Nursing Leadership and Management
Concepts, Leadership & Management Theories
Ms. Araceli S. Pison, MSPH
Module 2- Planning (Mindset: Engineer Your Big
Dream)
Planning
- Is defined as pre-determining a course of
action in order to arrive at a desired result.
(Venzon, 2006)
- Is the act of determining the organization’s
goal and the means for achieving them.
- It is continuous process of assessing,
establishing goals & objectives,
implementing and evaluating them, and
subjecting these to change as new facts
known (Douglas, 1086 in Venzo)
- Deciding in advance what to do, how to do
it, when to do it, and who to do it. It
involves anticipating the future and
consciously choosing the future course of
action.
- Is the function that determines in advance
what should be done (accrdng. to Haiman)
- A plan is a blueprint for action. It specifies:
• Resources allocations
• Schedules
• Action necessary for attaining goals
- “Marquiz” deciding in advance what to do;
who is to do; how, when & where it is to be
done.
- “Douglas” defines planning as having a
specific purpose
- “Minsberg” is one approach to strategy
making
- “Porter-O’Grady” represents specific
activities that lead to achievement of
objectives.
- all these definitions imply that planning is
purposeful and proactive.
PRINCIPLES OF PLANNING
1. Based and focused on the vision, mission,
philosophy, and clearly defined objectives of
the organization
2. A continuous process, revision/flexibility to
be done to make it more effective.
3. Should be pervasive within the entire
organization
4. Precise in its scope and nature. it should be
realistic and focused on its expected
outcomes
5. Utilizes all available resources.
6. Document for proper dissemination to all
concerned for implementation and
evaluation
7. Should be time-bound.
CHARACTERISTICS OF PLANNING
1. Planning is purposeful: it is goal oriented.
It is directed towards efficiency.
2. Planning is a primary function: it is the
basic level of management process
3. Pervasive process: many people believe in
planning. It is the job of all the managers in
all types of organizations.
4. Intellectual process: a mental process
involving imagination, foresight and sound
adjustment but not guesswork
 5. Continuous process: an ongoing/dynamic ADVANATGES DISADVATAGES
exercise as old assumptions change, old
plans are revised or new ones are prepared. • Helps in the • time
6. Forward process: no plans can be prepared future consuming
without knowledge of future. change and costly
7. Involves choice: decision making is core of • helps to set • may be
planning the difficult in
standard rapidly
WHY PLANNING IS IMPORTANT? for changing
organizatio markets
Have you ever experienced the consequences of
n • delays action
inadequate planning? What lessons did you
• brings unity • some
learn from the experience?
of purpose unplanned
Because Planning: and for
direction opportunities
1. Leads to achievement of goals and • ensures full may be
objectives utilization missed
2. Reduces uncertainty of futures events of • can become
3. Takes optimum utilization of available resources bureaucratic
resources • helps to win cannot
4. Leads to the realization of the need for over change the
change competitor organization
5. Brings economy in operation. s and rivals al rules
6. Helps to control hasty decision
7. Is based on past & future activities
8. Provides the basis of control
9. Helps in coping with crises WHY PLANNING IS ESSENTIAL IN NURSING?
10. For development of organization BECAUSE…

PLANNING IS IMPORTANT TO MANAGERS 1. it brings desired actions and outcomes,

1. It leads to success in the achievement of
goals and objectives
2. It gives meaning to work
3. It provides for the effective use of available
personnel and facilities
REASONS FOR PLANNING
• To determine new opportunities
• To anticipate and avoid future problems
• To develop effective courses of action
(strategies and tactics)
• To comprehend the uncertainties and
risks with various options
• To set standards
makes performance of tasks more
meaningful
2. it projects the number of nurses needed to
care for patients, ordering supplies for a unit
3. it predicts future activities, anticipate future
problems, and plan for alternatives to
prevent or cope potential problems
4. through planning, it can discover the need for
change. Can give the manager a better idea
of what to do in the future
5. it enables manager to design effective ways
to ensure accomplishment of goals and
objectives thru coordination &
collaboration between people in the
organization.
THE P-O-L-C FRAMEWORK

PLANNING • defining
organization
vision &
mission
• setting goals &
objectives
• strategizing
• plan of action
to achieve
goals

ORGANIZING • formulate
organizational
structure
• resource
allocation
• job design

LEADING • leadership &

direction
• motivation
• coordination &
communication

CONTROLLING • process &

standards
• review &
evaluation
• corrective
action
LONG TERM PLAN:

