THE PHILIPPINE WOMENS UNIVERSITY Taft Avenue, Manila

Name: Maria Luz S. Caro Course: Master of Arts in Nursing Report Topics:

Professor: Dr. Celeste A. Dimaculangan Subject Title: Administrative Process in Nursing

1. Strategic Planning Definition Phases of strategic planning process 2. Operational Planning Definition and nature of operational planning 3. Contingency Planning Definition and description of Contingency planning There are two major types of plans that can help managers achieve their organization's goals: strategic or long range planning and operational or short range planning. In addition to these two types of plans, managers should also develop a contingency plan in case their original plans fail. Strategic planning a. Definition: Comprehensive plans designed to define and achieve the long-term objectives of the organization. What are the right things to do? Usually extending 3 to 5 years into the future. is a process for clarifying the aspirations of your Board and senior management. It establishes goals to be met by Board and senior staff, and identifies broad strategies to achieve the goals b. Purposes : Help clarify the beliefs and values of the organization. Give direction to the organization. Improve communication and coordination of activities. Improve efficiency Eliminate duplication of efforts Allow adaptation to the changing environment Set realistic and attainable goals c. Phases of Strategic Planning Process

The planning process consists of different phases that are interdependent and continous. Each phase is important and significant and determines the actions needed to solve nursing problems related to nursing management. Strategic management process has following four steps: 1. Environmental Scanning- Review your organization's current local, political, social and
economic environment. Identify needs, challenges, and opportunities. How are you placed to deal with all these? Run a SWOT analysis, an activity that identifies the organization's current strengths, weaknesses, opportunities and threats.

2. Strategy Formulation- Strategy formulation is the process of deciding best course of action for accomplishing organizational objectives and hence achieving organizational purpose. On the basis of your environmental scan, identify the strategic decisions involved and decide what you need to do to respond to the major issues and opportunities you face. 3. Strategy Implementation- Strategy implementation implies making the strategy work as intended or putting the organizations chosen strategy into action. Strategy implementation includes designing the organizations structure, distributing resources, developing decision making process, and managing human resources. 4. Strategy Evaluation- Strategy evaluation is the final step of strategy management process. The key strategy evaluation activities are: appraising internal and external factors that are the root of present strategies, measuring performance, and taking remedial / corrective actions. Evaluation makes sure that the organizational strategy as well as its implementation meets the organizational objectives. These components are steps that are carried, in chronological order, when creating a new strategic management plan. Present businesses that have already created a strategic management plan will revert to these steps as per the situations requirement, so as to make essential changes.

Operational plans a. Definition and Nature: Or short-range planning Plans that detail the implementation of strategic plans how does one do things right? It deals with day to day maintenance activities. These goals are precise and measurable.
Its purpose is to outline what you intend to achieve and how you are going to achieve it, and what you need to do in order to achieve it.

There are two categories of operational plans: single-uses plans and standing plans. 1. Single-use plans Apply to activities that do not recur or repeat. A one-time occurrence, such as a special sales program, is a single-use plan because it deals with the who, what, where, how, and how much of an activity. A budget is also a single-use plan because it predicts sources and amounts of income and how much they are used for a specific project. The following are examples of single-use plans: o Programs -Covers a relatively large set of activities. o Projects -Are the smaller and separate portions of programs. o Budgets -Are statements of financial resources set aside for specific activities in a given period of time.

2. Standing or ongoing plans are usually made once and retain their value over a period of years while undergoing periodic revisions and updates. The following are examples of ongoing plans:
o

A policy provides a broad guideline for managers to follow when dealing with important areas of decision making. Typical human resources policies, for example, address such matters as employee hiring, terminations, performance appraisals, pay increases, and discipline. A procedure is a set of step-by-step directions that explains how activities or tasks are to be carried out. Most organizations have procedures for purchasing supplies and equipment. By defining the steps to be taken and the order in which they are to be done, procedures provide a standardized way of responding to a repetitive problem.

A rule is an explicit statement that tells an employee what he or she can and cannot do. Rules are do and don't statements put into place to promote the safety of employees and the uniform treatment and behavior of employees. For example, rules about tardiness and absenteeism permit supervisors to make discipline decisions rapidly and with a high degree of fairness.

Contingency planning a. Definition: Intelligent and successful management depends upon a constant pursuit of adaptation, flexibility, and mastery of changing conditions. Strong management requires a keeping all options open approach at all times that's where contingency planning comes in. Alternative plans to be implemented if uncontrollable events occur. Is similar to operating plans, involves mapping out the day to day activities. b. Purpose: to allow an organization to return to its daily operations as quickly as possible after an unforeseen event. protects resources, minimizes customer inconvenience and identifies key staff, assigning specific responsibilities in the context of the recovery.

Values what you believe is right & important; guiding principles

Vision how the community will be changed (very long term goals)

Mission broad statement of what you will do to achieve vision

Strategic Plan
Goals broad, general results to be achieved by end of planning period (3-5 yrs) Strategies general description of actions you will take to achieve goals

Domain of the Board Domain of the Manager Operational Plan

Objectives measurable, time-limited results leading to achievement of goals (1-3 yrs) Activities / tactics programs, services, administration to implement strategies and achieve objectives

ENDS

MEANS

The boards role derives from its responsibility for overall governance of the organization and the recognition that board members are volunteers with limited knowledge of the operations of the organization. In the planning process, the board is responsible for clarifying organizational values, defining the vision and mission of the organization as a whole, setting medium-to-long-range goals for the organization, and selecting strategies that will enable the organization to achieve its goals while remaining faithful to the beliefs and principles that guide organizational behaviors. The role of management is to develop shorter term objectives and operationalize the strategies. This process, which includes developing annual objectives, budgets, service plans, and performance measures can be called operational planning.