Professional Documents
Culture Documents
03 Planning
03 Planning
UNIT-III
PLANNING
INTRODUCTION
DEFINITION
Planning is a process of determining the objectives of administrative effort and
devising the means calculated to achieve them.
(Millet)
Planning is a process of setting formal guidelines and constraints for the behavior of
the firm.
(Assoff and Brundinharg)
IMPORTANT OF PLANNING
PRICIPLES OF PLANNING
1
Mr. Channabasappa. K .M
Planning should be simple and there should be provision for proper analysis and
classification of actions.
In planning there should be a good harmony with organization and environment.
Planning is hierarchical in nature.
Planning should cover entire organization with all its departments, sectors and
different levels of administration and it should be balanced.
Planning must be precise in its objectives, scope and nature.
In planning the provision should be made to use all available resources.
Planning should be always documented
MISSION OR PURPOSES
NATURE OF PLANNING
1. Planning is goal oriented: Every plan must contribute in some positive way towards
the accomplishment of group objectives.
2. Primacy of planning: Planning is the first of the managerial functions. It precedes all
other management functions.
3. Pervasiveness of planning: Planning is found at all levels of management.
4. Efficiency, economy and accuracy: Efficiency of plan is measured by its
contribution of the objectives as economically as possible. Planning also focus on
accurate forecast.
5. Co-ordination: Planning co-ordinates the what, who, how, where and why of
planning, without co-ordination of all activities, we cannot have united efforts.
6. Limiting factors A planner must recognize the limiting factors (Money, manpower
etc.) and formulate plans in the light of these critical factors.
7. Flexibility: The process of planning should be adaptable to changing environmental
conditions.
8. Planning is an intellectual process: The quality of planning will vary according to
the quality of the mind of the manager.
2
Mr. Channabasappa. K .M
CHARACTERISTICS OF PLANNING
1. Planning is goal-oriented.
a. Planning is made to achieve desired objective of business.
b. The goals established should general acceptance otherwise individual efforts
& energies will go misguided and misdirected.
c. Planning identifies the action that would lead to desired goals quickly &
economically.
d. It provides sense of direction to various activities. E.g. Maruti Udhyog is
trying to capture once again Indian Car Market by launching diesel models.
2. Planning is looking ahead.
a. Planning is done for future.
b. It requires peeping in future, analyzing it and predicting it.
c. Thus planning is based on forecasting.
d. A plan is a synthesis of forecast.
e. It is a mental predisposition for things to happen in future.
3. Planning is an intellectual process.
a. Planning is a mental exercise involving creative thinking, sound judgement
and imagination.
b. It is not a mere guesswork but a rotational thinking.
c. A manager can prepare sound plans only if he has sound judgement, foresight
and imagination.
d. Planning is always based on goals, facts and considered estimates.
4. Planning involves choice & decision making.
a. Planning essentially involves choice among various alternatives.
b. Therefore, if there is only one possible course of action, there is no need
planning because there is no choice.
c. Thus, decision making is an integral part of planning.
d. A manager is surrounded by no. of alternatives. He has to pick the best
depending upon requirements & resources of the enterprises.
5. Planning is the primary function of management / Primacy of Planning.
a. Planning lays foundation for other functions of management.
b. It serves as a guide for organizing, staffing, directing and controlling.
c. All the functions of management are performed within the framework of plans
laid out.
d. Therefore planning is the basic or fundamental function of management.
6. Planning is a Continuous Process.
a. Planning is a never ending function due to the dynamic business environment.
b. Plans are also prepared for specific period f time and at the end of that period,
plans are subjected to revaluation and review in the light of new requirements
and changing conditions.
c. Planning never comes into end till the enterprise exists issues, problems may
keep cropping up and they have to be tackled by planning effectively.
3
Mr. Channabasappa. K .M
COMPONENTS OF PLANNING
Objectives
Objectives are basic plans which determine goals or end results of the projected
action of an enterprise. By setting goals, objectives provide the foundation upon which
structure of plan can be built.
Policies
Policies are written statements or oral understanding. Realization of objectives is
made easy with the help of policies, policies provide standing solutions to problem.
Procedures
Procedures indicate the specific manner in which a certain activity is to be
performed.
Programme
Programmes are necessary for both repetitive (routine planning)and non-
repetitive (creative planning) course of action.
Budget
Budgets are plans continuing statements of expected results in numerical items.
4
Mr. Channabasappa. K .M
Purpose or
Mission
Objectives
Strategies
Procedure
Rules
The planning process cannot be effective unless the types of plans are properly
understood. It is easy to see that a major program, such as one to build and equip a new
factory, is a plan. But a number of other courses of future action are also plans. In fact plan
can encompass any course of future action, which clearly shows that plans are varied. They
are classified and illustrated as a hierarchy.
1. Purpose or Missions
The mission or purpose identifies the basic function or task of an enterprise or agency
or of any part of it every kind of organized operation has, or at least should have if it is to
meaningful, purposes of mission.
In every social system, enterprises have a basic function or task, which is assigned to
them by society.
The purpose of a business is generally the production or distribution of goods or
services.
The purpose of the courts is the interpretation of law and their application.
The purpose of a university is teaching, research, consultancy and training.
While a business may have a social purpose of producing and distributing goods and
services, it can accomplish this by fulfilling a mission of producing certain lines of products.
Hallmark, which has expanded its business beyond greeting cards, defines its mission
as “The social expression business.
5
Mr. Channabasappa. K .M
2. Objectives
Objectives or goals are the ends towards which activity is aimed and every organization
strives hard to achieve them. They represent not only the end point of planning of
management i.e. organizing; staffing, leading and controlling are aimed. While enterprise
objectives are the basic plan of the firm, departments also have its own objectives. its goals
naturally contribute to the attainment of a business might be to make a certain profit by
producing a given a line of home entertainment equipments, while the goal of manufacturing
department might be to produce the required number of color television sets of given design.
3. Strategies
The term strategies usually has a competitive implication, managers increasingly use it
to reflect broad area of an enterprise operation.
The term strategies can be explained as
General programs of action and development of resources to attain comprehensive
objectives.
The program of objectives of an organization and their changes, with a focus on
resources used to attain these objectives and policies governing the acquisition used
and disposition of these resources.
The determination of the basic long term objectives of an enterprise, the adoption of
courses of action and allocation of resources necessary to achieve these goals.
A firm also has to decide on its growth goals and its desired profitability. A strategy
might include such major policies as marketing directly rather than through distributors or
concentrating on proprietary products or having a full line of autos, a general motors decided
to have many years ago.
The purpose of strategies then is to determine and communicate, through a system of
major objectives and policies, a picture of the kind of enterprise that is envisaged. Strategies
however do not attempt to outline exactly how the enterprise is to accomplish its objectives.
4. Policies
Policies are also plans in that they are general statements or understanding that guide
or channel thinking in decision making. Not all policies are statements; they are often merely
implied from the actions of managers. The president of a company may strictly follow
perhaps for convenience rather than a policy the practice of promoting from within, the
practice may be interpreted as policy and carefully followed by subordinates.
Policies can be defined an area within which a decision is to be made and ensure that
the decision will be consistent with and contribute to an objective.
Policies ordinarily exist in all levels of the organization, ranging from major company
policies through major department policies to minor policies applicable to the smallest
segment of the organization. They may be related to functions or merely to project.
5. Procedure
Procedures are plans that establish a required method of handling future activities.
