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NCM 105LEADERSHIP AND
MANAGEMENT
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PLANNING
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The first element of
management is
PLANNING
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PLANNING is simply deciding
in advance what will and will not
be done in the next minutes,hours, days, months, or years
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Fayol defined itas making a
plan of action for
a foreseeable
future
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Douglas stated that
planning is having specific aimor purpose and mapping out a
program or method beforehandfor accomplishment of the goal
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Alexander defined planning as
deciding in advance what todo, how to do it, when to do it,
and who is to do it
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PRINCIPLES OF PLANNING
Planning is always based andfocused on the vision, mission,
philosophy, and clearly defined
objectives of the organization
Planning is a continuous process.
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PRINCIPLES OF PLANNING
Planning should be pervasive withinthe entire organization covering the
various departments, services, and the
various levels of management to
provide maximal cooperation and
harmony
Planning utilizes all available
resources
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PRINCIPLES OF PLANNING
Planning must be precise in its scopeand 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
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REASONS FOR PLANNING
It leads to success in achieving goalsand objectives
It gives meaning to work
It provides for effective use of
available personnel and facilitiesIt helps in coping with crisis situations
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REASONS FOR PLANNING
It 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 changeIt is needed for effective control
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BENEFITS OF PLANNING
(Donovan)
Satisfactory outcomes of decisions
Improved functions in emergencies
Assurance of economy of time,
space, and materials
The highest of personnel
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WHY MANAGERS FAIL TO
PLAN EFFECTIVELY?They lack
knowledge of thephilosophy, goals, and
objectives of the
agency
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WHY MANAGERS FAIL TO
PLAN EFFECTIVELY?
They do not know
how to manage their
time
Lack of confidence
in formulating plans
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FACTORS TO CONSIDER TO
HAVE AN EFFECTIVE PLANCharacteristics of planning
Elements of the planning process
Strategic or long-range planning
process
Tactical or short-range planning
process-functional versus operational
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FACTORS TO CONSIDER TO
HAVE AN EFFECTIVE PLANPlanning standards
Application of the planning processesand standards to the work situation
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CHARACTERISTICS OF
PLANNINGTappen describes planning as the
component of effective managementthat is hardest to do and easiest to
ignore
It deals primarily with the future and can
easily be postponed
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CHARACTERISTICS OF
PLANNINGPlanning is based on objectives
Simplification and standardizationcharacterize it. In other words, first and
foremost good plans are based on objectives,
they must be simple, they must havestandards, must be flexible, must be
balanced and must use available resources
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CHARACTERISTICS OF
PLANNINGPlanning requires decision making
That is choosing future courses of action fromamong alternatives
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SCOPE AND LEVEL OF
PLANNINGSCOPEdefined as the BREADTH
of or OPPORTUNITY to functionIn Management SCOPE means how
far can the manager can go indeveloping plans for self and others
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3 LEVELS OF PLANNING IN
NURSING1. TOP-LEVEL MANAGERS
- comprise a small group ofexecutives who covers the over-all
management of the organizations
nursing service- Top managers are typically titled
CEO
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3 LEVELS OF PLANNING IN
NURSING1. TOP-LEVEL MANAGERS
Top-level nurse executives arecontinuously named vice-president,
associate administrator, or director
of nursing service
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STRATEGIC PLANNINGis a
systematic process of determining
how to pursue the organizations
long term goals with the availableresources
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It has been said that:
any organization that doesnt
have a plan for its future isntlikely to have one
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STRATEGIC goals directly
supports the organizations
mission statement
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3 LEVELS OF PLANNING IN
NURSING2. MIDDLE-LEVEL MANAGERS
Middle Level managers direct theactivities of other managers, usually
of units or departments, both inside
and outside of the hospital
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3 LEVELS OF PLANNING IN
NURSING2. MIDDLE-LEVEL MANAGERS
Common titles for middle managers in
nursing include Supervisor,
coordinator, case manager and
clinical specialist
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3 LEVELS OF PLANNING IN
NURSING3. LOWER-LEVEL MANAGERS
-constitute the lowest level at whichindividuals are responsible for the
work of others; they often
participate in the work itself
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3 LEVELS OF PLANNING IN
NURSING3. LOWER-LEVEL MANAGERS
- example: dept or unit manager, case
manager, team leader or primarynurse
- responsible for the management of
all nursing care on the nursing unit or
for administering direct nursing care
to one or more patients
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SETTING THE VISION,
MISSION, PHILOSOPHY,GOALS AND
OBJECTIVES
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VISION
- OUTLINES the organizations futurerole and function
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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 holisticquality health care services
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MISSION
- Outlines the agencys reason forexisting (whether hospital or health
care), who the target clients are, and
what services will be provided
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EXAMPLE:
MISSION
1. Committed to providing:a. Quality services through competent
healthcare professionals
b. Accredited training programsc. Dedicated community service
2. Capable of rendering patient-directed
health services.
3. Generating sustainable, self-sufficient
and viable health service units
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PHILOSOPHY
-Describes the vision.
