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NCM 105

LEADERSHIP AND
MANAGEMENT
PLANNING
The first element of
management is
PLANNING
PLANNING is simply deciding
in advance what will and will not
be done in the next minutes,
hours, days, months, or years
Fayol defined it
as making a
plan of action for
a foreseeable
future
Douglas stated that
planning is having specific aim
or purpose and mapping out a
program or method beforehand
for accomplishment of the goal
Alexander defined planning as
deciding in advance what to
do, how to do it, when to do it,
and who is to do it
PRINCIPLES OF PLANNING
Planning is always based and
focused on the vision, mission,
philosophy, and clearly defined
objectives of the organization
Planning is a continuous process.
PRINCIPLES OF PLANNING
Planning should be pervasive within
the entire organization covering the
various departments, services, and the
various levels of management to
provide maximal cooperation and
harmony
Planning utilizes all available
resources
PRINCIPLES OF PLANNING
Planning must be precise in its scope
and nature. It should be realistic and
focused on its expected outcomes
Planning should be time-bound
Projected plans must be documented
for proper dissemination to all
concerned for implementation and
evaluation
REASONS FOR PLANNING
It leads to success in achieving goals
and objectives
It gives meaning to work
It provides for effective use of
available personnel and facilities
It helps in coping with crisis situations
REASONS FOR PLANNING
It is cost-effective
It is based on past and future, thus
helping reduce the element of change
It can be used to discover the need
for change
It is needed for effective control
BENEFITS OF PLANNING
(Donovan)
Satisfactory outcomes of decisions
Improved functions in emergencies
Assurance of economy of time,
space, and materials
The highest of personnel
WHY MANAGERS FAIL TO
PLAN EFFECTIVELY?
They lack
knowledge of the
philosophy, goals, and
objectives of the
agency

WHY MANAGERS FAIL TO
PLAN EFFECTIVELY?
They do not know
how to manage their
time
Lack of confidence
in formulating plans
FACTORS TO CONSIDER TO
HAVE AN EFFECTIVE PLAN
Characteristics of planning
Elements of the planning process
Strategic or long-range planning
process
Tactical or short-range planning
process-functional versus operational
FACTORS TO CONSIDER TO
HAVE AN EFFECTIVE PLAN
Planning standards
Application of the planning processes
and standards to the work situation
CHARACTERISTICS OF
PLANNING
Tappen describes planning as the
component of effective management
that is hardest to do and easiest to
ignore
It deals primarily with the future and can
easily be postponed
CHARACTERISTICS OF
PLANNING
Planning is based on objectives
Simplification and standardization
characterize it. In other words, first and
foremost good plans are based on objectives,
they must be simple, they must have
standards, must be flexible, must be
balanced and must use available resources
CHARACTERISTICS OF
PLANNING
Planning requires decision making
That is choosing future courses of action from
among alternatives
SCOPE AND LEVEL OF
PLANNING
SCOPE defined as the BREADTH
of or OPPORTUNITY to function
In Management SCOPE means how
far can the manager can go in
developing plans for self and others
3 LEVELS OF PLANNING IN
NURSING
1. TOP-LEVEL MANAGERS
- comprise a small group of
executives who covers the over-all
management of the organizations
nursing service
- Top managers are typically titled
CEO
3 LEVELS OF PLANNING IN
NURSING
1. TOP-LEVEL MANAGERS
Top-level nurse executives are
continuously named vice-president,
associate administrator, or director
of nursing service
STRATEGIC PLANNING is a
systematic process of determining
how to pursue the organizations
long term goals with the available
resources
It has been said that:
any organization that doesnt
have a plan for its future isnt
likely to have one
STRATEGIC goals directly
supports the organizations
mission statement
3 LEVELS OF PLANNING IN
NURSING
2. MIDDLE-LEVEL MANAGERS
Middle Level managers direct the
activities of other managers, usually
of units or departments, both inside
and outside of the hospital
3 LEVELS OF PLANNING IN
NURSING
2. MIDDLE-LEVEL MANAGERS
Common titles for middle managers in
nursing include Supervisor,
coordinator, case manager and
clinical specialist
3 LEVELS OF PLANNING IN
NURSING
3. LOWER-LEVEL MANAGERS
-constitute the lowest level at which
individuals are responsible for the
work of others; they often
participate in the work itself
3 LEVELS OF PLANNING IN
NURSING
3. LOWER-LEVEL MANAGERS
- example: dept or unit manager, case
manager, team leader or primary
nurse
- responsible for the management of
all nursing care on the nursing unit or
for administering direct nursing care
to one or more patients
ELEMENTS OF PLANNING
FORECASTING helps managers look
into the future and decide in advance
where the agency would like to be and
what is to be done in order to get there

