NCM 119 Midterm
NCM 119 Midterm
MIDTERM
PDF 1 S - Situation
B - Background
WHAT IS ORGANIZATIONAL COMMUNICATION? A - Assessment
R - Recommendation
ORGANIZATIONAL COMMUNICATION
• Communication aims to convey the same message across the 1. SITUATION ~
lack of monitoring
entire system. The flow of communication in an organization Dr. Jones, this is Deb McDonald RN, I am calling from ABC
is important especially to the individual employee because it Hospital about your patient Jane Smith.”
sets the organizational environment.
2. BACKGROUND
COMMUNICATION PROCESS “Here’s the situation: Mrs. Smith is having increasing dyspnea and is
complaining of chest pain.”
plans for
3. ASSESSMENT lack ~
of students who are not in RP
tre “The supporting background information is that she had a total knee
replacement two days ago. About two hours ago, she began
complaining of chest pain. Her pulse is 120 and her blood pressure is
128 over 54. She is restless and short of breath.”
or
Cirating
• Clear lines of communication serve as the linking process by “My assessment of the situation is that she may be having a cardiac be deducted
which parts of the organization are unified towards goal event or a pulmonary embolism.” “I recommend that you see her
achievement. immediately and that we start her on O2 stat. Do you agree?”
• Simple, exact, and concise messages ensure understanding of
the message to be conveyed. Business writing is essentially used in a professional setting. It is a
• Feedback is essential to effective communication. purposeful piece of writing that conveys relevant information to the
• Communication thrives best in a supportive environment reader in a clear, concise, and effective manner.
which encourages positive values among personnel.
• A manager’s communication skill is vital to the attainment of TYPES OF BUSINESS WRITING CIIPT)
the goals of the organization. 1. Instructional
• Adequate and timely communication of work-related issues or – is directional and done for the purpose of completing a task. A user
change that may affect jobs enhance compliance. manual and memo fall under this type.
TYPES OF COMMUNICATION 2. Informational ↑
COSTUMER
• are persons or organizations that buys goods or services
from a store or business.
• They are end-users of good and services.
ENGAGEMENT
• it is the continuous development of an emotional
relationship
• In a business sense it's the emotional level the individual
has with their manager, team and organization.
What is customer or consumer engagement?
• It means that a client is connected to and engaged with the
products and services a company offers.
• This is the average amount of time customers spend on
your website.
• Social media interaction such as the numbers of likes and
shares you’re getting.
• The number of new customer referrals you’re receiving.
• It is how your audience warns up to you. And you need to
take baby steps to nurture the relationship.
• This refers to the start of a brand-new relationship. A long-
term investment.
BENEFITS OF COSTUMER ENGAGEMENT:
1. Better Customer Relationships
2. Improved Customer Relationship BLIBE
3. Improved Customer Retention
4. Better opportunities for cross-sell and upsell
5. Enhanced customer service
personal data, subject to exemptions provided by the Act · Cannot retrieve records sa
the course of the its business or legal obligations, regardless of CRMC
format. and other applicable laws and regulations.
2. The data subject must be provided specific information regarding DP
WHAT IS A RECORD? the purpose and extent of processing, including, where applicable, ·
last part of coursepack
A record is any document (paper or electronic) created or received the automated processing of his or her personal data for profiling, or G
by offices or employees that allows them to conduct business. processing for direct marketing, and data sharing.
constantly for current use and need to be retained and instrument; death within the surgical procedure;
maintained in office space and equipment close to users. anesthesia related events ex : retained instrument
• Semi-Active: Records which are referred to operation of wrong body part
infrequently and not required for constant use. Semi- 2 Device or Product- events (contaminated drugs and device,
unintended use, breakdown or failure). infusion pump malfunction leads to incorrect dosage of med
-
removed from expensive office space to a low-cost off- 3. Patient protection events (infant discharge to wrong person, di nabigay na gamot
·
site storage facility because there is no immediate elopement, suicide, attempted suicide, self-harm, ·
harm
nangyari sapt
administrative or operational need for them. intentional injury, nosocomial infection, medical gas).
