Management of Nursng Servce n the Hospta

Pannng
Determnng the ong-and short-term ob|ectves (ends) of the nsttuton or
unt and the actons (means) that must be taken to acheve these
ob|ectves.
Pannng s a technca managera functon that enabes organzatons to
dea wth the present and antcpate the future. It s the rst and
fundamenta functon of management because a other management
functons are dependent on t. Pannng s decdng what s to be done,
when t s to be done, how t s to be done and who s to do t. It s an
ordery process that gves organzatona drecton. Pannng s the process
of determnng how the organzaton can get where t wants to go.
Pannng s the process of determnng exacty what the organzaton w
do to accompsh ts ob|ectves. In more forma terms, pannng has been
dened as the systematc deveopment of acton programs amed at
reachng agreed ob|ectves by the process of anayzng, evauatng and
seectng among the opportuntes whch are foreseen.
The planning hierarchy
Strategc pannng
Top-eve managers, formuate ong-term strategc pannng to renforce
the rms msson (the msson cares organzatona purpose)
Strategc pans are speced for ve years perod or more; but
crcumstances dctate the pannng horzon.
Tactca pannng
Mdde management s responsbe for transatng strateges nto shorter-
term tactcs.
Tactca pans are often speced n one-year ncrements. Eg. annua
budget.
Transatng strategc pans nto measurabe tactca ob|ectves s mportant
because most strategc ob|ectve s rather vague.
Operatona pannng
Accompshed by st-ne managers. Operatona pannng s most
concerned wth budgets, quotas and schedues.
Renements of tactca ob|ectves n whch work s dened and resuts are
measured n sma ncrements. Tme horzon for operatona pannng s
very short. Most pans at ths eve reect operatona cyces.
Operatona ob|ectve are:
Narrow n scope
Short-ved
Sub|ect to sudden change.

The formal planning process
Is a systematc process. It conssts of ve gudenes. These gudenes
provde a genera
pattern of ratona pannng.

1. Situation audit or environmental assessment
It anayzes the Past, current and future forces that ahect the organzaton.
Expectaton of outsde nterests such as government omcas, nsurance
companes and consumers are sought. Expectatons of nsde nterests such as
nurse, doctors, admnstrators and other stahs are coected. Envronment,
demographc, resources, ega, technoogca factors shoud aso be consdered.

2. Establish Objectives
Every pan has the prmary purpose of hepng the organzaton succeed through
ehectve management. Success s dened as achevng organzatona ob|ectves.
These are performance targets, he end resuts that managers seek to acheve.
Characteristics of objectives
Specc
Measurabe
Reastc and chaengng
Dened tme perod

Note !nvolve management and sta"
Invovng a greater number of managers w resut n better pans and more wde
spread acceptance of ob|ectves.

#. $evelop alternatives
A successfu pannng process w generate severa optons for manages to
consder. These optons are aternatve courses of acton that can acheve the
same resut. The task of management s to decde among them. Managers
usuay consder many aternatves for a gven stuaton, but a vabe aternatve
suggests a proposed course of acton that s:
Feasbe
Reastc
Sumcent

%. Communicate plans
Pannng requres cear and ehectve communcaton at a eves before
performance begns to mrror expectatons. Ob|ectves are wrtten and pans are
documented to gve empoyees drecton.
Managers communcate pans
&. Standing use plans- are those that are used on a contnuous bass to
acheve consstenty repeated ob|ectves. Standng pans take the form of:
Poces
Procedures
Rues
'olicies: A standng pan that furnshes broad gudenes for channeng
management thnkng toward takng acton consstent wth reachng
organzatona ob|ectves. It provdes gudenes for behavor. Poces are aso
nstruments of deegaton that aert subordnates to ther obgatons. Ehectve
pocy statements are cear, understandabe, stabe overtme, and communcated
to everyone nvoved.
