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NCM 105LEADERSHIP AND

MANAGEMENT

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PLANNING

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The first element of

management is

PLANNING

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PLANNING is simply deciding

in advance what will and will not

be done in the next minutes,hours, days, months, or years

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Fayol defined itas making a

plan of action for

a foreseeable

future

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Douglas stated that

planning is having specific aimor purpose and mapping out a

program or method beforehandfor accomplishment of the goal

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Alexander defined planning as

deciding in advance what todo, how to do it, when to do it,

and who is to do it

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PRINCIPLES OF PLANNING

Planning is always based andfocused on the vision, mission,

philosophy, and clearly defined

objectives of the organization

Planning is a continuous process.

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Planning should be pervasive withinthe entire organization covering the

various departments, services, and the

various levels of management to

provide maximal cooperation and

harmony

Planning utilizes all available

resources

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Planning must be precise in its scopeand nature. It should be realistic and

focused on its expected outcomes

Planning should be time-bound

Projected plans must be documented

for proper dissemination to all

concerned for implementation and

evaluation

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REASONS FOR PLANNING

It leads to success in achieving goalsand objectives

It gives meaning to work

It provides for effective use of

available personnel and facilitiesIt helps in coping with crisis situations

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REASONS FOR PLANNING

It is cost-effective

It is based on past and future, thus

helping reduce the element of change

It can be used to discover the need

for changeIt is needed for effective control

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BENEFITS OF PLANNING

(Donovan)

Satisfactory outcomes of decisions

Improved functions in emergencies

Assurance of economy of time,

space, and materials

The highest of personnel

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WHY MANAGERS FAIL TO

PLAN EFFECTIVELY?They lack

knowledge of thephilosophy, goals, and

objectives of the

agency

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WHY MANAGERS FAIL TO

PLAN EFFECTIVELY?

They do not know

how to manage their

time

Lack of confidence

in formulating plans

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FACTORS TO CONSIDER TO

HAVE AN EFFECTIVE PLANCharacteristics of planning

Elements of the planning process

Strategic or long-range planning

process

Tactical or short-range planning

process-functional versus operational

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FACTORS TO CONSIDER TO

HAVE AN EFFECTIVE PLANPlanning standards

Application of the planning processesand standards to the work situation

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CHARACTERISTICS OF

PLANNINGTappen describes planning as the

component of effective managementthat is hardest to do and easiest to

ignore

It deals primarily with the future and can

easily be postponed

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CHARACTERISTICS OF

PLANNINGPlanning is based on objectives

Simplification and standardizationcharacterize it. In other words, first and

foremost good plans are based on objectives,

they must be simple, they must havestandards, must be flexible, must be

balanced and must use available resources

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CHARACTERISTICS OF

PLANNINGPlanning requires decision making

That is choosing future courses of action fromamong alternatives

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SCOPE AND LEVEL OF

PLANNINGSCOPEdefined as the BREADTH

of or OPPORTUNITY to functionIn Management SCOPE means how

far can the manager can go indeveloping plans for self and others

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3 LEVELS OF PLANNING IN

NURSING1. TOP-LEVEL MANAGERS

- comprise a small group ofexecutives who covers the over-all

management of the organizations

nursing service- Top managers are typically titled

CEO

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NURSING1. TOP-LEVEL MANAGERS

Top-level nurse executives arecontinuously named vice-president,

associate administrator, or director

of nursing service

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STRATEGIC PLANNINGis a

systematic process of determining

how to pursue the organizations

long term goals with the availableresources

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It has been said that:

any organization that doesnt

have a plan for its future isntlikely to have one

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STRATEGIC goals directly

supports the organizations

mission statement

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NURSING2. MIDDLE-LEVEL MANAGERS

Middle Level managers direct theactivities of other managers, usually

of units or departments, both inside

and outside of the hospital

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NURSING2. MIDDLE-LEVEL MANAGERS

