This document discusses various aspects of management and planning processes for nursing. It provides definitions and explanations of management functions like planning, organizing, staffing, directing and controlling. Specific aspects of planning covered include types of plans, budgeting, time management, resistance to planning and tools for project management. Models of planning discussed are basic strategic planning, issue-based planning, alignment model and scenario planning.

1. www.nursendoutfield.blogspot.com

2. Practice Makes Perfect!!!!Frederick TaylorHenri FayolMax Weber Mary FolletElton Mayo/Fritz RoethlisbergerPeter DruckerHerbert SimonHenry MintzbergAbraham MaslowFerdinand HerzbergDouglas McGregorWilliam G. OuchiKurt LewinRensisLikert B.F. Skinner Blake & MoutonJohn Stacey AdamsScientific ManagementSystematic ManagementTheory of Social & Economic Mngt.Management a Social ProcessHawthorne EffectManagement by ObjectivesManagement by Decision MakingManagerial RolesHierarchy of NeedsConscious Competence TheoryMotivation Hygiene TheoryTheory X & Y Theory ZHuman Behavior TheoryFour systems of management Operant TheoryManagerial GridEquity Theory

3. Management processwww.nursendoutfield.blogspot.com

4. Managementcoordinating and supervising personneland resources

5. As a manager, this is the Car you deserve …

6. A Company car…

7. A good parking space….

8. An office of your taste…

9. A space to rest…

10. A nice meeting room…

11. A place to exchange ideas…

12. Stop dreaming and get back to work!

13. Nursing management functions:1. Planning

14. 2. Organizing

15. 3. Staffing

16. 4. Directing

17. 5. Controlling

18. PLANNING- forecasting of events

19. - decisions are made

20. - goals are set and prioritized PLANNINGwww.nursendoutfield.blogspot.com

21. Is a management function, concerned with defining goals for future organizational performance and deciding on the tasks and resources to be used in order to attain those goals.Is deciding in advance what to do, how to do a particular task, when to do it, and who is to do it.It must be adaptable and flexible to current realities to ensure that the desired result is achieved.PLANNINGwww.nursendoutfield.blogspot.com

22. PlanningPlanning involves selecting objectives or goals and the course of actionsto achieve them:

23. Provides the bridge to take us from where we are to where we want to go;

24. Is a rational approach to achieving pre-selected objectives - based on innovation, knowledge and purpose;

25. Decision making in choosing the best from alternative courses of action and is integral to planning;www.nursendoutfield.blogspot.com

26. What kind of resources needed?What kind of people & org. structure to have?PlansHow to lead them to reach planned goals?How to control incase of deviationfrom plan ?Plans as foundation of ManagementThe primacy of Planningwww.nursendoutfield.blogspot.com

27. Planning:PredeterminedActionWhat to do: How to do it: Who is to do itnursing - techniques, - professional,activities principles non-professionalComponents of Planningwww.nursendoutfield.blogspot.com

28. Categories of Plans Mission / PurposeThe basic function or ‘reason for existence’ of an enterprise/ organizationObjectives/ GoalsThe end towards which activity of an organization is aimed, e.g.For a Business enterprise – profit, surplus creation;For a Hospital: The number of patient treatedStrategiesDetermination of the long term objectives and adoption of a course of actionGives a frame work for linked action-plans, communicated systematically to guide thinking and actions. www.nursendoutfield.blogspot.com

29. MISSION:

30. -describes and reflects an organizations core value.

31. VISION:

32. -provides an image of the desired future.

33. PHILOSOPHY:

34. -is a statement of belief that influences nursing practiceCategories of Plans Policies“Plans” that are general directional statements (or understandings) that guide/help in decision making: Issues with “Policy”Seldom documented in writing Subject to interpretationsProceduresPlans that are chronological sequences of required actions: task-oriented in nature;Procedures and policies are inter related:e.g. Hepa (+) studentsPolicyare not allowed to enroll in nursingProcedureRulesSpecific actions or non-actions allowing no discretionCaution: rules (and procedures too) limit initiative!www.nursendoutfield.blogspot.com

35. Categories of Plans ProgramsAction plans (mainly non-routine or for changed activities) including, task assignments, steps to be taken, resources to be deployed etc. to achieve a (new/renewed) goal;BudgetsA statement of expected results expressed in “Numerical terms”e.g. financial operating budget = “profit plan”;Budgets enforce precision in thinking:Making a budget is ‘planning’ by itself;Encourages innovation – a “different” way to workBudgets serve for ‘Control’:Enforces discipline in execution of plans;Instills cost consciousness;Makes people (constantly) plan!

36. vikramthadeshvar@hotmail.comThe Planning ProcessPlanning Period:Short range plans e.g. material procurement plan in a factoryLong range plans e.g. product development plan, plant/production facility installation;“Urgent” drives out the “Important” – mismatch between short & long term plans!Planning horizon must allow for actions to run their course – requiring ‘commitments’:Thus “decisions today” are key to good plans;Long-term plans reap benefits of good short-term plans.