FORECASTS and estimates provide
the bases for planning
SETTING THE VISION,
MISSION, PHILOSOPHY,
GOALS AND
OBJECTIVES
VISION
- OUTLINES the organizations future
role and function
EXAMPLE:
VISION
To be the premier teaching medical
institution in the southern part of Manila;
and as the 1st Air Reserve Hospital
delivering compassionate and holistic
quality health care services
MISSION
- Outlines the agencys reason for
existing (whether hospital or health
care), who the target clients are, and
what services will be provided
EXAMPLE:
MISSION
1. Committed to providing:
a. Quality services through competent
healthcare professionals
b. Accredited training programs
c. Dedicated community service
2. Capable of rendering patient-directed
health services.
3. Generating sustainable, self-sufficient
and viable health service units
PHILOSOPHY
-Describes the vision.
-It is a statement of beliefs and values
that direct ones life or ones practice
-In an organization, the philosophy is
the sense of purpose of the
organization and the reason behind its
structure and goals
GOALS AND OBJECTIVES
-Differ in that goals are more general.
Objectives tend to be more specific.
Objectives are concrete
TYPES OF PLANNING
STRATEGIC OR LONG-
RANGED PLANNING
OPERATIONAL OR SHORT-
RANGED PLANNING
STRATEGIC OR LONG-RANGED
PLANNING
-Determines where an organization is
going over the next year or more
-How it is going to get there and how it
will know if it got there or not
MAJOR ACTIVITIES IN
STRATEGIC PLANNING
1. STRATEGIC ANALYSIS this
activity includes the conduct of some
sort of scan, or review, of the
organizations environment
EXAMPLE: political, social,
economic, and technical environment
Planners carefully consider various
driving forces in the environment,
example, increasing competition,
changing demographics
Planners also consider the various
STRENGTHS,
WEAKNESSES,
OPPORTUNITIES, and
THREATS
regarding the organization
SWOT is the acronym of this activity
ORGANIZATION
A SWOT analysis is a tool that is
frequently used to conduct these
environmental assessments.
A SWOT analysis identifies the
STRENGHTS and WEAKNESSES in
the INTERNAL ENVIRONMENT and
OPPORTUNITIES AND THREATS in
the EXTERNAL ENVIRONMENT
MAJOR ACTIVITIES IN
STRATEGIC PLANNING
2.SETTING STRATEGIC DIRECTION
Planners carefully come to
conclusions about what the
organization must do as a result of the
major issues and opportunities facing
the organization
During the strategic planning process
sometimes in the activity of setting the
strategic direction planners usually
identify or update what might be called
the strategic philosophy
This includes identification and update
of the mission, vision and/or values of
the statements of the organization
MAJOR ACTIVITIES IN
STRATEGIC PLANNING
3. ACTION PLANNING The process
of laying out how the strategic goals
will be accomplished carefully
OBJECTIVES or specified results
are often included in action planning
THINGS TO BE CONSIDERED IN
DEVELOPING OBJECTIVES

