Nursing Management

Functions
Management
• Management is concerned with
human beings.

• It is the art of getting things done

through people in a formally
organized groups.

• "Management is concerned with

resources, tasks and goals".

• It is the process of planning

organising, staffing, directing and
controlling to accomplish
organisational objectives through
the coordinated use of human and
material resources.
 Nature of Management
Management
Management is a Management is both
principles are
multidisciplinary science & art &
flexible, relative & not
phenomenon profession
absolute
Management Management as an art
Principles of
involves the use of
makes use of management should be
creativity, imagination,
different applied base on the
initiative and invention in
needs of the organization
approaches the workplace

Management as a
Management entails science lead to expert
Organizations consists of
collaboration with a diversified workforce
handling & monitoring of
different disciplines services to maintain
organizational goals
 Nature of Management
Management
Management is Management is both
involves decision-
continuous is a group activity
making
Decion-making at the different Management is an on-going
levels of the organization & it approach which Management is not
involves selecting the most encompasses responding of concerned about
appropriate alternative among the difficulties as well as handling
several alternatives individual efforts
various consequences

The future of the organization

rests on the degree right decisions The objective of an Management involves the
made by management. The organizations continues use of teamwork to
success or failures of managers as an utmost achieve predetermined
can be judged by the quality of the
decisions that they make. development mechanism goals of management
Management Functions
Planning

Management
Controlling Organizing
Functions

Leading
 Planning

• Planning is a future-oriented
process. It refers to thinking ahead
of time and formulating
preliminary thoughts.

• It is a continuous, intellectual
process of determining philosophy,
objectives, policies, procedures,
rules, and standards.

• The most important function of the

management process
 Planning
• Planning bridges the gap between
where the organization is present
and where he wishes to be. Who
• Planning is an intellectual activity.
How What
• Managers have to think about the
following: Planning
• what - has to be done, strengths
& weaknesses that we have
• who - will do it,
• where -are we now, do we want Where When
to be in 3 or 5 years
• How – can we improve, can we
get where we want to be
• and when they will do it.
 Planning
• A manager first decides on the job
he wants to do
• This approach has also
been called the Four-day
System

• Drop it
• Delay it
• Delegate it
• Do it
 Planning
• A manager sets long-term and short-term goals for the
organization and decides on the means or develops
strategies that will be used to achieve these objectives

• Ex. of long-term goals: To work abroad and spend

years honing my nursing craft.

• Ex. of short-term goals: To establish rapport with

my patient
 Planning
• Components of Planning:

• outcome or goal statements represent

the target and outcomes managers
hope to attain

• action statements reflect how

organizations move forward to attain
their goals
 Planning

• What you want to be

• What you want to learn

• What you want to do

• What you want to have

• What you want to give

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 Planning
• Planners think both retrospectively
(about past events)and
prospectively (about future
opportunities and impending
threats).

• Planning involves thinking about

organizational strengths and
weaknesses, as well as making
decisions about desired states and
ways to achieve them
 Planning
• Strengths are those internal
attributes that help an
organization achieve its
objectives.

• Weaknesses are those internal

attributes that challenge an
organization in achieving its
objectives.

• Opportunities are external

conditions that are favorable to
the organization.

• Threats are external conditions

that challenge or threaten the
achievement of organizational
 Planning
• Strengths

• Local schools have a high passing rate in the

licensure examination of nurses.

• Provide professional development to faculty

members.

• Provides quality education to nursing students

• Adequate facilities and models in the nursing

laboratory
 Planning
• Weaknesses

• High turnover rates of staff nurses resulting in hiring

new graduate nurses.

• No role differentiation for nurses at the hospital based

on a nurse’s educational level.

• Hospital does not offer a salary differential to nurses

with baccalaureate or higher degrees.
 Planning
• Opportunities:

• increasing the number of nurses with baccalaureate or

higher degrees in the staffing mix would positively
impact quality of care.

• Hospital should consider application for ISO

• Increasing the number of nurses graduate degrees

better prepares them to assume new and emerging
professional roles in an increasingly complex health-
care environment.
 Planning
• Threats:

• Presence of other local schools in the community

that offers free tution fees

• An impending national nursing shortage due to

higher salary if nurses work abroad .

• Not all nurses are inherently motivated to pursue

graduate studies.
 Characteristics of Planning
1. Planning is goal-directed

• Planning is the core of business

• Establish goals and decisions about ways to

achieve them.

• Planning shows a sense of direction to various

activities.

• Planning locates action which leads to attainment

of goals
 Characteristics of Planning
2. Planning is looking ahead

• It is done for future.

• It is based on forecast.