They are guides to action, rather than to thinking and they detail exact manner in which
certain activities must be accomplished. They are chronological sequence of required action.
6
Mr. Channabasappa. K .M
Procedures often cut across department lines. e.g. in a manufacturing company, the
procedure for handling orders will almost certainly involves the sales department, the finance
department, the accounting department, the production department and the traffic department.
Company policy may grant employees vacation, procedures established to implement
this policy will provide for scheduling vacations to avoiding disruption of work, setting
methods rates of vacation pay, maintaining records to assure each employee of a vacation and
spelling out the means for applying for a vacation.
6. Rules
Rules spell out specific required actions or non actions, allowing no discretion. They
are usually the simplest type of plan.
Rules are different from policies or procedures. It is unlike procedures in that they
guide action without specifying a time sequence. In fact a procedure might be looked upon as
a sequence of rules. A rule however may or may not be part of a procedure but a procedure
governing the handling of orders may incorporate the rules that all orders must be confirmed
the day that are received. This rule allows no deviation from a stated course of action. It does
not interfere with the rest of the procedure in any way, for handling orders. It is comparable
to a rule stating that all fractions of weight of over half an ounce are to be counted as a full
ounce or that receiving inspection must count or weight all materials against the purchase
order.
7. Programs
Programs refer to set of clear instructions in a clear and logical sequence to perform a
particular task. They explain how to carry out a given course of action. They are ordinarily
supported by budgets. The programs may be as major as an airlines program for acquiring a
$400 million fleet of jets or implementation of the 10th five year plan (2002-07) by the
government of India. Or they may be as minor as a program formulated by a single
supervisor to improve the morale of workers in a parts manufacturing department of a farm
machinery company.
All the programs call for coordination and timing as the failure of any part of this
network of support plans means delay for the major programs.
8. Budgets
A budget is a statement of expected results expressed in numbers. In fact, the
operating budget, expressed in terms of revenues and expresses, is often called a profit plan.
A budget may be expressed either in financial terms or in terms of labor hours, unit of
products, machine hours or any other numerically measurable parameters. It may be an
expense budget, it may be capital expenditure budget or it may cash budget.
Although a budget usually implements a program, it may in itself be a program. One
company in extreme financial straits installed an elaborate budgetary control program
designed not only to control expenditure but also to install costs consciousness in
management. One of the major advantages of budgeting is that it makes people plan, because
budget is in form of numbers, it forces precision in planning.
7
Mr. Channabasappa. K .M
Budget varies considerably in accuracy, detail and purpose. Some budget vary
according to organizations levels of input, these are flexible budget. government agencies
often develops program budget.
8
Mr. Channabasappa. K .M
2. Establishing objectives
Establish objective for the entire enterprise and then for each subordinate work unit.
This is to done for long term as well as long term range. Objectives specify the expected
results and indicate the end points of what is to be done. Where the primary emphasis is to be
placed, what is to be accomplished by network of strategies, policies, procedures, rules,
budgets and programmes.
3. Developing premises
Developing premises, certain assumptions about the future on the basis of which the
plan will be ultimately formulated. Planning premises can be classified as under
a) Internal and external premises
Premises may exist within and outside the company. Important premises are
skill of the labor force, other resources and abilities of the organization in the form of
machines, money and methods. External premises include population growth, political
stability, sociological factors and government policies.
b) Tangible and intangible premises
Tangible premises are those which can be quantitatively measured. Population
growth, capital and resources all are tangible premises whose quantitative measurement is
possible.
Political stability, sociologic factors, attitudes, philosophies and behaviour of the
owners of the organization all are intangible premises whose quantitative measurement is not
possible.
c) Controllable and non controllable premises
Because of the presence of uncontrollable factors, there is need for the
organization to revise the plans periodically in accordance with current developments.
Some of the examples of uncontrollable factors are strikes, wars, natural
calamities, emergency, legislation etc. Controllable factors are those which can be controlled
and normally cannot upset well thought out calculations of the organization regarding the
plan. Eg. Are skill of the labour force, attitude and behavior of owners.
6. Selecting course
This is the point at which the plan is adopted the real point of decision making. An
analysis and evaluation of alternative course will disclose that two or more are advisable and
the manager may decide to follow several courses rather the one best course.
9
Mr. Channabasappa. K .M
TYPES OF PLANNING
Planning may be classified as,
Directional planning
It is often called policy planning and is concerned with the broad general direction of
the programme.
Eg:state level planning at directorate or secretarial of states or union.(centre).
Administrative planning
It is concerned with the overall implementation of the policies developed and with the
mobilization and coordination of the personnel and material available in the
administrative unit for the effectuation of the service.
Eg:Medical superintendent of major hospital are responsible for administrative
planning.
Operational planning
It is concerned with the actual delivery of the service to the community.
Operational or short range planning is undertaken by middle or supervisory level
personnel.it involves,
Planning for a few months to a financial year.
Planning for details budgeting and short range goods and achieved with in given
period.
Extensional aspect of long range plan.
Eg:Nursing personnel of all level are planning to deliver proper service to the community
either in hospital or community.
Strategic planning
Usually strategic and long range planning is undertaken by the top level, which
involves,
→Detail analysis of strength,weakness,oppournities and threats (SWOT)of
organization both internal or external environment.
→Developing philosophy and formulation of policies and objectives.
→Allocation of resources on the basis of priority
→Evaluation of activities to increase efficiency.
→Providing proper direction to avoid duplication of services.
10
Mr. Channabasappa. K .M
Forms of Planning
1.Strategic planning
It involves deciding what the major goals of the entire organization will be and
what policies will guide the organizations in its pursuit of these goals. The organization relies
heavily on external information i.e. estimates of costs, technological developments.
2.Tactical planning
It involves deciding specifically how the resource of the organization will be used
to help an organization to achieve its strategic goals.
PLANNING PROCESS
11
Mr. Channabasappa. K .M
Assessing
planning
environment
Evaluation
e and Data collection
replanning and data
analysis
Participatory
plan
Task formulation
adoption
and plan
implementa Plan
ti-on authenticati-on
ADVANTAGES OF PLANNING
Planning leads to more effective and faster achievements of any organization.
Planning gives strength to the business or service for its continuous growth and
steady prosperity.
Planning secures and ensures unity of purpose, direction and effort by focusing
attention on objectives. it avoids duplication of services.
Planning has unique contribution towards the efficiency of other managerial
functions.
Planning provides the basis for control in an organization.
Planning serves as an integral part of other administrative functions. it ensures
order and control and determines appropriateness and flasibility of actions in
terms of cost effectiveness and quality control.
DISADVANTAGES OF PLANNING
It depends up on facts and information ,reliable information is not possible.
Planning may lead to internal inflexibilities and procedural rigidities.
It is a time consuming and expensive process.
12
Mr. Channabasappa. K .M
Meaning
The program evaluation & review technique (PERT) was developed by the Special
Projects Office of the U.S. Navy and applied to the planning &control of the Polaris Weapon
system in 1958. It worked then, it still works; and it has been widely applied as a controlling
process in business & industry.
Definition
“PERT is a network system model for planning and control under uncertain conditions.
It involves identifying the key activities in a project, sequencing the activities In a flow
diagram, and assigning the duration of each phase of the work.”
PERT recognizes that certain tasks must be completed before the total project can be
completed and furthermore ,that subtasks must be completed before others can be started.
