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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



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,



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



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.



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:



In summary;· Strengths need to be maintained, built

upon or leveraged.

· Weaknesses need to be remedied orstopped.

· Opportunities need to be prioritized

and optimized.



· 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?



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



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



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



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



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



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



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,



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



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.

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5. Evaluate the results

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