'rocedures: a standng pan that outnes a seres of reated actons that must
be taken to accompsh a partcuar task. It s an expct set of actons, often
sequenta n nature, requred to acheve a we-dened resut. Forma procedures
provde specc and detaed nstructons for the executon of pans. Good
procedures provde a sequence of actons that once competed fu specc
ob|ectves, renforce poces and hep empoyees acheve resuts emcenty and
safey.
(ule s a standng pan that desgnates specc requres acton. It ndcates
what an organzaton member shoud or shoud not do and aows as no room for
nterpretaton. It s a statement that tends to restrct actons or prescrbe specc
actvtes wth no dscreton. Rues usuay have a snge purpose and are wrtten
to guarantee a partcuar way of behavng n a partcuar way.

). Single use plans-are those that are used once to acheve unque ob|ectves
or ob|ectves that
are sedom repeated. They are communcated through:
Programs
Budget
Schedue
'rograms s a snge use pan desgned to carry out a speca pro|ect wthn an
organzaton. It comprses mutpe actvtes orchestrated to acheve one
mportant ob|ectve.
)udget s a snge use nanca pan that covers a speced ength of tme. It
descrbes n numerca
terms resources aocated to organzatona actvtes. By budgetng, managers
dentfy resources
such as money, matera and human resource. It aso communcates
performance expectatons.
Schedule s a commtment of resources and abor to tasks wth specc tme
frames.

&pproaches to planning
There are three dstnct approaches that descrbe who has the responsbty for
formuatng pans:
Centrali*ed top do+n planning- s the tradtona approach to pannng n
whch a centrazed group of executves or stah assumes the prmary pannng
responsbty.
, )ottom-up planning- s an approach that deegates pannng authorty to
dvson and department managers, who are expected formuate pans under the
genera strategc umbrea of organzatona ob|ectves.
Team planning- s a partcpatve approach to pannng where by pannng
teams comprsng managers and stah specates ntate pans and formuate
organzatona ob|ectves.
2. .ospital and 'atient Care /nits including 0ard management.
$uties and responsibilities of personnel for e"ective functioning of
+ards
Nursing personnel
-Endorse patents and gve attenton to patents comfort and safety
-Devers cean medca suppes to patent care unts and coect used
suppes, nstrument sets, rubber goods, etc.
-Makes genera assessment of patents n the recovery room and confers
wth head nurse nursng management of each patent
-Accompanes physcan on rounds to answer questons, receves
nstructons and notes patents care requrements. Reports to
repacement on next tour on condton of patents or of any untoward or
unusua actons taken. May render professona nursng care and nstruct
patents and members of ther fames n technques and methods of
home care after dscharge
-Assgns dutes to professona and ancary nursng personne based on
patents needs, avaabe stah, and servce needs.
-Supervses and evauates work performance n terms of patent care, stah
reatons and emcency of servce.
-Provdes for nursng care and cooperates wth other members of medca
care team n coordnatng patents tota needs.
-Identes and studes nursng servce probems and asssts n ther
soutons. Observes nursng care and vsts patents to nsure that nursng
care s carred out as drected and treatment s admnstered n
accordance wth physcans nstructons and to ascertan needs for
addtona or moded servces.
- Mantans safe envronment for patents. Operates or supervses
operaton of specazed equpment assgned to unt and provdes
assstance and gudance to nursng team as requred.
-Vst cnca nursng dvsons to oversee nursng care and to ascertan
condton of patents. Gves advce for treatments medcatons, and
narcotcs, n accordance wth medca stah poces n absence of
physcan.
-Arranges for emergency operatons and reocatons of personne durng
emergences. Admts or deegates admssons of new patents.
-Cooperates wth ndvdua/group n other departments or servces n
carryng forward the work of the hospta as a whoe.