• Inactive Records: Records which have passed through
active and semi-active stages of their life cycle and are 4. Environmental events (burn, slip, trip, fall, electric shock, use of
scheduled for either destruction or permanent restrains and bed rails).
preservation at the archives. 5. Care management events (hemolytic reaction, maternal death,
Records
·
muna
physical assault on the grounds of healthcare facility)
pluralize. The pluralizing dimension which promotes the reuse of
information in different stakeholders. WHY DO SENTINEL EVENTS OCCUR?
• Inadequate communication among health care providers.
DATA PRIVACY PROTOCOLS • Incorrect assessment of patient’s condition.
Implementing Rules and Regulations of the Data Privacy Act of • Inadequate leadership, orientation, or training.
2012
• This act also is known as the Republic Act No. 10173 How to handle sentinel events?
• Secure the situation
RULE IV. DATA PRIVACY PRINCIPLES • Preserve anything for investigation. Provide support for
patients, family members, and staff. ·
IR-harm done to the
Section 17. General Data Privacy Principles. The processing of • Follow the Joint Commission’s reporting and root-case patient
personal data shall be allowed, subject to compliance with the analysis requirements as stated in the organization’s manual.
ex : medication error
author
-
extent of the processing of his or her personal data. reduction approach, set a definitive timeline, assign itarian
enough
and appropriate suitable, necessary, and not excessive in relation to a declared A growth mindset is the belief that one's abilities can change and
and specified purpose only if the purpose of the processing improve over time.
could not reasonably be fulfilled by other means.
· "I will improve overtime"
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French fries
2. Anecdotal Reports Disadvantages of Anecdotal Records
PDF 3 • If carelessly recorded, the purpose will not be fulfilled.
(Anecdotal) • Only records events of interest to the person doing the
• based on or consisting of reports or observations of usually observing.
unscientific observers (Webster, 2021). • Quality of the record depends on the memory of the person
• An anecdotal record is a detailed narrative record done after a doing the observing.
specific behavior or interaction happens. Incidents can be taken out of context.
• Anecdotal records inform teachers as they plan learning • Subjectivity.
experiences, provide information to families, and give insights • Lack of standardization.
into identifying possible developmental delays. • Difficulty in scoring.
• This is a record of a written observation transcribed like a • Time consuming
short story. • May miss out on recording specific types of behavior.
• Limited application.
Characteristics of Anecdotal Records
• They should contain a factual description of what USES of Anecdotal Records
happened, when it happened, and under what circumstances • Record unusual events, such as accidents.
the behavior occurred. • Record children's behavior, skills and interests for planning
• The interpretations and recommended action should be purposes.
noted separately from the description. • Record how an individual is progressing in a specific area of
• Each anecdotal record should contain a record of a single development.
incident. • It provides a means of communication between the members
of the health care team and facilitates coordinated planning
Purposes of anecdotal records: and continuity of care. It acts as a medium for data exchange
1. To furnish the multiplicity of evidence needed for good between the health care team.
cumulative record. (not at all times negative, in teachers • Clear, complete, accurate and factual documentation provides
positive) a reliable, permanent record of patient care.
2. To substitute for vague generalizations about student’s
specific exact description of behavior. 3) Incident Report
3. To stimulate teachers to look for information i.e pertinent in PDF 4
helping each student realize good self- adjustment. • Incident is an unplanned event that causes, or has the potential
4. To understand individual’s basic personality pattern and his to cause, an injury or illness and damage to equipment,
reactions in different situations. buildings, plant or the natural environment.