The key events are identified, labeled or numbered and labeled on the flow chart. The
activities that cause the progress from one event to another are indicated by arrows, with
the direction of the arrow showing the direction of the work flow.
PERT also deals with the problem of uncertainty with respect to time by estimating the
time variances associated with the expected time of completion of the subtasks. Three
projected times are determined.
►Optimistic time (to), which estimates the completion time without complication.
►The most likely time (tm), which estimated the completion time with normal problems.
►Pessimistic time (tp), which estimates the completion time given numerous problems.
13
Mr. Channabasappa. K .M
2 6
9
1
3
5 8 10
4 7
PERT model indicate that ,subtask 1 must be completed before 2,3 and 4 can be
done.2,3 and 4 before 5, 5 before 6 and 7.6and 7 before 8,6 before 9,8and 9 before 10.
If the optimistic time is 2 weeks, the most likely time 4 weeks, and the pessimistic
time 6 weeks, the expected time is,
te=2weeks+4(4 weeks)+6 weeks = 24 weeks = 4 weeks
6 6
USES
Why should nurse managers use the PERT system for controlling?
1. It forces planning and shows how pieces fit together.
2. It does this for all nursing line managers involved.
3. It establishes a system for periodic evaluation & control at critical points in the
program.
4. It reveals problems & is forward- looking.
5. PERT is generally used for complicated & extensive projects or programs.
6. Many records are used to control expenses and otherwise conserve the budget.
These include personnel staffing reports, overtime reports, monthly financial reports and
others. All these reports should be available to nurse managers to help them monitor,
evaluate, and adjust the use of people and money as a part of the controlling process.
3. GANTT CHARTS
Early in this century Henry L. Gantt developed the Gantt Chart as a means of
controlling production. It depicted a series of events essential to the completion of a project
or program . It is usually used for production activities.
Figure shows a modified Gantt chart that could be applied to a manager nursing
administration program or project. The 5 major activities that the nurse administrator has
identified are segments of a total program or project.
It could be applied to a project such as implementing a modality of primary nursing or
implementing case management.
These are possible nursing actions for a project:
1. Gather data
2. Analyze data
3. Develop a plan
4. Implement the plan.
5. Evaluation, feedback, and modification
Gantt chart are highly developed schedules that allow one to visualize multiple tasks
that have to be done. A Gantt chart is a grid with colums labeled tasks.
Assigning responsibility ,and time frame which may be
minuts,hours,days,weeks,monhs,years or decades, depending on the longevity of the project.
A line is drawn through the time frame which a task is in process. An „x‟ is put at the point
where that task is completed.
A person is told on Monday that a report is due Friday at 4 pm.The person needs to
collect information ,type the report on the computer, revise the report and submit it. The
person will use 3 days to collect the information and 1 day to type or word process it,
incubates the ideas over night, do any revision needed Friday morning and submit the report
Friday afternoon.
15
Mr. Channabasappa. K .M
4. Management by objectives
The management process also involves evaluation, (through a mechanism of checks and
balances), to ensure control over long range and short range plans.
Definition: Objectives may be used as a basis upon which a formal evaluation is made in the
management system known as management by objectives (MBO).
The purpose of using goals or objectives is to
Set out clearly what direction your work should take and what specific
accomplishments (outcomes) are expected within a given period of
time.
In other words the objectives serve first as a guide to the planning of
your work and later as a guide to evaluating your work.
Problem solving is done to deal with a specific problem or situation.
Setting goals is done to plan future work.
Thoughts:
MBO is both a philosophy and a method of management encompassing planning and
evaluation.
Introduced by Peter Drucker in 1954, MBO was designed to improve employee
morale and productivity.
It incorporates the assessments of both the employee and the organisation.
MBO is an excellent method to appraise the performance of RN in a manner that
promotes individual growth and excellence in nursing.
MBO is a management system in which each member of the organisation effectively
participates and involves himself. (This system gives full scope to the individual
strength and responsibility).
It creates self control and motivates the manager into action before somebody tells
him to do something.
Features of MBO:
1. An attempt is made by the management to integrate the goals of an organisation and
individuals. This will lead to effective management.
2. MBO tries to combine the long range goals of organisation with short range goals.
3. Management tries to relate the organisation goals with society goals.
4. It pays consistent attention to refining, modifying and improving the goals and
changing the approaches to achieve the goals on the basis of experience.
5. It increases the organisational capability of achieving the goals at all levels.
6. MBO‟s emphasis is not only on goals but also on effective performance.
7. A high degree of motivation and satisfaction is available to employees through MBO.
(Recognises the participation of employees in goal setting process).
8. Encourages a climate of trust, goodwill and a will to perform.
Key concepts:
MBO results in better organisational planning.
MBO provides a mechanism for establishing measurable goals through an
organisation.
MBO emphasizes self control rather than managerial control of employee behaviour
and stresses team work.
Employees establish individual standards of performance and expected outcomes
based on organisational goals.
Goals are formulated at all levels: organisational, departmental, unit and individual.
MBO is a three step process:
writing clear, concise, measurable objectives;
developing a plan to meet the objectives and
evaluating the plan at predetermined times and taking corrective action if
necessary.
Aims of MBO:
To identify goals, aims, objectives of the organisation.
To attempt to achieve the defined goals by giving individual managers, supervisors
and other sub goals or targets related to major goals.
To make assessment of the degree of achievement of goals or target set.
To give advice if requested or if it seems necessary, to the subordinates to help keep
him on right track. (A fair degree of security should be given and the subordinates
should not be left in ignorance of his performance).
Steps in MBO:
Employee or supervisor meet and agree on the principles, duties and responsibilities
of employee‟s job.
The employee sets short term goals and target dates in cooperation with the manager
or supervisor.
Both parties agree upon the criteria that will be used for measuring and evaluating the
accomplishment of goals.
Regularly more than once in a year, the employee and supervisor meet to discuss the
progress.
The manager‟s role is supportive assisting the employee to reach goals by
coaching/counselling.
During appraisal process, the manager determines whether the goals have been met by
the employee.
The entire focus is on outcome/results and not upon the personal traits.
Process of MBO:
The MBO process is characterised by the balance of objectives of the organisation and
individual. The process of MBO is given below:
1. Defining organisational objectives: initially, organisational objectives are framed by
the top level employees of an organisation. Then it moves downwards. The definition
of organisational objectives states why the business is started and exists. First, long
term objectives are framed. Short term objectives are framed taking into account the
feasibility of achieving the long term objectives.
2. Goals of each section: objectives of each section, department or division are framed
on the basis of overall objectives of the organisation. Period within which these
objectives should be achieved is also fixed. (Goals or objectives are expressed in a
meaningful manner).
3. Fixing key result areas: eg, profitability, market standing, innovation etc., fixed
based on organisational objectives and arranged on a priority basis. It indicates the
strength of the organisation.
4. Setting subordinate objectives or targets: the objectives of each subordinate or
individual are fixed. There should be a free and frank discussion between the superior
and his subordinates. Subordinates are induced to set standards themselves by giving
an opportunity.
5. Matching resources with objectives: The objectives are framed on the basis of
availability of resources. If certain resources (technical personnel or raw material) are
18
Mr. Channabasappa. K .M
19
Mr. Channabasappa. K .M
Advantages :
MBO is a well known approach to plan and evaluate the work done in organizations.
It is usually described as a tool for managers.
MBO can be used by any individual or group at any level of organisation.