• It is a mental predisposition for things to happen

in future

• It requires peeping in future, analyzing it and

predicting it.
 Characteristics of Planning
3. Planning is an intellectual process

• It is a mental exercise because managers have to

think about what has to be done, who will do it,
and how and when they will do it.

• It involves not mere guesswork but rational

thinking

• It depends on goals, facts and considered

estimates.
 Characteristics of Planning
4. Planning involves choice and informed
decision-making
• It basically involves selecting from various
alternatives because it attains no choice if there is
only a single course of action.

• The decision-making involves an integral part of

planning.

• It gives more options to managers to select the

best as per needs of the organization.
 Characteristics of Planning
5. Planning is the primary function of
management
• It is the main function of management and lays
the foundation for other functions of
management.

• It serves as guide for organizing, staffing,

directing and controlling

• It carries complete functions of management

inside a framework
 Characteristics of Planning
6. Planning is a continuous process.

• It is prepared for particular time and is subject to

revaluation and review

• Managers should check to see if their plans need

to be modified to accommodate changing
conditions, new information, or new situations
that will affect the organization’s future.

• It is needed at every level of management. Top

management involves in planning, middle level
involves in departmental plans and lower level
will implement the same plan.
 Characteristics of Planning

8. Planning is designed for efficiency.

• It leads to correct use of men, money, materials,

methods and machines.

• It avoids wastage of resources and ensures good

use of resources and it results in saving time,
effort and money.
 Characteristics of Planning

8. Planning is flexible.

• Organizations learn about new and changing

conditions.
 Step-by-Step Procedure in Planning
• Step 1. Developing an Awareness of the Present State of
the Organization

• This foundation specifies an organization’s current

status, pinpoints its commitments, recognizes its
strengths and weaknesses, and sets forth a future
vision.

• Assessment of the internal and external environment-

The economic, demographic, technological, social,
educational, and political factors are assessed in terms
of their impact on opportunities and threats within the
environment.
 Step-by-Step Procedure in Planning
• Step 1. Developing an Awareness of the Present State of
the Organization

• The past is instrumental in determining where an

organization expects to go in the future, managers at
this point must understand their organization and its
history.
 Step-by-Step Procedure in Planning
• Step 2. Establishing Outcome Statements

• The second step in the planning process consists of

deciding “where the organization is headed, or is going
to end up.”

• This involves establishing goals. Goals of the university,

must fit and support the goals of the department and
contribute to the goals of nursing .
 Step-by-Step Procedure in Planning
• Step 2. Establishing Outcome Statements

• Goal Planning: people set specific goals and then create

action statements.

• A goal may be defined as the desired result toward

which effort is directed;

• Ex. Performance evaluation of nursing personnel

produces growth in the employee and upgrades nursing
standards.
 Step-by-Step Procedure in Planning
• Step 2. Establishing Outcome Statements

• Goals assist nurse administrators and other members of

the healthcare team to focus attention on what is
relevant and important and to develop strategies and
actions to achieve the goals
 Step-by-Step Procedure in Planning
• Step 2. Establishing Outcome Statements

• Domain/Directional Planning: managers develop one

course of action that moves an organization toward one
identified domain

• Ex. RN - doctor of medicine.

 Step-by-Step Procedure in Planning
• Step 2. Establishing Outcome Statements

• Developing strategies to meet the goals.

• Strategy ‘’determines how the organization will go

about attaining their vision.

• All departmental managers are involve in this process

and are responsible for preparing a detailed plan of
action
 Step-by-Step Procedure in Planning
• Step 2. Establishing Outcome Statements

• Hybrid Planning: managers begin with the more

general domain planning and commit to moving in a
particular direction.
 Step-by-Step Procedure in Planning
• Step 3. Premising

• Managers collect information by scanning their

organization’s internal and external environments.

• They use this information to make assumptions about

the likelihood of future events.

• Forecasting involves trying to estimate how a condition

will be in the future.
 Step-by-Step Procedure in Planning
• Step 3. Premising

• Forecasting takes advantage of input from others, gives

sequence in activity, and protects an organization
against undesirable changes.

• To avoid disastrous outcomes when making future

professional and financial plans, managers need to stay
well informed about the legal, political, and
socioeconomic factors affecting health care.
 Step-by-Step Procedure in Planning
• Step 4. Determining the Course of Action

• managers decide how to move from their current position

toward their goal

• They develop an action statement that details what needs

to be done, when, how, and by whom.

• The course of action determines how an organization will

get from its current position to its desired future position
 Step-by-Step Procedure in Planning
• Step 5. Formulating Supportive Plan

• Managers often need to develop one or more supportive

or derivative plans to bolster and explain their basic plan.