5. They should contain a factual description of what
-
5. Patient Health Record/Chart • Increased task automation and use of artificial Intelligence.
• Extra focus on high-value tasks. Nurses have a duty to
• A complete record of a patient's clinical data and medical maintain confidentiality of information revealed to them by
history, such as demographics, vital signs, diagnoses, their patients
medications, treatment plans, progress notes, problems, • Continuous investment in cybersecurity and security
laboratory and test results (Practice fusion, 2021). technology.
• It consists of medical notes transcribed by the physician, • A better conscious focus on mental health.
nurse, and other members of the health team. • Greater geographic distribution and representation of the
workforce.
Who has access to medical chart?
Only the patient and the health care providers who are directly
involved in care can view a medical chart. The medical chart
belongs to the patient, and she or he has the right to make sure the
charts are accurate or grant another party access to them.
6. 201 File
• Teamwork promotes safe and efficient patient care TeamSTEPPS involves three phases:
delivery.
• Collaboration among health team optimizes safe patient 1.Assessing the need
care outcomes. 2.Training onsite
• Teamwork equalizes power through shared governance. 3.Implementing and sustaining training
• Teamwork improves interpersonal relationships and job
satisfaction. Anatomy of a Winning Team
The elements and skills you need for a successful team
• It can decrease employee turnover.
1)A conducive environment for teamwork to flourish.
DISADVANTAGE OF TEAMWORRK
2)A collection of effective team members.
3)An effective team leader.
1. Team members may take longer to achieve a goal than
individual.
2. The team members may have disagreements on best course
of action to take for a specific task.
3. Team process take times, effort and resources,
4. Some team members may lack interest, motivation, ability
or skill to participate in the team process.
5. Factors like personal differences, personal work ethics, and
varied perceptions of tea, goals may impede effective team
collaboration.
Different Types of Teams Found in Health Care: Communication Tools
❖ SBAR
1.Core teams – these are the team leaders and members who are ❖ Call-out
directly involved in caring for the patient. A tactic used to communicate important or critical information. It
2.Coordinating teams – a group responsible for day-to-day informs all team members simultaneously during emergent situations
operational management, coordination functions and resource and helps team members anticipate next steps.
management for core teams. ❖ Check-back
3.Contingency teams – is created for emergent or specific teams. A strategy for closed-loop communication to ensure that information
4.Ancillary services – consists of individuals such as cleaners. conveyed by the sender is understood by the receiver as intended.
5.Support services and administration – consist of individuals who ❖ HANDOFF
provide indirect task in a health care organization. The transfer of information during transitions in care across the
continuum. It provides an opportunity to ask questions, clarify and
Importance of Teamwork confirm. A specific tool for this is “I PASS THE BATON” which is
1)Clinical care is becoming more complex and specialized, forcing designed to enhance the information exchange.
medical staffs to attempt complicated health services and quickly ❖ STEP (Situation Monitoring)
learn new methods. A tool for monitoring situations in the delivery of health care and
2)Working together reduces the number of medical errors and useful in situation monitoring of the patient. STEP stands for Status
increases patient safe. of the patient, Team members, Environment, Progress towards a
3)Because teamwork is centered on solid goal.
communication, patients and their families sometimes feel more at ❖ Cross Monitoring
ease and report they accept treatments and feel more satisfied with A harm error reduction strategy that involves: monitoring the actions
their health care. of other team members, providing a safety net within the team,
ensuring that the mistakes or oversights are caught quickly and
2.Teamwork and Collaboration in the Community Setting easily. “Watching each other’s back”
Community Health Workers (CHWs) served as a link, liaison or
intermediary with the health care services. I’M SAFE checklist
The CHWs helps the community by increasing health knowledge A checklist used during situation monitoring by each team member
and self-sufficiency through a range of activities like: to assess his or her own safety status. I’M SAFE stands
- Outreach for Illness, Medication, Stress, Alcohol and Drugs, Fatigue, Eating
- Community education and Elimination.
