management process-planning

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2. Practice Makes Perfect!!!! Frederick Taylor Henri Fayol Max Weber Mary Follet Elton Mayo/Fritz Roethlisberger Peter Drucker Herbert Simon Henry Mintzberg Abraham Maslow Ferdinand Herzberg Douglas McGregor William G. Ouchi Kurt Lewin RensisLikert B.F. Skinner Blake & Mouton John Stacey Adams Scientific Management Systematic Management Theory of Social & Economic Mngt. Management a Social Process Hawthorne Effect Management by Objectives Management by Decision Making Managerial Roles Hierarchy of NeedsConscious Competence Theory Motivation Hygiene Theory Theory X & Y Theory Z Human Behavior Theory Four systems of management Operant Theory Managerial Grid Equity Theory

3. Management process www.nursendoutfield.blogspot.com

4. Management coordinating 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!

14. 2. Organizing

15. 3. Staffing

16. 4. Directing

19. - decisions are made

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. PLANNING www.nursendoutfield.blogspot.com

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? Plans How to lead them to reach planned goals? How to control in case of deviation from plan ? Plans as foundation of Management The primacy of Planning www.nursendoutfield.blogspot.com

28. Categories of Plans Mission / Purpose The basic function or ‘reason for existence’ of an enterprise/ organization Objectives/ Goals The 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 treated Strategies Determination of the long term objectives and adoption of a course of action Gives a frame work for linked action-plans, communicated systematically to guide thinking and actions. www.nursendoutfield.blogspot.com

30. -describes and reflects an organizations core value.

31. VISION:

32. -provides an image of the desired future.

33. PHILOSOPHY:

35. Categories of Plans Programs Action 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; Budgets A 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 work Budgets serve for ‘Control’: Enforces discipline in execution of plans; Instills cost consciousness; Makes people (constantly) plan!

36. vikramthadeshvar@hotmail.com The Planning Process Planning Period: Short range plans e.g. material procurement plan in a factory Long 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 Planning www.nursendoutfield.blogspot.com

38. Poor Planning Is 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 confusion www.nursendoutfield.blogspot.com

39. Characteristics of a Plan A 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 Plans Strategic 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 care Resistance 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. Time Management www.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 them www.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. MULTITASKING www.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 not The 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 Management Allows 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 CHART www.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

59. Prepare the Budget and Allocation of Resources BUDGETING - is defined as a systematic financial translation of a plan, the allocation of scarce resources on the basis of forecasted needs for proposed activities over a specified period of time. Nursing Budget - allocates resources for nursing programs and activities to deliver patient care during a fiscal year www.nursendoutfield.blogspot.com

60. Hospital Budget - is designed to meet future service expectations, to provide quality patient care at minimum cost. Budget Plan for health care institutions, which is simply a plan for future activities, generally consists of four components: Revenue Budget - is summarizing the income the management expects to generate during the planning period. Expense Budget - is describing expected activity in operational financial terms for a given period of time. www.nursendoutfield.blogspot.com

61. Capital Budget - outlines the programmed acquisitions, disposals and improvements in the institution’s physical capacity. Cash Budget - consists of money received, cash receipts and disbursement expected during the planning period. www.nursendoutfield.blogspot.com

62. Types of Budgeting Centralized Budget - is developed and imposed by the comptroller, administrator and/or director of nursing with little or no consultation with lower level managers. Decentralized Budget - the level manager involved in the planning and budgeting process with focus placed on the practitioner level. www.nursendoutfield.blogspot.com

63. Components of Total Institutional Budget Manpower Budget - consists of the wages and salaries of the regular employees and the fees paid to outside registries through which the institution contracts short-term employees. Capital Expenditure Budget - this involves the large expense of purchasing of lands, buildings, and major equipment meant for long-term use. Operating Budget - this includes the cost of supplies, minor equipment repair and maintenance as well as other overhead expenses. www.nursendoutfield.blogspot.com

64. “Basic” Strategic Planning > this model is suited to small organizations with a high volume of work but with limited to no strategic planning. > the early operation period of the organization, like the first year, would be a good time to use the model in order to familiarize the organization with the concept and conduct of planning. MODELS OF PLANNING www.nursendoutfield.blogspot.com

65. Issue-Based or Goal- Based Planning Activities: a. External/internal assessment to identify “SWOT” (strengths, weaknesses, opportunities and threats) of the organization. b. Strategic analysis to identify and prioritize major issues or goals. c. Designing major strategies or programs to address these issues or goals. d. Designing or updating the organization’s vision, mission and values. www.nursendoutfield.blogspot.com

66. 5. Establishment of action plans based on the organizations objectives, resource needs, roles and responsibilities for implementation. 6. Documentation of issues, goals, strategies or programs, and whenever applicable, an updated mission and vision, action plans in a strategic plan document, and SWOT. Development of the yearly operating plan document from one year of the multi-year strategic plan. 8. Development and implementation of the Budget for year one and allocation of funds needed to fund year two and onward. 9. The conduct of the organization’s year-one operations. 10. Monitoring/reviewing/evaluating and update the strategic plan document. www.nursendoutfield.blogspot.com

67. Alignment Model - is geared towards ensuring that the organization’s resources are aligned with its mission in order to ensure effective operation. - it is a useful strategy for organizations that need to fine tune their operating strategies or which may need to rework their current approach. - an organization with internal issues may also find benefit in this model. www.nursendoutfield.blogspot.com

68. Scenario Planning - involves identifying possible scenarios or situations that the organization may face. This model is useful in identifying strategic issues and goals and may be used to ensure truly concrete solutions to problems. “Organic” or Self-Organizing Planning - organic strategic planning is self-organizing, and naturalistic in orientation, requiring repeated reference to common cultural values within the organization. www.nursendoutfield.blogspot.com

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