Pamantasan ng Lungsod ng Maynila

(University of the City of Manila)

Intramuros, Manila

College of Nursing

NURSING MANAGEMENT
Written Report on

Planning
1. Definition—Mission, Philosophy, Goal and
Objective
2. Purpose
3. Steps/ Process
3.1. Forecasting or Estimating the future
3.2. Defining the philosophy and objectives
3.3. Identifying Strategies
3.4. Setting time frame
3.5. Preparing the budget
4. Types
5. Resistancy to planning

Submitted to Professor Nemia Verame

Submitted by:
Amisola, Jovic
Capindit, Ma. Rosalyn
Cordero, Arlene
Hollero, Fermin Romulo
Lumanta, Honeylette
Pascual, Lea Pamela
Villa- Real, Ana Cristina

BSN III-4
 17 November 2010

PLANNING

1.Definition—Mission, Philosophy, Goal and

Objective
2.Purpose

By: Lumanta, Honeylette

WHAT IS PLANNING?
• Is deciding in advance what to do, how to do a particular
task, when to do it, and who is to do it.

• Is predetermining a course of action in order to arrive at

desired results.

• It is the continuous process of assessing, establishing

goals and objectives and implementing and evaluating
them, which is subject to change as new facts are known

COMPONENTS OF PLANNING
PRINCIPLES OF PLANNING
1. Planning is always based and focused on the vision, mission,
philosophy, and clearly defined objectives of the organization.
2. Planning is a continuous process. Provision for proper analysis
would indicate a revision or flexibility to be done to make it
more effective.
3. Planning should be pervasive within the entire organization
covering the various departments, services, and the various
level of management to provide maximal cooperation and
harmony.
4. Planning utilizes all available resources.
5. Planning must be precise in its scope and nature. It should be
realistic and focused on its expected outcomes.
6. Planning should be time bounded with short and long range
plans. .
7. Projected plans must be documented for proper dissemination
to all concerned for implementation and evaluation to the
extent of its achievement.

IMPORTANCE OF PLANNING
• It leads to success in the achievements of goals and
objectives. Workers relate what they do to meaningful results
since plans are focused on objectives.
• It provides meaning to work. Employee or workers experience
greater satisfaction if what they do becomes meaningful to
them.
• It provides for the effective use of available personnel and
facilities. The best use of personnel and materials resources
prevents wastage.
• It helps in coping with crises. Hospital should provide for
disaster plan. This allows the worker to function more clearly
and efficiently when actual emergencies occur such as fire,
typhoons, and earthquakes or during New Year celebrations
and/or other occasions when more people are likely to get
hurt.
• It is cost effective. Cost can be controlled through planning for
efficient operation.
• It is based on past and future activities. Evaluation of
programs, schedules and activities whether successful or not,
prevents and/or reduces the recurrence of problems and
provides better ideas in modifying or avoiding them.
• It leads to the realization of the need for change. It becomes
the basis for evaluating the accomplishments of the set
programs/ activities.
• It provide the basis of control
• It is necessary for effective control. Nurse-managers evaluate
the environment or setting in which they work or where the
patients are confined and make necessary recommendations
to make hospital conditions more therapeutic not only for the
patients but for workers as well.
 CHARACTERISTICS OF A GOOD PLAN
1. Be precise with clearly-worded objectives.
2. Be guided by policies and/or procedures affecting the
planned action.
3. Indicate priorities.
4. Develop actions that are flexible and realistic.
5. Develop a logical sequence of activities.
6. Include the most practical method for achieving each
objective
7. Pervade the whole organization.

MISSION
• It is a statement that outlines the agency’s reason for
existing, which the target clients are and what services
will be provided.

VISION
• It is a statement that outlines the organization’s future
role and function.

• It gives the agency something to strive for.

PHILOSOPHY
• It is a statement of beliefs and values that directs one’s
life or one’s practice.
 • It is the sense of purpose of the organization and the
reason behind its structure and goal.

GOALS
• It is more general and covers a broad area than
objectives.

OBJECTIVES
• More specific. It is concrete.

• It is actions commitments through which an

organization’s mission and purpose will be achieved and
the philosophy or belief sustained.

