MANAGEMENT PROCESS

PLANNING
* Setup organizational structure, identify groupings, roles, relationships *establish policies and procedure, definite course of action and methods * Prepare budget/ allocate resources Develop and schedule programs, define activities needed & set time frame * Set objectives / determine results desired * Forcecast / estimate future.

* Thinking ahead planning

*making future
* Projection

Necessary for effective control.

Leads to achievement of goals & objectives.

Gives meaning to work

Provides basis for control.

Importance of planning
Leads to the realization of the need for change. Based on past and future activities.

Provides effective use of available resources and facilities.

Helps in coping with crisis.

Costeffective

Mental activity Essential in decision making Goaloriented

Flexible

NATURE of Planning

Forwardlooking

Based on facts

Pervades all managerial activity

Primary function

A well developed plan should:

Pervade the whole organization

Precise
Guided by policies /procedures

Include practical methods for achieving each objective

Characteristics of a Good plan

Indicates priorities

Develop logical sequence of activities

Develop actions that are flexible and realistic

Limitations
Costly process

Rigidity

Limited scope
Influence of external factors
Nonavailability of data Peoples resistance

Establishing nursing standards, Policies and Procedures

Setting the Vision, Mission, Philosophy, Goals and Objectives

Forecasting

Developing and Scheduling Programs

The planning formula Time Management

Preparing the Budget

foundation upon which every successful business is built. help you know what to include in your business as well as what is not to. a unifying glue that binds each team member to one another.

Outline the organizations future role and function. It gives the agency something to strive for. Example:

Vision: The Medical Center envisions itself to become a Center of Excellence providing holistic approach to health care services. As a Center of Wellness, the services provided shall enable the people to improve their health and increase control over it.

MISSION

PHILOSOPHY

Outlines the reason for existing, who the target clients are, and what service will be provided

Describes the vision. A sense of purpose of the organization and The reason behinds its structure goals

GOALS
General Broad area Example To provide the best possible health care services to its clients in a high quality setting conducive to attaining its vision as a center of wellness and a standard medical center.

OBJECTIVES
Specific Concrete 1. To establish an organize governing body so functioning that has overall responsibility for the conduct of the hospital in the manner consonant with its philosophy, mission and objectives 2. To provide the best quality, accessible and cost-effective health services to all clients.

Strategic Planning
what are the right things to do Usually extends from 1 year to more than 20 years Involve top nurse managers and representatives Foster better goals, better corporate values, better communication, lead to changes in management & organization leading to better management

Operational Planning
how does one do things right

deals with day to day maintenance activities.

All levels of nrsg management

Numerous operational objectives support one strategic objective

Increased participation leads to greater group cohesiveness= increased morale, increased motivation, and increased achievement and productivity.

The mission and the creed

Data collection and analysis

Assesses strength and weaknesses

Timetable

Strategies

Goals and objectives

Operational and functional plans

Implementation

evaluation

Choosing among alternatives, systematic process and implementing it.

Normative / Prescriptive
Structured problem, predictable Used when info is objective and routine

Descriptive / Behavior
Non Routine / Unpredictable option

Decision Tree
Visualize alternatives, possible action.

Satisfying
solution that minimally meets objectives

Optimizing
select the most ideal solution

Power to apprehend the possibilities inherent in a situation Develop through Brain Storming

Educate People Establish Decision Making checking Keep Progress Statistical Analysis Openness to new ideas Consensus building

Deal in Order Solve easy problem Solve crisis problem

Pitfalls stem from individual then from computers because individuals are still resistant to change. Controlling Decision making and omitting from the process those involved Inadequate fact-finding Time Constraint Poor Communication

Establish goals and objectives Identifying and Prioritization of problems Develop possible solution Select among solution, the most promising one and implement it Implement the solution Evaluate

Process of identifying course of action, alternatives to alleviate a problem

purposeful thinking, outcome directed, aims to make judgment based on scientific evidence.

Assess / Analyze Plan evaluate effectively, feasibility Choosing best solution Implementation Evaluation

Organize, Prioritize and Schedule

Includes tools techniques for planning and scheduling time Aim to increase the effectiveness and efficiency of personal and corporate use

Decide what you really want in life Set Concrete goals Analyze your current time use Plan your day Follow your everyday cycle Keep a To do list Beware of Big 5

Get Organized

Indecision Guilt Worry Perfectionism Procrastination

Set Goals Plan Strategies Plan Schedule Say No Use transition times Improve memory Use telephone call Use meetings effectively Delegation

Spend too much or little time to analyze possible solution Difficulty in communicating in time of stress Have trouble setting priorities Delegate too little / not often enough Lead as a martyr / skipping meals break

Pareto Analysis 80% Done 20% Time PERT Program evaluation and review techniques

An ongoing activity in which revenues and expenses are managed to maintain fiscal responsibility and fiscal health.