-It is a statement of beliefs and values
that direct ones life or ones practice
-In an organization, the philosophy is
the sense of purpose of theorganization and the reason behind its
structure and goals
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GOALS AND OBJECTIVES
-Differ in that goals are more general.Objectives tend to be more specific.
Objectives are concrete
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TYPES OF PLANNING
STRATEGIC OR LONG-
RANGED PLANNING
OPERATIONAL OR SHORT-
RANGED PLANNING
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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
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MAJOR ACTIVITIES IN
STRATEGIC PLANNING
1. STRATEGIC ANALYSISthis
activity includes the conduct of some
sort of scan, or review, of the
organizations environment
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EXAMPLE: political, social,
economic, and technical environment
Planners carefully consider various
driving forces in the environment,example, increasing competition,
changing demographics
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Planners also consider the various
STRENGTHS,WEAKNESSES,
OPPORTUNITIES, andTHREATS
regarding the organization
SWOT is the acronym of this activity
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ORGANIZATION
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MAJOR ACTIVITIES IN
STRATEGIC PLANNING
2.SETTING STRATEGIC DIRECTION
Planners carefully come to
conclusions about what the
organization must do as a result of the
major issues and opportunities facingthe organization
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During the strategic planning process
sometimes in the activity of setting thestrategic directionplanners usually
identify or update what might be called
the strategic philosophy
This includes identification and update
of the mission, vision and/or values ofthe statements of the organization
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MAJOR ACTIVITIES IN
STRATEGIC PLANNING
3. ACTION PLANNINGThe process
of laying out how the strategic goals
will be accomplished carefully
OBJECTIVES or specified resultsare often included in action planning
GS O CO S
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THINGS TO BE CONSIDERED IN
DEVELOPING OBJECTIVES
-TACTIC-RESPONSIBILITIES and TIMELINES
(who, what, where and when)
-ANNUAL PLAN
-OPERATIONAL PLAN
STRATEGIC PLANNING BENEFITS
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STRATEGIC PLANNING BENEFITS
1.Clearly defines the purpose of theorganization and establishes realistic
goals and objectives
2.Communicates those goals and
objectives to the organizations
constituents
3.Develops a sense of ownership of the
plan
STRATEGIC PLANNING BENEFITS
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STRATEGIC PLANNING BENEFITS
4.Ensures the most effective use ismade of the organizations resources
by focusing the resources on key
priorities
5.Provides a base from which progress
can be measured and establishes amechanism for informed change when
needed
STRATEGIC PLANNING BENEFITS
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STRATEGIC PLANNING BENEFITS
6.Bringstogether of everyones bestand most reasoned efforts have
important value in building a
consensus about where anorganization is going
7.Provides clearer focus oforganization, producing more
efficiency and effectiveness
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STRATEGIC PLANNING BENEFITS
8.Bridges staff and board of directors(in the case of corporations)
9.Builds strong teams in the board andthe staff (in the case of corporations)
10.Provides the glue that keeps theboard together
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STRATEGIC PLANNING BENEFITS
11.Produces great satisfaction amongplanners around a common vision
12.Increases productivity fromincreased efficiency and effectiveness
13.Solves major problems
THE PLANNING FORMULA
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THE PLANNING FORMULA
1.WHATWhat has been done?
What should be done?
What equipment and supplies
have been used or are needed?
What steps are necessary in the
procedure?
THE PLANNING FORMULA
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THE PLANNING FORMULA
1.WHATWhat sequence of activities was
previously used?
What other efficient methods may
be used?
THE PLANNING FORMULA
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THE PLANNING FORMULA
2. WHENWhen should the job be done?
When was it formerly done?
When could it be done?
THE PLANNING FORMULA
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THE PLANNING FORMULA
3. WHERE
Where is the job to be done?
Where does an activity occur inrelation to those activities
immediately preceding and
following it?
Where could supplies be stored,
cleaned, and so forth? THE PLANNING FORMULA
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THE PLANNING FORMULA
3. HOW
How will the job be done?
What re the steps to be followed indoing the procedure?
How will the time and energy ofpersonnel be used?
How much will it cost?
THE PLANNING FORMULA
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THE PLANNING FORMULA
4. HOW
How much time will it require?
5.WHOWho has been doing the job?
Who else could do it?
Is more than one person involved?
THE PLANNING FORMULA
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THE PLANNING FORMULA
6. WHY
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?
THE PLANNING FORMULA
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THE PLANNING FORMULA
7. CAN
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?
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TIME MANAGEMENT
is a technique for allocating ones
time through the setting of goals,
assigning priorities, identifying andeliminating wasted time, and using
managerial techniques to reachgoals efficiently
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TIME MANAGEMENT
LIST OVERALL RESPONSIBILITIES
REDUCE OVERALL TASKS TO
SPECIFICS
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MUST IMPORTANT NICE TO DO
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MUST
DO
IMPORTANT
TO DO
NICE TO DO
BUT NOT
VITALLYIMPORTANTReceive
assignment
Count
narcotics
Review
patients
records
Make patient
rounds
Supervise team
membersMake self
available for
assistance aspossible
Talk with family
members
Assist physician
on routine roundsTeach staff about
new medications/
proceduresClean the
medication room
Complete a TO-DO list for tomorrow
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MUST
DO
IMPORTANT
TO DO
NICE TO DO
BUT NOT
VITALLYIMPORTANT
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 PLANNING
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PHASES OF PLANNING
According to Tappen, planning isdivided into three phases:
Developing the plan
Presenting the plan
Implementing and monitoring the plan
DEVELOPING THE PLAN
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DEVELOPING THE PLAN
PHASE 1
1.Establish its purposeit is important
to be clear about the purpose ofplanning to avoid confusion.
