NURSIN

MANAGEME
G
NT
FUNCTIONS
 1 PLANNIN
G
1.Principles of Planning
2. Characteristics of
planning
3. Planning process

PRESENTATIO 4.Types of Planning

5.Elements of Planning
N AGENDA 2 ORGANIZIN
G
1.Organizational theories
and principles
2. Organizational Structure
3. Staffi ng

3 DIRECTING/
LEADING
1.Delegation
2. Motivation
3. Scientific decision
making
4. Conflict Management
5. Change management
6.Time Management
PLANNIN
G
1 PLANNING

Planning may be defined as as deciding in advance what to do; who is to

do it; and how, when, and where it is to be done.
Planning is an intellectual process of making decisions and it aims to
achieve a coordinate and consistent set of operations aimed at desired
objectives.
Henri Fayol (1841–1925) defines planning as making a plan of action to
provide for the foreseeable future.
The first element of management
 PURPOSE OF
PLANNING IN
NURSING
To increase the chance of success
Best use of resources - Cost
effective
Forces analytical thinking and improves
decisions To orient people to action
To avoid crisis in nursing management
To increase employee involvement and improves
communication
 PLANNING MODES
REACTIVE INACTIVIS PREACTIVIS PROACTIVE/
PLANNIN M M INTERACTIVE
G Inactivists seek the Utilize PLANNING
Reactive planning technology to Consider the past, present,
status quo, and
occurs after a accelerate and future and attempt to
they spend their
problem exists. change and are plan the future of their
energy
preventing
Because it is done change future oriented. organization rather than
and
in response to a Unsatisfied with the react to it.
maintaining requirementisfor proactive
crisis, this type of past or present, pre- Adaptability a key
conformity . planning.
planning can lead activists do not
When changes do Occurs, then, in
to hasty value experience
occur, they occur anticipation of
decisions
and and believe that the changing
slowly and needs or to
mistakes. future is always promotewithin an
incrementally. growth
preferable to the organization.
present.
PRINCIPLE
S
OF
PLANNIN
G
 Planning must focus
1 Planning should be pervasive
on purposes.
6 activity the entire organization
covering

Planning is a continuous
2
and iterative process
7 Planning must be
precise

3 Planning should be
In planning the provision should
simple 8 be
made to use all available
resources
In planning, there should be a
4
good harmony with Planning should always
9
organization be
documented
5 Planning is hierarchical in
nature
 1. Planning is looking
into the future
2. Planning involves
predetermined line
of
action
3. Planning discovers
the best alternative
out of available
many alternatives
4. Planning requires
considerable CHARACTERISTIC
time for
implementation
S OF
PLANNING
5. Planning is a
continuous process
6.Planning's object is to
achieve predetermined
objectives in a better way.
7.Planning integrates
various activities of
organization.
8.Planning not only selects
the objectives but also
develops
procedures policies program
to achieve
the
and
objectives. CHARACTERISTIC
S OF
PLANNING
9. Planning is required at
all levels of
management
10. Planning is an inter-
dependent process which
coordinates the various business
activities.
11. Planning directs the
members of the
organization.
Growth and
organization
12. prosperity
depends upon of
any
planning. CHARACTERISTIC
S OF
PLANNING
 IN A NUTSHELL, A
WELL- DEVELOPED PLAN
MUST BE:
1. With clearly-worded objectives, including desired results
and methods for evaluation.
2. Be guided by policies and /or procedures affecting planned
action.
3. Indicate priorities.
4. Develop actions that are flexible and realistic in terms of
available personnel, equipment, facilities and time.
5. Develop a logical sequence of activities.
6. Include the most practical methods for achieving each objective
7. Pervade the whole group.
 PLANNIN
G
PROCES
1
S
Analysis of the health situation
Write-up the formulated
5
plan
Establishment of goals and
2
objectives Programming and
6
implementation
3 Assessment of resources
7 Evaluation

