1. Management Functions Planning Miss Samah Ishtieh 4/21/2018

2. Controlling Management Process Directing Management Process Organizing
Planning
Organizing
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3. Planning
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4. Planning What to do How to do it When to do it and Who to do it
Planning is deciding in advance,
What to do
How to do it
When to do it
and Who to do it
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5. Planning
The process of selecting and developing the best course of action to accomplish an objective
Planning is the Keystone of all other management functions
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6. Planning Requirements
Specific Objectives
Mission Statement
Objective
Operations
Evaluate the Environment
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7. Evaluate the Alternatives
Select Best Course of Action
* Develop a General Plan
- Within Resource Constraints
Must be kept up to date
A Plan Answers:
WHY?
WHERE?
WHAT?
HOW?
WHO?
WHEN?
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8. Purposes of Planning
1. It leads to success in achieving goals and objectives. 2. It gives meaning to work 3. It provides for effective utilization of available personnel and facilities. 4. It helps in coping with crisis situations.
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9. Purposes of Planning
5. It is cost effective. 6. It is based on past and future, thus helping reduce the element of change. 7. It can be used to discover the need for change. 8. It is needed for effective control.
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10. To those one can add:
1. It supports the development of vision for the nursing organization. 2. It creates strategic alternatives adaptable to a readily changing environment. 3. It leads to selection of strategies based on sustainable competitive advantage. 4. It can be used to evaluate change.
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11. Planning Process Planning process has five steps.
Step 1. Establish objectives.
Step 2. Analyze situation/create planning premises.
Step 3. Determine alternative course of action
Step4. Evaluate alternatives
Step 5. Choose and implement plan
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12. Elements of Planning The planning function requires managers
to make decisions about four fundamental elements of plans.
Objectives.
Actions.
Ressources
Implémentation.
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13. Elements of planning Actions Implementation Objectives Resources
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14. Actions are the specified, preferred means to achieve the objectives
Objectives: are integral to plans because they specify future conditions that the planner deems satisfactory.
Actions are the specified, preferred means to achieve the objectives
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15. Resources are constraints on the course of action.
A plan should specify the kinds and amounts of resources required, as well as the potential sources and allocation of these resources.
Implementation involves the assignment and direction of personnel to carry out the plan.
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16. Dimensions of planning
According To
Format
Time
Span
Usage of
Plan
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17. (1) According to format Descriptive State in words (What and how)
Budget
State in
Numerical
terms
Graphic
State in chart
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18. Dimensions of planning
According to format
Descriptive plans, state in words what is to be achieved and how.
Plans stated in numerical terms called Budget.
Graphic plans shows what is to be achieved and how in chart.
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19. (2) According to time span
Short
Range plans At
the unit level
(One day to One year)
Intermediate By
middle manager
(One to Five years)
Long
Top manager
( 5 to 15 years )
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20. (3) According to usage of plan
Standing plans
Program
Time one time project
Repeated use plans
Policies, procedures
& rules
Used repeatedly
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21. Standing plans : Programs, established to lay out in an orderly fashion all the steps in a major time one-time project.
Repeated use plans: In contrast standing plans that are made to be used repeatedly as the need arisen, such as policies, procedures and rules.
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22. Strategic planning
Strategic planning is a continuous systematic process of making risk taking decisions today, the greatest possible knowledge of their effects on the future, organizing efforts necessary to carry out these decisions, and evaluating results of these decisions against expected outcome through reliable feedback mechanism.
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23. Strategic planning A clear statement of the organizations' mission.
2. The determination of the agency's stakeholders and the determination of their assessment of the agency's strategy's purpose and operations.
3. The delineation of the agency's strategic goals and objectives, typically in a 3-5 year plan
4. The development of strategies to achieve goal.
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24. Phases of strategic Planning Process
The mission and creed المذهب
Data collection and analysis
Assess strength and weakness
Goals and objectives
Strategies
Timetable
Operational and functional plan
Implementation
Evaluation
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25. Planning Hierarchy Mission Philosophy Goals Objectives Policies
Rules
Mission
Policies
Objectives
Procedurs
Goals
Philosophy
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26. Mission
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27. Mission
- The purpose or mission is a brief statement identifying the reason that an organization exist and its future aims or function.
- This statement identifies the organizations consistency and addresses its position regarding ethics, principles, and standard of practice. .
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28. Mission Most nursing service exist to:
Provide high quality nursing care to client.
Encourage teaching and research
In - service education
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29. Philosophy
A written statement that sets out values, concepts ,and believes that pertain to nursing administration
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30.
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31. The philosophy The philosophy is abstract.
It describes a vision and gives direction to achieving the purpose.
It provides the basis for developing nursing philosophies at the unit level and for nursing service, as a whole.
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32.
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33. The Organizations Philosophy Statement:
The philosophy flows from the purpose or mission statement and delineates the set of values and beliefs that guide an action of the organization
A statement of philosophy is defined as an explanation of the systems of beliefs, concepts, and principles of an organization. It serves as a guide for and explanation of actions.
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34. Nursing Service Philosophy
It may be described as an intentional chosen set of values and purposes that is the basis for determining the means to accomplish nursing objectives.