- purpose or Mission
- Objectives
- Policies
- Strategies

SHORT TERM PLAN:

- Rules
- Procedures
- Programmes
- Budget

TYPES OF PLANNING

1. Strateic Plan:
- Vital question: “what are the right things to
do?”
2. Operating Plans: creating alternative
- Main question is “how does one do thing plans that can be
activated if certain
right?” predefined conditions or
3. Continous or Rolling Plans scenarios arise
- Similar to operating plans- involves mapping
out the day-to-day activities INTEGRATED - Involves coordinating
plans across different
- Task of the staff nurse who has to devise and PLANNING
departments or
implement the nursing care plan for patients functions to ensure
- Altering or modifying the plan as necessary alignment and
depending on the needs and problems of the collaboration toward
common objectives
patients and the unit to where the plan is
applicable ADAPTIVE - Emphasize flexibility
and continous
PLANNING
adjustments. Plans are
regularly reviewed and
adpated based on
changing conditions,
feedbacks, and new
information.

STRATEGIC PLANNING IN THE ORGANIZATION

• Martin (1998) suggests that strategic

STRATEGIC - Focuses on long term planning forecasts the future success of
PLANNING goals and the an organization by matching and
organization’s overall aligning all its capabilities with its
direction. It involves
analyzing the external
external opportunities.
environment setting high • Bessy (1994) suggets that strategic
level objectives and planning as a management process
developing strategies to combines 4 basic features: (by Bessy
achieve them
1994)
TACTICAL - Concentrate on specific 1. A clear statement of the organizatin
PLANNING actions to implement the mission
strategies outlined in the 2. The identification of the agencies
strategic plan tactical
external constituencies or
planning involves short
to medium term goals stakeholders and the determination
and decisions related to of assess of the agency’s purpose
resources, processes and operations
and responsibilities
3. The delineation of the agency’s
OPERATIONAL - Deals with day-to-day strategic goals & objective typically in
PLANNING activities and tasks a 3-5yr plan
required to achieve 4. The development of strategies to
tactical goals. It involves
achieve the goals
creating detailed plans,
schedules, and
FOUR TYPES OF PLANNER
procedures for routine
operations
• Reactive- planning occurs after a
CONTINGENCY - Focuses on preparing problem exists, done in response to a
for unexpected events or crisis, lead to hasty decisions and
PLANNING
crises. It involves
mistakes (a look backward)
Inactivism- Seek the status quo
Preactivism- utilize technology to accelerate
change and are future oriented
Interactive or proactive- attempt to plan the future
of their organization rather than react to it.
POINTS TO REMEMBER FOR SUCCESSFUL
ORGANIZATIONAL PLANNING:
1. The organization can be more effective if
movement within it is directed at specified
goals and objectives
2. Because a plan is a guide to reach a goal, it
must be flexible and allow for readjustment
as unexpected event occur.
3. The manager should include in the planning
process people and units that could be
affected by the course of actions.
4. Plans should be specific, simple & realistic
5. Know when to plan and when not to plan
6. Good plans have built in evaluation,
checkpoints so there can be a mid-coruse
correction if unexpected events occur.
PLANNING FORMULA (by Kron)
1. WHAT – what has been done?
- What should be done?
- What equipment and supplies have been
used or are needed?
- What steps are necessary in the procedure?
- What sequence of activities was previously
used?
- What other efficient methods may be used?
2. WHEN- when should the job be done?
- When was it formerly done?
- When could it be done?
3. WHERE
- Where is the job to be done?
- Where does an activity occur in relation to
those activities immediately preceding and
following it?
- Where could supplies be stored, cleaned,
and so forth?
4. HOW
- How will the job be done?
- What are the steps to be following in doing
the procedure?
- How will the time and energy of personnel be
used?
- How much will it cost?
- How much time will it require?
5. WHO
- Who has been doing the job?
- Who else could do it?
- Is more than one person involved?
6. WHY- to each of the questions, ask why.
- Why is this job, this procedure, this step
necessary?
- Why is this done this way, in this place, at this
time, by this person?
7. CAN:
- Can some steps or equipment be
eliminated?
- Can this activity be efficiently combined with
other operations?
- Can somebody else do it better?
- Can we get a machine to help?
- Can we get enough money?
Time Management
- Time management is a technique for
allocating ones time through the setting of
goals, assigning priorities, identifying and
eliminating wasted time, and using
managerial techniques to reach goals
efficiently.
- There a number of basic principles that
managers can use to cultivate good time
management habits.
- Planning for contingencies.