2.Generating alternative solutionsaclimate of open-mindedness and
positive thinking is important
DEVELOPING THE PLAN
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DEVELOPING THE PLAN
PHASE 2
1. Presenting the Planthe plan must
be presented in an organized manner
DEVELOPING THE PLAN
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DEVELOPING THE PLAN
PHASE 31.Implementation and Monitoring
a. Organizing the implementationincludes:
- identifying and arranging activitiesaccording to sequence
DEVELOPING THE PLAN
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DEVELOPING THE PLAN
- setting target dates for completing
each activity
- assignment of responsibilities to
particular individuals, and
- the allocation of resources
Techniques in organizing the
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Techniques in organizing the
implementation of the plan:
- Schedule
- Gantt Chart
- PERT (Program Evaluation and
Review Technique- CPM (Critical Path Method)
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SCHEDULE
-schedules organize work on the basisof 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
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GANTT CHART
-which is actually a highly developedschedule, specifies in detail the tasks
to be performed and the time they areexpected to be completed
Example:
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a p e
Nursing Seminar to be held on Sep. 14, 2009
Task: A. Title conceptualization
B. Statement of objectivesC. Speaker seeking or inquiring
D. Committee formation
E. Committee taskconceptualization
F. Committee presentation of
concepts.
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A
B
C
D
E
Dec. 15Nov. 3 Nov. 10 Nov. 17 Nov. 24 Dec. 1 Dec. 8
TAS
K
Example of aGANTT CHART
TASK ASSIGNED
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TASK ASSIGNEDPERSON
JAN FEB MAR APR MAY
HIRE CMR
TRAIN RAA
EVALUATE CRA
C
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PERT CHART
-graphically illustrates the sequence ofevents and their interrelationships,
using circles for events and arrows foractivities
-one can see how the work must flow
from one event to the next and how
one activity depends on another
CRITICA PATH METHOD
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CRITICAL PATH METHOD
-is very similar to PERT except that italso identifies the critical path, that is,
the path that takes the longest time tocomplete and the most likely to cause
a delay
DEVELOPING THE PLAN
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DEVELOPING THE PLAN
PHASE 32.After organizing the project, implemen
3. Monitoring the implementation
4.Evaluating outcomes
5.Revising and updating the plan
BUDGETS
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BUDGETS
-a budget is the annual operatingplan, a financial ROAD MAP and
plan which serves as an estimate offuture costs and a plan for utilization
of manpower, material and otherresources to cover capital projects in
the operating program
BUDGETS
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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 b d fi d
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BUDGETINGcan be defined as
the allocation of scarce resourcesor assets on the basis of
forecasted needs, for proposed
programs or activities, over a
specified period of time
NURSING BUDGET i l f
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NURSING BUDGETis a plan for
allocation of resources based onpreconceived needs for a proposed
series of programs to deliver
patient care during one fiscal year
HOSPITAL BUDGET i
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HOSPITAL BUDGETis a
financial plan to meet futureservice expectations.
PREPARING THE BUDGET
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PREPARING THE BUDGET
TYPES OF BUDGET1.OPERATING BUDGETS
2.PROJECT BUDGETS
3.CASH BUDGETS
4.CAPITAL BUDGETS
TYPES OF BUDGET
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TYPES OF BUDGET
1.OPERATING BUDGETScompose of
the revenue and the expense budget.
Deals primarily with salaries, supplies,
contractual services, employee benefits,laundry service, drugs and
pharmaceuticals, in-service education,
travels to professional meetings, books,periodicals, professional magazines, an
repairs, maintenance
TYPES OF BUDGET
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S O U G
2. PROJECT BUDGETSthese budgets
are associated with major projects, for
example, constructing a building,
developing a new program or productline
TYPES OF BUDGET
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3. CASH BUDGETSthese budgets
depict where cash will be spent over
some near term, for example, over the
next three months (this is very useful inorder to know if an organization can
afford bills that must be paid soon
TYPES OF BUDGET
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4. CAPITAL BUDGETSthese budgets
are associated with operating some
major asset, for example, a building,
automobiles, furniture, computers, etc
TWO DIFFERENT APPROACHES
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TWO DIFFERENT APPROACHES
IN PREPARING THE BUDGET
1.INCREMENTAL
2.ZERO-BASE BUDGETING
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ZERO-BASE BUDGETING an
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ZERO BASE BUDGETING an
approach that is based on the idea that
no expense should be assumed to beabsolutely necessary
The result is that every cost must be
analyzed and justified as essential to the
function of organization
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The ZERO-BASED budget begins with
a blank slate every year, that is, noexpense from last year can simply be
repeated for the next year without givingreasons why it is necessary
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