PLANNING Principles of Planning
- Planning is a type of decision making involving what to do; • Based and focused on the vision, mission, philosophy, and
who is to do it; and how, when, and where it is to be done in clearly defined objectives of the organization
order to arrive at a desired result. (Marquis& Houston,2003) • A continuous process
- Planning is a predetermined action • Should be pervasive within the entire organization covering
• What to do? – Nursing activities the various departments, services, and the various levels of
• How to do it? – techniques and principles management to provide maximal cooperation and harmony
• Who is to do it? – professional and non-professional • Utilizes all available resources
• Must be precise in its scope and nature
4 Planning Modes by Russel Ackoff • Should be realistic and focused on its expected outcomes
• Be time bound (short- and long-term range plans)
1. Reactivism
• Must be documented for proper dissemination to all
- Looks to the past
concerned for implementation and evaluation as to the
- Technology is an enemy
extent of its achievement
- Old organizational form
- Control from the top Scope of Planning and Management Levels
- Planning a prerogative of management
- Reactive planning occurs after a problem exists. Because Top Management – nursing directors, chief nurses, deans
there is dissatisfaction with the current situation, planning
efforts are directed at returning the organization to a - Overall management operations of nursing services
previous, more comfortable state. Frequently, in reactive - Strategic planning
planning, problems are dealt with separately without - Represent the organization
integration with the whole organization. In addition, because
Middle Management – nursing supervisors, associate or assistant
it is done in response to a crisis, this type of planning can lead
deans: directs the activities for implementation to the different
to hasty decisions and mistakes
units
2. Inactivism
- Planning the prevents change Lower Management/First Line Management – head nurses,
- Crisis management to control discomfort without addressing charge nurses: directly responsible for the actual production of
it cause nursing services. Acts link between higher middle management
- Red tape and bureaucracy and staff nurses
- Inactivism is another type of conventional planning.
Inactivists seek the status quo, and they spend their energy Types of Planning
preventing change and maintaining conformity. When
changes do occur, they occur slowly and incrementally. 1. Long Range or Strategic Planning
3. Preactivism - Extends 3-5 years
- Accelerate change to exploit the future - Begins analysis of SWOT
- Top to bottom planning with objectives - Determines direction of the organization
- Associated with science and technology - Allocates resources
- Preactive planners utilize technology to accelerate change 2. Operational Planning
and are future oriented. Unsatisfied with the past or present, - Everyday management plans
preactivists do not value experience and believe that the - Actual delivery of the service to the community
future is always preferable to the present.
Stages of Planning
4. Interactivism or Proactivism
- Believed that future can be created and invent ways to 1. Development of:
achieve it
- Technology is valued depending on the need Mission Statement – A mission statement lays out the purpose of
- Experiments leads to solution an organization. It tells “why” an organization exists, what does it
- Normative planning stand for? Who are we to help?
- Planners who fall into this category consider the past, present,
and future and attempt to plan the future of their Vision Statement – An organization’s vision reflects what an
organization rather than react to it. Because the organization hopes to become. It answers “where” the
organizational setting changes often, adaptability is a key organization is going.
requirement for proactive planning. Proactive planning
Core Values – The values an organization chooses to highlight
occurs, then, in anticipation of changing needs or to
reflect beliefs about priorities. Core values may be related to
promote growth within an organization and is required of all
characteristics specific to the organization. (Organization that is
leader-managers so that personal as well as organizational
faith-based)
needs and objectives are met.
Goals – goals are broad based strategies needed to achieve your
Why Plan?
organization’s mission.
- Increases the chance of success
Policies – A policy is a statement of expectations that sets
- Establish framework
boundaries for action taking and decision making (Paige, 2003).
- Orients people to action
Means for accomplishing goals and serve as basis for future
- Helps avoid crisis management
decisions consistency is important
- Employee involvement
- If you have people who are accountable to you, you don’t
need to formally issue policy statements to create policy.
- Parents, bosses, boards, government administrations, etc. are Functional and Operational Planning
producing implied policy all of the time.
- Formal dress code, disciplinary procedures, vacation or sick - Every day working management plans developed from both
leave long- and short-term objective
- Collaboration or unit planning
Policies can emerge on the following:
Management Trends
• Originated or internal – usually developed by top
management to guide subordinates Empowerment: expand the tasks and responsibilities of workers.
• Appealed – when a staff do not know to solve a problem, Supervisors might be empowered to make some resource
they appeal to the nurse manager for a decision allocation decisions.
• Imposed – thrust on an organization by external forces,
Self-managed teams: give a group of employees’ responsibility for
Government policies or labor unions
supervising their own actions. The team can monitor its members
Procedures and the quality of the work performed.
- Procedure manuals provide a basis for orientation and staff Managerial Roles (Mintzberg)
development and are ready reference for all personnel.
- A role is a set of specific tasks a person performs because of
- They standardize procedures and equipment and can
the position they hold.
provide a basis for evaluation.
- Roles are directed inside as well as outside the organization.