• Suppose an organization decides to switch from a 5-day/8

hrs/day, 40-hour workweek (5/40) to a 4-day/10hrs per day
, 40-hour workweek (4/40) in an attempt to reduce
employee turnover.
 Step-by-Step Procedure in Planning
• Step 5. Formulating Supportive Plan

• Managers might need to develop personnel policies

dealing with payment of daily overtime.

• New administrative plans will be needed for scheduling

meetings, handling phone calls, and dealing with
customers and suppliers
 Planning, Monitoring and Controlling
• Managers must monitor and maintain their plans

• Monitoring organizational behavior (the control activity)

provides managers with input that helps themprepare for
the upcoming planning period—it adds meaning to the
awareness step of the planning process.
Deming’s Cycle

• Plan using this model

• Do is to implement the plan

• Check is to monitor the results

of the planned course of action
organizational learning about
the effectiveness of the plan
Deming’s Cycle

• Act—act on what was

learned, modify theplan, and
return to the first stage in
the cycle, and the cycle
begins again as the
organization strives for
continuous learning and
improvement.
 Types of Plan
• Hierarchical Plans are interdependent & as they
support the fulfillment of the 3 organizational needs

• Strategic plans (institutional)—define the

organization’s long-term vision; articulate the
organization’s mission and value statements; define
what business the organization is in or hopes to be
in; articulatehow the organization will integrate
itself into its general and task environments.
 Types of Plan
• Strategic plans (institutional)—forecasts the future
success of an organization by matching and aligning
an organization’s capabilities with its external
opportunities.

• For instance, an organization could develop a strategic

plan for dealing with a nursing shortage, preparing
succession managers in the organization, developing
a marketing plan, redesigning workload, developing
partnerships, or simply planning for organizational
success.
 Types of Plan

• Administrative plans—specify the allocation of

organizational resources to internal units of the
organization; address the integration of the
institutional level of the organization (for example,
vision formulation) with the technical core (vision
implementation); address the integration of the
diverse units of the organization.
 Types of Plan

• Operating plans (technical core)—cover the day-to-

day operations of the organization.
 Types of Plan
• Frequency-of-use (Repititiveness)

• Standing Plans

• Policies—general statements of understanding or intent;

guide decision-making, permitting the exercise of some
discretion; guide behavior (for example, no employee shall
accept favors and/or entertainment from an outside
organization that are substantial enough in value to cause
undue influence over one’s decisions on behalf of the
organization).
 Types of Plan
• Frequency-of-use (Repititiveness)

• Standing Plans

• Policies—are formal statements of a principle or rule that

members of an organization must follow.

• Each policy addresses an issue important to the

organization's mission or operations.

• Policy is the “what”

• Policies are written as statements or rules

 Types of Plan
• Frequency-of-use (Repititiveness)

• Standing Plans

• Rules—guides to action that do not permit discretion in

interpretation; specify what is permissible and what is not
permissible.

• Procedures - like rules, they guide actions; specify a series

of steps that must be taken in theperformance of a
particular task.

• tells members of the organization how to carry out or

implement a policy; procedure is the “how to”, are
written as instruction or logical steps
 Types of Plan
• Frequency-of-use (Repititiveness)

• Single-Use-Plans

• Programs—a complex set of policies, rules, and procedures

necessary to take action.
• Ex. Immunization Program, Mental Health, Infectious
and Non-Infectious Disease Program

• Projects—specific action plans often created to complete

various aspects of a program.

• Budgets—plans expressed in numerical terms.

 Types of Plan
• Time-Frame Plans

• Short-range - several hours to a year

• Medium-range
• Long-range

• Organizational Scope Plans

• Business/divisional-level plans—focus on one of the

organization’s businesses (or divisions) and itscompetitive
position.

• Unit/functional-level plans—focus on the day-to-day operations

of lower-level organization units; marketing, human resources,
accounting, and operations plans (production).
• •
 Types of Plan
• Organizational Scope Plans

• Tactical plans—division-level or unit-level plans designed to

help an organization accomplish its strategic plans.

• Contingency Plans

• Plans created to deal with events that might come to confront

the organization (e.g., natural disasters, terrorist threats);
alternative courses of action that are to be implemented if
events disrupt a planned course of action.
 Types of Plan
• Organizational Scope Plans

• Business/divisional-level plans—focus on one of the

organization’s businesses (or divisions) and itscompetitive
position.

• Unit/functional-level plans—focus on the day-to-day operations

of lower-level organization units; marketing, human resources,
accounting, and operations plans (production).

• Tactical plans—division-level or unit-level plans designed to

help an organization accomplish its strategic plans.
 Elements of Planning
• Written statement of mission or purpose
• Philosophy
• Objectives or goals
• Detailed management or operational plans
• Policies
• Procedures
• Standards
• Protocols
• Characteristic
• Activities