3.Steps/ Process
3.1 Forecasting or Estimating the
future

By: Capindit, Ma. Rosalyn

Forecasting or Estimating the Future
Forecasting helps the 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.
FACTORS TO BE CONSIDERED:
• The environment in which the plan will be executed.

• Who the client will be:

• Their customers and beliefs

• Language/ dialects barriers

• Public attitudes and behavior

• The severity of their conditions and illnesses

• The kind of care they will receive

• The number and kind of personnel required

• The necessary resources:

• Equipments

• Facilities

• Supplies

Forecasts and estimates provide the basis for planning.

3.Steps/ Process
 3.2 Defining the philosophy and objectives

By: Amisola, Jovic

DEFINING THE PHILOSOPHY AND OBJECTIVES

Philosophy refers to a statement of values and beliefs that directs

behavior.
Goal refers to the end or outcome to be accomplished.
Objective refers to something aimed at or striven for; things done to
achieve the goal.

Philosophy

The philosophy articulates a vision and provides a statement of

beliefs and values that direct one’s practice. It should be written,
included in appropriate documents such as the staff handbook and
annual reports, and reviewed periodically. If the philosophy stated is
vague, abstract terms that are not easily understood, it is useless.
Conflicting philosophies between overlapping units cause confusion
and should be avoided. Workers are most likely to interpret the
philosophy from the pronouncements and actions of the leaders in the
institution. Therefore conformity of action to belief is important.
The philosophy of an organization is derived from its mission and
incorporates the organizational values that direct the behavior of the
organization. The information provided in the philosophy—the values
and principles of the organization—provides the framework for the
decision-making process of the organization and shapes the social and
professional development of the organization. The philosophy serves to
allow employees to achieve common goals (Wendenhof & Strahley,
1995). The philosophy underlies the goals and objectives of the
organization, so it is imperative that nurses understand and know their
organization’s philosophy.
When developing or reevaluating a philosophy, the manager
should consider the following:
 Theory
 Education
 Practice
 Research
 Nursing’s role in the organization.
Approaches that can be used to incorporate nursing theory into
the philosophy include an eclectic approach that selects ideas from
various nursing theories and incorporates them into the philosophy
statements or a theory might be adopted and integrated into the
philosophy. Attaching an explanation of the theory to the philosophy
would also be useful. Secondary sources give an overview of various
nursing theorist’s work, reference the theorists’ extensive publications,
and address work related to the theorists’ work.
Levine and Orem focus on nursing therapeutics. Wholism,
holism, integrity, and conservation are major concepts in Levine’s
conservation principles. Orem’s theories of self-care and self-care
deficits are particularly useful in community health and promotion of
health situations.
Johnson and Roy emphasize the client. Johnson used a
behavioral model and identified six subsystems as (1) attachment-
affiliation, (2) achievement, (3) sexual, (4) ingestive-eliminative, (5)
aggressive, and (6) dependency. Sister Callista Roy’s adaptation model
is particularly useful in acute care settings.
King, Newman, Orlando, Patterson, Zderad, Travelbee,and
Wiedebach discuss interaction. King’s conceptual framework specifies
personal, interpersonal, and social system interactions. Her theory of
foal attainment is particularly useful for nursing care and nursing
administration. Newman stressed purposeful interventions and a total
person approach. Orlando addressed deliberative nursing actions that
purposefully identify and meet the patient’s needs. She maintained
that automatic actions may not meet the patient’s needs. Patterson
and Zderad developed a humanistic nursing theory and indicated that
the defining event in nursing is the interaction between the patient and
the nurse. Wiedebach developed a philosophy of nursing and a flow
chart that indentifies a need for help.
Rogers focused on the environment and interactions of
human beings. Her conceptual model of unitary human beings is very
abstract and thought provoking. Middle-range theories that are specific
to a particular aspect of nursing practice may be useful for agency
units. Middle-range theories of nursing are proliferating.
It is appropriate to comment on:
 Skill levels needed
 Advanced preparation for certain positions
 Need for continuing education
 Provision of educational opportunities for students, and
 Specific practice modalities
The value of applying research findings to practice, supporting
research efforts, and acknowledging nursing’s role in the overall
organization could also be clarified in the philosophy.