4 Fixing Priorities
T Y P E S OF STRATEGI OPERATIONA
1 2
C L PLANNING
PLANNING

PLANNING

STRATEGI
C Strategic planning forecasts the
PLANNIN future success of an organization
by matching and aligning an
G organization's capabilities with its
external opportunities.
"An ongoing, future- Generally, complex organizational
oriented, values-based plans that involve a long period are
process that empowers an referred to as long range or
organization and its members strategic plans.
to identify action strategically
necessary to accomplish its
mission in an ever-changing
and diverse environment.
 Summary oF Phases
oF Strategic Planning
Process
PHASE 1: The Mission and the Creed - Develop statements that
define the work, the aims, and the character of the division of nursing.
PHASE 2: Data Collection and Analysis - Collect and analyze data
about the health-care industry and nursing.
PHASE 3: Assess Strengths and Weaknesses - Define those
factors from the data analysis that influence the management of the
division of nursing
PHASE 4: Goals and Objectives - Write realistic and general
statements of goals.
PHASE 5: Strategies
 Summary oF Phases
oF Strategic Planning
Process
PHASE 6: Timetable - Develop a timetable for accomplishing each
objective.
PHASE 7: Operational and Functional Plans - Provide guidelines
or general instructions that lead the functional and operational nurse
managers to develop action plans to implement the goals and
objectives.
PHASE 8: Implementation
PHASE 9: Evaluation - Provide for formative evaluation reports before,
during, and after the operational plan is implemented.
T Y P E S OF STRATEGI OPERATIONA
1 2
C L PLANNING
PLANNING

PLANNING

OPERATIONA
L Operational plans are
PLANNING everyday working
management plans developed
Operational management is the from both long- range
organization and directing of the
objectives and the strategic
delivery of nursing care. It
planning process and short
includes such planning as creating
a budget, creating an effective
range or tactical plans. All
organizational structure that aspects of an operational plan
encompasses a quality monitoring are based on goals and their
process, and directing nurse achievement.
leaders, an administrative staff, and
new programs.
 A

ELEMENT
S OF
PLANNING
The Planning
Hierarchy
 A

VISIO MISSION
N
Vision statements are used to
describe future goals or aims of an The mission statement is a brief
organization. statement identifying the reason
that an organization exists.
It conjures up a picture for all
group members of what they It identifies the
want to accomplish together. constituency organization’s and
position addresses its
An organization will never be principles, regarding ethics, and
greater than the vision that guides practice. standards
it. of
 A

PHILOSOPH GOALS &

OBJECTIVE
Y
The philosophy flows from the purpose
or mission statement and delineates S
the set of values and beliefs that
guide all actions of the organization. Goals and objectives are the
It is the basic foundation that directs ends toward which the
all further planning toward that organization is working.
Objectives are similar to goals in
mission.
that they motivate people to a
The organizational philosophy
provides the basis for developing
specific end and are explicit,
nursing philosophies at the unit level measurable, observable or
and for nursing service as a whole. retrievable, and obtainable.
 A

POLICIES &
PROCEDURE RULES
S
Policies are plans reduced to
statements or instructions that
Rules and regulations are plans
that define specific action or
direct organizations in their nonaction.
decision making.
Existing rules should be enforced to
Procedures are plans that establish keep morale from breaking down
customary or acceptable ways and to allow organizational
of accomplishing a specific task structure
and delineate a sequence of
steps of required action.
 A

VALUE
S
Organizational values are the
guiding principles that provide an
organization with purpose and
direction. They help
manage companies their
interactions
both customers and with
employees.
 Is
about
predicting
B FORECASTI the future
possible,
as given
accurately th
of
all
informatio
NG
as e
n
available

Planning and forecasting is the managerial process of

mapping out corporate actions based on past and
Forecasting should be
present data trends. an integral part of the
Forecasting encompasses everything from high level decision-making
corporate plans to strategic plans, to operational, HR, activities
expense, capacity, sales and operational, balance of
management, as it role
play an important can
sheet, profitability, capital, cash flow planning and in many areas of a
more. company.
Some may be long term while others are short term.
Plans often use forecasts in order to inform
the decision making process.
GANTT
CHART

useful for planning and scheduling

projects useful w h e n working with
multiple projects
help monitor the project’s progress
and stay on track
help plan out the tasks that need to be completed and
allocating resources
Advantage: the ability to review projects that are
progressing in a timely fashion
 A financial
plan
that include
estimate s
C BUDGETIN d
as incomeasfor
expenses
a period ofwell
G time.

Types of Budget:

Workforce or personnel budget is the largest of the bu d g e t

expenditures because health care is labor intensive. (manpower
budget)

Operating budget refl ects expenses that ch an ge in response to the

volume of service, such as the cost of electricity, repairs an d
maintenance, an d supplies.

