Planning

NCM 105NCM 105 LEADERSHIP AND

MANAGEMENT

PLANNINGPLANNING

The first element of The first element of management is management is

PLANNINGPLANNING

PLANNING is simply deciding PLANNING is simply deciding in advance what will and will not in advance what will and will not

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

Fayol defined it Fayol defined it as as “making a “making a

plan of action for plan of action for a foreseeable a foreseeable

future”future”

Douglas stated that Douglas stated that

““planning is having specific aim planning is having specific aim or purpose and mapping out a or purpose and mapping out a program or method beforehand program or method beforehand for accomplishment of the goal”for accomplishment of the goal”

Alexander defined planning as Alexander defined planning as

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

and who is to do it”and who is to do it”

PRINCIPLES OF PLANNINGPRINCIPLES OF PLANNINGPlanning is always based and focused on the vision, mission, philosophy, and

clearly defined objectives of the organization

Planning is a continuous process.

PRINCIPLES OF PLANNINGPRINCIPLES OF PLANNINGPlanning should be pervasive within the entire organization covering the

various departments, services, and the various levels of management to provide maximal cooperation and

harmony

Planning utilizes all available resources

PRINCIPLES OF PLANNINGPRINCIPLES OF PLANNINGPlanning must be precise in its scope and 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

REASONS FOR PLANNINGREASONS FOR PLANNINGIt leads to success in achieving goals

and objectives

It gives meaning to work

It provides for effective use of available personnel and facilities

It helps in coping with crisis situations

REASONS FOR PLANNINGREASONS FOR PLANNINGIt 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 change

It is needed for effective control

BENEFITS OF PLANNING BENEFITS OF PLANNING (Donovan)(Donovan)

Satisfactory outcomes of decisions

Improved functions in emergencies

Assurance of economy of time, space, and materials

The highest of personnel

WHY MANAGERS FAIL TO WHY MANAGERS FAIL TO PLAN EFFECTIVELY?PLAN EFFECTIVELY?They lack

knowledge of the philosophy, goals,

and objectives of the agency

WHY MANAGERS FAIL TO WHY MANAGERS FAIL TO PLAN EFFECTIVELY?PLAN EFFECTIVELY?

They do not know how to manage their

time

Lack of confidence in formulating plans

FACTORS TO CONSIDER TO FACTORS TO CONSIDER TO HAVE AN EFFECTIVE PLANHAVE AN EFFECTIVE PLAN

Characteristics of planning

Elements of the planning process

Strategic or long-range planning process

Tactical or short-range planning process-functional versus operational

FACTORS TO CONSIDER TO FACTORS TO CONSIDER TO HAVE AN EFFECTIVE PLANHAVE AN EFFECTIVE PLAN

Planning standards

Application of the planning processes and standards to the work situation

CHARACTERISTICS OF CHARACTERISTICS OF PLANNINGPLANNING

Tappen describes planning as the component of effective management that is hardest to do and easiest to

ignore

It deals primarily with the future and can easily be postponed


Planning is based on objectives

Simplification and standardization characterize it. In other words, first and

foremost good plans are based on objectives, they must be simple, they must have

standards, must be flexible, must be balanced and must use available resources


Planning requires decision making

That is choosing future courses of action from among alternatives

SCOPE AND LEVEL OF SCOPE AND LEVEL OF PLANNINGPLANNING

SCOPE – defined as the BREADTH of or OPPORTUNITY to function

In Management SCOPE means how far can the manager can go in

developing plans for self and others

3 LEVELS OF PLANNING IN 3 LEVELS OF PLANNING IN NURSINGNURSING

1. TOP-LEVEL MANAGERS- comprise a small group of

executives who covers the over-all management of the organization’s nursing service

- Top managers are typically titled CEO


1. TOP-LEVEL MANAGERSTop-level nurse executives are

continuously named vice-president, associate administrator, or director of

nursing service

STRATEGIC PLANNING – is a systematic process of determining how to pursue the organization’s long term goals with the available

resources

It has been said that:

