MS.

PRAVEENA MSc Nursing NIMS

 Process that involves the coordination of human and material

resources towards the accomplishment of certain objectives .  Accomplishment of objectives through efforts of other people.  Process by which the execution of a given purpose is put into operations and supervised(Terry).

Management is considered a process because it involves a series of interrelated functions. The management process includes:  Planning,  Organizing,  Staffing,  Directing and  Controlling functions.

1)MANAGEMENT AS SOCIAL PROCESS-Management process involves interaction among people.Goals can be achieved only when relations between people are productive. 2)MANAGEMENT AS INTEGRATED PROCESS-Management process brings together human,physical and financial resources. Management process also integrates human efforts so as to maintain harmony among them. 3)MANAGEMENT AS INTERACTIVE PROCESS-All managerial functions are contained within each other. 4)MANAGEMENT AS CONTINUOUS PROCESS-Management involves continuous identifying and solving problems.

Planning is the function that determines in advance, what should be done consisting of organisational objectives, policies, programmes, procedures, and other means of achieving these objectives. --Haimann planning is a process of setting formal guidelines and constraints for the behavior of the firm. --Assoff

Intellectual, Rational

y Focuses attention on objectives and results y Reduces uncertainty and risk y Provides sense of direction y Encourages innovation and direction y Helps in coordination y Guides decision making y Provides efficiency in operations y Facilitates control

y Lack of accurate information y Time and cost y Inflexibility y Resistance to change y False sense of security y Environmental constraints

Identify goals Formulate derivative plans Develop planning premises

Select a course of action Evaluate the alternative

Determine alternative courses of action

What would we need to know about the assignment before we accept?

All the facts and figures: where, when, how, what and who The objective or goal of the assignment: what we are trying to accomplish

When we consider the resources needed and available, we need to ask ourselves:
What resources do we need to accomplish the task? What do we already have? Where do we get what we dont have? Are there any resources that require special attention, advance planning, or significant expense? Are there alternatives?

This step relates to alternate methods and procedures for a training course. These might include:

What kind of training aids should we use? Which technique will be best for getting the message across? How should we arrange the tables and chairs?

This also relates to emergencies or the unexpected. We should have a backup plan (Plan B).
Are we prepared for equipment failures? Do we have an alternative session element ready to use while a problem is corrected? Do we have backup presenters in case a member of the training team suddenly becomes ill and cannot attend? Do we have modules that can be compressed or deleted if there are time constraints?

As trainers, we must set a good example. If training courses are to run smoothly, we must be prepared for the unexpected. We need to decide which options are best, and what alternative measures should be taken.

Creating a workable plan can be a challenge.

Training session outlines are provided in BSA training manuals. We need to fill in the blank spaces.

A written plan tells everyone concerned what is expected, and when.

It provides a permanent record that will be helpful the next time we conduct the course. It can serve as a backdated checklist

y Be sure you are ready. y Review the previous steps. y Do it! Hold the training course. y Follow the written plan, but be flexible and make any

adjustments needed.

What should we evaluate about a training course?

y Did we accomplish what we set out to do? y Will we conduct it the same way again? y If not, what changes would we make?

1. 2. 3. 4.

OPERATIONAL PLANNING INTERMEDIATE PLANNING CONTINGENCY PLANNING STRATEGIC PLANNING

What is OPERATIONAL planning? >short-range planning that deals with day-to-day maintenance activities >performed at a unit or departmental level >done as part of the overall strategic planning Ex1: Unit Director plans a meeting of staff nurses to reinforce knowledge gained from orientation of new staff may get endorsement from the Division Chief Nurse who has set her own staff development plan for the whole division. Ex2: Unit Director reviews with staff medicine supplies

1.Set your objectives 2.Set your priorities 3.State your assumptions 4.Review any and all limitations 5.Develop your primary and back-up plans 6.Implement the plan 7.Set up a control system and follow up on progress and results

DETERMINE WHAT YOU WISH TO DO MONITOR RESULTS, MAKE CORRECTIONS, SET NEW OBJECTIVES

SET UP A SYSTEM & FOLLOW UP RESULTS

SET YOUR OBJECTIVES CONTROL

DISTINGUISH BETWEEN WHAT IS IMPORTANT AND URGENT

1
THE PLANNING PROCESS

SET YOUR PRIORITIES

VII
ACT DECISIVELY, SET TIME LINES

II
STATE YOUR ASSUMPTIONS

IMPLEMENT THE PLAN

VI
DEVELOP PRIMARY & BACK-UP PLANS REVIEW ANY AND ALL LIMITATIONS

III

LIST YOUR EXPECTATIONS

HAVE A GOOD PLAN PREPARE FOR POSSIBILITIES

IV

ANTICIPATE POSSIBLE PROBLEMS

What is INTERMEDIATE planning? >a planning that is usually done in the middle of the fiscal year >process: mid-year appraisal followed by affirming ongoing plans and setting forth new plans for the rest of the year >often covers issues about performance, resources, and staff development

What is CONTINGENCY planning? >managing the problems that interfere with getting work done >could be reactive or proactive Ex: 2 nurses for an 8-hour night shift in the emergency room called in sickWhat contingency plans would you do?

What is STRATEGIC planning? >is defining and prioritizing long-term plans that includes examining an organizations purpose, mission, philosophy and goals in the light of its external environment >it is proactive and future-oriented, focuses on a 3-5 year operation of the organization >it generally aims at creating an image of the desired future and design ways to make plans a reality

y The Mission states the organizations values, aspirations, and

reason for existence. y The Mission Statement is the basis for all following goals and plans. y Without a clear mission, goals and plans may be developed haphazardly causing the organization to fail.

Goals and Plans

Goals: specify future ends. Desired future state. Plans: specify the means to future ends. The blueprint for goal achievement specifies the necessary resource allocations, schedules, tasks

y Strategic Goals pertain to the entire organization (not specific

divisions and departments). y Strategic Plans define the action steps the company will use to attain strategic goals.

y Tactical Goals apply to middle management and describe what

major subunits must do to to enable the organization to meet its strategic goals. y Tactical Plans:

y Help execute major Strategic Plans. y Cover a shorter period of time.

y Operational Goals: the specific results expected of small units,

workgroups, and individuals. y Operational Plans: developed at the lower levels of an organization to specify actions required to achieve operational goals and to support tactical plans.

y Be specific and measurable

y y y

y Quantitive Terms Cover key result areas y Contribute most to company performance Be challenging but realistic Be for a defined time period. Be linked to rewards.