-Supervses and coordnates actvtes of nursng personne engaged n
specc nursng servces such as Obstetrcs, Pedatrcs, Surgca or
Medca, or from two or more cnca nursng dvsons
-Determnes and makes recommendatons concernng hospta wards
factes, equpment and surgca suppes ahectng nursng care, and
pans for aocaton and utzaton of space and equpment to ensure safe
envronment for patents and workng personne
#. Emergency and $isaster 1anagement.
Ob|ectves of heath dsaster preparedness and response
The ob|ectves of dsaster preparedness and response actvtes n the heath
sector are as foows:
To prevent excess mortaty due to the dsasters, whch can be caused by the
drect mpact of the dsaster, deays n rescue and reef actvtes, ack of
approprate and tmey heath care, the dsrupton of the norma heath care
assstance and breakdown of preventve measures, and sometmes due to
manutrton.
To provde approprate and tmey care for casuates due to the dsasters ke
n|ures, trauma and burns, manutrton, treatment for acute cases n epdemcs
and chemca dsasters.
To prevent exposure to adverse cmatc and envronmenta condtons (ack of
food, water, santaton, sheter, cothng, posonng)
To prevent short term and ong term dsaster reated morbdty: Outbreaks of
communcabe dseases, ncreases n morbdy due to destructon of heath
nfrastructure and nabty to provde basc heath servces, ntroducton of new
dseases due to resettement or mported by externa reef workers, occurrence
of wdespread manutrton.
To reestabsh heath servces to or above pre dsaster eves, wth speca
attenton to reconstructon and repar of damaged heath factes, renovaton of
heath factes on adequate and approprate bass, reorganzaton of heath
servces based on prmary heath care.
4. .uman (esource 1anagement
Human resource management s the process of acqurng and retanng the
organzaton's human resource.
Human resource pannng precedes the other acqurng actvtes. Heath
servce organzatons determne stamng needs through human resources
pannng. Because organzatons are dynamc, these needs change. The
work force must be consdered n the context of a changng envronment:
present stah must be retaned and new empoyees recruted to meet
changng needs.
Stah needs n Heath Servce Organzatons are drven by
1. Organi*ational gro+th occurs through ncreased demand for servces,
hgher occupancy, facty expanson and the addton of new servces or
ntensfyng servces.
2. Employee turnover through resgnaton, dscharge and retrement.
.uman resource planning involves 2ve steps
1. 'ro2ling-to proe the personne need of the organzaton at some
future pont
2. Estimating-Pro|ectng the type and number of personne needed
3. !nventorying-human resource audt of present empoyees
4. 3orecasting-antcpatng changes n the present work force n terms of
entres and exts
5. 'lanning-Assumptons made by foowng steps1-4 to ensure the rght
number of personne wth approprate prerequste knowedge and sk
4. (ecruiting5 Selecting5 $eployment (etaining5 'romoting
(ecruiting- the process of attractng quaed peope to appy for a |ob. It
nvoves searchng for and attractng prospectve empoyees ether from
wthn the organzaton or outsde the organzaton. It s the process of
makng appcants avaabe for seecton. You can seect ony from those
peope who appy for a |ob, the odds of ndng a strong canddate are ess
than f you have many appcants to choose them.
Selection- s the process of choosng for empoyment. It s to choose
among the appcants usng |ob quacaton as a gude. The essence of
seecton s to determne whether an appcant s suted for the |ob n
terms of tranng, experence and abtes
Sources of information for selection
1. &pplication forms and pre-employment intervie+s
2. Testing
(etaining Employees - actvtes ncude performance apprasa, tranng and
deveopment, dscpne and compensaton admnstraton.
