PLANNING

Management Function

PLANNING
Deciding in advance what to do, how to do a task, when to do it, who is to do it Predetermining a course of action in order to arrive at a desired result.

COMPONENTS OF PLANNING

Planning

What to do? Nursing Activities

How to do it? Technique, principles

Who is to do it? Professional and non professional

PRINCIPLES OF PLANNING
Based and focused on the vision, mission, philosophy, and objectives continuous process pervasive Utilizes all available resources Precise in scope and nature Time bounded Documented for proper dissemination

CHARACTERISTICS OF PLANNING
Clearly worded objectives including results and methods for evaluation Guided by policies and procedures Indicate priorities Develop actions: flexible & realistic Logical sequence of activities Select most practical method

TYPES OF PLANNING

Strategic
What are the right things to do? Extending 3-5 years into the future

Operational

How does one do things right? Day to day maintenance activities

ELEMENTS OF PLANNING
Forecasting / Estimate the future Set Objectives / Goals & Determine Results Desired Develop & schedule strategies/ programs/ projects/: Set time frame Prepare budget & Allocation of Resources Establish SOP

ELEMENTS OF PLANNING

Vision

What the org. whats to become Reasons for existing, states how to achieve the vision

Mission / Purpose

Philosophy

Beliefs and values that influences the organization

Guidelines to help in the safe & efficient achievement of objectives Specific direction form implementing written policies

Policies

Procedure

ELEMENTS OF PLANNING

Strategies

Techniques, methods, or procedure by which overall plan of the higher management achieve desired objectives

Programs

Activities put together to facilitate attainment of desired goals

SWOT ANALYSIS

SWOT analysis is a tool for auditing an organization and its environment. It is the first stage of planning and helps organizations to focus on key issues. SWOT stands for strengths, weaknesses, opportunities, and threats.

Strengths and weaknesses are internal factors. Opportunities and threats are external factors.

TIME MANAGEMENT

Technique for allocation of ones time through the setting of goals, assigning priorities, identifying, and eliminating time wastes and use of managerial techniques to reach goal efficiently

PRINCIPLES OF TIME MANAGEMENT

Anticipates problems Listing of tasks Inventory Sequencing Setting & keeping deadline Decide how to spend time

MULTI-TASKING

Trying to get more things done in less time Ex. Answering phonecalls while driving Sending email while in a meeting

DEVELOPING & SCHEDULING PROGRAMS

Planning formula
What Where When How Who Why Can

PLANNING
Budget

Operational plan, a financial road map and plan which serves as an estimate for the future costs Plan utilization of manpower, materials, & other resources to cover capital projects Allocation of resources based on preconceived needs

ORGANIZING
Process of establishing formal authority Setting up the organizational structure through identification of groupings, roles, and relationships Determines staff needed through developing and maintaining staffing patterns and distributes them in various areas needed Develops job descriptions by defining the qualifications and functions of personnel Having qualified people and the right materials, information, and equipment needed to deal with contingencies

PRINCIPLES OF ORGANIZING

Communication: effective and open communication in all forms; thread that binds the organization together

Direction
Downward Upward Lateral / Horizontal Grapevine

PRINCIPLES OF ORGANIZING
Unity

of Command Span of Control Delegation of Authority Similar Assignments Unity of Purpose

ORGANIZATIONAL DESIGN
Formal

guided process for integrating the people, information, and technology of an organization

PRINCIPLES OF ORGANIZATIONAL DESIGN

Division

of labor Unity of command Authority and responsibility Span of Control Contingency factors

ELEMENTS OF ORGANIZATION
Organizational Staffing Scheduling

Structure

Developing

Job Description

ELEMENTS OF ORGANIZATION

Organizational Structure Process by which a group is formed its channel of authority, span of control, and lines of communication
IMPORTANCE Enables members WHAT their responsibilities are so that they may carry them out Frees the managers and individual workers to concentrate on their respective roles and responsibilities It coordinates all

ELEMENTS OF ORGANIZATION
Patterns

of Organizational Structure
Tall

or Centralized Structure Flat or Decentralized Structure

TALL / CENTRALIZED STRUCTURE

Responsible

for only a few subordinates, so there is a narrow span of control Because of vertical nature of the structure, there are many levels of communication

TALL / CENTRALIZED STRUCTURE

Advantage Makes use of expertise and allows close communication between the workers

Supervisory individual screen the communication

Disadvantage Most skilled ind. end up doing nothing while actual task are done by less capable Communication from bottom to top is difficult Workers tend to be bossoriented

FLAT / DECENTRALIZED STRUCTURE

Structure with few or no levels of intervention between management and staff

FLAT

/ DECENTRALIZED STRUCTURE
Disadvantage Supervisor spends less time with each other Supervisor may lack expertise in the variety of operations and may end up making inappropriate decisions.

