two planning2
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MANAGEMENT PROCESS
A. Planning
Definition : a management function, concernedwith defining goals for future
organizational performance & decidingon the tasks & resources to be used in
order to attain those goals
: deciding in advance what to do, how toperform a particular task, when to
perform it, & who is to do it
Importance
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1. Planning leads to achievement of goals andobjectives.
2. Planning gives meaning to work
3. Planning provides for effective use of available resources and facilities.
4. Planning helps in coping with crises.
5. Planning is cost effective.
6. Planning is based on past and futureactivities.
7. Planning leads to the realization of the need
for change.
8.
Planning is necessary for effective controland futuristic insights.
Nature of Planning
1. Both strategic (a top-down approachconcerned with the long-term mission and
objectives of an organization, the resourcesused in achieving those objectives) and
tactical (that aspect of organizationalplanning which covers the immediatefuture, that is, up to about one year from
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the present time); planning areincorporated.
2. Plans are primary mechanisms for guidingorganizational efforts.
3. Planning is a continual process that movesfrom setting the mission to settingoperational objectives.
4. Values and expectations often determine
what mission and strategies to adopt.
5. Reviewing and evaluating plans supportcontrol.
6. Good planning ensures that clients will
receive quality nursing care.
Characteristics of a Good Plan
A well developed plan should:
1. have clearly worded objectives,including desired results and methodsfor evaluation,
2. be guided by policies and/or proceduresaffecting the planned action,
3. indicate priorities,
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4. develop actions that are flexible andrealistic in terms of available personnel,equipment, facilities and time,
5. develop a logical sequence of activities;
and
6. include the most practical methods forachieving each objective.
Some Indicators of Poor Planning (McLarney,1964):
1. Delivery dates are not met2. Machines are idle
3. Material is wasted
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4. Some nurses are overworked, others areunderworked
5. Skilled nurses doing unskilled work
6. Nurses are fumbling on jobs for which theyhave not been trained
7. There is quarreling, bickering, buck-passing, & confusion
“Failing to plan is
planning to fail.”
Types of Planning
1. Strategic Planning - is an essential
element of effective management of nonprofit organizations.
* What are the right things to do?
Should establish a clear, coherent andrealistic view of what the organization
wants to achieve and a 3 – 5 year
overview of how it will set aboutachieving its objectives
Preparing a strategic plan needs toinvolve board members, managers and
staff, and often other stakeholders as
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well, to ensure that everyone ‘owns’ theplan and uses it to inform decisions andmonitor progress
Strategic plans should set out:
• The organization‘s mission
• Specific strategic objectives to be
achieved within a stated timeperiod
• The overall strategies forachieving the objectives
•
The funding required fromdifferent sources to implement the
strategies
• The criteria for measuring the
achievement of objectives
• An overall implementationtimetable
• The process for monitoring
performance and reviewing theplan.
A situational analysis is commonly
suggested before making strategicplans and a tool (WOTS Analysis) can
be utilized
Strengths and weaknesses are Internal factors. For example, astrength could be your specialistmarketing expertise. A weakness could
be the lack of a new product.
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Opportunities and threats areexternal factors. For example, anopportunity could be a developing
distribution channel such as theInternet, or changing consumer
lifestyles that potentially increasedemand for a company's products. Athreat could be a new competitor in animportant existing market or a
technological change that makesexisting products potentially obsolete.
It is worth pointing out that SWOTanalysis can be very subjective - twopeople rarely come-up with the sameversion of a SWOT analysis even when
given the same information about thesame business and its environment.
Accordingly, SWOT analysis is bestused as a guide and not a prescription.Adding and weighting criteria to eachfactor increases the validity of the
analysis.
Areas to Consider
Some of the key areas to considerwhen identifying and evaluating
Strengths, Weaknesses, Opportunitiesand Threats are listed in the exampleSWOT analysis below:
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In summary;· Strengths need to be maintained, built
upon or leveraged.
· Weaknesses need to be remedied orstopped.
· Opportunities need to be prioritized
and optimized.
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· Threats need to be countered orminimized.
2. Operational Planning
should establish the activities andbudgets for each part of theorganization for the next 1 – 3 years
they link the strategic plan with the
activities the organization will deliverand the resources required to deliverthem
should be prepared by the people who
will be involved in implementation.
(There is often a need for significantcross-departmental dialogue as planscreated by one part of the organization
inevitably have implications for otherparts.)
usually involve middle & lower level
managers
* How does one do things right?
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3. Continuous or Rolling Plans
involves mapping out the day-to-dayactivities
Operational plans should contain:
• clear objectives• activities to be delivered
• quality standards
• desired outcomes
• staffing and resource requirements
• implementation timetables
• a process for monitoring progress.