37. Involves a continuous process of assessment, establishment of goals and objectives, implementation and evaluation of change as new facts become known.Good Planningwww.nursendoutfield.blogspot.com

38. Poor PlanningIs the FAILURE to set goals, make assessments or provide for implementation or to anticipate any possible change in circumstances.Indicators of poor planning 1. delivery dates are not met 2. machines are idle. 3. material is wasted 4. some nurses are overworked, others are underworked 5. skilled nurses doing unskilled work. 6. nurses are fumbling on jobs for which they have not been trained. 7. there is quarreling, bickering, buck-passing and confusionwww.nursendoutfield.blogspot.com

39. Characteristics of a PlanA well-developed plan requires, first and foremost, creative thinking and foresight. It has three characteristics, planning must:1. involve the future;2. involve action;and 3. have an organizational identification of the action which will be undertaken either by the planner or someone designated by or for her.www.nursendoutfield.blogspot.com

40. Types of PlansStrategic Plan - is one that asks the vital question: “what are the right things to do?” - usually around 3-5 years, long-term in nature.Operating Plans - usually pertain to activities in specific departments of an organization. - the plan’s main question is “how does one do things right?” - generally shorter in time frame (1 year), and usually involve the middle and lower level managers. - focuses on timetables, target quantities and specifies the persons responsible for the tasks.www.nursendoutfield.blogspot.com

41. Continuous or Rolling Plans - similar to operating plans, involves mapping out the day-to-day activities. - this is the task of the staff nurse who has to devise and implement the NCP for the patients, altering or modifying the plan as necessary depending on the needs and problems of the patients and the unit to where the plan is applicable.www.nursendoutfield.blogspot.com

42. Reasons for Planning 1. It leads to success in the achievement of goals and objectives. 2. It provides for the effective use of available personnel and facilities. 3. It helps nurses cope with crises and problems calmly and efficiently. 4. It reduces the element of change. 5. It is necessary for effective control.www.nursendoutfield.blogspot.com

43. Resistance to Planning Despite the many benefits of planning, many nurse-managers avoid it because they lack:Knowledge of the philosophy, goals and operations of the organization.Understanding of the significance of planning, that success or failure of work activities relate directly to the quality of a plan.Proper appreciation of use of time for planning; they erroneously perceive that time spent on planning would be better spent on addressing day-to-day concerns.www.nursendoutfield.blogspot.com

44. Confidence and fear of failure.Openness to change that they believe planning may entail.Willingness to engage in new activities that planning produces.Insights into the exigencies of the situation, they prefer to act on immediate problems that give them immediate feedback.www.nursendoutfield.blogspot.com

45. Forecast or Estimate the Future - it is weighing the unknown values in the situation and using them as basis for an educated guess about the future. - in making forecasts, the planner should consider 3 things: 1. the agency 2. the community affected 3. the goals of careResistance to planning can be overcome by managers who are willing to be open-minded about planning and change.www.nursendoutfield.blogspot.com

46. Set objectives/Goals and Determine Results Desired - Goals are defined as broad statements of intent derived from the purposes of the organization. - Objectives are specific behavior or tasks set for the accomplishment of a goal.Develop and Schedule Strategies, Programs/Projects/Activities; Set the Time Frame - Strategy is the techniques, methods, or procedure by which the overall plan of the higher management achieve desired objectives.www.nursendoutfield.blogspot.com

47. - Programs are activities put together to facilitate attainment of some desired goals, such as staff development programs, outreach programs, discharge teaching programs and the like.www.nursendoutfield.blogspot.com

48. TimeManagementwww.nursendoutfield.blogspot.com

49. Good time management is founded upon intelligent planning and decision-making, and a thorough assessment of the tasks which need to be done.It is about efficiency and the determination of the most effective or at least the best available means of fulfilling a task.Management of Time severely compromises an organization’s productivity and results in negative effects across the board, from the manager to the rank-and-file.When time is mismanaged, work is rushed and becomes substandard, deadlines are missed, bad choices are made, employees suffer from fatigue, and even the nurses’ personal lives and relationships are adversely affected by the lack of time or energy to devote to themwww.nursendoutfield.blogspot.com

50. Principles of Time Management * planning for contingencies. Think of other options to alternatives, if the desired option is not possible. * listing of tasks. Calendar all activities. * inventory. Looking at task done and not done. * sequencing. Prioritizing activities * setting and keeping deadlines. Do not procrastinate or else nothing is done. * deciding on how time will be spent. Indicate time allotted for each activity, set time targets. * delegate. A portion of the task can be given to another who can equally accomplish the task on time.www.nursendoutfield.blogspot.com

51. MULTITASKINGwww.nursendoutfield.blogspot.com

52. multitasking does not really make a person more efficient. It just looks that way.With technology, things seem faster and so many tasks need to get done all at the same time. People think they are getting so much done at once, but in fact are notThe net effect of multitasking is that when several tasks are done at once, some or all of them end up being performed in a haphazrd manner. This can have disastrous consequence.www.nursendoutfield.blogspot.com

53. Tools in Project ManagementAllows the manager to set the time frame of the project or activity meant to achieve the goals of the organization. www.nursendoutfield.blogspot.com

54. Show task and schedule information. The tasks are numbered and listed vertically. A bar shows the starting date and projected completion date of each task. Color or shading is sometimes used to show how much of each task has been completed. It is both a management tool and a communications tool.A. GANTT CHARTwww.nursendoutfield.blogspot.com

55. Can calculate time and cost estimates for each activity. This method is used to create a cost estimate using either “normal” or “crash” operating conditions. Normal operating conditions are those involving the least cost, while crash operating conditions have much less available time than under normal conditions.C. Critical Path Method (CPM)www.nursendoutfield.blogspot.com

56. CPM is useful where time and cost are significant factors because both can be estimated based on past experience.CPM is a tool to analyze a project and determine duration, based on identification of a “critical path” through an activity network. Knowledge of the critical path can permit management of the project to change duration.www.nursendoutfield.blogspot.com

57. Is a network system model for planning and control which involves (1) identifying key activities, (2) sequences them in a flow diagram and (3) assigning a specific duration each phase of work.B. Performance Evaluation and Review Techniques (PERT)www.nursendoutfield.blogspot.com

58. BUDGETING-involves examining resources, anticipating costs and predicting gains and shortfalls.www.nursendoutfield.blogspot.com