-TACTIC
-RESPONSIBILITIES and TIMELINES
(who, what, where and when)
-ANNUAL PLAN
-OPERATIONAL PLAN
STRATEGIC PLANNING BENEFITS
1.Clearly defines the purpose of the
organization and establishes realistic
goals and objectives
2.Communicates those goals and
objectives to the organizations
constituents
3.Develops a sense of ownership of the
plan
STRATEGIC PLANNING BENEFITS
4.Ensures the most effective use is
made of the organizations resources
by focusing the resources on key
priorities
5.Provides a base from which progress
can be measured and establishes a
mechanism for informed change when
needed
STRATEGIC PLANNING BENEFITS
6.Brings together of everyones best
and most reasoned efforts have
important value in building a
consensus about where an
organization is going
7.Provides clearer focus of
organization, producing more
efficiency and effectiveness
STRATEGIC PLANNING BENEFITS
8.Bridges staff and board of directors
(in the case of corporations)
9.Builds strong teams in the board and
the staff (in the case of corporations)
10.Provides the glue that keeps the
board together
STRATEGIC PLANNING BENEFITS
11.Produces great satisfaction among
planners around a common vision
12.Increases productivity from
increased efficiency and effectiveness
13.Solves major problems

THE PLANNING FORMULA
1.WHAT
What has been done?
What should be done?
What equipment and supplies
have been used or are needed?
What steps are necessary in the
procedure?
THE PLANNING FORMULA
1.WHAT
What sequence of activities was
previously used?
What other efficient methods may
be used?
THE PLANNING FORMULA
2. WHEN
When should the job be done?
When was it formerly done?
When could it be done?
THE PLANNING FORMULA
3. WHERE
Where is the job to be done?
Where does an activity occur in
relation to those activities
immediately preceding and
following it?
Where could supplies be stored,
cleaned, and so forth?
THE PLANNING FORMULA
3. HOW
How will the job be done?
What re the steps to be followed in
doing the procedure?
How will the time and energy of
personnel be used?
How much will it cost?
THE PLANNING FORMULA
4. HOW
How much time will it require?
5.WHO
Who has been doing the job?
Who else could do it?
Is more than one person involved?
THE PLANNING FORMULA
6. WHY
To teach of the questions, ask
why.
Why is this job, this procedure,
this step necessary?
Why is this done in this way, in this
place, at this time, by this person?
THE PLANNING FORMULA
7. CAN

Can some steps or equipment be
eliminated?
Can this activity be efficiently
combined with other operations?
Can somebody else do it better?
Can we get a machine to help?
Can we get enough money?
TIME MANAGEMENT
is a technique for allocating ones
time through the setting of goals,
assigning priorities, identifying and
eliminating wasted time, and using
managerial techniques to reach
goals efficiently
TIME MANAGEMENT
LIST OVERALL RESPONSIBILITIES
REDUCE OVERALL TASKS TO
SPECIFICS
MUST
DO
IMPORTANT
TO DO
NICE TO DO
BUT NOT
VITALLY
IMPORTANT
Plan or
oversee daily
schedules for
staff
Attend unit
managers
meeting
Oversee daily
activities
Visit patients/
clients/ families
Conduct
performance
evaluations
Meet with
representative of
volunteer services
Call a staff who is
on leave
Have lunch break
with staff
MUST
DO
IMPORTANT
TO DO
NICE TO DO
BUT NOT
VITALLY
IMPORTANT
Receive
assignment
Count
narcotics
Review
patients
records
Make patient
rounds
Supervise team
members
Make self
available for
assistance as
possible
Talk with family
members
Assist physician
on routine rounds
Teach staff about
new medications/
procedures
Clean the
medication room
MUST
DO
IMPORTANT
TO DO
NICE TO DO
BUT NOT
VITALLY
IMPORTANT
Complete a TO-DO list for tomorrow.
Focus on an activity for a class, RLE, or
group assignment, or work experience,
case presentation
PHASES OF PLANNING
According to Tappen, planning is
divided into three phases:
Developing the plan
Presenting the plan
Implementing and monitoring the plan
DEVELOPING THE PLAN
PHASE 1
1.Establish its purpose it is important
to be clear about the purpose of
planning to avoid confusion.
2.Generating alternative solutions a
climate of open-mindedness and
positive thinking is important
DEVELOPING THE PLAN
PHASE 2
1. Presenting the Plan the plan must
be presented in an organized manner
DEVELOPING THE PLAN
PHASE 3
1.Implementation and Monitoring
a. Organizing the implementation
includes:
- identifying and arranging activities
according to sequence

