Learning Outcomes

1. Organize own workload demonstrating time

Nursing Management management skills for meeting responsibilities and
achieving outcomes.

Process 2. Determine resources available for networking, linkage

building and referral, necessary for delivery of health
services.
3. Mobilizes resources for effective program
implementation/ service delivery.

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Management Process
Planning: encompasses determining philosophy, goals, objectives, policies, procedures, and
rules carrying out long- and short-range projections, determining a fiscal course of action and
What is Nursing management Process?
managing planned change.
Organizing: includes establishing the structure to carry out plans, determining the most Nursing management process is the act of planning,
appropriate type of patient care delivery, and grouping activities to meet unit goals. Other
functions involve working within the structure of the organization and understanding and using organizing, directing and controlling towards a
power and authority appropriately.
transformative and reflective patient care.
Staffing: functions consist of recruiting, interviewing, hiring, and orienting staff. Scheduling, staff
development, employee socialization and team building are also included as staffing functions.
Directing: sometimes includes several staffing functions. However, this phase functions usually
entail human resource management responsibilities such as motivating, managing conflict,
delegating, communicating, and facilitating communication.
Controlling functions includes performance appraisal, fiscal accountability, quality control, and
professional and collegial control.

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 Planning

• Is a management function concerned with defining

goals for future organizational performance and
deciding on the task and resources to be used in
order to attain those goals.
• Planning is deciding in advance what to do, how to
do a particular task ,when to do it, and who will do
it.

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Modes of Planning Reactive Planning

1. Reactive planning There is dissatisfaction with the present situation, planning efforts
2. Inactivism are directed at returning the organization to a previous more
comfortable state
3. Preactivism
Problems are dealt with separately without integration to the whole
4. Proactive planning organization
Because it is done in response to a crisis, this type of planning can
lead to hasty decision and mistake

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 Inactivism
Preactivism

This mode of planning seeks the status quo, and they spend their Preactive planners utilizes technology to accelerate change and they are future oriented.
energy preventing change and maintaining conformity They are unsatisfied with the past or present

When changes occur, they occur slowly and incrementally. Preactivist do not value experience and believe that the future is always preferable to the present

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Plans
Proactive Planning or Interactive Planning
A plan is a living document which can be changed based on the prevailing
circumstances. It is a predetermined course of action intended to facilitate
Proactive planning is dynamic, and adaptation is the key requirement
the accomplishment of a task work or mission.
because the environment changes so frequently.
These planners consider the past present and future and attempt to
plan the future of their organization rather than react to it. Characteristics of a plan:
Proactive planning occurs in anticipation of changing needs and or to 1. Involve the future
promote growth within an organization
2. Involve action
This is necessary so the personal and organizational needs and
3. have an organizational identification of the action
objectives are met.

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 Types of Plan Management Planning Tools
• 1. Strategic Plan: is one that asks the vital question: what
are the right things to do? 1. SWOT: Is a tool that assist organization in strategic planning

• Around 3-5 years, long term in nature, based on strength SWOT analysis: is the identification of Strength, Weakness, Opportunities and
Threats.
and weaknesses.
It was developed by Albert Humprey at Stanford University in the 1960’s and
• It defines the direction and growth of the organization. 1970’s
• Prepared by the upper level of management 2. Balanced Score Card: developed by Robert Kaplan and David Norton in the
early 1990’s. Strategic planners developed metrics ( performance measurement
indicators) collect data, analyze that data from four organizational perspectives;
financial, customers, processes and learning and growth. The score card then is
balanced- in that outcomes are in balance.

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Steps of Strategic Planning Types of Plan

1, Clearly define the purpose of the organization
2. Establish realistic goals and objectives consistent with the mission of the organization
3. Identify the organizations external constituencies or stakeholders and then determine their • 2. Operating plans: pertains to activities in specific
assessments of the organization’s purposes and operations. department of an organization.
4. Clearly communicate the goals and objectives to the organization’s constituents
• Answer the question “how does one do things right”?
5. Develop a sense of ownership of the plan
6. Develop strategies to achieve the goals • It deals with tactics or techniques for accomplishing these
7. Ensure that the most effective use is made of the organization’s resources
things.
8. Provide a base from which progress can be measured. • Shorter in time frame, involve the middle and lower-level
9. Provide a mechanism for informed change as needed. managers.
10. Build a consensus about where the organization is going.