- Informal counseling
- Social support BARRIERS TO INTERPROFESSIONAL COLLABORATION
- Advocacy ❖ Differences in professional values
❖ Power struggles
Six key areas of CHW activities: ❖ Lack of respect
1.Creating linkages between communities and the healthcare system ❖ Lack of a sense of how to work together
2.Providing health education and information, ❖ Not always possible to organize meetings where everyone
3.Assisting and advocating for underserved to receive appropriate is present
services ❖ Stereotypical views of professions
4.Providing informal counseling
5.Directly addressing basic needs How to overcome interprofessional collaboration barriers?
6.Building community capacity in addressing health issues. 1.Educate all professions on other professions
2.All disciplines must be aware of their practice affects each other
Assumptions of Effective Interpersonal Teamwork between 3.Be aware of the responsibilities of each team member
CHW and Health Care Teams: 4.Need to set shared goals
1.shared understanding of roles, norms, values, and goals of the team 5.Universal Documentation (Vyt,2008)
2.egalitarianism
3.cooperation Nurses Role in Establishing
4.interdependence Collaborative Relationship in the Delivery of Health Care Programs
5.synergy and Services
1.To provide patient-centered care.
GOOD TEAMWORK REQUIRES THE FOLLOWING: 2.Collaborate to achieve a common goal
1.Communication - Teams that work well together and communicate 3.Assess a patient's clinical, emotional, and social needs
effectively perform better and provide safer care.
2.Leadership - A team leader can create a positive culture by telling
your team to raise any concerns and ask any questions if they may
have.
3.Situational awareness is defined as an “accurate awareness or
understanding of the situation in which the team is functioning”
(Alonso and Dunleavy, 2013). In simple terms, it is knowing what is
going on around us.
4.Mutual support - Mutual support is a key in effective teams.
People in a team support each other. Everyone look after each other
and watch out for signs of stress and overload.
• Plans and executes administrative programs -The spokesman role -Speaks for his department
• Selects, evaluates and terminates nurses in the unit. The entrepreneurial role -involvement with constant
• Establishes standards, goals, objectives, priorities and addition or deletion of new
facilities projects
• change based on the needs of patients and their families,
and significant -The disturbance handler role -Attention to problems arising
• Holds regularly meetings, out of strikes, bankruptcies,
• Creates a work climate that encourages positive staff and interference
morale, motivation and commitment. -The resource allocator -Allocation of budgets, time
• Supervises the allocation of division resources role and information
• Controls work time schedules for entire staff
• Delegates patient care/division -The negotiator role -Ranges from negotiation of an
• Advocates for both patient and staff argument to negotiation of a
• Evaluates the quality of care provided alongside the labor contract
standards and policies
Management Process
MANAGERIAL LEVELS o PLANNING
o ORGANIZING
Levels o DIRECTING
o CONTROLLING
TOP MANAGERS
o Looks at organization in broader context, coordinates Planning
internal and external influences ■ Forecast estimate future
o Determines philosophy of organization ■ Set objectives, determine results desired
o Sets policies ■ Develop and schedule programs, define activities needed and set
o Creates goals and policies for resource allocation time frame
o Less involved in day to day operations ■ Prepare budget, allocate resources
■ Establish policies, procedures, definite course of action and
MIDDLE MANAGERS methods.
o Coordinates with actions of lower hierarchal employees
o Serves as channel between lower and top-level managers Organizing
o Carries out day to day operations but still involved in some ■ Set up organizational structure, identify groupings, roles,
long-term planning and establishing unit policies relationships
■ Determine staff needed, develop and maintain patterNs, distribute
FIRST-LINE manager in areas as needed
o Oversees employees ■ Develop job descriptions, define qualifications and functions of
o Deals with immediate problems in daily operations, Personnel
organizational needs and employee’s personal needs
o Motivates staff to achieve goals of organization Directing
o Represents staff to upper administration ■ delegate nursing care assignments
■ Utilize/revise/update policies and procedures
Charge Nurse ■ Supervise, harmonize goals through guidance
o Liaison to the nurse manager, assisting in shift by shift ■ Coordinate, unite personnel and services
coordination and promotion of quality patient care as well ■ Communicate, ensure common understanding via various routes
as efficient use of resources. ■ Develop people, provide staff development programs
o Often troubleshoots problems, assists in decision making ■ Decide/make judgement
o Role model, mentor, educator
o May have more informal power than manager Controlling
■ Specify criteria and standards, utilize performance standards
Staff Nurse ■ Monitor and evaluate nursing care/services, utilize various
o Not formally a manager methods
o Supervises others to ensure safe, quality patient care ■ Performance appraisal, assess, interpret, correct, apply discipline.