Performance apprasa s a systemc revew of an ndvdua empoyee's
performance on the |ob, whch s used to evauate the ehectveness of hs/her
work
'urpose
Provde nformaton upon whch to base management decsons regardng such
matters as saary rases, promotons, transfers, or dscharges
Heps to assst empoyees n ther persona deveopment
Performance apprasa nformaton w hep to assess the ehectveness of
hrng and recrutng practces
Suppy nformaton to the organzaton tha tw hep to dentfy tranng and
deveopment needs of the empoyees
Heps n the estabshment of standards of |ob performance often used as a
crteron to assess the vadty of personne seecton andtranng procedures
Empoyees work shoud contnuay be assessed n a forma or nforma bass. A
forma apprasa s more accurate, far and usefu to a concerned
Common 'roblems in 'erformance &ppraisal
Performance apprasa may be vewed as demandng too much from
supervsors. Especay n arge number of span of contro. It s dmcut for a rst
ne supervsor to know what each of 20, 30 or more subordnatng s dong
Standards and rates tend to vary wdey, wth some raters beng tough and
others more enent. Lenency Errors-some raters are hard graders and others
easy graders. So raters can be characterzed by the enency of ther apprasas.
Harsh raters gve evauatons that are ower than the true eve of abty. Ths s
caed severty of negatve enency. The easy rater gves evauatons that are
hgher than the true eve caed postve enency. These errors usuay occur
because the rater has apped persona standards derved from hs/her own
personaty or prevous experence
An appraser may repace organzatona standards wth persona vaues and
bas. Hao errors-are evauatons based on the rater's genera feengs about an
empoyee. Thus, the rater generay has a favorabe or unfavorabe atttude
toward the empoyee that permeates a evauatons of the person. Typcay, the
rater has strong feengs about at east one mportant aspect of the empoyee's
performance. Ths s then generazed to other performance factors, and the
empoyee s |udged (across many factors) as unformy good or bad. Raters who
commt hao errors do not dstngush among the many dmensons of empoyee
performance
Because of ack of nformaton, standards by whch empoyees thnk they are
beng |udged are sometmes dherent from those superors actuay use the
vadty of ratngs may be reduced by the supervsor's resstance to makng the
ratngs, because of the dscomfort they fee when havng to confront the
empoyee wth negatve ratngs and negatve feedback. Exampe, centra
tendency errors: refers to the rater's unwngness to assgn extreme -hgh or ow
-ratngs. Everyone s average, and ony the mdde part of the scae s used.
Characterstcs of an Ehectve Performance Apprasa
Reate performance apprasa to the |ob descrpton
Understandng the crtera for evauaton
Toos of performance apprasa
, (ating scales-the too conssts of a behavor or characterstcs to be rated
and of some type of scae that w ndcate the degree to whch the person beng
evauated demonstrates that behavor
The chec6list- t descrbes the standard of performance and the rater
ndcates by pacng a checkmark n a coumn f the empoyee demonstrates the
behavor
, 1anagement by objective- t focuses on the evauator's observatons of the
empoyee's performance as measured aganst very specc predetermned goas
that have been |onty agreed upon by the empoyee and the evauator.
&ppraisal methods designed to avoid rater bias
a. The 2eld revie+ method- ths method aows the ratngs of severa
supervsors to be compared for the same empoyee.