Goals and Objectives

Goals and objectives state actions for achieving the mission and
philosophy. In fact, if the mission or purpose and philosophy are to be
more than good intentions, they must be translated into explicit goals.
The more quantitative the goal, the more likely its achievement is to
receive attention and the less likely it is to be distorted.
Goals are central to the whole management process – planning,
organizing, staffing, directing, and controlling/evaluating. Planning
defines the goals; the institution is organized and staffed to accomplish
goals. Direction stimulates personnel toward accomplishment of the
objectives and control compares the results with objectives to evaluate
accomplishments.
Goals and objectives may address services rendered, economics,
use of resources – people, funds, facilities – innovations, and social
responsibilities. Objectives are selective rather than global, are
multiple, and cover a wide range of activities. The immediate, short-
term, and long-term goals should be balanced, interdependent and
ranked in order of importance. It is common to have more short-term
than long-term goals.
Because goals are dynamic, they change over time. They should
be reviewed periodically so that they can be changed in an
evolutionary rather than a radical manner. Goals should be specific
rather than vague, and challenging yet reachable. Necessary support
available should be available.
Goals help focus attention on what is more important and are
broader statements than objectives. Objectives are more specific
ways to reach the goal. It is recommended that objectives be
achievable, specific, measurable, and outcome oriented, starting with
“to” followed by a verb. Each objective should be about a single result
with a target date. Strategies identify how an organization will attain
the vision. The development of long and short-term objectives is
appropriate. A form with four columns (one for goals/objectives, one for
strategies/actions, one for target dates and person or persons
responsible, one for accomplishments) can be a helpful planning tool.
Sample Philosophy, Goal and Objective
Philosophy of General Hospital
General Hospital is committed to assessing and meeting the physical,
emotional, spiritual, environmental, social, and rehabilitative needs of
the citizens in the region. The worth, dignity, and autonomy of
individuals (customers, employees, and others) are recognized, as is
each individual’s right to self-direction and responsibility for one’s own
life. Individual uniqueness will be considered when assessing needs
and delivering quality care. Educational pursuits, research, and public
service programs will be used toward innovations and improvement of
health care in the region. General Hospital Personnel will work in
collaboration with customers and in partnership with other
organizations to provide cost-effective services.
Goal
Develop and implement staff development programs to meet the need
for increased knowledge
Objective
Develop and implement at least 12 staff development programs by the
end of the fiscal year

***References:
Jones, Rebecca. Nursing Leadership and Management: Theories,
Processes and Practice. USA: F.A. Davis Company, 2007.

Tomey, Ann Marriner. Guide to Nursing Management and Leadership.

Singapore: Elsevier Pte Ltd, 2009.
Venzon, Lydia and Nagtalon, Jennifer. Nursing Management towards
Quality Care. Quezon City: C&E Publishing Inc., 2006.
3. Steps/ Process
3.3 Identifying Strategies
3.4 Setting time frame
By: Pascual, Lea Pamela

Identifying Strategies

Strategy is the techniques, methods, or procedure by which the

overall plan of the higher management achieves desired objectives.
Programs are activities put together to facilitate attainment of
some desired goals.
Time Management is a technique for allocation of one’s time
through the setting of goals, assigning priorities, identifying and
eliminating time wastes and use of managerial techniques to reach
goals efficiently.

Principles of Time Management

 1) Planning for contingencies-planning anticipates the problem that
will arise from actions without thought.
2) Listing of task-task to be accomplished should be done in
sequence which is prioritized according to importance.
3) Inventory
4) Sequencing
5) Setting and keeping deadlines- and adhering to deadline is an
excellent exercise in self discipline.
6) Deciding on how time will be spent.

Setting the Time Frame

1. Conduct an inventory of your activities.

2. Set goals and objectives and write them down.

3. With the use of calendars, executive planners, logs or journals,

write what you expect to accomplish yearly, monthly, weekly or
daily.