“any organization that doesn’t have a plan for its future isn’t

likely to have one”

STRATEGIC goals directly supports the organization’s

mission statement


2. MIDDLE-LEVEL MANAGERSMiddle Level managers direct the activities of other managers,

usually of units or departments, both inside and outside of the hospital


2. MIDDLE-LEVEL MANAGERSCommon titles for middle managers

in nursing include Supervisor, coordinator, case manager and clinical specialist


3. LOWER-LEVEL MANAGERS-constitute the lowest level at

which individuals are responsible for the work of others; they often participate in the work itself


3. LOWER-LEVEL MANAGERS- example: dept or unit manager,

case manager, team leader or primary nurse

- responsible for the management of all nursing care on the nursing unit

or for administering direct nursing care to one or more patients

ELEMENTS OF PLANNINGELEMENTS OF PLANNING

FORECASTING – helps managers look into the future and decide in advance where the agency would like to be and what is to be done in order to get there

FORECASTS and estimates provide the bases for planning

SETTING THE VISION, MISSION, PHILOSOPHY,

GOALS AND OBJECTIVES

VISIONVISION

- OUTLINES the organization’s future role and function

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 holistic

quality health care services”

MISSIONMISSION

- Outlines the agency’s reason for existing (whether hospital or health

care), who the target clients are, and what services will be provided

EXAMPLE:MISSION

1. Committed to providing: a. Quality services through competent healthcare professionals b. Accredited training programs c. Dedicated community service

2. Capable of rendering patient-directed health services. 3. Generating sustainable, self-sufficient and viable health service units

PHILOSOPHYPHILOSOPHY

-Describes the vision.

-It is a statement of beliefs and values that direct one’s life or one’s practice

-In an organization, the philosophy is the sense of purpose of the

organization and the reason behind its structure and goals

GOALS AND OBJECTIVESGOALS AND OBJECTIVES

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

Objectives are concrete

TYPES OF PLANNINGTYPES OF PLANNING

STRATEGIC OR LONG-RANGED PLANNING

OPERATIONAL OR SHORT-RANGED PLANNING

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

MAJOR ACTIVITIES IN STRATEGIC PLANNING

1. STRATEGIC ANALYSIS – this activity includes the conduct of some sort of scan, or review, of the organization’s environment

EXAMPLE: political, social, economic, and technical environment

Planners carefully consider various driving forces in the environment, example, increasing competition,

changing demographics

Planners also consider the various

STRENGTHS, WEAKNESSES,

OPPORTUNITIES, and THREATS

regarding the organization

SWOT is the acronym of this activity

ORGANIZATION

WEAKNESSES

OPPO

RTUNITIES

THREATS

STRENGTHS

A SWOTSWOT analysis is a tool that is frequently used to conduct these

environmental assessments.

A SWOT analysis identifies the STRENGHTS and WEAKNESSES in the INTERNAL ENVIRONMENT and OPPORTUNITIES AND THREATS in

the EXTERNAL ENVIRONMENT


2.SETTING STRATEGIC DIRECTION –Planners carefully come to conclusions about what the organization must do as a result of the major issues and opportunities facing the organization

During the strategic planning process – sometimes in the activity of setting the strategic direction – planners usually

identify or update what might be called the strategic “philosophy”

This includes identification and update of the mission, vision and/or values of

the statements of the organization


3. ACTION PLANNING – The process of laying out how the strategic goals will be accomplished carefully

OBJECTIVES or specified results are often included in action planning

THINGS TO BE CONSIDERED IN DEVELOPING OBJECTIVES

-TACTIC

-RESPONSIBILITIES and TIMELINES (who, what, where and when)

-ANNUAL PLAN

-OPERATIONAL PLAN

STRATEGIC PLANNING BENEFITS

1.Clearly defines the purpose of the organization and establishes realistic goals and objectives

2.Communicates those goals and objectives to the organization’s constituents

3.Develops a sense of ownership of the plan


4.Ensures the most effective use is made of the organization’s resources by focusing the resources on key priorities

5.Provides a base from which progress can be measured and establishes a mechanism for informed change when needed


6.Brings together of everyone’s best and most reasoned efforts have important value in building a consensus about where an organization is going

7.Provides clearer focus of organization, producing more efficiency and effectiveness


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

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

10.Provides the glue that keeps the board together


11.Produces great satisfaction among planners around a common vision

12.Increases productivity from increased efficiency and effectiveness

13.Solves major problems

THE PLANNING FORMULA

1.1.WHATWHAT

What has been done?