b. The forced choice rating method-the evauator choose from among a
group statements those that best descrbe the ndvdua beng evauated and
those that east descrbe ths person The crtca ncdent technque-the
supervsor observes, coect, and record nstances of the empoyee carryng out
responsbtes crtca to the |ob. These are used to prepare the evauaton or
serve as the evauaton tsef to be vewed wth the empoyee durng the
feedback ntervew. These wrtten accounts of behavor tend to focus on
performance rather than personaty trats
&ssessing training needs
Assessng tranng needs usuay nvoves a three-step process
1. Organi*ational analysis- s the study of an entre organzaton-ts ob|ectves,
ts resources and the way n whch t aocates resources to attan ts
goas. Organzatona anayss can take severa forms. One form s that of a
personne audt for manpower pannng. A personne audt s an nventory of the
personne assets of an organzaton and a pro|ecton of the knds and numbers of
empoyees who w be requred n the future. A second approach to organzaton
anayss nvoves ndcators of organzatona ehectveness. These are examned
to see f tranng coud mprove the organzaton's performance
2. Operational analysis-s the ordery and systematc coecton of data about
an exstng or potenta task or a custer of tasks that dene a |ob. It examnes
the task or |ob requrements regardess of the person hodng the |ob. It
determnes what an empoyee must do to perform the |ob propery. Operatona
anayss s most drecty concerned wth what tranng shoud cover
3. 'ersonnel analysis-s drected toward earnng, whether the ndvdua
empoyee needs tranng and what tranng he/she needs. It s concerned wth
ascertanng how we a specc empoyee s carryng out hs/her tasks and wth
determnng what sks must be deveoped, what knowedge acqured, and what
atttudes cutvated f the empoyee s to mprove hs/her |ob performance. A
arge porton of person anayss nvoves dagnoss. We want to know not ony
how we peope are performng but aso why they are performng at that eve.
Personne anayss nvoves apprasng an empoyees performance, ob|ectve
records and dagnostc achevement tests.
1ethods and Techni7ues of Training
After determnng an organzaton's tranng needs and transatng them nto
ob|ectves, the next step s to desgn a tranng program to meet these
ob|ectves. Ths s not an easy task, because each tranng method has ts
strengths, weaknesses, and costs. Ideay, we seek to choose the one that meets
our ob|ectves n a cost emcent manner. There are many tranng methods
avaabe.
8. Categories of Nursing 'ersonnel including 9ob description of all
levels.
:. 'atient Classi2cation System
-Means of categorzng present patents based on the certan care needs that can
be cncay observed by the nurse.
Category !. Self-Care; 1inimal Care
-Mnma care s gven to the patents who are convaescng and who no onger
requre ntensve, moderate or maxmum care.
-Patents who requre dagnostc studes, mnma therapy, ess frequent
observatons, and day care for mnor condtons and who are awatng eectve
surgery.
Category !!. 1oderate Care
-Care gven to patents who are moderatey or are recoverng from the
mmedate ehects of a serous ness and/or an operaton.
-Patents requre nursng supervson or some assstance reated to ambuatng
and carng for ther own hygene.
Category !!!. 1a<imum Care
-Gven to patents wth who need cose attenton throughout the shft, that s
compete care for patents who requre nursng to ntate, supervse and perform
most of ther actvtes or who requre frequent and compex medcatons or
treatments.
Category !=. !ntensive Care
Gven to acutey patents who have ahgh eve of nurse dependency,
ncudngthose requrng ntensve therapy and/or ntensve nursng care and
whoseunstabe condton requres frequentevauaton wth ad|ustment of therapy.
>. 'atient assignment and nursing care responsibilities
a. assess the cent needs.
b. assess the practce envronment
c. assess the heath care provders.
d. set expectatons for communcatons and supervsons
e. evauate and ad|ust to mantan acceptabe outcomes of care.
?. Sta" development and +elfare programs.
Stah deveopment s the process drected towards the persona and professona
growth of nurses and other personne whe they are empoyed by a heath care
agency. Stah deveopment refers to a tranng and educaton provded by an
empoyee to mprove the occupatona and persona knowedge' sks and
atttudes of vested empoyees; deveopment refers to the processes, programs
and actvtes through whch every organzaton deveops, enhances and
mproves the sks, competences and overa performance of ts empoyees and
workers; process consstng of orentaton, n-servce educaton and contnung
educaton for the peope of promotng the deveopment of personne wthn any
empoyment settng, consstent wth the goas and responsbtes of the
empoyment.( ANA)
Need for stah deveopment:-
-Soca change and scentc advancement
-Advancement n the ed of scence ke medca scence and technoogy.
-To provde the opportunty for nurses to contnuay acqure and mpement the
knowedge, sks, atttudes, deas and vaued essentas for the mantenance of
hgh quaty of nursng care. As part of an ndvduas ong-term career growth.