4. Break down large projects into smaller parts.

5. Devote a few minutes at the beginning of each day for planning.

6. Organize your work space so it is functional.

7. Close your door when you need to concentrate.

8. Learn to delegate.

9. In a meeting, define the purpose clearly before starting.

10. Take or return phone calls during specified time.

11. Develop effective decision-making skills.

12. Take rest breaks and make good use of your spare time.
3. Steps/ Process
3.5 Preparing the budget

By: Villa- Real, Ana Cristina

PREPARING THE BUDGET

1. A budget is the annual operating plan, a financial “road map”
and plan which serves as an estimate for future costs and a plan
for utilization of manpower, material and other resources to
cover capital projects in the operating programs.
2. A 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.
3. A hospital budget is a financial plan to meet future service
expectations.
 4. A budget is simply a plan for future activities expressed in
operational as well as financial or monetary terms. In health care
institution, budget consists of four components:
a. Revenue Budget- summarizes the income which the
management expects to generate during planning period
b. Expense budget- describes the operational and financial
terms for a given period of time.
c. Capital budget- outlines the programmed acquisitions
disposals and improvements in an institution’s physical
capacity.
d. Cash budget- represents the planned cash receipts
disbursements as well as the cash balances expected
during the planning period.

BEBEFITS DERIVED FROM THE BUDGETARY PROCESS

The major benefits of budgetary process can be categorized under
the major functions of planning, coordination and control.
1. Planning
a. Stimulates thinking in advance; anticipates future
opportunities or problems and prepares for them.
b. Leads to specific planning—volume and types of
services to be rendered and revenue to be delivered
there from; number and type of personnel required;
cost, volume and type of supplies needed; cost of fix
asses when needed; cost and source of funds, cash
collections and disbursements.
c. Budget preparation stimulates action and interaction.
Mechanical budgeting process gives empirical
information, additional benefits result from the
 organizational thinking process that is generated and
the worthwhile interrelationships that develop.
2. Coordination
a. Balancing effect on the total organization—quantity
and quality of service to be given a patient should be
closely equal to the expected revenue; hospital
departments are interrelated, future plans of one
department must complement the plans of other
affected departments.
b. Encourages exchange of information
c. Stimulates team play or team approach—enabling
team member to contribute to organizational planning
as well as to see the results of good team play, the
budget becomes a stimulant to employee commitment
and efficiency, and as effective guide to proper
utilization of resources.
3. Comprehensive Control
a. Gives the administration an opportunity to evaluate
thinking of the budget contributor. Is the budget
planning realistic? Are standards too high or to low?
b. Comparisons between the actual expenditures and
budgeted standards can be made with no or little effort.
c. Cost consciousness.

FACTORS IN BUDGET PLANNING

1. Type of patient, length of stay in the hospital and acuteness
of illness
2. Size of hospital and bed occupancy
3. Physical lay out of the hospital, size and plan of the wards,
units, nurse’s station, treatment rooms, etc
4. Personnel policies
 a. Salaries paid to various type of nursing personnel
including OT pay or shift differential
b. Extent of VL, SL, holidays
c. Provision for staff development programs
5. Grouping of patients such as those in specialized areas
6. Standards of nursing care: kind and amount of care to be
given as it affects the number of hours of bedside care
7. The method of performing nursing care whether simple or
complex;
8. the method of documentation
9. Proportion of nursing care provided by the professional nurses
and those given by non-professionals
10. Amount and quality of supervision available and provided;
11. the efficiency of job description and job classification
12. Method of patient assignment whether functional, case,
team or primary
13. Amount and kind of labor-saving devices and equipments
14. Amount of centralized service provided: sterile supply ,
central o2 supply, linen supply
15. Nursing service requirements of the ancillary departments:
clinics, admitting office, ER
16. Reports required by administration whether simple or
complex
17. Affiliation of nursing students or medical students

Budgetary process
Budget committee
• Assures orderly and timely development of the budget.
• Assists the budget officer in budget preparation and in
monitoring the budget.
 Chief Nurse or his/ her assistant
• Usually a member of the budget committee.
• Works with the supervisors and head nurses in
preparing the budget for the nursing service.
• Compiles and completes the final draft of the budget
and presents this to the Budget Officer or Hospital
Administrator

Nursing personnel
• Their participation can lead to cost consciousness,
awareness of activities, and increased cost- effectiveness.

• Past operations must be analyzed and the overall master staffing

plan must be reviewed—supervising nurse works with the head
nurses to determine the staff requirements for each unit.

