cost avoidance

Cost reduction

Cost control

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