- Improvement in operating procedures increases productivity
- 3 broad role categories:
and reduces cost.
1. Interpersonal
- Guide to action than a policy; manuals provide basis for
2. Informational
orientation and staff development and are ready reference
3. Decisional
for all personnel
• Procedural forms to request supply Interpersonal Roles
• Procedure for ambulating a client
- Role managers assume to coordinate and interact with
2. Strategic Planning employees and provide direction to the organization.
- situational analysis, which includes both an internal and an • Figurehead role: symbolizes the organization and what it is
external environment analysis; trying to achieve.
- strategy formulation; • Leader role: train, counsel, mentor and encourage high
- strategic implementation; and employee performance.
- strategic control • Liaison role: link and coordinate people inside and outside
the organization to help achieve goals.
SWOT Analysis Informational Roles
- is a relatively common strategic planning tool. If performed - Associated with the tasks needed to obtain and transmit
correctly, it allows strategic planners to identify those issues information for management of the organization.
most likely to impact a particular organization or situation in • Monitor role: analyzes information from both the internal and
the future and the to develop appropriate plan for action. external environment.
• Disseminator role: manager transmits information to influence
Situational Analysis attitudes and behavior of employees.
• Spokesperson role: use of information to positively influence
- to identify and assess the internal strengths and weaknesses
the way people in and out of the organization respond to it.
of the organization in the context of its philosophy, culture
and objectives. Decisional Roles
• External Environment Analysis: (O) and (T)
• Internal Environment Analysis: (S) and (W) - Associated with the methods managers use to plan strategy
and utilize resources to achieve goals.
Strategy Formulation • Entrepreneur role: deciding upon new projects or programs
to initiate and invest.
- Guided by the results of situational analysis, strategic
• Disturbance handler role: assume responsibility for handling
managers are in the position to establish organizational
an unexpected event or crisis.
objectives, develop and evaluate strategic alternatives,
• Resource allocator role: assign resources between functions
select their strategy, and develop implementation plans.
and divisions, set budgets of lower managers.
Strategic Implementation • Negotiator role: seeks to negotiate solutions between other
managers, unions, customers, or shareholders.
- Carrying out the implementation strategies
Managerial Skills (3 Skills that managers need to perform
Strategic Control effectively) Enhanced thru formal training, reading, practice
- monitoring controlling ongoing decisions, actions and 1. Conceptual skills: the ability to analyze and diagnose a
behaviors affected by the organization’s strategies. situation and find the cause and effect
- In this stage, actual results are monitored and compared to 2. Human skills: the ability to understand, alter, lead, and
previously established objectives and standards, and control people’s behavior
deviations are corrected. 3. Technical skills: the job-specific knowledge required to
perform a task. Common examples include marketing,
accounting, and manufacturing.
Time Management Cost Factors
- Technique for allocating one’s time and using techniques to 1. Fixed Cost – increases or decreases over a period of time.
reach goals efficiently Depreciation of bldg., interests of loans, salaries
2. Variable Cost – do relate to volume and census. Meals, linen,
Mismanagement of Time supplies, dressing, utility costs
3. Sunk Cost – fixed expenses that cannot be recovered even if
- Results in negative effects from the manager to the rank-and-
program is cancelled. Advertising
file
- Work is rushed and becomes substandard Direct Cost – related to patient care
Principles of Time Management Indirect Costs – not directly related to patient care
1. Listing of task What are the advantaged of Budgeting?
2. Sequencing
3. Setting deadlines - help fix accountability
4. Delegate
Are there any disadvantages in Budgeting?
3 Basic Steps in Time Management
- It may supersede agency goals and gain autocratic control
1. Time should be set aside for planning and establishing of the organization
priorities - Skills and experience are required for a skillful budgetary
2. Completing priority task, finishing one task at a time control
3. Reprioritize based on new information received
Types of Budgeting
Time Wasters
- Fixed ceiling budget
- Procrastination - Open ended budget
- Poor planning - Zero base budgeting
- Inability to delegate - Incremental budget
- Inability to say no
- Indecisiveness
- Open door policy
Multitasking
- Statistics show that people that take up more than one task
at a time are unable to focus and perfect each task
- A core limitation in multitasking is an ability to concentrate
on two things at once
Financial Management
- A budget is a written plan which serves as an estimate for
future costs and a plan for utilization of manpower, material
and other resources to cover capital projects in the
operating programs.
• an annual plan
• decentralized budgeting
Types of Budgeting
1. Centralized Budget – developed and imposed by the
Administrator or Director of Nursing with no little consultation
2. Decentralized Budget – has the middle level manager
involvement
4 components under budget plan
1. Revenue – expected income. summarizing the income
expects to generate during the planning period
2. Expense – expected activity. describing the expected
activity in an operational financial term
3. Capital – programmed acquisitions, disposals, improvements.
programmed acquisitions, disposal and improvements in the
institution
4. Cash – cash receipts and disbursement or cash balance.
money received, cash receipts and disbursement expected
during the planning period