It can be used as a total system of management throughout the organisation including
financial management. (but this requires a real commitment to the purposes and
philosophy of MBO that does not always occur).
If it has been used as a total management system at all levels within the organization,
the objectives should actually be set before individual departments are
even organized.
The objectives set at various levels throughout the organisation, and
then determine how work should be organized and what work has the
highest priority.
They serve as a planning guide and encourage goal directed behaviour rather than
random activity. (They can also help people avoid getting so caught up in the daily
routine that they lose sight of their long term goals).
It helps the managers to understand their role in the total organisation.
Systematic evaluation of performance is made with the help of MBO. (MBO gives the
criteria of performance. It helps to take corrective action).
Delegation of authority is easily done with the help of MBO. (The responsibility of a
worker is fixed through MBO).
Decision is taken by the management very quickly. (The reason is that each worker
knows the purpose of taking a decision and does not oppose the decision).
The practice of MBO helps the manager attend to job enrichment. (MBO motivates
the workers by job enrichment and makes the job meaningful).
It can direct attention and energy where they are most needed and in this way, help
people to set priorities and be more productive.
The mutually agreed upon objectives become a means for communicating expected
standards of work and help each staff member sort out what needs to be done. (Well
written objectives can clearly communicate what everyone is expected to
accomplish).
Disadvantages:
Depending on the way in which it is used, MBO can be either a useful management
system or just another imposition on the staff‟s time and energy
MBO can be a meaningless exercise if the objectives are not used after they are
written. (The quality of the objectives usually deteriorates under such circumstances,
leading to further illusionment and eventual abandonment of the system).
The objectives will become an overly demanding and rigid standard, appearing to
staff as a punishment rather than as a guide.
When MBO is used in an authoritarian manner, it becomes an additional set of
controls over employees and is quickly perceived as such.
The objectives may become a source of unrealistic demands, especially if goals are set
higher and higher each year.
20
Mr. Channabasappa. K .M
They may also become a threat when used as an evaluative tool without initial
discussion and acceptance by the employee.
MBO can be rigid and confining and can result in unfair evaluations.
The program can also become an empty, time consuming routine (if the objectives are
not meaningful or if people do not take them seriously and use them).
Application to nursing:
Most health care organisations operate under some form of MBO because it provides
an effective and consistent method of performance evaluation.
a procedure, a technique, and a method for nurse managers who seek ways to
challenge themselves and their staff to see and contribute to the overall mission of the
21
Mr. Channabasappa. K .M
Writing objectives:
Most of your objectives will be congruent with the goals of the system in which you
are working. But when changes are needed, your objectives may be deliberately in conflict
with some of your team‟s organisational goals.
The time set for completing the objectives depends on the nature of the work being planned,
the proportion of the work day set aside to work on the objectives. And other factors that will
affect the speed with which the work can be done. Common time frames used in most health
care organizations are one month, three months, six months and one year.
When objectives are used as a part of a formal system of management, they are
written not only for individual employees but also for larger work groups, including
committees, departments and the organisations as a whole.
Level Objective
individual staff nurse complete a course in infection control in the home health care
setting.
Nursing team review all cases for the past 6 months in which occurrence of
infection is documented.
Nursing supervisors update all policies and procedures r/t infection control.
Home health agency reduce incidence of infection in current agency caseload.
Individual objectives:
If your organisation uses MBO, you may be given a set of objectives, asked to write
your own objectives, or asked to write them with your immediate supervisor.
The first method increases motivation and encourages self management.
22
Mr. Channabasappa. K .M
The second is non participative, discourages self management, reduces motivation, and
primarily be a means of control.
Whether or not you have an employer who uses MBO, you can develop your own objectives
to guide career planning and professional growth.
The following is an example.
Imagine that you have begin working in a new position in a critical care unit. For the
first few weeks, your primary objectives would be to learn the new job and become acquinted
with the people with whom you are working and the organization in which now you are
working.
At the end of 3 months, you feel more comfortable with the work that you are doing
and have also become familiar with the informal ways of working within this particular
organisation. At this point you can either go along with the routines of the job and accept
whatever changes in assignment are made for you or you can decide on the direction you
would like to see your career take and set objectives for yourself that will take you in that
direction.
If you decide to set your own course, there are several Q‟s to ask yourself:
1. How can I improve my practice?
2. What do I want to gain from this position?
3. What do I want to be doing a year from now?
4. What do I want to be doing five years from now?
The specific objectives that you write will depend on your answers to these questions,
your overall goals, and your current position.
Both short term and long term objectives are helpful.
For eg., you may want to learn how to assemble, use, and adjust the new respirator that is
going to be used on your unit within the next month. This would be short term objective.
You may also want a protocol for the use of the new respirator by the end of the month,
implement full use of the respirator in 3 months, and complete an evaluation of its
effectiveness in 6 mts or a year.
Long term goals may need to be broken down into steps.
For eg., a year from now you may want to have completed a course to become a critical
specialist in critical area.
You can develop a timeline to follow in working toward this long term objective as follows.
1 month: obtain information about courses and programs available.
3 months: complete application to selected program.
6 months: begin course in critical care nursing.
1 year: complete first course.
It may take more than one year to complete your LT objective or goal to complete an entire
clinical specialist program.
The short term objectives serves as check points on your way to your long term objective.
It is also important for the health care teams to develop a set of objectives, b/c they can very
easily become immersed in their daily routines and lose sight of future goals or directions for
improvement and change.
The following list is one example:
1. Increase the no of complete discharge plans.
2. Invite people from other agencies to client oriented conferences.
3. Plan, organize and initiate a support group for families of developmentally disabled
children.
4. Design a new crash cart system to decrease current response time.
5. Revise outpatient chemotherapy procedures to decrease waiting time and increase
patient comfort.
Implementing objectives:
Once the objectives and timeframes have been determined, the next step is to carry
out the work indicated. The objective itself defines the general action and the expected
outcome but does not tell you exactly how to go about carrying out the action.
For eg., the health care team objective of including people from other agencies in client
oriented conferences tells you that people should be invited but it does not tell you exactly
which people, how many people, how to extend the invitation.
Evaluating outcomes:
Evaluation of accomplishments is based on the degree to which this outcome was met.
This outcome may/ may not have been very specifically described in the objective.
For eg, one of the health care team objectives was to increase the number of completed
discharge plans. If 25% of the discharge plans were completed before setting this goal, then
an outcome of 50% now completed would indicate that the objective had been met. However
if the objective stated that all (100%) of the discharge plans would be complete, then a 50%
completion rate would not have fulfilled the objective.
The degree to which the individual or work group has control over all of the factors that
affect the fulfilment of the objective is a source of concern.
24
Mr. Channabasappa. K .M
5. VENTURE PLANNING
Venture Planning
It is not about writing a Business Plan. Sometimes a business plan is not needed.
Venture Planning does not require detailed funding, source analysis, professional opinions,
entity formation or detailed market analysis. Venture Planning is development of a means of
comparing various business models, usually through financial modeling to answer the
following questions:
Which venture concept produces the most sales, the best margins, the highest net
profit and the lowest breakeven?
Which model requires the least investment by entrepreneurs and others?
Which concept requires equity as opposed to debt financing?
Which produces the highest "Return on Investment" and the best liquidity?
Which model requires the entrepreneur to give up the least equity?
Identify and quantify the risks involved with execution of each model.
