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P L A N N I N GThe greatest thing in this world is not so much
where we are, but in what direction we are
moving. Oliver Wendell Holmes
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Planning is a type ofdecision making
involving what to do;who is to do it; andhow, when, and whereit is to be done in orderto arrive at a desiredresult.
Marquis& Houston,2003
Planning is the selection
and sequential orderingof tasks required to
achieve an
organizational goal
Aldag&Stearn, 1991
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PLANNING is a predetermined action
What to do? Nursing activities
How to do it? Techniques & principles
Who is to do it?
Professional and non professional
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4 PLANNING MODES1. Reactive Planning occurs after a problem exists.
2. Inactivisma type of conventional planning;
seek the status quo, and spend their energypreventing change and maintaining conformity.
change occurs very slow
3. Preactivismutilize technology to accelerate change and are futureoriented.
4. Interactive or ProactiveProactive planners consider the past, present, and future and
attempt to plan for the future rather than react to it.
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Principles ofPlanning
based and focused on the vision, mission,philosophy, and clearly defined objectives of
the organization
a continuous process. should be pervasive within the entire
organization covering the various
departments, services, and the various levelsof management to provide maximal
cooperation and harmony.
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utilizes all available resources.
must be precise in its scope and
nature.
It should be realistic and
focused on its expected outcomes
be time-bound, i.e., with short-and long-range plans.
must be documented for proper
dissemination to all concerned forimplementation and evaluation as to theextent of its achievement.
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Scope of Planning
Top management are the Nursing Directors,
ChiefNurses, Directors ofNursing :overall
management
Midldle Management are the Nursing
Supervisors : directs the activities for
implementation
Lower Management are the Head Nurses,
Charge Nurses : direct patient care
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Who are involved in the planning
process?Strategic planning Top level management
Eg: CEO, COO,Division Heads
Intermediate Planning Middle levelmanagement
Eg: Supervisors
Operational planning lower levels
Eg: charge nurses, case managers,
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Major Aspects
of Planning
it should
contribute to
objectives
Precedes all other
processes of
management
Pervades all levels
Should be efficient
Characteristics
of a Good Plan
clear words
Guided by policies
Priorities
Realistic
Logical sequence
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TYPES OF PLANNING1. Long range or strategic planning
extends 3-5 years
begins analysis of SWOTA
nalysisdetermines direction of the organization
allocates resources
2. Operational or short range planning
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Strategic planning isthe PROCESS by
which the GUIDING
MEMBERS of anorganization
ENVISION its future
and develop the
necessaryPROCEDURES AND
OPERATIONS to
achieve that future.
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STRATEGIC
PLANNING
includes four specific
stages:
(1) situational analysis, which
includes both an internal
and an external
environment analysis;(2) strategy formulation;
(3) strategic implementation;
and(4) strategic control
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identify and to identify and assess the internal
strengths and weaknesses of the organization
in the context of its philosophy, culture and
objectives.
1. ExternalEnvironmentalAnalysis : (O) & (T)
2. InternalEnvironmental Analysis : (S) & (W)
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SWOT Analysis
SWOT analysis is a relatively common strategic
planning tool. If performed correctly, it allows
strategic planners to identify those issues
most likely to impact a particular organization
or situation in the future and then to develop
appropriate plan for action.
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Strategy Formulation
Guided by the results ofsituational analysis,
strategic managers are in
the position to establishorganizational objectives,
develop and evaluatestrategic alternatives,
select their strategy, anddevelop implementation
plans.
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Strategic ImplementationStrategic Implementation
Carrying out the implementation of strategies
Strategic ControlStrategic Control
monitoring controlling ongoing decisions,actions and behaviors affected by theorganizations strategies.
In this stage, actual results are monitored andcompared to previously established objectivesand standards, and deviations are corrected.
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PLANNING HIERARCHY
VISION
MISSION
PHILOSPHY
GOALS
OBJECTIVES
POLICIES
PROCEDURES
RULES
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Vision - power of imagination, should be the
preferred future
Values worth or importance of something
Mission or Purpose Statement identifies
why an organization exist; highest priority in
planning
Philosophy describes the vision, a statement
of beliefs & values
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Goals
may be defined as the desired result towardwhich effort is directed; it is the aim ofphilosophy.
Objectiveis defined as any statement of short-term,measurable, specific activity having a specific
time limit or timeline for completion.
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Goal:Develop and implement staff development
programs to meet the need for increased
knowledge.
Objectives:All registered nurses will be proficient in the
administration of intravenous fluids.
All nursing staff will recognize the patients needfor independence and right to privacy and will
assess the patients level of readiness to learn in
relation to his or her illness.
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Policies
A policy is a statement of expectations thatsets boundaries for action taking and decision
making (Paige, 2003).
means for accomplishing goals and serve asbasis for future decisions
should be comprehensive and stable
consistency is important
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Implied - are not directly voiced or written but
are established by patterns of decisions; may
deliberately be implied because it could be illegal
or reflect questionable.
example:
hiring or not hiring who are over 50 years old orpregnant employees, sick employees
courteous treatment of clients
Expressed oral could be more flexible; in writtenpolicy chance of misinterpretation is decreased.
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Policies can Emerge on the following :
Originated or internal usually developed by top management toguide subordinates
Appealed when a staff do not know to solve aproblem, they appeal to the nurse managerfor a decision
Imposed
thrust on an organization by external forces,Government policies or labor unions
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Procedures
Procedure manuals provide a basis fororientation and staff development and are
ready reference for all personnel.