Common titles for middle managers in

nursing include Supervisor,

coordinator, case manager and

clinical specialist

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NURSING3. LOWER-LEVEL MANAGERS

-constitute the lowest level at whichindividuals are responsible for the

work of others; they often

participate in the work itself

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NURSING3. LOWER-LEVEL MANAGERS

- example: dept or unit manager, case

manager, team leader or primarynurse

- responsible for the management of

all nursing care on the nursing unit or

for administering direct nursing care

to one or more patients

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SETTING THE VISION,

MISSION, PHILOSOPHY,GOALS AND

OBJECTIVES

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VISION

- OUTLINES the organizations futurerole and function

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EXAMPLE:

VISION

To be the premier teaching medical

institution in the southern part of Manila;

and as the 1st Air Reserve Hospital

delivering compassionate and holisticquality health care services

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MISSION

- Outlines the agencys reason forexisting (whether hospital or health

care), who the target clients are, and

what services will be provided

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EXAMPLE:

MISSION

1. Committed to providing:a. Quality services through competent

healthcare professionals

b. Accredited training programsc. Dedicated community service

2. Capable of rendering patient-directed

health services.

3. Generating sustainable, self-sufficient

and viable health service units

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PHILOSOPHY

-Describes the vision.

-It is a statement of beliefs and values

that direct ones life or ones practice

-In an organization, the philosophy is

the sense of purpose of theorganization and the reason behind its

structure and goals

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GOALS AND OBJECTIVES

-Differ in that goals are more general.Objectives tend to be more specific.

Objectives are concrete

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TYPES OF PLANNING

STRATEGIC OR LONG-

RANGED PLANNING

OPERATIONAL OR SHORT-

RANGED PLANNING

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STRATEGIC OR LONG-RANGED

PLANNING-Determines where an organization is

going over the next year or more

-How it is going to get there and how it

will know if it got there or not

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MAJOR ACTIVITIES IN

STRATEGIC PLANNING

1. STRATEGIC ANALYSISthis

activity includes the conduct of some

sort of scan, or review, of the

organizations environment

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EXAMPLE: political, social,

economic, and technical environment

Planners carefully consider various

driving forces in the environment,example, increasing competition,

changing demographics

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Planners also consider the various

STRENGTHS,WEAKNESSES,

OPPORTUNITIES, andTHREATS

regarding the organization

SWOT is the acronym of this activity

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ORGANIZATION

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MAJOR ACTIVITIES IN

STRATEGIC PLANNING

2.SETTING STRATEGIC DIRECTION

Planners carefully come to

conclusions about what the

organization must do as a result of the

major issues and opportunities facingthe organization

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During the strategic planning process

sometimes in the activity of setting thestrategic directionplanners usually

identify or update what might be called

the strategic philosophy

This includes identification and update

of the mission, vision and/or values ofthe statements of the organization

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MAJOR ACTIVITIES IN

STRATEGIC PLANNING

3. ACTION PLANNINGThe process

of laying out how the strategic goals

will be accomplished carefully

OBJECTIVES or specified resultsare often included in action planning

GS O CO S

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THINGS TO BE CONSIDERED IN

DEVELOPING OBJECTIVES

-TACTIC-RESPONSIBILITIES and TIMELINES

(who, what, where and when)

-ANNUAL PLAN

-OPERATIONAL PLAN

STRATEGIC PLANNING BENEFITS

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1.Clearly defines the purpose of theorganization and establishes realistic

goals and objectives

2.Communicates those goals and

objectives to the organizations

constituents

3.Develops a sense of ownership of the

plan


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4.Ensures the most effective use ismade of the organizations resources

by focusing the resources on key

priorities

5.Provides a base from which progress

can be measured and establishes amechanism for informed change when

needed


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6.Bringstogether of everyones bestand most reasoned efforts have

important value in building a

consensus about where anorganization is going

7.Provides clearer focus oforganization, producing more

efficiency and effectiveness

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8.Bridges staff and board of directors(in the case of corporations)

9.Builds strong teams in the board andthe staff (in the case of corporations)

10.Provides the glue that keeps theboard together

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11.Produces great satisfaction amongplanners around a common vision

12.Increases productivity fromincreased efficiency and effectiveness

13.Solves major problems

THE PLANNING FORMULA

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1.WHATWhat has been done?