According to Porter-O’ Grady (2003), the emerging realities for nursing practice for this
century will be;
o Mobility based on multiple settings
o Outcome driven
o Best- practice oriented
o Emphasized by technology and minimally invasive intervention
o User driven
o Health based
o Geared for early intervention
o Based on horizontal clinical relationships
26
Mr. Channabasappa. K .M
Selected and trained personnel will be assigned to compare expected results with
actual results for making corrections in all elements of plan and its implementation in
future.
27
Mr. Channabasappa. K .M
Change occurs over time, often fluctuating between intervals of change then a time of
settling and stability. Change management entails thoughtful planning and sensitive
implementation, and above all, consultation with, and involvement of, the people affected by
the changes. If you force change on people normally problems arise. Change must be
realistic, achievable and measurable. These aspects are especially relevant to managing
personal change.
Definition
Planning: “Planning refers to thinking ahead of time and formulation of preliminary
thoughts”.
Planned change: “Planned change entails planning and application of strategic
actions designed to promote movement towards a desired goal”.
“Planned change is a change that results from a well thought out and deliberates effort
to make something happen. It is the deliberate application of knowledge and skills by
a leader to bring about a change”.
Tappen, 1995
Change agent: “A change agent is one who generates ides, introduces the innovation,
and works to bring about the desired change”.
Change agent
A change agent is someone who deliberately tries to bring about a change or
innovation, often associated with facilitating change in an organization or institution. To
some degree, change always involves the exercise of power, politics, and interpersonal
influence. It is critical to understand the existing power structure when change is being
contemplated.
A change agent must understand the social, organizational, and political identities and
interests of those involved; must focus on what really matters; assess the agenda of all
involved parties; and plan for action. The change agent should have the following qualities;
The ability to combine ideas
The ability to energize others
Skills in human relations
Integrative thinking
Flexibility modify ideas
Persistent, confident and has realistic thinking
Trustworthy
Ability to articulate a vision, and
Ability to handle resistance.
The key principles driving the elements of the Change Management are:
1. Targeted Commitment Levels
2. Executive Ownership
3. Visible, sustained sponsorship
4. Deployment/Implementation Support and Monitoring
5. Employee Support
6. Post Deployment Preparation
Lewin (1951), identified 3 phases through which the change agent must proceed
before a planned change becomes part of the system. These changes are;
Unfreezing: - in this phase, the change agent unfreezes the forces that maintain a status quo.
It is the responsibility of the change agent- after thorough and accurate assessment- to
convince the people for the need to change. It is also possible that the people themselves are
discontented and aware of a need to change.
Moving: - in this phase agent identifies plans and implements appropriate change strategies
that the driving forces exceed restraining forces. Whenever possible the change should be
implemented gradually.
Refreezing: - in this phase, the change agent assists in stabilizing the system change so that it
becomes integrated and remains so.
PLANNED CHANGE
Identify the problem or opportunity: - opportunities demand change as the problems, but
most managers overlook these opportunities. Change is often planned to close performance
gap, a discrepancy between the desired and the actual state of affairs.
Collect data: - once the problem or opportunity is clearly defined, the change agent collects
data needed. This step is important to the later success in the planned change.
Analyze data: - collecting good data is important, but it‟s as important to analyze the data in
to useful information to make important decisions.
Plan the change strategy: - anxiety about the change should be minimized. There is a need
to plan the resources required and establish feedback mechanism to evaluate the progress in
the change by setting goals with specific time frames and identifying indicators for
evaluation.
Implement change: - the plans are put in to motion. Interventions are designed to gain
necessary compliance. The change agent create supportive climate, acts as energizer, obtain
and provide feedback and overcome resistance.
Evaluate effectiveness: - the established operational indicators are monitored and the extent
of success and failure is determined and explained.
29
Mr. Channabasappa. K .M
2. Normative- re-educative:
This is based on the assumption that group norms are used to socialize individuals.
The success of this approach often requires a change in attitude, values, and/ or relationships.
This strategy is most used when the change is based on culture and relationships within the
organization. The power of the change agent, both positional and informal, becomes integral
to the change process.
3. Power- coercive:
This approach is based on power, authority, and control. Desired change is brought
about by political or economic power. It requires that the change agent have the positional
power to mandate the change. The outcome of change is often based either on follower‟s
desire to please the leader or fear of the consequences for not complying with the change.
This strategy is effective for legislated changes, but other changes using this strategy are
often short- lived.
30
Mr. Channabasappa. K .M
Lack of shared vision Lack of widespread involvement, input, and Normative- re-
ownership of change will cripple a change educative strategy
effort.
Lack of adequate Involving individuals in planning gives a sense Rational- empirical
planning of control and decreases their resistance to and normative- re-
change. educative strategies
Lack of trust Trust in the change agent and ability of self to Rational- empirical
bring about change is necessary. and normative- re-
educative strategies
Resistance to change Co-operation and involvement of the whole Normative- re-
team will only bring effective and lasting educative strategy
changes.
Poor timing or Poor timing and lack of planning can fail to Introducing change
inadequate time bring desired change. at a time when
planned people are ready to
change guarantees
success
Fear that power, Every change represents potential for loss to Normative- re-
relationships, or someone. educative strategy
control will be lost
Amount of personal Sometimes change is desired, but people are Slow the change
energy needed for not willing to do what is necessary to effect process and give
change may be great the change. time to catch- up
and energize
Types of changes
Hohn (1998) identified four different types of change: Change by exception, Incremental
Change, Pendulum Change and Paradigm Change.
Change by Exception: This occurs when someone makes an exception to an existing
belief system. For instance, if a client believes that all nurses are bossy, but then
experiences nursing care from a much modulated nurse, they may change their belief
about that particular nurse, but not all nurses in general.
Incremental Change: A change that happens so gradually, that an individual is not
aware of it.
Pendulum Changes: Are changes that result in extreme exchanges of points of view.
Paradigm Change: Involves a fundamental rethinking of premises and assumptions,
and involve a changing of beliefs, values and assumptions about how the world
works.
31
Mr. Channabasappa. K .M
32
Mr. Channabasappa. K .M
• Phase 3:Assess the resources and motivation of the change agent(commitment the
change, power, and stamina)
• Phase 5: Ensure the role and responsibility of the change agent is clear and understood
(communicator, facilitator, and subject matter expert.
• Phase 7:Gradually remove the change agent from the relationship, as the change
becomes part of an organizational culture.
Identify “change agents” and engage people at all levels in the organization.
Ensure the message comes from the top, and executives and line managers are
“walking the talk.”
Help management avoid attempts to short circuit the change management process.
34
Mr. Channabasappa. K .M
Foster change in people‟s attitudes first, then focus on change in processes, then
change in the formal structure.
Manage both supporters and champions, as well opponents and possible detractors.
Accept that all people go through the same steps – some faster, some slower – and it
is not possible to skip steps.
Build a safe environment that enables people to express feelings, acknowledge fears,
and use support systems.
CONCLUSION
Change is an inevitable in any organization with advancement of science and
technology and revolution in information systems, a nurse manager is constantly confronted
with new challenges. Change should not be viewed as a threat but as a challenge or chance to
do something new and innovative. Change should only be implemented for good reasons.
BIBLIOGRAPHY:
1) Dr. Rebecca Samson (2009), “leadership and management in nursing practice and
education” jaypee brothers medical publishers (p) Ltd; Bangalore.