An annual plan intended to guide effective use of human and material resources product or services and managing the environment to improve productivity. A plan or schedule adjusting expenses during a certain period to the estimated fixed income for that period.

Budgetary Planning ensures that the best methods are used to achieve financial objectives. A good budget is based on objectives, is simple, flexible, balanced, has standards and uses available resources first to avoid increasing cost. Each budget system is designed for the situation at hand, bearing in mind the character of the company, the companys position and the nature of the plans involved.

A systematic plans that is an informed best estimate by nurse administrators of revenues and nursing expenses.

Plan the objectives, programs and activities of nursing services and the fiscal resources needed to accomplish them. Motivate nursing workers through analysis of actual experiences Serve as a standard to evaluate the performance of nurse administrators and managers and increase awareness of cost

The relationship of budget and objectives identifying objective is the chief planning activity and each of the nursing units develop a management plan with a budget for each objective. The source of the nursing budget is the objectives.

Revenue income from sale of products and services. Expenses cost of providing services Expense Budgeting process of forecasting, recording monitoring of manpower, materials and supplies and monetary needs of an organization in such a manner that the operation of the various components of the organization can be controlled. Patient Days units of service used to compute for staffing

Fiscal Year (FY) the budgetary or financial year, it, may be a calendar year (January to December). Year to Date (YTD) is the accumulated units of service of a particular point in the fiscal year. Average daily census the census for a number of days and divided by the number of days. Cost center a given area of assigned accountability for both the indirect and direct expenditures. It is an internal department dealing with distribution of services and products. Cost money spent for all resources.

Fixed Cost remain constant even when volume increase or decreases ex. Depreciation of equipment and building. Sunk Cost fixed expenses that cannot be recovered even if the program is cancelled ex. Advertising

Variable Cost relate to volume and census (patient days) Direct Costs cost of providing the product or service such as those directly related to patient care.

Indirect Costs those incurred in supporting the provision of the product services and not directly related to patient care.

A planning technique that answer the following questions. What are the cost of pursuing a goal, an objective, a program or a specific nursing intervention How do cost compare with the benefits? Is the project worthwhile

Zero-Base Budgeting a method of budgeting used to control costs. The budget starts from zero and everything must be justified by each new budget cycle. Each function must stand in its own merit.
Program Budgeting is a part of budget planning which specifies the cost to carry out programs.

Personnel Budgeting planning for the cost of people who provide services based on quantitative workload measurement.

Supplies and Equipment budget a part of operating and cash budget which includes all supplies and equipment used in provision of services, except capital equipment and supplies charged directly to patients.
Capital Budget projects the planned costs of major purchases. It deals with maintenance, renovations, remodeling, improvements, expansion, land acquisition and new buildings.

Performance Budgeting focuses on the activities of a cost center such as indirect care, direct care and quality monitoring.

Operating or Cash Budget day to day budget and represents the money that comes in and out (revenue and expenses). It includes cash reserves which is cash budgets paying for bills.

Formulation Stage
Develop objectives and management plans Gather all financial, historical and statistical data

and distribute to cost center managers Analyze data

Review and Enactment Stage

Prepare unit budget Present unit budget for approval

Revise and combine into organizational budget

Present to budget council Revise and present to governing board Revise and distribute to cost center

Execution Stage
Direct and evaluate expenses and receipts Revise budget if indicated

The budget should establish financial standard through the divisions cost center Daily, Weekly, Monthly and Quarterly feedback supplies information to compare managerial performance with the established standard
The results are used to make adjustment

Decentralizing Monitoring Cutting the Budget Legitimate budget activities (details demand for nursing services and equipment, direct and indirect expenses, working capital and requirements, profit requirements deduction from patient revenues.

Process of bringing together physical, financial and human resources. Process involves:
Identification of activities
Classification of activities Assignment of duties

Delegation of authority and responsibility

Coordinating authority and responsibility.

It involves leading and the use of motivation and power so as to affect an individuals behavior towards the attainment of the organizational goal.

Whats our goal? Whats the problem? What are our options? Whats our plan? How should we proceed? When does it need to be done by> Who should do it? Why are we doing this?

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

Overall responsibility, authority and accountability for satisfactory completion of all activities in the unit. Authority to sign ones name is never delegated. Evaluating the staff and or taking necessary corrective or disciplinary action. Jobs that are too technical and those that involve trust and confidence.

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