- To add or mprove sks needed n the short term
Need for contnung educaton:-
-To ensure safe and ehectve nursng care as nurses need to keep abreast wth
nterest, knowedge and technca advances.
-To meet the needs of popuaton.
-To deveop the nurses by updatng ther knowedge and prepare them for
specazaton.
-For career advancement.
-Wth the advancement of technoogy, new roe change takes pace and to pay
those roes, -educaton s requred.
-To acqure speca sks.
-Due to shortage of nurses (because ther movement to abroad, more hospta
and tranng coege), more knowedgeabe person s requred.
Functons of contnung educaton:-
-To meet the heath needs and pubc expectatons.
-To deveop the practcng abtes of the nurse. To recognze gaps n knowedge.
-To test abtes of partcpants to do forma academc study.
-To mantan the academc standards.
-To provde opportuntes for educatona growth.
1@. )udgeting 'roposal5 projecting re7uirements for sta"5 e7uipment
and supplies for hospital and patient care units5 Emergency and
disaster management.
II. Budgetng
Is a pan for the aocaton of resources and a contro for ensurng that resuts
compy wth the pans.
1. Prerequste for budgetng
Sound organzatona structure
|ob descrptons
Goas and ob|ectves
Forma budgetng poces and procedures
The budgetng process shoud provde for:
1. Pans of antcpated actvty
2. A mechansm for measurement of work ehort on tmey bass
3. Accountabty by someone for varances from budget
4. An awareness of costs by a partcpants n the budgetng program
2. Ma|or types of budgets
Operatng/recurrent- estmates of operatng expenses, estmates of operatng
revenues and estmates of actvty
Exampe: personne saares, suppes, ght water, drugs, repars and
mantenance
Pant/Capta-estmates of expendture for addng, repacng or mprovng
budngs or equpment for the budget perod
Exampe: budngs, ma|or equpment
3. Cash budgets - are panned to make adequate funds avaabe as needed and
to use any extra fund protaby. They ensure that the agency has enough, but
not too much, cash on hand durng the budgetary perod. Ths s necessary
because ncome does not aways concde wth expendtures.
4. Labor or Personne Budgets- estmate the cost of drect abor necessary to
meet the organzatons ob|ectves. It ncudes recrutment, hrng, assgnment,
ay oh, and dscharge of personne. The nurse manager decdes on the type of
nursng care necessary to meet the nursng needs of the estmated patent
popuaton. How many nurses are needed durng what shfts, what months, and
n what areas? The current stamng patterns, number of uned postons and ast
years reports can provde a base for examnaton and proposas. Patent
occupancy and the genera-compexty of cases ahect stamng patterns.
Personne budgets aso are ahected by personne poces, such as saary reated
to poston and number of days aowed for educatona and persona eave.
Overtme costs shoud be compared wth the cost of new postons. Empoyee
turnover, recrutment, and orentaton cost must be consdered.
5. Fexbe Budgets Some costs are xed and do not change wth the voume of
busness. Other costs vary proportonatey wth changes n voume. Some
varabe expenses are unpredctabe and can be determned ony after change
has begun: thus the need for exbe budgets, to show the ehects of changes n
voume of busness on expense tems. Perodc budget revews hep managers
compensate for changes. Reatonshps between the voume of busness and
varabe costs may be predcted by a hstorca anayss of costs and
deveopment of standard costs.
STANDARD COST
Standard cost may be deveoped to predct what abor and suppes shoud cost.
Mutpyng the standard cost by the voume predcts the varabe cost.
ZERO-BASED BUDGETING
Many budgetng procedures aocate funds to departments based on ther
prevous years expendtures. Then the department managers decde how the
funds w be used. Ths procedure usuay aows for enrchment and
enargement of programs but sedom for decreases or deeton of programs.