2) http://changingminds.org/disciplines/change_management/planning_change/planning_
change.htm
tp://books.google.co.in/books?id=EUZj3K2lwT0C&pg=PA53&lpg=PA53&dq=planni
ng+new+venture-+
35
Mr. Channabasappa. K .M
7. INNOVATIONS IN NURSING
INTRODUCTION:
The scope of change in health care has been enormous and the rate at which change
occurs continues to accelerate. Today‟s technology and therapeutics were inconceivable even
a few decades ago. The growth of health care profession has been influenced by those new
technologies and therapeutics, but there are many new technologies and therapeutics and
other influencing factors and forces.
Innovations can occur at all levels of an educational organization. Nursing education
has growth through innovations.
MEANING OF INNOVATION:
The term innovation means a new way of doing something. It may refer to
incremental, radical, and revolutionary changes in thinking, products, processes, or
organizations. A distinction is typically made between invention, an idea made manifest, and
innovation, ideas applied successfully.
(Mckeown, 2008)
Innovation is generally considered as successful introduction of a new thing or
method. Innovation is the embodiment combination or synthesis of knowledge in original,
relevant, valued new practice, process or service.
The term innovation in nursing may refer to both radical and incremental changes in
thinking, in thing, in process or in services. Invention that gets out into world is innovation.
The goal of innovation in nursing is positive change to make someone or something better.
DEFINITION
36
Mr. Channabasappa. K .M
AIM OF INNOVATION:
The aim of innovation is positive change, to make someone or something better.
Innovation leading to increased productivity is the fundamental source of increasing wealth in
an economy.
GOALS OF INNOVATIONS:
1. Improved quality
2. Creation of new markets
3. Extension of the product range
4. Reduced labour costs
5. Improved production processes
6. Reduced materials
7. Reduced environmental damage
8. Replacement of products/services
9. Reduced energy consumption
10. Conformance to regulations
These goals vary between improvements to products, processes and services and dispel a
popular myth that innovation deals mainly with new product development. Most of the goals
could apply to any organisation be it a manufacturing facility, marketing firm, hospital or
local government.
Sources of Innovation:
Manufacturer innovation – where an agent (person or business) innovates in order
to sell the innovation.
End-user innovation - where an agent (person or company) develops an
innovation for their own (personal or in-house) use because existing products do not meet
their needs.
TYPES OF INNOVATIONS:
Four types of innovations widely accepted are as follows-
Product innovations;
Change in things (products/services) which an organization offers.
Process innovations:
Changes in the way in which things are created and delivered
Position innovations:
37
Mr. Channabasappa. K .M
Change in the context in which the products and services are introduced.
Paradigm innovations:
Change in the underlying mental models which frame what the organization does.
INNOVATION PROCESS:
The innovation process has four steps.
Idea creation:
The first step in process of innovation is idea creation. Thus an idea regarding
new thing or the new way of doing something forms the base of any
innovation.
Initial experimentation:
After the idea has been used found out it is initially used on the trial basis in
organization. The effects or the change is then evaluated.
Feasibility determination;
Once the effects have been evaluated on the practice it‟s feasibility is
determined. It includes finding out it‟s cost effectiveness, availability,
accessibility, and universality.
Final application
Thus after the innovation is evaluated on all aspects, it is applied to the
discipline, if found effective.
INNOVATIVE PROCESS IT INCLUDES
Critical thinking
Curious
Actively explores their environment
Investigate new possibilities
Entertains the fantastic
Takes risks
Peripatetic
Self accepting
Makes new connections
Tolerates ambiguity
Committed to learning
Balances intuition and analysis
Situationally collaborative
Formally articulates
Resilient
Persevering
Flexible/adaptive
Reflective
Playful and humorous.
DIFFUSION OF INNOVATIONS
Once innovation occurs, innovations may be spread from the innovator to other
individuals and groups. This process has been proposed that the life cycle of innovations can
be described using the 's-curve' or diffusion curve. The s-curve maps growth of revenue or
productivity against time. In the early stage of a particular innovation, growth is relatively
slow as the new product establishes itself. At some point customers begin to demand and the
product growth increases more rapidly. New incremental innovations or changes to the
product allow growth to continue. Towards the end of its life cycle growth slows and may
39
Mr. Channabasappa. K .M
even begin to decline. In the later stages, no amount of new investment in that product will
yield a normal rate of return.
The s-curve derives from an assumption that new products are likely to have "product
Life". i.e. a start-up phase, a rapid increase in revenue and eventual decline. In fact the great
majority of innovations never get off the bottom of the curve, and never produce normal
returns.
INNOVATION IN NURSING:
About ways to innovate the service or any procedures is then any unmet need in your
working place to improve operations .New innovation in nursing of teaching from traditional
classroom setting ,technology based setting and clinical setting and culturally diversity in
the classroom and the use of multimedia and video technique.
When we think of innovation system, we need to move beyond the focus which includes:
regulatory bodies
political organization
public research
financial institution labor force soul
1. A definite purpose: to be success, there should be definite aim and purpose. Work
out objectives and it should be clear.
2. Initiative
3. Knowledge of facts
4. Self confidence
5. Persistent efforts.
40
Mr. Channabasappa. K .M
41
Mr. Channabasappa. K .M
The project discussed here centers on the perception of nursing students in four types
of nursing program. It serves as a call to encourage further implementation and
Evaluate of innovative educational strategies.
Background nursing education is in the midst of transformation influenced by a
number of factors including wide spread use of technologies ,the serious shortage of
nurse faculty and the realization today‟s are diverse group with multiple learning
styles.
Faculties are challenged to capture the attention of the learner to focus on what the
learner knows and to engage students in their own individual learning experiences.
Simply imparting information through lectures through is not sufficient.
To create ways and services that is new in order to transform system.
It need long term challenging assumptions and values the outcome of innovation in
nursing is excellence in nursing practice.
The development of a culture that supports risk.
According to the U.S. Department of Education (2006) many of the nursing colleges
and universities have not embraced opportunities of newer teaching methods and content
delivery.
Nursing education today has changed radically through researches done recently.
Some of the key points include
42
Mr. Channabasappa. K .M
Students of nursing student‟s perceptions are limited to the educator‟s role. Teaching
behaviors, clinical experience and the difference between undergraduate and graduate
students in the use of technology. No studies were found that addressed that nursing
student‟s perception of faculty defined innovative learning experience.
The purpose of this study to attempt to understand the definition of innovation and
viewed and describe by nursing students. The perception of this students can help
conceptualize innovation and lead to creation of new strategies that take into account
unique programmed culture, values, bahaviors and believes.etc.
In nursing education the need exists for innovation to prepare nurses to change
environments and practice in new environments.
According to nursing and health magazines of nursing education prospective by
murray joyce p.stated that the latest report from the institute of medicine on pt safety
keeping patients safe.
Transforming the work environment of nurses is another effort to improve the quality
of health care.
43
Mr. Channabasappa. K .M
5. Delegating responsibilities.
6. Encouraging use of a creative problem solving process to solve unstructured
problems.
7. Encourage participation in decision-making and goal setting.
8. Providing immediate and timely feedback and task performance.
9. Providing the resources and support needed to get the job done.
Managing creativity
The nurse manager can encourage creativity through interpersonal relationship that
establishes trust.
Nurse Manager can plan to nourish activity in nursing personal by.
Noting creative abilities of these persons who develop new methods and
techniques.
Providing time and opportunity for people to do creative work. This can be
planned during the performance appraisal process.