What should be done?

What equipment and supplies have been used or are needed?

What steps are necessary in the procedure?


1.1.WHATWHAT

What sequence of activities was previously used?

What other efficient methods may be used?


2. WHENWHEN

When should the job be done?

When was it formerly done?

When could it be done?


3. WHEREWHERE

Where is the job to be done?

Where does an activity occur in relation to those activities immediately preceding and following it?

Where could supplies be stored, cleaned, and so forth?


3. HOWHOW

How will the job be done?

What re the steps to be followed in doing the procedure?

How will the time and energy of personnel be used?

How much will it cost?


4. HOWHOW

How much time will it require?

5.5.WHOWHO

Who has been doing the job?

Who else could do it?

Is more than one person involved?


6. WHYWHY

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?


7. CANCAN

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?

TIME MANAGEMENTis a technique for allocating one’s time through the setting of goals,

assigning priorities, identifying and eliminating wasted time, and using

managerial techniques to reach goals efficiently

TIME MANAGEMENT

LIST OVERALL RESPONSIBILITIES

REDUCE OVERALL TASKS TO SPECIFICS

MUST DO

IMPORTANT TO DO

NICE TO DO BUT NOT VITALLY

IMPORTANT

Plan or oversee daily schedules for staff

Attend unit manager’s meeting

Oversee daily activities

Visit patients/ clients/ families

Conduct performance evaluations

Meet with representative of volunteer services

Call a staff who is on leave

Have lunch break with staff

MUST DO

IMPORTANT TO DO


IMPORTANT Receive assignment

Count narcotics

Review patients’ records

Make patient rounds

Supervise team members

Make self available for assistance as possible

Talk with family members

Assist physician on routine rounds

Teach staff about new medications/ procedures

Clean the medication room

MUST DO

IMPORTANT TO DO


IMPORTANT

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 PLANNINGPHASES OF PLANNING

According to Tappen, planning is divided into three phases:

Developing the plan

Presenting the plan

Implementing and monitoring the plan

DEVELOPING THE PLANDEVELOPING THE PLAN

PHASE 1PHASE 1

1.Establish its purpose – it is important to be clear about the purpose of planning to avoid confusion.

2.Generating alternative solutions – a climate of open-mindedness and positive thinking is important


PHASE 2PHASE 2

1. Presenting the Plan – the plan must be presented in an organized manner


PHASE 3PHASE 3

1.Implementation and Monitoring

a. Organizing the implementation includes:

- identifying and arranging activities according to sequence


- setting target dates for completing each activity

- assignment of responsibilities to particular individuals, and

- the allocation of resources

Techniques in organizing the implementation of the plan:

- Schedule

- Gantt Chart

- PERT (Program Evaluation and Review Technique

- CPM (Critical Path Method)

SCHEDULESCHEDULE

-schedules organize work on the basis of 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

GANTT CHARTGANTT CHART

-which is actually a highly developed schedule, specifies in detail the tasks to be performed and the time they are

expected to be completed

Example:

Nursing Seminar to be held on Sep. 14, 2009

Task: A. Title conceptualizationB. Statement of objectivesC. Speaker seeking or inquiringD. Committee formationE. Committee task conceptualizationF. Committee presentation of concepts.