Obsoescence s sedom examned, and ths eads to ncreased costs. Wth zero-
based budgetng, no program s taken for granted. Each program or servce must
be |usted each tme funds are requested.
SUPPLEMENTARY BUDGETS
Some budgetary exbty may be obtaned through a suppementa monthy
budget.
Movng Budgets
The movng budget may be used when forecastng s dmcut. The movng
budget pans for a certan ength of tme, such as a year. At the end of each
month, another month s added to repace the one |ust competed. Thus, the
budgetary perod remans constant. Most heath care agences budget on a
monthy bass for a 1-year perod. The budget year often begns |uy 1 and ends
|une 30.
Advantages of Budgetng
Budgets pan for detaed program actvtes.
They hep x accountabty assgnment of responsbty and authorty.
They state goas for a unts, oher standard of performance, and stress the
contnuous nature of pannng and contro process.
Budgets encourage managers to make a carefu anayss of operatons and
base decsons on carefu consderaton.
Consequenty, hasty |udgments are mnmzed. Weaknesses n the organzaton
can be reveed and correctve measures taken.
Stamng, equpment, and suppy needs can be pro|ected and waste mnmzed.
Fnanca matters can be handed n an ordery fashon, and agency actvtes
can coordnated and baance.
11. 1aterial management 'rocurement !nventory Control5 &uditing and
maintenance in .ospital and patient care units and disaster
management.
Matera Management: Pannng and Procurement
Matera management s a scentc technque, concerned wth pannng,
organzng and controng the ow of materas from ther nta purchase
through nterna operatons to the servce pont through dstrbuton.
Am of matera management pannng to get:
The Rght quaty
Rght quantty of suppes
At the Rght tme
At the Rght pace
For the Rght cost
'urpose of material management planning
To gan economy n purchasng
To satsfy the demand durng perod of repenshment
To carry reserve stock to avod stock out
To stabze uctuatons n consumpton
To provde reasonabe eve of cent servces
)udgeting
Sound purchasng methods
Skfu and hard posed negotatons
Ehectve purchase system
Shoud be smpe
Must not ncrease other costs
Smpe nventory contro programmes
Elements of material management 'lanning
Demand estmaton
Identfy the needed tems
Cacuate from the trends n Consumpton
Revew wth resource constrants
'rocurement.
Acqure needed suppes as nexpensvey as possbe
Obtan hgh quaty suppes
Assure prompt and dependabe devery
Dstrbute the procurement workoad to avod perod of deness and overwork
Optmze nventory management through scentc procurement procedures
'rocurement cycle
Revew seecton
Determne needed quanttes
Reconce needs and funds
Choose procurement method
Seect suppers
Specfy contract terms
Montor order status
Recept and nspecton
1ethods in 'rocurement 'rocess and Negotiation Strategies
Open tender
Restrcted or mted tender
Negotated procurement
Drect procurement
Rate contract
Spot purchase
Rsk purchase
Many Suppers Strategy
Few Suppers Strategy
Ponts to remember whe purchasng
'roper speci2cation
Invte quotatons from reputed rms
Comparson of ohers based on basc prce, freght and nsurance, taxes and
eves
Ouantty and payment dscounts
Payment terms
Devery perod, guarantee
Procurement of equpments
Storage
Store must be of adequate space
Materas must be stored n an approprate pace n a correct way
Group wse and aphabetca arrangement heps n dentcaton and retreva
Frst-n, rst-out prncpe to be foowed
Montor expry date
Foow two bn or doube shef system, to avod stock outs
Reserve bn shoud contan stock that w cover ead tme and a sma safety
stock
Conclusion
Matera management s an mportant management too whch w be very usefu
n gettng the rght quaty and rght quantty of suppes at rght tme.
Havng good nventory contro and adoptng sound methods of condemnaton
and dsposa w mprove the emcency of the organzaton.
Prncpes of matera management and procurement are appcabe to every
organzaton as we as ndvduas.