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Types of Plan
3. Continuous or rolling plans: similar to operating plans,
involves mapping out the day-to-day activities
Reasons for Planning
• 1. it leads to success in the achievement of goals and
objectives.
• 2. it provides for the effective use of available personnel
and facilities
• 3. it helps nurses cope with crises and problems calmly and
efficiently
• 4. it reduces the element of change
• 5. Overall it is necessary for effective control

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The Planning Hierarchy

Mission
Mission ¡ Outlines the purpose of the agency; the purpose of the
Philosophy hospital or the organization that provides health care.
Goals
Objectives
¡ Provides for the kind of services that will be given to in
Policies patient, outpatient or emergency cases.
Procedures
Rules ¡ The soul of the organization

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 Vision
¡ Outlines the organizations future role and functions.
It gives the agency something to strive for.
¡ Must be clear, engaging and attainable
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What are Goals?
•A goal is the desired aim or condition
toward which one is willing to work. It is
more general and covers a broader area.
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Philosophy
¡ Disrobes the vision of the organization
¡ Statement of beliefs and values that direct the organization’s life or
practice.
¡ Propels the sense of purpose and reasons behind its structure and
goals.
¡ It explains beliefs and gives direction on how the mission and
purpose is achieved
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What is goal setting?
• It is the process for thinking about the ideal future
and for motivating oneself, the group or organization
to turn this vision of the future into reality.
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 Objectives
¡ It is the backbone of one’s goals and philosophy
¡ Are action commitments through which its mission and philosophy
will be achieved
¡ States the specific and measurable goals to be accomplished
¡ Specific and concrete in terms of result to be achieved.
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Rules
Rules and regulations are plans that define specific action or
nonaction; generally included as part of policy and procedure
statements.
Rules describe situation that allow only one choice of action.
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Policies and Procedures
Policies are plans reduced to statements or instructions that direct organizations in their
decision making.
Implied policies: neither written or expressed verbally, have usually developed overtime and
follow a precedent.
Expressed policies are delineated verbally or in writing
Procedures: are plans that established customary or acceptable ways of accomplishing specific
task and delineate a sequence of steps of required actions.
Procedures identify the process or steps needed to implement a policy and are generally found
in manuals in the unit at the unit level of the organization
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Elements of Planning
1. Forecast or estimate the future
2. Set objectives and goals
3. Developing strategies and setting the time frame
4. Preparing the budget and allocation of resources
5. Establishing policies procedures and standards
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 Elements of Planning
Forecasting: involves trying to estimate how a condition will be in the
future.
Forecasting take advantage of input from others, gives sequence in
activity and protects the organization against undesirable changes.
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Three Basic Steps to Time Management
1. Allow time for planning and
establish priorities
2. Complete the highest priority
task whenever possible and finish
one task before beginning another
Reprioritize based on the
remaining task and on new
information that may have been
received
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Elements of Planning
Time management: Is the efficient allocation of time, which
can be done through setting of goals, assigning priorities,
and identifying and avoiding possible waste of time. It
means finding the most efficient way to do it.
Time management: making optimal use of available time.
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Tools for Effective Time Management
1. Priority Setting and Procrastination
Priority Setting: deciding which activities is of most importance and
has to be done first.
Procrastination: means to put off something until a future time, to
postpone or to delay needlessly. May work in few situations but
most of the time it is a barrier to effective time management.
2. Making a List:
A list is a plan not a product and the creation of that list is a
planning tool.
3. Dealing with Interruptions: needs leadership skill as well.
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 Tools for Effective Time Management Time Wasters
4. Personal Time management: refers in part to self-knowledge 1. Technology
5. Using Time Inventory: Allows one to compare what was planned 2. Socializing
to do as outlined by appointment and to do entries with what was
3. Paperwork overload
actually done.
4. A poor filing system
5. Interruptions

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Strategies for Effective Time management Do First Thing First

1.Use a big picture perspective First Priority: Life threatening or potentially Life threatening
2. Use brainstorming Occurrences
Second Priority: Activities essential to Safety
3. Decide on outcomes:
Third Priority: Activities essential to the plan of care.
4. Prioritize outcome in order of importance.