They standardize procedures andequipment and can provide a basis for
evaluation.
Improvement in operating procedures
increases productivity and reduces cost.
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Procedures
guide to action than a policy; manuals provide
basis for orientation and staff development
and are ready reference for all personnel
Example:
Procedural forms to request supply
Procedure for ambulating a client
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Management LevelsManagement LevelsOrganizations often have 3 levels of managers:
Top Managers: Responsible for the performance ofalldepartments and have cross-departmentalresponsibility. They establish organizational goals andmonitor middle managers
First-line Middle Managers: Supervise first-linemanagers. They are also responsible to find the bestway to use departmental resources to achieve goals.
.
Managers: responsible for day-to-day operation. Theysupervise the people performing the activitiesrequired to make the good or service.
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Management TrendsManagement Trends
Empowerment: expand the tasks andresponsibilities of workers.
Supervisors might be empowered to make some
resource allocation decisions. Self-managed teams: give a group of
employees responsibility for supervisingtheir own actions.
The team can monitor its members and thequality of the work performed.
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Managerial RolesManagerial Roles
Described by Mintzberg.
A role is a set of specific tasks a person performsbecause of the position they hold.
Roles are directed inside as well as outside theorganization.
There are 3 broad role categories:
1. Interpersonal2. Informational
3. Decisional
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Interpersonal RolesInterpersonal Roles
Roles managers assume to coordinate andinteract with employees and provide direction
to the organization.
Figurehead role: symbolizes the organization and
what it is trying to achieve.
Leader role: train, counsel, mentor and encourage
high employee performance. Liaison role: link and coordinate people inside and
outside the organization to help achieve goals.
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Informational RolesInformational Roles
Associated with the tasks needed to obtainand transmit information for management ofthe organization.
Monitor role: analyzes information from boththe internal and external environment.
Disseminator role: manager transmitsinformation to influence attitudes and behaviorof employees.
Spokesperson role: use of information topositively influence the way people in and out ofthe organization respond to it.
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Decisional RolesDecisional Roles
Associated with the methods managers use toplan strategy and utilize resources to achievegoals. Entrepreneur role: deciding upon new projects or
programs to initiate and invest. Disturbance handler role: assume responsibility for
handling an unexpected event or crisis.
Resource allocator role: assign resources betweenfunctions and divisions, set budgets of lower
managers. Negotiator role: seeks to negotiate solutions
between other managers, unions, customers, orshareholders.
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Managerial SkillsManagerial Skills
There are three skill sets that managers needto perform effectively.
1. onceptual skills: the ability to analyze anddiagnose a situation and find the cause and effect.
2. Human skills: the ability to understand, alter, lead,and control peoples behavior.
3. Technical skills: the job-specific knowledgerequired to perform a task. Common examples
include marketing, accounting, and manufacturing.
All three skills are enhanced through formal
training, reading, and practice.
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TIME MANAGEMENT
A technique for allocating ones time andusing techniques to reach goals efficiently.
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MISMANAGEMENT OF TIME.
Results in negative effects from the manager
to the rank-and-file.
Work is rushed and becomes substandard
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Principles of Time Management
1. Listing of task
2. Sequencing
3. Setting deadlines
4. Delegate
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3 BASIC STEPS IN
TIMEMANAGEMENT
1. Time should be set
aside for planning &
establishing priorities2. Completing priority
task, finishing 1 task at
a time
3. Reprioritize based on
new information
received
TIME WASTERS
Procrastination
Poor planning
Inability to
delegate Inability to say no
Indecisiveness
Open door policy
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MULTITASKING
Statistics show that
people that take up
more than one task at a
time are unable to focusand perfect each task.
A core limitation in
multitasking is an abilityto concentrate on two
things at once
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TOOLS INPROJECT MANAGEMENT
Gannt Chart task and schedule relationshipinformation
PERT Performance Evaluation and ReviewTechnique - relationships between tasks
Critical Path Method time and costrelationship
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Financial Management
Abudgetis a written plan which serves asan estimate for future costs and a plan for
utilization of manpower, material and other
resources to cover capital projects in theoperating programs.
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Types of Budgeting
1. Centralized Budget developed and
imposed by the Administrator or
Director ofNursing with no littleconsultation
2. Decentralized Budget has the middlelevel manager involvement
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4 components under Budget plan
1. Revenue- expected income
2. Expense- expected activity
3. Capital- programmed acquisitions,
disposals, improvements
4. Cash- cash receipts and disbursement
or cash balance
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1. Revenue Budget
summarizing the incomeexpects to generate during the
planning period2. Expense Budget
describing the expectedactivity in an operational financialterms
3. Capital Budgetprogrammed acquisitions,
disposal and improvements in theinstitution
4. Cash
money received, cash receiptsand disbursement expectedduring the planning period
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What are the advantages of Budgeting?
help fix accountabilityIs there any disadvantages in Budgeting?
It may supersede agency goals and gain
autocratic control of the organizationSkills and experience are required for a skillful
budgetary control
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In Zero Based Budgeting
the function of each and every departmentis analyzed and evaluated in a comprehensive
manner, and all expenses increase only after
such approvals.
requires detailed justification from every
divisional manager, starting from the lowest
levels, called the Zero-base.
least bothered about the overall increase or
reduction of the budget.
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Cost Containment
to keep the cost within acceptable limits for
volume, inflation and parameters.
Cost awareness
Cost fairs
Cost monitoringCost management
Cost incentives
Cost avoidance
Cost reduction
Cost control
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