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    NCM107 Planning

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    ebtg_f
    The nursing management process involves four main steps: planning, organizing, directing, and controlling. Planning is the first and most important step, which involves deciding in advance what needs to be done, how, when, who will do it, and cognitive decision making based on facts and information. Good planning involves continuous assessment, goal-setting, and evaluation, while poor planning can result in missed deadlines and an inefficient use of resources. Budgeting and allocating resources is another important part of the planning process. Effective decision making also relies on models like win-win, where mutually agreeable solutions are found that benefit all parties.

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    NCM107 Planning

    Uploaded by

    ebtg_f
    180 views59 pages
    The nursing management process involves four main steps: planning, organizing, directing, and controlling. Planning is the first and most important step, which involves deciding in advance what needs to be done, how, when, who will do it, and cognitive decision making based on facts and information. Good planning involves continuous assessment, goal-setting, and evaluation, while poor planning can result in missed deadlines and an inefficient use of resources. Budgeting and allocating resources is another important part of the planning process. Effective decision making also relies on models like win-win, where mutually agreeable solutions are found that benefit all parties.

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    Planning as the first step in nursing leadership and management.

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    The nursing management process involves four main steps: planning, organizing, directing, and controlling. Planning is the first and most important step, which involves deciding in advance what needs to be done, how, when, who will do it, and cognitive decision making based on facts and information. Good planning involves continuous assessment, goal-setting, and evaluation, while poor planning can result in missed deadlines and an inefficient use of resources. Budgeting and allocating resources is another important part of the planning process. Effective decision making also relies on models like win-win, where mutually agreeable solutions are found that benefit all parties.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    180 views59 pages

    NCM107 Planning

    Uploaded by

    ebtg_f
    The nursing management process involves four main steps: planning, organizing, directing, and controlling. Planning is the first and most important step, which involves deciding in advance what needs to be done, how, when, who will do it, and cognitive decision making based on facts and information. Good planning involves continuous assessment, goal-setting, and evaluation, while poor planning can result in missed deadlines and an inefficient use of resources. Budgeting and allocating resources is another important part of the planning process. Effective decision making also relies on models like win-win, where mutually agreeable solutions are found that benefit all parties.

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    of 59

    THE NURSING MANAGEMENT PROCESS

    Objectives
    To identify the four major steps in nursing management process To understand the relevance of planning To identify the kinds of plans and its characteristics. To discuss the importance of budgeting and allocation of resources To discuss decision making and its concepts

    FOUR STEPS
    PLANNING ORGANIZING DIRECTING CONTROLLING

    PLANNING

    What is planning?
    It is deciding in ADVANCE:
    What to do (Nursing Activities) How to do a particular task (Techniques/Procedures, Principles) When to do it (Time frame) Who will perform it (Assigned person to perform the task)

    What is planning?
    It is a cognitive process for decision making based on facts and information. It must be adaptable and flexible to the current situation to achieve desired result.

    GOOD PLANNING
    Involves: Continuous process of assessment Establishment of goals & objectives, implementation and evaluation of change as new facts become known (Douglas, 1986)

    POOR PLANNING
    Indicators, (McLarney, 1964): Delivery dates not met Machines are idle. Materials wasted. Some nurses are overworked, others underworked. Skilled nurses doing unskilled work Confusion and unhealthy working relationship between colleagues.

    PLANS
    It is a living document that can be changed based on prevailing circumstances. It is a predetermined course of action intended to facilitate the accomplishment of a task work or mission.

    CHARACTERISTICS OF A PLAN
    A well-developed plan must: Involve the FUTURE; Involve ACTIONS; Have an ORGANIZATIONAL IDENTIFICATION of the action.

    TYPES OF PLANS
    1. Strategic Plans 2. Operating Plans 3. Continuous or Rolling Plans

    STRATEGIC PLANS
    What are the right things to be done? Long-term in nature 3-5 years Based on explicit assessments of the strengths and weaknesses of the org. Defines direction & growth of the organization

    OPERATING PLANS
    How does one do things right? Pertains to activities in specific depts. Generally short term in time frame (1 year) Involves the middle & lower level managers

    ROLLING PLANS
    Similar to operating plans Focus on day-today activities Ex. A staff nurse who creates and implements the NCP and continuously modifying as needed.

    PLANNING
    Reasons for Planning Resistance to Planning How to overcome resistance to planning. Models of planning

    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. Overall, it is necessary for effective control.

    Resistance to Planning
    Many nurse-managers avoid planning 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;

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

    How to overcome resistance???


    Nurse-managers should be willing to be open-minded about planning and change.

    To avoid resistance:
    Forecast or estimate the future Set objectives/goals and determine results desired Develop and schedule strategies, programs/projects/activities, and set time frame Prepare budget and allocation of resources

    Establish procedures and standards

    I. Forecast or Estimate the Future


    Looking into the future It must be supported by facts, reasonable estimates and accurate reflection of policies and plans Three things should be considered:
    The agency The community affected The goals of care

    II. Set Goals/Objectives and Determine Desired Results


    GOALS broad statements of intent derived from the purposes of the organization OBJECTIVES specific behaviors or tasks set for the accomplishment of a goal.

    III. Develop & Schedule Strategies, Programs; Set Time Frame


    STRATEGY techniques, methods, or procedures by which the overall plan of the higher management achieve desired objectives.

    PROGRAMS activities put together to facilitate attainment of some desired goals, (Staff development programs, outreach programs, discharge teaching programs, etc.)