What should be done?

What equipment and supplies

have been used or are needed?

What steps are necessary in the

procedure?


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1.WHATWhat sequence of activities was

previously used?

What other efficient methods may

be used?


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2. WHENWhen should the job be done?

When was it formerly done?

When could it be done?


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3. WHERE

Where is the job to be done?

Where does an activity occur inrelation to those activities

immediately preceding and

following it?

Where could supplies be stored,

cleaned, and so forth? THE PLANNING FORMULA

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3. HOW

How will the job be done?

What re the steps to be followed indoing the procedure?

How will the time and energy ofpersonnel be used?

How much will it cost?


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4. HOW

How much time will it require?

5.WHOWho has been doing the job?

Who else could do it?

Is more than one person involved?


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6. WHY

To teach of the questions, ask

why.

Why is this job, this procedure,

this step necessary?

Why is this done in this way, in this

place, at this time, by this person?


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7. CAN

Can some steps or equipment be

eliminated?Can this activity be efficiently

combined with other operations?

Can somebody else do it better?Can we get a machine to help?

Can we get enough money?

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TIME MANAGEMENT

is a technique for allocating ones

time through the setting of goals,

assigning priorities, identifying andeliminating wasted time, and using

managerial techniques to reachgoals efficiently

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TIME MANAGEMENT

LIST OVERALL RESPONSIBILITIES

REDUCE OVERALL TASKS TO

SPECIFICS

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MUST IMPORTANT NICE TO DO

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MUST

DO

IMPORTANT

TO DO

NICE TO DO

BUT NOT

VITALLYIMPORTANTReceive

assignment

Count

narcotics

Review

patients

records

Make patient

rounds

Supervise team

membersMake self

available for

assistance aspossible

Talk with family

members

Assist physician

on routine roundsTeach staff about

new medications/

proceduresClean the

medication room

Complete a TO-DO list for tomorrow

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MUST

DO

IMPORTANT

TO DO

NICE TO DO

BUT NOT

VITALLYIMPORTANT

Complete a TO-DO list for tomorrow.

Focus on an activity for a class, RLE, or

group assignment, or work experience,case presentation

PHASES OF PLANNING

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PHASES OF PLANNING

According to Tappen, planning isdivided into three phases:

Developing the plan

Presenting the plan

Implementing and monitoring the plan

DEVELOPING THE PLAN

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DEVELOPING THE PLAN

PHASE 1

1.Establish its purposeit is important

to be clear about the purpose ofplanning to avoid confusion.

2.Generating alternative solutionsaclimate of open-mindedness and

positive thinking is important

DEVELOPING THE PLAN

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DEVELOPING THE PLAN

PHASE 2

1. Presenting the Planthe plan must

be presented in an organized manner

DEVELOPING THE PLAN

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DEVELOPING THE PLAN

PHASE 31.Implementation and Monitoring

a. Organizing the implementationincludes:

- identifying and arranging activitiesaccording to sequence

DEVELOPING THE PLAN

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DEVELOPING THE PLAN

- setting target dates for completing

each activity

- assignment of responsibilities to

particular individuals, and

- the allocation of resources

Techniques in organizing the

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Techniques in organizing the

implementation of the plan:

- Schedule

- Gantt Chart

- PERT (Program Evaluation and

Review Technique- CPM (Critical Path Method)

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SCHEDULE

-schedules organize work on the basisof time and assigned staff members,

leaving out details of staff to be done-Schedules are easy to make and use,

and they form the basis for the more

complex methods

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GANTT CHART

-which is actually a highly developedschedule, specifies in detail the tasks

to be performed and the time they areexpected to be completed

Example:

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a p e

Nursing Seminar to be held on Sep. 14, 2009

Task: A. Title conceptualization

B. Statement of objectivesC. Speaker seeking or inquiring

D. Committee formation

E. Committee taskconceptualization

F. Committee presentation of

concepts.