Recognizing that those who are masters or experts in nursing worth in clinical
practice, teaching, research and management.
Recognizing that those who are masters or experts in nursing worth in clinical
practice, teaching, research and management.
Encouraging nursing personnel to become involved in nursing endeavors‟ at work
in the community in professional organizations, as well as under taking other
activities that increased knowledge and skills.
Encouraging risk taking and acceptance of personnel responsibility.
Planning for innovation
Measuring and rewarding management
Tailoring information
Expanding research and development in tools and techniques.
44
Mr. Channabasappa. K .M
45
Mr. Channabasappa. K .M
tentative solution is drawn. The solution so derived is implemented in that situation. After
implementation it is evaluated for its relevance.
Decisional approach
This is one of the most popular and common approach to deal with the problems. First
of all we have to state as to what is the desired result. After making definition of the problem,
various possible alternative of problem are sorted out. Then each alternative is evaluated from
the point of view of its suitability and relevance. The best alternative is selected and
implemented in a given situation. For any given situation several decisions can be made.
Creative approach
First step is to define the problem and decision makers study the information, people
and facilities involved and concentrate on interactions and outputs form the inputs. Creativity
and innovation of idea is given due consideration. This method uses the ability to develop
new ideas and implement them. The core theme is to create and apply new ideas. It present
new way of achieving the desired result without being prejudice.
Quantitative approach
Problem solving is done by construction of mathematical models. First define the
problem and construct the mathematical model and derive a solution from the model.
Evaluate the model as well as the solution drawn from the model and implement the solution
to solve the problem. the computer is of great help, when the mathematics is complex and
calculation are of large volume.
46
Mr. Channabasappa. K .M
47
Mr. Channabasappa. K .M
Failure of innovation:
The causes of failure have been widely researched and can vary considerably. Some
causes will be external to the organization and outside its influence of control. Others will be
internal and ultimately within the control of the organization.
Poor leadership
Poor organization
Poor communication
Poor empowerment
Poor knowledge and management
Common cause of failure within the innovation process in most organizations can be
distilled into five types:
Poor goal definition
Poor alignment of actions to goals
Poor participation in terms
Poor monitoring of results
Poor communicating and access to information.
CONCLUSION:
The term innovation in nursing may refer to both radical and incremental changes in
thinking, in thing, in process or in services. The goal of innovation in nursing is positive
change to make someone or something better. Every nurse has to contribute positively for
development and refining of innovations.
BIBLIOGRAPHY:
1. Mcconnell R.C, (2006), “Umiker management skills for the New Health Care
Supervisor”, 4th edition, Jones and Bartiet publishiers, USA, Pp; 38-92
2. Koonts H., (1998) “Essentials of Management”, 5th edition, Tata Mcgraw – Hill
publishing company limited, New Delhi, Pp : 308-11
3. Chatterjee S.S, (1996) “An introduction to Management, its principles and
techniques”, 12th revised edition, Published by world press private limited, culcutta.
Pp; 51-57
4. Robbins P.S, (2005), “Fundamentals of Management, Essential Concepts and
Applications”, 5th edition, published by person education, New Delhi, Pp; 274-77.
5. Bradshaw S., Lowenstein J., (2007). “Innovative strategies in nursing and related
health profession” (4th ed.).Jones and Bartlett, 43-55
6. Munickan F.J. (2006). “Innovation skills” Health action, 32.
7. Advances in health care technology (2006) Health action 4-20
8. http://www.informatics nurse.com/pubmed.
49
Mr. Channabasappa. K .M
INTRODUCTION
A hospital has to be successful, it must be built on the three sound principles, namely
good planning, good design and construction and good management Hospitals are the most
complex of building types. Each hospital is comprised of a wide range of services and
functional units. These include diagnostic and treatment functions, such as clinical
laboratories, imaging, emergency rooms, and surgery; hospitality functions, such as food
service and housekeeping; and the fundamental inpatient care or bed-related function.
DEFINITION OF HOSPITAL
According to WHO-
SCOPE OF HOSPITAL
Team approach
Contents of service
Coordination
Continuity of care
Integration
50
Mr. Channabasappa. K .M
FUNCTIONS OF HOSPITAL
Patient care
Out-patient services
b. Emergency department/casualty
d. Surgical facilities/OT
e. Patient room
f. Service area
h. Premature nursery
i. Isolation nursery
j. Peadiatric unit
m. Dental department/unit
n. Radiology department
o. Department of pathology/laboratory
q. Department of pharmacy
r. Laundry
s. Dietary Dept
u. Dept of Nursing
General standards
Main corridor should be 8ft in width & ceiling ht. of a minimum of 8ft
Emergency department/casualty
Trauma area which is the operating room that is routinely used for emergency
surgery or where the severally injured surgical cases are handled.
Examining and treatment rooms should be there for medical emergencies.
Splint and casting area for orthopedic cases
There are Observation beds for patients who need stay in the emergency
department.
Intensive care unit
ICU are designed equipped and staffed with specially trained and skilled personnel for
treating critical patients or those requiring specialized care and equipments.
The current trend is to designate 10% of the total beds of the hospital for ICU.
The Location is important the unit should be convenient for access from emergency,
respiratory therapy, radiology, surgery and other essential services.
SURGICAL FACILITIES/OT
Operation room should have a minimum clear area of 33.44sq. mts exclusive of
fixed cabinets and built in shelves.
Attention should be given to the planning of three basic zones-1.outer zones 2.the
intermediate zone and 3.the inner zone.
52
Mr. Channabasappa. K .M
PATIENT ROOM
1) The minimum size of one bed-room should be 11.61 sq. mts
3) Each room should have a window for ventilation and light as well as for
psychological wellbeing.
4) There should be adequate toilet facilities for patients in the multi bedrooms and the
general wards.
5) Each patient should have a separate looker and wardrobe for storing personal
belongings in multi bed rooms.
7) Patient beds should be placed parallel to the exterior wall in order that patients can
have not only visual conduct with the outside world.
8) The two bed rooms may be designed with booth the beds paralleling next to the wall
to make semi private room as nearly as possible like private.
SERVICE AREA:
The ideal place for the nurse‟s stations in the centre of the unit with a good view of
patients rooms, work area, the entrance to the unit in two more direction. Patients need to feel
secure and reassured particularly in the night duty. The maximum distance between nurses
station and any patient room should be 120 ft.
NEW BORN NURSERY
It should be located in a place that is convenient to post partum nursing unit and labour
delivery.
1) Glazed observation windows that will permit viewing of infants by visitors from the
public areas.
2) Minimum floor area should be 2.78sq mts (30sq) for each infant.
PREMATURE NURSERY-
Minimum of 12.19sq mts (40sq ft) space/incubator
ISOLATION NURSERY-
Minimum of 4.64-5.57sq mts(50-60sq ft) space/bassinets
PEADIATRIC UNIT
1. OPD should provide without any delay any condition. In pediatric clinics more
space have to be kept open to enable the clinic to accept a patient, without
appointments who present themselves with urgent conditions, ie. Many children‟s
53
Mr. Channabasappa. K .M
diseases are of sudden onset and it is important that the organization of childrens
OPD should enable children to be seen without delay.
2. Recreational facilities should be provided
3. Facility should be provided for mothers eg. Waiting room, feeding room
4. All equipment should be available in the ward
eg. Oxygen supply, suction machine etc.
Labour and delivery suite
i. Preparation room
LAUNDARY DEPT.