DEVELOPING THE PLAN
- setting target dates for completing
each activity
- assignment of responsibilities to
particular individuals, and
- the allocation of resources
Techniques in organizing the
implementation of the plan:
- Schedule
- Gantt Chart
- PERT (Program Evaluation and
Review Technique
- CPM (Critical Path Method)
SCHEDULE
-schedules organize work on the basis
of time and assigned staff members,
leaving out details of staff to be done
-Schedules are easy to make and use,
and they form the basis for the more
complex methods
GANTT CHART
-which is actually a highly developed
schedule, specifies in detail the tasks
to be performed and the time they are
expected to be completed
Example:

Nursing Seminar to be held on Sep. 14, 2009

Task: A. Title conceptualization
B. Statement of objectives
C. Speaker seeking or inquiring
D. Committee formation
E. Committee task
conceptualization
F. Committee presentation of
concepts.

A
B
C
D
E
Dec. 15

Nov. 3 Nov. 10 Nov. 17

Nov. 24 Dec. 1 Dec. 8



T
A
S
K

Example of a
GANTT CHART
TASK
ASSIGNED
PERSON
JAN FEB MAR APR MAY
HIRE CMR
TRAIN RAA
EVALUATE
CRA
PERT CHART
-graphically illustrates the sequence of
events and their interrelationships,
using circles for events and arrows for
activities
-one can see how the work must flow
from one event to the next and how
one activity depends on another
CRITICAL PATH METHOD
-is very similar to PERT except that it
also identifies the critical path, that is,
the path that takes the longest time to
complete and the most likely to cause
a delay
DEVELOPING THE PLAN
PHASE 3
2.After organizing the project, implement
3. Monitoring the implementation
4.Evaluating outcomes
5.Revising and updating the plan

BUDGETS
-a budget is the annual operating
plan, a financial ROAD MAP and
plan which serves as an estimate of
future costs and a plan for utilization
of manpower, material and other
resources to cover capital projects in
the operating program
BUDGETS
-specify money needed for the
resources that are necessary to
implement the annual plan
-also indicate how the money will
be spent, example: for human
resources, equipment, materials
BUDGETING can be defined as
the allocation of scarce resources
or assets on the basis of
forecasted needs, for proposed
programs or activities, over a
specified period of time
NURSING BUDGET is a plan for
allocation of resources based on
preconceived needs for a proposed
series of programs to deliver
patient care during one fiscal year
HOSPITAL BUDGET is a
financial plan to meet future
service expectations.
PREPARING THE BUDGET
TYPES OF BUDGET
1.OPERATING BUDGETS
2.PROJECT BUDGETS
3.CASH BUDGETS
4.CAPITAL BUDGETS

TYPES OF BUDGET
1.OPERATING BUDGETS compose of
the revenue and the expense budget.
Deals primarily with salaries, supplies,
contractual services, employee benefits,
laundry service, drugs and
pharmaceuticals, in-service education,
travels to professional meetings, books,
periodicals, professional magazines, and
repairs, maintenance
TYPES OF BUDGET
2. PROJECT BUDGETS these budgets
are associated with major projects, for
example, constructing a building,
developing a new program or product
line
TYPES OF BUDGET
3. CASH BUDGETS these budgets
depict where cash will be spent over
some near term, for example, over the
next three months (this is very useful in
order to know if an organization can
afford bills that must be paid soon
TYPES OF BUDGET
4. CAPITAL BUDGETS these budgets
are associated with operating some
major asset, for example, a building,
automobiles, furniture, computers, etc
TWO DIFFERENT APPROACHES
IN PREPARING THE BUDGET
1.INCREMENTAL
2.ZERO-BASE BUDGETING
INCREMENTAL or historical, is the
traditional process in which budgets,
are prepared every year on the basis of
what was spent the year before
TWO BASIC COMPONENTS OF
BUDGET:
INCOME
EXPENSES
ZERO-BASE BUDGETING an
approach that is based on the idea that
no expense should be assumed to be
absolutely necessary
The result is that every cost must be
analyzed and justified as essential to the
function of organization
The ZERO-BASED budget begins with
a blank slate every year, that is, no
expense from last year can simply be
repeated for the next year without giving
reasons why it is necessary
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POLICIES AND PROCEDURES

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