Elements/Scope of Planning
1. Forecasting - predicting current and futuremarket trends using existing data and facts
2. Setting the vision-mission, philosophy, goals and
objectives
Goals: broad statements of intent derived fromthe purposes of the organization
Objectives: specific behavior or tasks set for
the accomplishment of a goal
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3. Developing and scheduling programs; Set thetime frame for completion
Strategy: the techniques, methods, or
procedure by which the overall plan of thehigher management achieve
desired objectives
Programs: activities put together to facilitateattainment of some desired goals,
such as staff developmentprograms
Time Management
* Finding the most efficient way to do it
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Principles of Time Management
1. Planning for contingencies; think of other
options or alternatives if t he desired optionis not possible
2. Listing of tasks; calendar all activities3. Inventory; looking at task done & not done
4. Sequencing; prioritizing activities5. Setting & keeping deadlines; do not
procrastinate or else nothing is done6. Deciding on How Time will be Spent; indicate
time allotted for each activity, set timetargets
7. Delegate
4. Preparing the budget
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Nursing budget: allocates resources & nursingprograms to deliver patientcare during a fiscal year
Hospital budget: designed to meet future
service expectations, toprovide quality care atminimum cost
Budget plan: a plan for future activities
Classification of Budgeting
1. Centralized Budget: developed by the
administrator withlittle or no
consultation withlower level managers
2. Decentralized Budget: the middle manager
involved in theplanning & budgeting
process
Benefits of the Budgeting Process
1. Planning
2. Coordination3. Comprehensive Control
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Factors in Budget Planning
1. Patient
nature of the patient’s needs (condition
of the patient, the length of stay in thehospital & the acuteness of the illness)
2. Hospital or Health Care Facility
available facilities & resources with
which to address the needs of thepatient (size of the hospital, physical
layout, the size of wards/units, theNurses’ Station, the treatment rooms,
etc.)
3. Personnel
personnel policies, i.e. salary policies,leave benefits, staff development
programs
4. Standard of Nursing Care & Supervision
the cost of training & maintainingpersonnel & acquiring equipment that
will be needed by the health carefacility based on the volume of patients& the nature of their needs
Purposes of Budgeting
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1. ensure the most effective use of scarcefinancial and non-financial resources
2. coordinate efforts among organizationaldepartments
3. establish a frame of reference formanagerial decisions
4. provide a criterion for evaluating managerialperformance
Types of Budget
1. Manpower Budget - includes wages,salaries, and compensations paid to
permanent employees2. Capital Expenditure Budget - includes
purchases of land, equipment, buildings orexpansion of existing building or plant
3. Operating Budget - includes purchase of minor equipment, repairs, and supplies
Budgeting Process
Phase 1 - Planning1. Set short and long term goals
2. Form a budget committee3. Prioritize objectives
4. Analyze past performance5. Predict future costs and revenues6. Develop budget guidelines
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Phase 2 - Preparation1. Translate objectives into projected
costs and revenues
2. Write justification for all requestedexpenses
3. Eliminate lowest priority objectives asnecessary
4. Present proposed budget
Phase 3 - Modification and Approval1. Prepare preliminary master budget
from all department requests2. Compare projected costs with
estimated revenues3. Eliminate lowest priority items until
budget is balanced4. Approve final master budget
5. Communicate final budget to alldepartments
Phase 4 - Monitoring
1. Prepare monthly summaries of departmental expenses and revenues
2. Compare expenses with budgetedexpenses
3. Investigate any variance above 5%4. Readjust budget and/or improve
performance as necessary5. Continue to monitor on monthly basis
5. Establishing nursing standards, policies andnursing procedures
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Policies: standing plans used repeatedly, or
guides or basic rules that governaction at all levels in the
organization
Examples: Personnel Policy, NursingServices Policies
Procedures: a more specific guide to action
than policy
Standards: the minimal level of achievementacceptable to meet the set objectives
Problem Solving
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Decision making: a complex, cognitive processoften defined as choosing a
particular course of actionfrom among several possiblechoices
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It is choosing options that are directed towards theresolution of organizational problems and theachievement of organizational goals.
Attributes of a Decision Maker
1. The freedom to make the decision inquestion
2. The capacity and ability to make a wise
decision. (Doing so requires sound judgment, deliberation, objectivity, andexperience).
3. The will, motivation and commitment tochoose. (This attribute requires volition, a
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conscious activity of the will to make adecision.)
Kinds of Decisions
1. Whether Decisions: refer to the decisionmade before theselection of one of
several alternatives,where selection is
made after weighingpros & cons
Example: before figuring out the
alternatives of what car tobuy, the decision has to be
made whether or not to buy acar
2. Which Decisions: the process of choosing
from among severalalternatives, which
are measured basedon a set of predefinedcriteria
3. Contingent Decisions: decisions that havebeen made but put on
hold until someconditions are metlike time, energy,price, availability,
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opportunity & encouragement
Example: “I have decided to buy that car if I can get it for the
right price.”
Decision Making Strategies
1. Analyze and identify the problem
clarify first the situation the manager istrying to resolve
before making a decision, take intoconsideration the circumstances
find out what is wrong and why it iswrong before one can proceed
2. Gather data to analyze the causes and
consequences of the problem> acquiring information always involves
people, and no tool or mechanism isinfallible to human error
3. Develop and compare alternatives orsolutions then rate the risk> review the possible advantages and
disadvantages as well as the possibleeffects in the organization.
4. Select the best alternatives/solutionslogically and utilizing critical thinking
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Critical Thinking sometimes referred to asreflective thinking
People think illogically primarily in threeways:
A. OvergeneralizingWhen one believes that because A
has a particular characteristics, every
other also has the same characteristics.B. Affirming the consequences
C. Arguing from analogy “A good nurse – manager” does
not necessarily possess all the sameskills as a good nurse – clinician.