All hospital are concern with the dangers of cross infection and the need for usin only
sanitary germ free linen. So there is a need of an efficient mechanical laundary to ensure the
availability of germ free washed linen. Laundary is closely associated with nursing service.
DIETARY DEPT.
The purpose of the dietary services department in every hospital is the preparation of
nutritionally adequate, attractive meals. The goal of dietary service on hospital will include :
a. Optimum nutrition of the patient
b. The maintenance of moral
c. The dietic education of parents
d. The achievement of these goals with maximum effectiveness and resulting economy.
54
Mr. Channabasappa. K .M
f) Transport Department
g) Biomedical Department
h) Electrical Department
i) Maintenance Department
2. Gift Shop
3. Book Shop
4. Flower Shop
5. Stationary Shop
ACCOMODATION FACILITIES
a. Doctors Quarters
b. Nurses Quarters
c. Staff Quarters
d. Hostel
e. Guest Rooms
55
Mr. Channabasappa. K .M
b) There should be four lecture theatres in the college. One auditorium with seating
capacity of 500 and an assembly or examination hall having capacity of 400 seats.
There should be a Council/Seminar room and a student‟s common room.
c) Academic number of store rooms and toilets should be provided.
d) Each college should have a community oriented centre in a rural setting with
residential accommodation for 50 students.
Laboratories:
I. - Nursing Laboratories for Nursing
II. - Fundamentals 1
III. - M.C.H. 1
IV. - Nutrition 1
V. - Community Health Nursing 1
VI. - Microbiology
VII. - Physiology and Bio-chemistry
VIII. - Anatomy Lab-/Museum, At-least 1
Library
It should be easily accessible to staff and students. A reading room with sufficient space and
seating arrangement for 100 students with good lighting and ventilation should be available.
i. Upto-date reference books, text books, journals and daily newspapers should be
available and should also have at least a thousand professional books printed
within the last five years.
ii. There should be provision for:-
(a) Reference room
(b) Room for librarian and other staff
(c) Room for attendants and book binders.
(d) Microfilm reading room.
(e) Journal room.
(f) Audio-visual room.
iii. Besides these, there should be issue counter and catalogue space.
Offices:
Administrative:
1. Principal/Dean‟s Office
2. Room for P.A., Cash Counter, Accountant‟s room.
3. Visitors/waiting room.
4. Rooms for administrative Officer, Office Superintendent and ministerial staff
56
Mr. Channabasappa. K .M
57
Mr. Channabasappa. K .M
Teaching Staff:
Independent family accommodation should be available for all teaching staff according to
rules.
- Family accommodation for all wardens should be provided in the residential
quarters.
- There should provision for family quarters for essential ancilliary staff.
Transport:
There should be facilities for transport for staff and students to clinical areas including
community field.
At least a 25 seater mini bus should be available.
Parking places and Garages should be provided in the campus. There should be two field
cars/ jeep/ station wagon for rural field work.
CLINICAL FACILITIES
Hospital
The quality and variety of clinical material in the hospital/ field should be that
approved for a Medical College. It is essential that the treatment of the patients be of high
scientific quality based on careful clinical and laboratory findings, hospital records and charts
including doctor‟s and nurses, findings progress notes diagnosis and plants for treatment must
be at all times upto-date and available for study by the student nurse. It is possible to learn
good nursing only in the field where good nursing is practiced.
Staff for the Hospital:
1. The Nursing Superintendent: Should be a nurse with Master‟s Degree in Nursing with 10
years of experience in nursing of which 3 years experience in teaching and administration.
2. Joint/Deputy Nursing Superintendent: Master‟s Degree in Nursing with seven years of
experience of which 3 years teaching or administration ( minimum of two posts).
3. Assistant Nursing Superintendent/ Departmental Supervisor: Master‟s Degree in Nursing
with clinical specialization with 5 years experience of which two years experience in
teaching/ administration.
4. Assistant Nursing Superintendent/ Departmental Sister: One for each of the departments
e.g.
a. Medical Gynecology & Obstetrics
b. Surgical Psychiatry
c. Pediatrics Neurology etc.
d. O.P.D. I.C.U. & Emergency casually etc.
e. O.R. Burns and Re-constructive Surgery
f. Cancer and others, if exist.
58
Mr. Channabasappa. K .M
5. Head Nurse/Ward Sister: Should be a nurse with B.Sc. Degree in Nursing having 3 years
experience in Nursing. One for each Unit/ Ward having 25 or less patients. ( Ward should be
having not more than 25 patients).
6. Staff Nurses: Should be a registered nurse, registered midwife or equivalent to midwifery
for male nurses. The nurse-patient ratio should be 1:3 in special units like - - I.C.U., C.C.U.,
Neuro-surgery, Recovery room and other units nurse-patient ratio should be 1:1.
- There should be in service coordinator of the level of Assistant Nursing Superintendent/
Departmental Sister in each hospital.
- Provision should be made to appoint part-time nurse for service and teaching if full time
nursing personnel are not available.
Community
e) The activities of urban and rural health centres selected for Community Nursing
experience should be consistent with the learning experience desired for the students.
f) These centres should be well-established with legal responsibilities for service
independent of resources form the teaching institutions. • It is desirable that the
College adopts a sub-centre.
g) There should be a written agreement between the health agencies and the teaching
institutions which may be reviewed as and when desired, community health material
such as guide- lines, manuals and worksheets should be made available at the selected
centres.
h) Transport facilities should be available for both students and the staff.
i) Equipment and supplies for Quality Nursing Care
j) It is essential that the necessary facilities for practice quality nursing are supplied. The
wards must be provided with one duty room for nurses, ward kitchen, a place where
ward teaching groups may meet, a small but selected ward library, adequate provision
for efficient sterilization of equipment and adequate hand washing facilities for the
nursing as well as medical and domestic staff. The supplies of hospital equipment
linen, drugs, stationery etc. must be adequate to enable good curing possible.
COLLEGE ADMINISTRATION
Organization and Administration of the College:
k) The organization should be such as to give freedom in carrying out the educational
programme and facilitate the achievement of the purposes and aims of the college.
1. The college of nursing should receive the same status and privileges of the University
as are accorded to other constituted.
2. There should be a Governing Body and other college committees as required by the
University for other constituent or affiliated colleges within its jurisdiction.
3. There should be college representation on the various hospital committees including
selection committee of nursing personnel.
59
Mr. Channabasappa. K .M
CONCLUSION:
Hospital plans only on the basis of economics, performance, interrelation with the
function and space , standards tends to results in an inanimate environment for the patient as
well as for users. A sense of numbing helplessness and near , isolation characterizes hospital
experience among majority otr people who used it either as a visitor or patient. Seen in its
correct, perspective, the environment of such hospital has no equal in barrenness anywhere in
any culture with the solitary exception of the prisoner‟s cell.
BIBLIOGRAPHY:
1. Dr. Basavanthappa B.T, “Nursing Administration” , 1st Edition, JP Brothers,
NewDelhi, 2003; page no 362-377 and 462- 473
2. B.M. Sakharkr, “Principles of hospital Administration and Planning” JP Brothers,
New Delhi, 1998; page no 185-190.
3. Kunders GD, “Designing for total quality in health care” , Prism Book Pvt
Limited. Bangalore, 2002, ;page no 37-96.
4. Planning facilities for Institution;
http://www.punjabmedicaleducation.org/Nursing%20Syllabus%20BSc.pdf
60