Capital budgets plan for the purchase of lands, buildings or major

equipment, wh ich include e q u ip me n t that has a long life (usually
greater than 5 to 7 years).
 1 Direct nursing
Costing of costs

Nursing cost
of
cost of
supplie
Care nurse
labor
s used

Services
Health care facilities are
compelle to re- n ow
2 Indirect nursing
d examine of thei costs
develop approaches r
meth ods care delivery occupanc
creative control an
to y
expected h ig h levelproviding
cost of thed equipmen
quality. t
while
 1 Lack of

Barriers 2
leadership
Inability to plan or

to inadequate planning

Lack of c o m m i t m e n t to

Planning
3
the planning process

4 Inferior
information
Focusing on the present at
5
the expense of the future

Concentrating on
6
controllable variables
ORGANIZIN
G
 2 ORGANIZING

Organizing determine what task are to be done, who is to do these, how

the tasks are to be grouped, who reports to whom, and what decisions are
to be made.

It is a form of identifying the roles and relationships of each

staff on order to delineate specific tasks or functions that will
carry out organizational plans and objectives.

Process of identifying and grouping the work to be performed,

defining and delegating responsibility and authority and establishing
relationships for the purpose of enabling the people to work more
effectively together in accomplishing objectives.
 ORGANIZATIONAL THEORY
AND
B U R E AU C R A C
Y
German social scientist is known as the father of
organizational theory. Generally acknowledged to have
developed the most comprehensive classic formulation of the
characteristics of bureaucracy

There must be a clear division of labor.

A well-defined hierarchy of authority must exist in
which superiors are separated from subordinates.
There must be impersonal rules and impersonality
of interpersonal relationships.
A system of procedures for dealing with work situations
must exist.
A system of rules covering the rights and duties of each
position must be in place. MAX
Selection for employment and promotion is based on WEBER
technical competence.
ORGANIZATIONA
L
STRUCTURES
DEPICTS AND IDENTIFIES R O L E S AND
EXPECTATIONS, ARRANGEMENT OF POSITIONS,
AND WORKING RELATIONSHIPS.
Formal structure, Informal structure is
departmentalization, and work generally a naturally
division provide a framework forming social network of
for defining managerial employees.
authority, responsibility, and
accountability. It is the informal structure
that fills in the gaps with
Roles and functions are connections and
defined and systematically relationships that illustrate
arranged, different people how employees network
have differing roles, and with one another to get
rank and hierarchy are work done.
evident.
 Matrix organization structure
TYPE focuses on both product and function.
Function is described as all the tasks

S required to produce the product, and the

product is the end result of the function.

Bureaucratic organizational Flat/Horizontal Organization

designs are commonly called Decentralized type
line structures or line Applicable in small organization
organizations. Nurses become productive and
directly involved in the decision-
Ad hoc design is a modification of making skills
the bureaucratic structure and is Workers become satisfied
sometimes used on a temporary
Functional Organization permits
basis to facilitate the completion of
a specialist to aid line position
a project within a formal line
within a limited and clearly defined
organization.
scope of authority
MATRIX
ORGANIZATION
STRUCTURE
F L AT
ORGANIZATIO
NAL DESIGNS
Organizational
Chart
The organization chart defines formal
relationships within the institution.
It depicts the formal organizational
relationship, areas of responsibility and
accountability, and channels of
communication.
Depicts an organization’s structure.
MANAGERIAL L E V E L S
STAFFIN
G Pro c e s s of a s s i g n i n g c o m p e t e n t p e o p l e to
fulfi ll t h e roles d e s i g n a t e d for t h e
organizational s t r uct ure t h ro u g h
re cr ui tm e nt , selection, a n d d e v e l o p m e n t

The leader- m a n a g e r recruits, selects, places,

a n d i n d o c t r i n a t e s p e r s o n n e l to a c c o m p l i s h
t h e goals of t h e organization.
 STAFFIN Staffi ng Pattern
G plan that

PROCES
1.Preparing to Recruit – types
articulates h o w
m a n y a nd what
and
S a Staff –
n u m b e r of personnel
2.Attracting kind of staff are
formal advertisement needed/shift or
3.Recruiting and Selecting a per day in ►unit
Staff – interview ►induction or in
►orientation
► department.
► job order ►pre-
e m p lo y m e nt testing
►signing of contract
 TWO WAYS OF DEVELOPING
ATAFFING
S
PAT T E R N
Determine the # Determine the
1 2
of nursing care nurse-patient
hours ratio in
needed/patient providing
Generating the full- nursing care
time equivalents of FTE – measure of
an employee work c o m m i t t e d of
full time employee
CONSIDERATION
S IN STAFFING
PATTERN
BENCHMARKIN
G
Management tool for
seeking out the best SKILL
practice in one’s
industry so as to
improve one’s
MIX
performance. percent or ratio of
Process of measuring professionals to
products, practices and non- professionals
services against best
performing organization Ex: 4 0 FTE (20 R N
as atool for identifying
+
desired standards of
organizational 20 n o n RN) = 50%
performance. RN
 HISTORICAL
INFORMATIO STAFF
N SUPPOR
Review of any data on T
quality or staff Staff support is in place
perception regarding for the operations of
the effectiveness of the the units or
previous staffing pattern departments.
SCHEDULIN A timetable showing planned work
days and shifts for nursing personnel.