Advantage Messages less like be distorted Workers develop own abilities and autonomy & able to see the org. as humanistic resulting in greater job satisfaction Principle of sharedgovernance produces maximum potential for professional growth

ORGANIZATIONAL RELATIONSHIP

Formal

Represented by uninterrupted lines between units showing who reports to whom

Non-formal

Represented by dotted or broken line where power relationships are coordinated

ORGANIZATIONAL CHART

Line drawing that shows how parts of the organization are link. Characteristics

Division of work Chain of command Type of work to be performed Grouping of work segment Levels of management

ORGANIZING: STAFFING

Process of determining & providing the acceptable number and mix of personnel to produce a desired level of service Process of assigning competent people to fill the roles of designated for the organizational structure through recruitment, selection, and development

STEPS IN STAFFING
Determine

the number & types of personnel needed Recruitment Interview Orient the Personnel Job offer

CENTRALIZED STAFFING
Staffing

decisions for all units are made by central office or computer Tends to be fairer to the employees because policies are implemented consistently & impartially Frees manager to complete other functions Most cost-effective

DECENTRALIZED STAFFING
Done at unit level usually by unit manager Allows person who knows the ind. Unit the best to make the best staffing decision for that unit Allows staff to take requests directly to their own manager: gives increased autonomy & flexibility

Increases the risks that employee requests may be treated unequally or inconsistently Time consuming for managers

STAFFING
The Manager should BE: Knowledgeable about staffing & scheduling Accountable for safe staffing Communicates the need for staffing Consider the impact of extraneous factors

ASSIGNMENT SYSTEMS: STAFFING

Case Method / Total Patient Care Functional Nursing Team Nursing Modular Nursing Primary Nursing Managed Care Case Management

CASE METHOD / TOTAL PATIENT CARE

Primary care delivery model before 1930s Resurgence in 1980s

Each patient is assigned to A NURSE for total patient care while that nurse is ON DUTY Patient has different nurse each shift No guarantee of having same nurse the next day The patient care coordinator : no obligation to assign nurses to same patient

Supervises and evaluates all care given

FUNCTIONAL NURSING
1950s- few registered nurses and only some PNs were available. Hierarchy structure Personnel of different skill levels are used according to complexity of patient care Team members provide care to specific group of patients Members include: medication nurse, treatment nurse, bedside nurse and the like Emphasize: EFFICIENCY, DIVISION OF LABOR, & RIGID CONTROLS

TEAM NURSING
After WW2, RNs were scarce. Introduced to improve nursing services Philosophy: support the achievement of goals through group action. Each member is encouraged to make suggestion and share ideas. Led by Prof. Nurse who plans, interpret, supervise, & evaluate nursing care Team Leader assign members to patient by matching needs w/ staffs knowledge & skills.

TEAM NURSING
Set goals & prioritize for patient care Centralize info. w/ the use of Kardex Direct planning of care through conference Assign responsibility for work Provide coverage Members report to team leader Features: nursing care conference

Directing

DIRECTING
Plan

put into action Activities

DELEGATION

transferring

responsibilities Updating policy Utilizing the updated policy Supervision

DIRECTING: SUPERVISION

Roles of Supervision

Guide
Direct

Facilitate
Motivate

Teach

DIRECTING: DELEGATION

Principles Select the right person to whom the job is to be delegated Delegate both interesting & uninteresting tasks Provide subordinates with enough time to LEARN Delegate gradually Delegate in ADVANCE Consult before delegating Avoid gaps and overlaps

WHAT CANNOT BE DELEGATED?

OVERALL Responsibility, authority, and accountability for satisfactory completion of all activities Authority to SIGN ONES NAME is never delegated Evaluating the staff and/or taking necessary CORRECTIVE or DISCIPLINARY action Responsibility for maintaining morale or the opportunity to say few words of encouragement to the staff esp. the new ones Job that are too technical & those that involve TRUST & CONFIDENCE

4 RIGHTS OF DELEGATION

1. task-the right task should be within the scope of the persons practice and consistent with the job description 2. person-the right person should have the appropriate license &job description 3. communication-the right communication should be clear, concise, complete, and correct

4. feedback-the right feedback should ask for input, get the persons recommended solution to the problem, and recognize the persons effort.

ASPECTS OF DELEGATION
Responsibility-denotes

obligation Authority-the power to make the final decision and give command Accountability-refers to liability

DIRECTING
Communication Transmission of information, intentions, opinions, between among individuals.

Purpose

Facilitates work Increases motivation Effects change Optimize patient care Facilitate coordination

TYPES OF COMMUNICATION
Verbal Written Non verbal

Personal appearance Intonation of voice Facial expression Posture & gait Touch

LINES OF COMMUNICATION
Upward to superior Downward to subordinates horizontal to peers &members of the team

ART OF MAKING DECISION

Not making decisions that others should make to preserve morale & authority Not deciding on problems that are not pertinent to matters at hand to prevent waste of time and energy Not deciding prematurely to prevent prejudice Not making ineffective decisions to avoid losing the respectability of the decision maker

CONFLICT MANAGEMENT

Conflict- clash, fight, battle, struggle: it may be constructive or destructive

Basis of conflict
Intrapersonal Interpersonal Group Intergroup Organizational

SOURCES OF CONFLICT
Cultural difference Different facts Separate pieces of information Different