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35. Nursing service philosophy should address:
Fundamental beliefs about nursing and nursing care
The quality, quantity, and scope of nursing services
How nursing will meet organizational goals.
Frequently, the nursing service philosophy draws on the concept of holistic care.
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36. Example
The vision of nursing at Hospital is based on respect for the individuals’ dignity and worth. We belief that all patients have the right to receive effective nursing care .
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37. Goals & Objectives Goals and objectives are the end results
toward which the organization is working.
All philosophies must be translated into specific goals and objectives.
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38. To set objectives for employees to make their performance acceptable
it is imperative to use the following guidelines
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39. Guidelines for setting Objectives
To set objectives, it is imperative to use the following guidelines:
1. Select key performance area for performance.
2. Be specific if possible.
3. Set challenging objectives.
4. Keep objective area in balance.
5. Objectives should be measurable
6. Involve employee in setting objectives
7. Follow up.
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40. Goals and Objectives
A goal may be defined as the desired result toward which the organization is working.
Although goals somewhat global in nature, should be measurable and ambitious, but realistic.
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41. Objectives
Objectives are similar to goals in that motivate individuals to a specific end, and are explicit measurable, observable and obtainable.
However, objectives are more specific and measurable than goals because they identify how and when the goals are to be accomplished
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42. Objectives They are the fundamental strategy of an institution.
The objectives of each work unit are used for :
1. establishing priorities, strategies, plans, work assignments and
2. the allocation of resources.
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43. Objectives should have: 1. time frame, 2. be behaviorally stated,
3. be objectively evaluated, and
4. identify positive rather than negative outcome
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44. Objectives
Objectives can focus either on the desired process or the desired outcome.
Process objectives are written in terms of the method to be used, e.g. "All patients will be oriented to the call light at the time of admission."
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45. Objectives
Result-focused objectives specify the desired outcome e.g. " All postoperative patients will perceive a decrease in their pain levels following the administration of prenatal pain medication.
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46. Examples
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47. Goal All registered nurses will be proficient in the administration of intravenous fluid
Objectives All registered nurses will complete a training course “IV Therapy certification” within one month of beginning employment . The hospital will bear the cost of this program.
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48. Polices & Procedures
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49. Polices & Procedures
Policies and procedures are two functional elements of an organization that are extension of the mission statement .
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50. Policies
Policies are statements or instructions that direct organizations in their decision making.
A policy is a guideline that has been formalized
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51. Policies
Written rules that are derived from mission statement and together determine the nursing systems of the work unit and department of nursing .
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52. Four categories of Policies :
* Those that apply to patients.
* Those that apply to personnel.
* Those that apply to environment in which patient receive care and in which personnel work and
* Those that apply to relationships with other departments or disciplines
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53. and flexible so they can be applied to different conditions .
Policies should be comprehensive, stable,
and flexible so they can be applied to different conditions .
Consistency is important, because inconsistency introduces feelings of bias, and unfairness.
Policies should be written and understandable.
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54. Expressed policies may be oral or written.
Oral policies are more flexible than written ones and can be easily adjusted to changing circumstances.
However, they are less desirable than written ones because they may not be known.
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55. Once the policy is written, they are readily available to all in the same form; their meaning cannot be changed by word of mouth.
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56. When policies are written, the purpose, philosophy, goals, and objectives should
serve as guides.
Once a policy has been stated and approved, it is applied.
Continuing surveillance to determine that the policy is understood and applied is important.
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57. Procedures
Procedures are plans that have been reduced to a sequence of steps of required action.
Procedures are descriptions for how to carry an activity.
Procedures identify the process or steps needed to implement a policy and are generally found in manual at the unit – level of the organization.
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58. Good procedures can result in time and labor savings.
Procedures are detailed directions for action that provide step – by step directions and method for common situations
Procedures manuals provide a basis for orientation and staff development and are a ready reference for all personnel.
Good procedures can result in time and labor savings.
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59. Writing procedures demands a consistent format that considers the:
Definition
Purpose
Materials needed
Steps of the procedure
Expected results
Precautions
Nurse; patient; and physician responsibilities
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60. Rules
Rules and regulations are plan that defines specific action or non – action.
Generally included as part of policy procedure statement, rules describe situations that allow only one choice of action.
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61. Barriers to implementing the planning hierarchy
Lack of knowledge and skills about how to plan.
Lack of understanding about the external
environment's impact on planning
Inadequate unorganized support.
Inappropriate use of plan and overt resistance to change by individuals
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62. Too much or not enough detail in planning activities.
Plans used to control rather than inspire or lead
Without adequate planning the manager finds, getting started difficult and begins to manage by crisis
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63. Poor Planning Poor planning results in:
Disorganized and uncoordinated activities
Wasting time and money
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64. Managers Tend to Neglect Planning
Poor planning results in disorganized and uncoordinated activities, thus wasting time, labor, and money, but since thinking is often more difficult than doing, many managers, tend to slight planning. It is very tempting to forget thinking about the future in order to get busy performing a task or solving present work problems. The result is frequently unsatisfactory.
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65. Without adequate planning
Finally
Without adequate planning
the manager finds , getting started is very difficult
and begins to manage by crises
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66. Thank you
The End
The End
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