- Think of other options or alternatives, if the
desired option is not possible.
- Listing of tasks.
- Calendar all activities.
- Inventory.
- Looking at task done and not done.
Sequencing.
- Prioritizing activities.
- Setting and keeping deadlines.
- Do not procrastinate or else nothing is done.
- Deciding on how time will be spent. Indicate
time allotted for each activity, set time
targets.
- Delegate.
- A portion of the task can be given to another
who can equally accomplish the task on time.
 Multitasking
- The net effect of multitasking is that when
several tasks are done at once, some or all
of them end up being performed to a
haphazard manner.
- This can have disastrous consequences.
Nurses, therefore, must learn to prioritize the
tasks at hand even if they have to them one
after the other, as this remains the best way
to make sure that they get done properly.
Tools in Project Management Gantt Chart
- Gantt charts show task and schedule
information. The tasks are numbered and
listed vertically. A bar shows the starting date
and projected completion date of each task.
Color or shading is sometimes used to show
how much of each task has been completed.
- It is both a management tool and a
communication tool.
Performance Evaluation and Review Technique
(PERT)
- The PERT is a network system model for
planning and control which involves
identifying key activities, sequences them in
a flow diagram and assigning a specific
duration for each phase of work.
- A PERT system involves extensive research
and development. Multiple time estimates
are used for each activity that allow for
variation in activity, which are assumed to be
at random, with assumed probability
distribution (probabilistic).
- Activities are represented as arrowed lines
between nodes.
Critical Path Method (CPM)
- The CPM can calculate time and cost
estimates for each activity. This method is
used to create a cost estimate using either
normal or crash operating conditions.
- Normal operating conditions are those
involving the least cost, while crash
operating conditions have much less
available time than under normal conditions.
- CPM is useful where time and cost are
significant factors because both can be
estimated based on past experience.
- CPM is a tool to analyze a project and
determine duration, based on identification of
a critical path through an activity network,
knowledge of the critical path can permit
management of the project to change
duration.
PREPARING THE BUDGET
- Budgeting is defined as a systematic
financial translation of a plan, the allocation
of scarce resources on the basis of
forecasted needs for proposed activities over
a specified period of time.
- It is a tool for planning, monitoring and
controlling cost and meeting expenses.
- Budgeting is a function of management.
- Employees need to have resources to be
able to perform their tasks.
Purposes of Budgeting
1. Ensure the most effective use of scarce
financial and non-financial resources
2. Coordinate efforts among organizational
departments
3. Establish a frame of reference for
managerial decisions
4. Provide a criterion for evaluating managerial
performance
Types of Budgeting Centralized Budget:
- Centralized budgeting is developed and
imposed by the comptroller, administrator
and/or director of nursing with little to no
consultation with lower level managers.
Decentralized Budget:
- Decentralized budgeting has the middle level
manager involved in the planning and
budgeting process with ARA(?) placed on
the practitioner level.
Components of Total Institutional Budget
Manpower Budget:
 - This consists of the wages and salaries of the
regular employees and the fees paid in
outside registries through which the
institution contracts short-term employees.
Capital Expenditure Budget:
- This involves the large expense of
purchasing lands, buildings, and major
equipment meant for long-term use.
1. Prepare monthly summaries of departmental
expenses and revenues
2. Compare actual expenses with budgeted
expenses
3. Investigate any variance above 5%
4. Readjust budget and/or improve performance
as necessary
5. Continue to monitor on monthly basis

Operating Budget:

- This includes the cost of supplies, minor

equipment repair and maintenance as well
as other overhead expenses.

The Budgeting Process

- The budgeting process is summarized as

follows:

Phase 1: Planning

1. Set short- and long-term goals

2. Form a budget committee
3. Prioritize objectives
4. Analyze past performance
5. Predict future costs and revenues
6. Develop budget guideline

Phase 2: Preparation

1. Translate objectives into projected costs and

revenues
2. Write justifications for all requested
expenses
3. Eliminate lowest priority objectives as
necessary
4. Present proposed budget

Phase 3: Modifications and Approval

1. Prepare preliminary master budget from all

department requests
2. Compare projected costs with estimated
revenue
3. Eliminate lowest priority items until budget is
balanced
4. Approve final master budget
5. Communicate final budget to all departments

Phase 4: Monitoring