Management Functions SCOPE OF PLANNING
PART 1 - PLANNING 1. Top Management – get the overall goals, and policies of
PART 2 - ORGANIZING an organization.
PART 3 - DIRECTING 2. Middle Management – directs the activities to actually
PART 4 - CONTROLLING implement the broad policies of an organization.
A. PLANNING 3. First Level Management – deals with the daily and
● Is defined as pre-determining a course of action in order to weekly plans for administration in directing patient care in
arrive at a desired result. A continuously process of assessing, their units.
establishing goals and objectives, implementing and
evaluating them. MAJOR ASPECTS OF PLANNING
● is a process that entails formulation of steps to be undertaken 1. Planning should contribute to the objectives.
in the future in order to achieve a desired end. 2. Planning precedes all other process of management.
● takes place in order to efficiently allocate available resources 3. Planning pervades all levels.
(Maglaya, 2000). 4. Planning should be efficient.
● This is the first phase of management process; a proactive &
deliberate process that requires deciding in advance what to TYPES OF PLANNING
do, who is to do it, & how, when, & where it is to be done; A. Strategic Planning (Long- Ranged) - determines where an
involves choice (Marquis & Huston, 2017). organization is going over the next year or more, how it is going
● the managers spend scarce material and human resources to get there and how it will know if it got there or not.
wisely, so carefully to avoid waste, confusion and error. •The focus here is usually on the entire organization.
Principles of Planning
B. Operational Planning (Short Term/ Ranged)
1. Planning is always based and focused on the vision, mission,
- Usually pertain to activities in specific departments of an
philosophy, and clearly defined objectives of the organization.
organization. The plan’s main question is “how does one do things
2. Planning is a continuous process.
right?”
3. Planning should be pervasive within the entire organization
- Deals with tactics or techniques for accomplishing these
covering the various departments, services, and the various
things. They are generally shorter in time frame (e.g. one year), and
levels of management to provide maximal cooperation and
usually involve the middle and lower level managers.
harmony.
- This type of planning is observed in connection with budget
4. Planning utilizes all available resources.
preparation as it deals with day to day maintenance activities in the
5. Planning must be precise in its scope and nature.
organization.
6. Planning should be time-bound.
- Done in connection with improvement and maintenance of
7. Projected plans must be documented for proper dissemination
facilities.
to all concerned for implementation and evaluation.
Importance of Planning Phases of Strategic Planning
1. Planning leads to the achievement of goals and objectives. 1. Strategic Analysis- activities includes the conduct of some sort
2. Planning gives meaning to work. of scan, or review of the organization’s environment, ex.
3. Planning provides for effective use of available resources and Political, social, economic, & technical environment.
facilities. ● Planners consider here the various Strengths, Weaknesses,
4. Planning helps cope with crises. Opportunities and Threats regarding the organization.
5. Planning is cost effective. SWOT is the acronym for this activity. This is also known
6. Planning is based on past and future activities. as the Situational Analysis.
7. Planning leads to the realization of the need for change. ▪ Strengths: internal resources and capabilities that can be
8. Planning provides the basis for control. used as a basis for developing a competitive advantage.
9. Planning is necessary for effective control. ▪ Weaknesses: internal weaknesses (attributes on your firm)
Characteristics of a good plan: ▪ Opportunities: external opportunities for profit and growth.