A

B

C

D

E

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

TASKExample of a

GANTT CHART

TASK ASSIGNED PERSON

JAN FEB MAR APR MAY

HIRE CMR

TRAIN RAA

EVALUATE CRA

PERT CHARTPERT CHART

-graphically illustrates the sequence of events and their interrelationships,

using circles for events and arrows for activities

-one can see how the work must flow from one event to the next and how

one activity depends on another

CRITICAL PATH METHODCRITICAL PATH METHOD

-is very similar to PERT except that it also identifies the critical path, that is, the path that takes the longest time to complete and the most likely to cause

a delay


PHASE 3PHASE 3

2.After organizing the project, implement

3. Monitoring the implementation

4.Evaluating outcomes

5.Revising and updating the plan

BUDGETS-a budget is the annual operating plan, a financial “ROAD MAP” and

plan which serves as an estimate of future costs and a plan for utilization

of manpower, material and other resources to cover capital projects in

the operating program

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 can be defined as the allocation of scarce resources

or assets on the basis of forecasted needs, for proposed programs or activities, over a

specified period of time

NURSING BUDGET is a plan for allocation of resources based on

preconceived needs for a proposed series of programs to deliver patient care during one

fiscal year

HOSPITAL BUDGET is a financial plan to meet future

service expectations.

PREPARING THE BUDGETPREPARING THE BUDGET

TYPES OF BUDGETTYPES OF BUDGET

1.1.OPERATING BUDGETSOPERATING BUDGETS

2.PROJECT BUDGETS

3.CASH BUDGETS

4.CAPITAL BUDGETS


1.1.OPERATING BUDGETS – compose of OPERATING BUDGETS – compose of the revenue and the expense budget. the revenue and the expense budget. Deals primarily with salaries, supplies, Deals primarily with salaries, supplies, contractual services, employee benefits, contractual services, employee benefits, laundry service, drugs and laundry service, drugs and pharmaceuticals, in-service education, pharmaceuticals, in-service education, travels to professional meetings, books, travels to professional meetings, books, periodicals, professional magazines, and periodicals, professional magazines, and repairs, maintenancerepairs, maintenance


2. PROJECT BUDGETS – these budgets 2. PROJECT BUDGETS – these budgets are associated with major projects, for are associated with major projects, for example, constructing a building, example, constructing a building, developing a new program or product developing a new program or product lineline


3. CASH BUDGETS – these budgets 3. CASH BUDGETS – these budgets depict where cash will be spent over depict where cash will be spent over some near term, for example, over the some near term, for example, over the next three months (this is very useful in next three months (this is very useful in order to know if an organization can order to know if an organization can afford bills that must be paid soonafford bills that must be paid soon


4. CAPITAL BUDGETS – these budgets 4. CAPITAL BUDGETS – these budgets are associated with operating some are associated with operating some major asset, for example, a building, major asset, for example, a building, automobiles, furniture, computers, etcautomobiles, furniture, computers, etc

TWO DIFFERENT APPROACHES TWO DIFFERENT APPROACHES IN PREPARING THE BUDGETIN PREPARING THE BUDGET

1.1.INCREMENTAL INCREMENTAL

2.2.ZERO-BASE BUDGETINGZERO-BASE BUDGETING

INCREMENTAL INCREMENTAL – or historical, is the – or historical, is the traditional process in which budgets, traditional process in which budgets, are prepared every year on the basis of are prepared every year on the basis of what was spent the year beforewhat was spent the year before

TWO BASIC COMPONENTS OF BUDGET:

INCOME

EXPENSES

ZERO-BASE BUDGETING ZERO-BASE BUDGETING – an – an approach that is based on the idea that approach that is based on the idea that no expense should be assumed to be no expense should be assumed to be absolutely necessaryabsolutely necessary

The result is that every cost must be analyzed and justified as essential to the

function of organization

The ZERO-BASED budget begins with a blank slate every year, that is, no

expense from last year can simply be repeated for the next year without giving

reasons why it is necessary

NEXT TOPIC STANDARDS, POLICIES AND PROCEDURES

Planning

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levels of planning

management planning

organization planning

planning processes

harmony planning

planning process strategic

middle managers

expected outcomes planning