    Principles of Time Management


    Planning for contingencies. Listing of tasks. Inventory or looking at tasks done and not done. Sequencing or prioritizing. Setting and Keeping deadlines. Set time targets. Delegate

    Prepare for a Short Quiz

    Tools in Project Management

    A. Gantt Chart
    It was created by Henry Gantt Shows task and schedule information It is both a management tool and a communication tool.

    Gantt Chart Sample

    B. Performance Evaluation and Review Technique (PERT)


    A network system model for planning and control It involves identifying key activities, sequences them in a flow diagram and assigning a specific duration for each phase of work. It involves extensive research and development.

    PERT Sample

    C. Critical Path Method (CPM)


    It can calculate time and cost estimates for each activity Used to create estimates using either normal or crash operations. A tool used to analyze a project and determine duration, based on identification of a critical path through an activity network.

    Continuation: Avoid Resistance to Planning


    4. Prepare the Budget and Allocation of Resources

    What is budgeting?
    A systematic financial translation of plan The allocation of scarce resources on the basis of forecasted needs for proposed activities over a specified period of time. It is a tool for planning, monitoring and controlling cost and meeting expenses.

    What is a Nursing Budget?


    Allocates resources for nursing programs and activities to deliver patient care during a fiscal year.

    What is a Hospital Budget?


    Is designed to meet future service expectations and to provide quality patient care at a minimum cost.

    Four Components of a Budget Plan


    For Health Care Institutions: 1. Revenue Budget 2. Expense Budget 3. Capital Budget 4. Cash Budget

    Revenue Budget
    Is summarizing the income the management expects to generate during the planning period.

    Expense Budget
    Describes expected activity in operational financial terms for a given period of time.

    Capital Budget
    Outlines the programmed acquisitions, disposals and improvement in the institutions physical capacity.

    Cash Budget
    Consists of money received, cah receipts and disbursement expected during the planning period.

    Types of Budgeting
    CENTRALIZED developed and imposed by the administrator and/or director of nursing with little to no consultation with lower managers.

    DECENTRALIZED has the middle level manager involved in the planning and budgeting process with

    Components of Total Institutional Budget


    Manpower Budget wages and salaries of the regular
    employees and fees paid to outside registries through which the institution contracts short-term employees.

    Capital Expenditure Budget large expense of

    purchasing of lands, buildings, and major equipment meant for long-term use. equipment repair and maintenance as well as other overhead expenses.

    Operating Budget includes the cost of supplies, minor

    Types of Institutional Budget


    Open-ended Budget Fixed Ceiling Budget Flexible Budget Performance Budget Program Budget Zero-based Budget Sunset Budget

    Factors in Budget Planning


    1. Patient
    Nature of needs Type of care needed and to be given Method of patient assignment Severity of the illness

    Factors in Budget Planning


    2. Hospital or Health Care Facility
    Available facilities and resources (ex. Bed occupancy and capacity, nurse stations, treatment rooms, equipment, and supplies)

    3. Personnel
    Salaries of personnel, leave benefits, staff development programs

    Factors in Budget Planning


    4. Standard of Nursing Care and Supervision
    Nurse managers determine the following:
    Labor-saving devices and equipment necessary Affiliation of nursing students or medical students to the system Documentation of nursing care method employed Costs of training and maintaining of personnel and acquisition of equipment.

    Continuation: Avoid Resistance to Planning


    5. Establish Policies Procedures and Standards

    Policies and Procedures


    POLICIES Standing plans used repeatedly; Guides or basic rules that govern action at all levels in the organization; Stem from the goals of the organization Ex. Personnel policy PROCEDURES More specific guide to action; STANDARDS Indicate the minimal level of achievement acceptable to meet the set objectives

    DECISION MAKING
    Definition Kinds of Decision Making Decision Making Models Tools in Decision Making

    DECISION MAKING
    A process of identifying and choosing a particular course of action from among several possible choices. This process is influenced by the values and preferences of the decision maker (Sullivan, 2006)

    Kinds of Decisions
    1. Whether Decisions 2. Which Decisions 3. Contingent Decisions

    Decision Making Models


    1. Win-win
    Mutual willingness in the group to come-up with solutions that are acceptable to all. Based on everyones preferred solution Negotiate solutions that are acceptable to all

    Decision Making Models


    2. Win-Lose
    Some interests are advanced at the expense of others.

    3. Disagreement and Collaboration


    Decisions resulting from high quality decisions, creative decisions, understood decisions, and accepted and owned decision. These are made when conflicts and disagreements arise.

    Decision Making Models


    4. Solution Shaping focused on how to modify or amend
    an unpopular proposed solution rather than attempt to pressure people into changing their minds about the solution.

    Tools in Decision Making

    Probability Theory
    Devised to address the presence of risk or uncertainty in a decision making situation by looking for predictable patterns on historical data;

    In cases of limited historical precedent, it becomes hard to apply the theory and the risk remains unchecked.

    Decision Trees Model


    More graphic in nature; Enables the planner to visualize alternative courses of action taking into account all factors involved like risks, information needs and outcomes for a problem over time.

    Queuing Theory
    Problems are addressed one after another A powerful tool in hospitals particularly in the ER department, OPD, clinics, etc. The three queuing disciplines:
    1. First In First Out (FIFO) 2. Last In First Out (LIFO) 3. Processor Sharing (PS)

    Linear Programming
    This method uses matrix algebra or linear mathematical equations to determine the best way to use limited resources to achieve maximal results (Marquis and Huston, 2006).

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