A well-developed plan should: ▪ Threats: external changes in the environment
1. Be precise with clearly-worded objectives, including desired
results and methods for evaluation. 2. Setting Strategic Direction- includes what the overall
2. Be guided by policies and/ or procedures affecting the planned accomplishments or strategic goals the organization should
action. achieve.
3. Indicate priorities.
4. Develop actions that are flexible and realistic in terms of ● Planners carefully come to conclusions about the
available personnel. equipment, facilities and time. organization must do as a result of the major issues &
5. Develop a logical sequence of activities. opportunities facing the organization. Goals are designed
6. Include the most practical methods for achieving each and worded as Specific, Measurable, Attainable, Realistic,
objective Timely, Extending the capabilities of those working
7. Pervade the whole organization. towards the goals & Rewarding. SMARTER is the
PLANNING PROCESS acronym of these criteria.
1. Determine your strategic position.
● This stage knowing where to go and determining how to get In the activity of setting the strategic direction planners
there is essential in planning. identify & update the b strategic philosophy, mission/vision and
values statements of the organization.
● In the conduct of initial analysis SWOT framework is
commonly used. These are identifying the strengths, Action Planning includes specifying responsibilities and timelines
weaknesses of an organization and looking into the with each objective, or who needs to do what and by when. It should
opportunities and threats outside. include methods to monitor and evaluate the plan, which includes
knowing how the organization will know who has done what & by
2. Prioritize your objectives. when.
● Once you have identified your current position in the market,
it is time to determine objectives that will help you achieve
your goals. Your objectives should be in line with your
company mission and vision.
3. Develop a strategic plan.
4. Execute and manage your plan.
5. Review and revise the plan.
Strategic Planning Benefits Goals and Objectives
>Goals are more general statement of results.
1. Clearly defines the purpose of the organization & establishes >Objectives are stated in terms of results to be achieved and should
realistic goals & objectives focus on the production of services to the patients.
2. Communicate those goals & objectives to the organization’s
constituents. Example:
3. Develop a sense of ownership of the plan. Goal / General Objective:
4. Ensures the most effective use is made of the organization’s “To provide the best possible healthcare services to its clients in a
resources by focusing the resources on key priorities. high quality setting conducive to attaining its vision as a center of
5. Provides a base from which progress can be measured & wellness and a standard medical center.”
establishes a mechanism for informed change when needed. Specific Objective:
6. Brings together of everyone’s best and most reasoned efforts “To establish an organized governing body so functioning that has
which has an important value in building consensus about where an overall responsibility for the conduct of the hospital in a manner
organization is going. consonant with its philosophy, mission, and objectives.”
7. Provides clearer focus of the organization, producing more
efficiency & effectiveness. C. Developing and Scheduling Programs
8. Bridges staff & board of directors Programs are determined, developed and targeted within a time
9. Builds strong teams in the board and the staff frame to reach the set goals and objectives.
10. Provides the glue that keeps the board together
11. Produces great satisfaction among the planners around a Planning Formula:
common vision. What – when planning ask, “What should be done? What are
12. Increases productivity from increased efficiency & effectiveness. needed? What has been done? What are the necessary steps? What
13. Solves major problems. method to use?”
When – during planning one should ask, “When could it be done?”
Guidelines for Strategic Planning Where – asks, “Where is the area/place the work be done? Where
the supplies be stored?”
1. It should be done when an organization is just getting started. Who – determine the responsible person to do the work and who can
2. It should also be done in preparation for a new major venture. help facilitate them.
3. It should be conducted at least once a year in order to be ready for Why – This is determining the purpose of doing assigned task or
the coming fiscal year. It should be conducted in time to identify the work.
organizational goals to be achieved at least over the coming fiscal How - This is determining how the task be accomplished.
year, resources needed to achieve those goals, and funded needed to Can – asks, “Can some steps or materials be eliminated?”
obtain the resources.