• Factors to be considered in budget preparation:

o Assurance of standards (philosophy and objectives of the
hospital and the division of nursing
o Past experiences in the unit
o Anticipated needs of the unit
o Percentage of the unit occupancy

• Estimation of staff for each unit should be based on the

following:
o number of patients
o the number of nursing care hours needed
o provision of vacation
o sick and other leaves
 o holidays
o Average number of absences per staff member per year.
o Privileges—attendance in continuing education programs

• New activities/ program should also be considered-- new patient

services, staff development programs or changes hospital
services that affect the required nursing services.
• Ascertain the amount and kind of supplies needed for the
operation of each nursing unit.
o Review of past expenses and consumption provides
data for planning
o Requests fort the replacement of capital equipment
must be supported with documented justification

Components of Budget
o Three major budgets of budgetary control program:
a. Cash Budget
o Forecast the amount of money received
o Consists of beginning cash balance, estimates of the
receipts and disbursement, and estimates balance
for a given period corresponding to that of the
operating and capital budgets.
o Prepared by estimating the amount of money to be
collected from patients and allocating it to cash
disbursement required to meet obligations promptly
as they come.
b. Operating Budget
o Deals primarily with salaries, supplies, contractual
services, employee benefits, laundry service, drug
and pharmaceuticals, in service education, travels to
 professional meetings, books, periodicals,
professional magazines and repair and maintenance
o Composed of the revenue and the revenue and
expense budget.
c. Capital Expenditure budget
o Consist of accumulated data for fixed assets that are
expected to be acquired during the budgeted period.
o Includes estimated costs and sources of funds for
expected replacements, improvements and additions
to fixed assets
o (cost of estimated requirements + anticipated dates of
acquisition)
Individual report
=information about anticipated procurements,
priorities and timing as well as feasibility of
acquisition
o Proposal for capital equipment must be
accompanied by complete description of the item—
statement as to the reason of purchase (addition,
improvement or replacement), classification
(prioritized as urgent, essential, economically
desirable, or just desirable) and probable outcome of
the purchase (improvement of patient care, increase
or decrease department revenue, whether there will
be charge for its use and if so, how much, including a
probability of the frequency of its use
4.Types
By: Cordero, Arlene

Types of Planning
1. Long range/ strategic :

It is usually a type of planning good for 3-5 years in the future. It

is an in depth analysis of the internal environments strength and
weaknesses and the external opportunities and threats so that realistic
goals can be set for the preferred future. It determines the direction of
the organization, allocates resources assigns responsibilities and
determines time frames.
History: As the year goes by, the health care setting goes with
the trend of form curative to preventive, from individual based
treatments to population based treatments. From content mastery to
process mastery, from being governed professionally to being
governed managerially, from paper health records to computerized
health records.
Purpose: Gives direction to the organization, improves efficiency,
weeds out poor underused programs. Eliminates duplication efforts,
concentrates resources on important services, improves
communications and coordination activities, provides a mind
expanding opportunity, allows adaptation to the changing
environment, sets realistic and attainable yet challenging goals, and
helps ensure goal achievement.
Goals: generic
 2. Short range/Operational:

Nurse managers are more likely to be involved in this. It is done

in conjunction with budgeting, usually a few months before the new
fiscal year. It develops departmental maintenance and improvement
goals for the coming year.
Purpose: It is more on developing and monitoring tactics, plans,
and evaluation plansfor a short term planning.
Goals: specific

Top level manages such as chief executive officers, presidents

and division heads do strategic planning for 3-5 years. Middle level
managers such as supervisors and clinical specialists do intermediate
planning for 6 mos. to 2 years. Lower level managers such as
managers of nursing units, team leaders, case managers and primary
care nurse do operational planning 1 week to 1 year.

5. Resistancy to planning
By: Fermin, Hollero

Why manager fail to plan effectively?

Many nurse- managers fail to plan effectively for different

reasons. They may lack knowledge of the philosophy, goals and
objectives of the agency or lack understanding of the significance of
the planning process. They may not know how to manage their time to
devote for planning. They may lack confidence in formulating plans of
may fear that planning may bring out unwanted changes that they are
unwilling to undertake or are unable to cope up with. Knowing these
factors will help nurse- managers to overcome their weaknesses and
utilize planning as the key to success in their work.