G
ISSUES TO SHIFTING VARIATIONS FORTY HOUR
CONSIDER IN WEEK LAW –
Traditional Shifting
SCHEDULING BASED ON
Patterns
STAFF: RA5901
1. Patient type 3 shift (8 hr No work, no
shift)
and pay Entitled to
12 hr shift
acuity 2- week sick
10 hr shift
2. Number of leave and off
Weekend option
patients duty for 2 days
Rotating work shift
3. Experience of Special
Self-scheduling – staff
Staff Holidays –
makes their own
4. Support with pay
schedule Permanent work
available to
shift Floaters – “on-call”
the staff
DIRECTING/
LEADING
 DIRECTING/
LEADIN
G
It is where managers tell their personnel what to do, how to do it,
and when to have it completed. They assign roles and
responsibilities, set standards, and define expectations.

Directing includes supervision and guidance so that in doing their job

well, nurses can maximally contribute to the organization’s goal in
general and into nursing service objectives in particular.

Directing includes delegation of work to be performed, motivation of

the members of the organization, utilization of scientific
decision-making, management of conflict, change, time, and
supervision of personnel.
1 DELEGATIO
N
The assignment of authority to another person (normally from a
manager to a subordinate) to carry out specific activities.

Difficult leadership skill

Critical skill for nurses

PRINCIPLES
D
OFE L E G AT I
ON

Select the right person to whom the job is to be

delegated. Delegate both interesting and uninteresting
tasks
Provide subordinates with enough time to
learn. Delegate gradually
Delegate in advance
Consult before delegating
 S T R AT E G I E S
T Y P E S OF FOR
D E L E G AT I S U C C E SS F U L
ON D E L E G AT I O N
Plan ahead
Select capable personel
Formal Delegation - Communicate goals
delegation that is part of the clearly Set guidelines and
organization's structure monitor progress
Monitor role and
Informal Delegation - it
provide guidance
is something that is not
Evaluate performance
formally required to be done
Reward accomplishment
 COMMON
DELEGATION
ERROR
S
Under-Delegating

Over-Delegating

Improper

Delegating
2 MOTIVATIO
N
An action that stimulates an individual to take a course of action,
which will result in an attainment of goals, or satisfaction of certain
material or psychological needs of the individual.

Motivation is a powerful tool in the hands of leaders. It can

persuade convince and propel people to act.
 Achievement
Motivation
TYPES OF Affi rmation
MOTIVATIO Motivation
N Competence
Motivation Power
Motivation Attitude
Motivation Incentive
Motivation
 Strategies in
Creating a
Motivational
Climate
Have a clear expectations for workers and communicate
effectively. Be fair and consistent when dealing with all
employees.
Be a firm decision-maker.
Develop a teamwork/team spirit.
Integrate the staff's needs and wants with the
organization‘s interest and purpose.
Know the uniqueness of each employee.
Remove traditional blocks between the employee and the work to
be done.
 Strategies in
Creating a
Motivational
Provide opportunities for growth.
EncourageClimate
participation in decision-making.
Give recognition and credit.
Be certain that employees understand the reason behind decisions and
actions.
Reward desirable behavior
Allow employees to exercise individual judgment as much as
possible. Create a trustful and helpful relationship with employees.
Let employees exercise as much control as possible over their work
environment.
 3
SCIENTIFI
DECISION
C
MAKING
It is defined as the scientific process of making decisions based on
evidence and data by adopting a systematic approach, instead of
decisions based on intuition or trial-and-error.
It helps managers make an informed decision to reduce the
consequent risks associated with the decision.
DECISIO
N
LEVEL
The decisions are usually taken at 3 levels.

S The decisions are concerned with general direction, long-term

Strategic level - these types of decisions are at the highest level.

goals, philosophies, and values. The decisions are the least

structured and most imaginative and with the most uncertain
outcome.