4. Each year, action plans should be updated. GANTT CHART
5. During the implementation of the plan, the progress of the This is commonly used in management and one of the most
implementation should be reviewed at least on a quarterly basis by popular ways of showing activities (tasks or events). On the left of
the board. the chart is a list of the activities and along the top is a suitable time
scale. Each activity is represented by a bar; the position and length
ELEMENTS OF PLANNING of the bar reflects the start date, duration and end date of the activity.
A. Forecasting – helps the manager look into the future and decide This allows you to see at a glance.
in advance where the agency would like to be and what is to be
D. BUDGETING
done in order to get there. The following are considered when
forecasting: ⮚ Defined as allocating of scarce resources based on forecasted
needs for a proposed activity over a specified period.
● Environment
⮚ A financial “roadmap” and plan that serves as an estimate of
● The clients future costs in the operating budget of an organization.
● Number and kind of personnel required ⮚ Budgeting is the process of planning and controlling future
● Necessary resources operations of a specific period usually a year.
⮚ . monetary terms
B. Setting the Vision, Mission, Philosophy, Goals and ⮚ These are usually included in the strategic and annual plan,
Objectives and with work plans.
Vision – a statement that outlines the organizational future role and
⮚ It specifies money needed for the resources that are necessary
function (Venzon, 2003). This is something to strive for.
to implement the annual plan.
Mission – communicates in broad terms the organizational reason
for existence, the geographical area, the organization it serves, ⮚ Budgets also indicate how the money will be spent. e.g for the
attitudes, and beliefs within the organization functions. This outlines human resources, equipment, materials, etc.
the agency’s reason for existing, who the target clients are, and what PURPOSES OF BUDGETING
services will be provided. 1. Mechanism for translating fiscal objectives into projected monthly
spending pattern.
Philosophy – the study of principles underlying conduct, though and 2. Enhances fiscal planning and decision making.
the nature of the universe; general principles of the field of 3. Clearly recognizes controllable and uncontrollable cost areas.
knowledge (Thesaurus). 4. Offers a useful format for communicating fiscal objectives.
>a value statement of the principles & beliefs that direct the 5. Allows feedback of utilization of budget.
organization’s behavior. 6. Helps to identify problem areas and facilitates effective solution.
● describes the vision. 7. Provides means for measuring and recording financial success
● A statement of beliefs and values that directs one’s life or with objectives of organization.
one’s practice.
CHARACTERISTICS OF BUDGETING:
● The sense of purpose. ✔ Should be flexible.
● It gives direction toward the achievement of the ✔ Should be synthesis of past, present and future.
organizational goals and objectives
✔ Should be product of joint venture and cooperation of
Values are the fundamental principles that people believe in and
executive/department head at different level of
that govern their behavior.
management.
>Core values provide the basis to move forward with the
development of a strategic plan. ✔ Should be in the form of statistical standard laid down in
> Values drives future decisions and actions in an organization. the specific numerical terms.
✔ Should have support of top management throughout the
period of its planning and implementation.
TYPES OF BUDGETS: The methods for costing out nursing services:
1. Operating/ recurrent budget (Revenues and Expenses): Per diem or cost per day: It used for both rate setting and
Provides an overview of agency function by projecting the reimbursement is calculated by dividing the total nursing care cost
planned operation for upcoming year. Deals with salaries, by the number of patient days for a specific period.
medical-surgical supplies, office supplies, laundry services,
books periodicals, recreation and contractual services. Cost per diagnosis:(diagnostic related group) It used to reduce
reimbursement costs for patient payment, categories patients based
2. Plant/ Capital expenditure budget: Related to long range on diagnosis and number of days of hospitalization by using four
planning. Includes physical changes (replacement and methods which are reduce the prices paid for resources, reduce the
expansion of plant, major equipment and inventories). They length of stay, reduce the intensity of services provided and finally
are major investment and reduce flexibility in budgeting. improve efficiency.