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 Elements of Planning Classification of Budget
4.Budgeting: is a systematic financial translation of a plan,
the allocation of scarce resources on the basis of forecasted 1. Nursing budget
needs for proposed activities over a specified period of 2. Hospital budget
time. 3. Budget plan: simply a plan for future activities consist of:
a. Revenue budget
b. expense budget
c. capital budget
d. cash budget

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Types of Budgeting Components of Total Institutional Budget

1. Basic Types of Budgeting
Centralized Budget
Decentralized Budget
1. Manpower budget
2. Types of Institutional Budget depending on management philosophy 2. Capital Expenditure budget
1. Open ended budget
2. Fixed ceiling budget
3. Operating budget
3. Flexible budget
4. Performance Budget
5. Program Budget
6. Zero- based budget
7. Sunset budget

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 Benefits of Budgeting Process
1. Planning
Factors in Budget Planning
1. Types of patient
2. Coordination 2. Kind or class of the hospital
3. Comprehensive control 3. Policies on personnel and equipment
4. Standard of Nursing Care
5. Nursing Supervision

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Tools in Budgeting and Management of Elements of Planning

Resources
1, Budgeting process of the organization
5. Establish Policies Procedures and Standard
2. Number of full time equivalent of nurses necessary to staff the unit
3. Compute the salary and non salary budget including increases and
Policies: standing plans used repeatedly or guides or basic rules
other various factors that govern action
4. Monitor vacancies over the budget period and identify negative Procedures: more specific guide to action than policy
variances Standards: the minimal level of achievement acceptable to meet
5. Understand the extraneous factors the set objectives
6. Encourage staff to monitor resources

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 Decision Making
Is the process of identifying and choosing a particular
course of action from among several possible choices.
The decision is based on information gathered by the
decision maker in implementing workable plan through
observation, interview and scientific inquiry.
Decision making process is influenced by the values and
preferences of the decision maker.
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Decision Making Models
1. Win-Win: characterized by a mutual willingness in the
group to come up with solutions that are acceptable to all.
2. Win-lose: In this model some interest are advanced at the
expense of others.
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Kinds of Decision
1. Whether decision: refers to the decision made before the
selection of one or several alternatives, where selection is made
after weighing pros and cons.
2. Which decisions: is the process of choosing from among several
alternatives which are measured based on a set of predefined
criteria.
3. Contingent decision: are decisions that have been made but put
on hold until some conditions are met.
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Decision Making Models
3. Disagreement and collaboration: Conflicts and disagreement are openly
explored using collaboration and cooperation will result to:
High quality decision
Creative decision
Decisions that are understood
Decisions that are accepted and owned
4. Solution Shaping: is focused on how to modify or amend an unpopular
proposed solution rather than attempt to pressure people into changing their
minds about the solution
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 Tools in Decision Making Critical thinking

1. Probability theory Critical thinking: is a cognitive process of examining underlying

assumptions, interpreting and evaluating arguments, imagining and
2. decision Trees. exploring alternatives and developing a reflective criticism for the
3. Queuing theory purpose of reaching a justifiable reasoned conclusion and correct
judgement.
4. Linear Programming

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Competencies included in critical thinking

• 1. General critical thinking competencies: scientific method,

problem solving and decision-making processes.
• 2. Specific critical thinking competencies on clinical
situations such as diagnostic reasoning and clinical decision
making
• 3. Specific critical thinking competencies in making nursing
decisions which includes the use of the nursing process.

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 Questions to answer when making a
decision or solving a problem Decision Making
• 1. What are the underlying assumptions? • An end point of critical thinking which leads to problem solution
• 2. How is evidence interpreted? using the ff. steps
• 1. Define the problem
• 3. How are the arguments to be evaluated?
• 2. Assess all options
• 4. What are the possible alternative perspectives? • 3. Weigh all options against a set of criteria or standards
• 4. Test possible options
• 5. Consider consequences of the decision
• 6. Make a final decision.

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THANK YOU!!!!!!!

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