Tactical level – these decisions support strategic decisions. They

tend to be medium-range with moderate consequences.

Operational level – these are everyday decisions. They are made

with little thought. They are made with little thought and are
structured. Their impact is immediate and short-term.
Methods of 1 Set Objectives

Scientific 2 Gather data

Decision
Making 3 Analysis of
data
Select a strategy / make
4
a decision

Implement and review the

5
decision
 4
CONFLIC
MANAGEMENT
T
Conflict in nursing is a disagreement or argument — spoken or
unspoken
— that may arise between two or more individuals because of opposing
viewpoints, goals, preferences, values or beliefs. Generally, the sources of
conflict in nursing are:
Other nurses
Patients
Physicians
Patients' family members
Managers or nurse
leaders
Conflict Management
the action that nurse administrators and
nurses take to mediate or solve issues
between people that cause disharmony in
the workplace.
Common Methods Nurses May
Use For Resolving
ConFlicts
Accommodating
Avoiding
Collaborating
Compromising
Confronting and
Competing
 WHAT ARE 5 TIPS FOR MANAGING
CONFLICTS IN A HEALTHCARE
SETTING?
Here are five tips they can incorporate into their conflict resolution
process:

Acknowledge that there is a conflict.

Listen attentively to identify and understand the
problem. Refrain from being judgmental.
Ask thought-provoking questions to ascertain the facts
and probe for
solutions.
Stay calm, focus on a resolution, and demonstrate confidence in your
decision.
 5
CHANG
MANAGEMENT
E
Itistheprocessofmakingchangesinadeliberate,planned,and systematic
manner.

Change Theories

There are several change theories that nurse leaders may adopt when
implementing change. Two traditional change theories are known as
Lewin’s Unfreeze-Change-Refreeze Model and Lippitt’s
Seven-Step Change Theory.
LEWIN’S CHANGE
MODEL
Kurt Lewin, the father of social psychology, introduced the classic
three-step model of change known as the Unfreeze-
Change- Refreeze Model which requires prior learning to be
rejected and replaced. Lewin’s model has three major concepts:
driving forces, restraining forces, and equilibrium.

Step 1: Unfreeze the status quo. Unfreezing is the

process of altering behavior to agitate the equilibrium of the
current state. This step is necessary if resistance is to be overcome
and conformity is achieved.

Step 2: Change. Change is the process of moving to a

new equilibrium.

Step 3: Refreeze. Refreezing refers to attaining equilibrium

with the newly desired behaviors.
Lippitt’s Seven-Step Change Theory expands on Lewin’s
change theory by focusing on the role of the change agent. A LIPPITT’S
change agent is anyone who has the skill and power to SEVEN- STEP
stimulate, facilitate, and coordinate the change effort. Change
agents can be internal, such as nurse managers or employees
CHANGE
appointed to oversee the change process, or external, such as an THEORY
outside consulting firm.
Step 1: Diagnose the problem.
Step 2: Evaluate motivation and capability for change.
Step 3: Assess the change agent’s motivation and resources,
experience, stamina, and dedication.
Step 4: Select progressive change objectives.
Step 5: Explain the role of the change agent to all employees and
ensure the expectations are clear.
Step 6: Maintain change.
Step 7: Gradually terminate the helping relationship of the change
agent
6
TIM
MANAGEME
E
NT
Time management is the process of
organizing and planning how to divide
your time between different activities
Time-management strategies
for nurse leaders

Self Assessment
Preparing in Advance
Tackling Projects
Controlling Meetings
Confronting
Distractors Taking
care of Yourself Be a
Good Time Manager
 7
SUPERVISIN
G
It is defined as the authoritative direction of the work of one’s subordinates.
It is based on their hierarchical organization in which each level of
subordinate to the one immediately above it and subject to its orders.
It is also the cooperative relationship between a leader and one or more
persons to accomplish a particular purpose.

Supervision is a kind of teaching which involves, advising, helping, inspiring

leading, and liberating.
 Functions of
supervision in
Directing
Orientation of newly posted staff
Assessment of the workload of individuals and
groups Arranging for the flow of materials
Coordination of efforts
Promotion of eff ectiveness of workers and social
contact. Helping individuals cope
Facilitating the flow of
communication. Raising the level
of motivation Establishment of
control
Development of
confi dence Emphasis on
achievement Record
keeping
THAN
K
YOU!
Have a
great day
ahead.