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A

B

C

D

E

Dec. 15Nov. 3 Nov. 10 Nov. 17 Nov. 24 Dec. 1 Dec. 8

TAS

K

Example of aGANTT CHART

TASK ASSIGNED

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TASK ASSIGNEDPERSON

JAN FEB MAR APR MAY

HIRE CMR

TRAIN RAA

EVALUATE CRA

C

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PERT CHART

-graphically illustrates the sequence ofevents and their interrelationships,

using circles for events and arrows foractivities

-one can see how the work must flow

from one event to the next and how

one activity depends on another

CRITICA PATH METHOD

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CRITICAL PATH METHOD

-is very similar to PERT except that italso identifies the critical path, that is,

the path that takes the longest time tocomplete and the most likely to cause

a delay

DEVELOPING THE PLAN

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DEVELOPING THE PLAN

PHASE 32.After organizing the project, implemen

3. Monitoring the implementation

4.Evaluating outcomes

5.Revising and updating the plan

BUDGETS

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BUDGETS

-a budget is the annual operatingplan, a financial ROAD MAP and

plan which serves as an estimate offuture costs and a plan for utilization

of manpower, material and otherresources to cover capital projects in

the operating program

BUDGETS

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BUDGETS

-specify money needed for the

resources that are necessary to

implement the annual plan

-also indicate how the money will

be spent, example: for human

resources, equipment, materials

BUDGETING b d fi d

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BUDGETINGcan be defined as

the allocation of scarce resourcesor assets on the basis of

forecasted needs, for proposed

programs or activities, over a

specified period of time

NURSING BUDGET i l f

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NURSING BUDGETis a plan for

allocation of resources based onpreconceived needs for a proposed

series of programs to deliver

patient care during one fiscal year

HOSPITAL BUDGET i

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HOSPITAL BUDGETis a

financial plan to meet futureservice expectations.

PREPARING THE BUDGET

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PREPARING THE BUDGET

TYPES OF BUDGET1.OPERATING BUDGETS

2.PROJECT BUDGETS

3.CASH BUDGETS

4.CAPITAL BUDGETS

TYPES OF BUDGET

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TYPES OF BUDGET

1.OPERATING BUDGETScompose of

the revenue and the expense budget.

Deals primarily with salaries, supplies,

contractual services, employee benefits,laundry service, drugs and

pharmaceuticals, in-service education,

travels to professional meetings, books,periodicals, professional magazines, an

repairs, maintenance

TYPES OF BUDGET

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S O U G

2. PROJECT BUDGETSthese budgets

are associated with major projects, for

example, constructing a building,

developing a new program or productline

TYPES OF BUDGET

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3. CASH BUDGETSthese budgets

depict where cash will be spent over

some near term, for example, over the

next three months (this is very useful inorder to know if an organization can

afford bills that must be paid soon

TYPES OF BUDGET

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4. CAPITAL BUDGETSthese budgets

are associated with operating some

major asset, for example, a building,

automobiles, furniture, computers, etc

TWO DIFFERENT APPROACHES

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TWO DIFFERENT APPROACHES

IN PREPARING THE BUDGET

1.INCREMENTAL

2.ZERO-BASE BUDGETING

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ZERO-BASE BUDGETING an

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ZERO BASE BUDGETING an

approach that is based on the idea that

no expense should be assumed to beabsolutely necessary

The result is that every cost must be

analyzed and justified as essential to the

function of organization

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The ZERO-BASED budget begins with

a blank slate every year, that is, noexpense from last year can simply be

repeated for the next year without givingreasons why it is necessary

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