unit2 nursing management.pptx

iv yr bsc

1. Nursing Management UNIT –II MANAGEMENT PROCESS

2. Management Process Some regard management process as getting things done through people; Some consider it as the process of reaching organizational goals by working with and through people. INTRODUCTION

3. Management process is defined as the process, composed of interrelated social and technical functions and activities (including roles), occurring in a formal organizational setting for the purpose of accomplishing predetermined objectives through the utilization of human and other resources. DEFINITION

4. According to D. E. McFarland , "Management process is the distinct process by which the managers create, direct, maintain and operate purposive organisation through systematic, co-coordinated and cooperative human efforts”.

5. According to Gemp R.Terry , "Management process is a distinct process consisting of planning ,organizing , actuating and controlling, performed to determine and accomplish objectives by the use of people and other resources".

6. Elements/Components of Management Process The essential elements/components of Management Process are four which are actually basic functions of management:  Planning  Organising  Directing and  Controlling. We may add some more elements in the management process as follows:  Motivating  Co-coordinating  Staffing and  Communicating.

7.   Luther Gullic gave a new formula to suggest the elements of Management Process i.e. basic functions of management. According to him, management process may be indicated by the word "PODSCORB”. Here, ‘P' states for 'planning'. "O" for ' organising ', "D" for 'directing', "S" for 'Staffing' , "CO" for 'Coordinating, "R" for ' Reporting ' and "B" for 'Budgeting'. Gullic coined the word "PODSCORB" to suggest seven functions of management.

8.  Planning is necessary in Health care system because it is in stage of restructuring:  Patient empowerment  Efficient and effective use of sources .  Emphasis on health promotion and prevention.  Establishment of professional training centers. Planning is the primary function of management.  It involves determination of a course of action to achieve desired results/objectives.  Planning is the starting point of management process and all other functions of management are related to and dependent on planning function.  Planning is the key to success, stability and prosperity in business.  It acts as a tool for solving the problems of a business unit.  It helps to visualize the future problems and keeps management ready with possible solutions. INTRODUCTION

9.   Planning Deciding in advance what, who, when, where how about something is to be done.

10. Systematic preparation for action It is the conscious determination of further course of action to achieve the desired result Meaning

11. Planning A continuous process , beginning with the setting of goals and objectives and then laying out a plan of action to accomplish them, put them into play, review the process and the outcomes, provide feedback to personnel and modify as needed. The process of coping with uncertainty by formulating courses of action to achieve specified results. The determination of what is to be accomplished. (Bernard and walsh ) DEFINITION

12. A Plan A specific documented intention consisting of an objective and an action statement. Written document , which serves as a blue print as a for the future action. Planning in Nursing Management A basic function of nursing management. This plan of action must have unity, continuity, flexibility and precision ”. ( Fayol )

13. Purpose for planning in nursing 1. To increase the chance of success 2. Best use of resources- Cost effective 3. To forces analytical thinking and improves decisions 4. To orients people to action 5. To avoid crisis in nursing management 6. To increases employee involvement and improves communication

14. The mission of the organization is to provide benefits to its customers. Since the customer exists outside the organization, the mission must be defined from an external point of view . Mission always implies concern with the future and with this in mind, planning: Mission of planning

15. Leads to success in achieving goals; Provides meaning to effective use of available resources such as personnel and facilities in the organization; Helps to cope with situational crises; Ensures effective control leading to cost effectiveness and Helps to discover the need for change.

16. Planning sets guidelines and constraints for the behaviour of the firm. Planning requires flexibility, energy and specificity . It should be simple, realistic, a guide for action in reaching the goal, and M ust allow for adjustment as expected and unexpected events occur. Planning is essential; a manager must be able to overcome barriers that impede planning. Planning must be done by hierarchical order and must be congruent in its flow. Philosophy of planning

17. Objectives are framed to ensure the success of an organization. Planning is not possible in the absence of objectives . Following are the objectives for management planning: To bring about unity and uniformity in the working of an organization. To achieve coordination in power and efforts of the employees working in an organization. To direct human power towards collective interest . To curtail the cost/expenses of an organization. To bring about a certainty in the functions by formulating plans Objectives of planning Ob j ectives are f r a med Objectives of planning

18. OBJECTIVES POLICIES PROCEDURES PURPOSES PROJECTS ADMINISTRATIVE RULES AND REGULATIONS STRATEGIES BUDGET SCHEDULE STANDARDS ELEMENTS OF PLANNING

19. Budgets and fund raising Recruitment, rotation and staffing Workshop/ conference/CNE organizing planning Examination Day to day patient care planning Community services planning Curriculum planning, students rotation Planning for establishment of hospital nursing services /SON/ CON Area of Planning in Nursing

20. Strategic planning : determining how to pursue long-term goals with available resources. Intermediate/functional planning : determining subunits’ contribution with allocated resources. Operational planning : determining how to accomplish specific tasks with available resources. Types of Planning

21. Strategic planning  “An ongoing, future-oriented, values-based process that empowers an organization and its members to identify action strategically necessary to accomplish its mission in an ever-changing and diverse environment. ( Safrit , 1998)

22. MISSION OR PURPOSE  It describes the purpose for which that organization exists  1st step in strategic planning process  It moves, guides and delivers the organization to its perceived goal and provide vision VISION  It is an image of the future the organization seeks to create

23. VALUES  These are concepts of perceived worth or importance Eg . creativity, honesty, courtesy, caring  These are morale rationale for business/work.  Value statements make employees feel proud and managers feel committed  Values bond people and set behavioral standards PHILOSOPHY  The philosophy flows from the mission statement and delineates the set of values and beliefs that guides all actions of the organization  It is the basic foundation that directs all further planning toward achievement of mission.  Philosophy which cannot be implemented is useless Example  “We believe that our hospital is dedicated to excellence in the fields of patient care, teaching and research and  We are dedicated to providing most effective and efficient patient care”

24. GOALS  Goals setting is the process of developing, negotiating and formalizing the objectives that an employee is responsible accomplishment.  Help nurse administrator to focus attention on what is relevant and important.  Help to develop strategies and action to achieve the goals. OBJECTIVES  Concrete and specific statements of the goals that nurse managers seek to accomplish.  They are action commitments through which the key elements of the mission will be achieved and the philosophy sustained.  Objectives are usually "milestones" along the way when implementing the strategies.

25. PROCEDURES  These are plans that have been reduced to a sequence of steps of required action  They identify steps needed to implement a policy  Generally found in manuals at unit level  They establish an acceptable way of accomplishing a task with rationales for each activities TASKS  Particularly in small organizations, people are assigned various tasks required to implement the plan.  If the scope of the plan is very small, tasks and activities are often essentially the same.

26. RULES AND REGULATION  These are plans that define specific action or non action  They describe situations that allow only one choice of action  Least flexible, so there should be few rules in the organization. ACTION STRATEGIES  Specific work plans leading the organization toward positive and desired future

27. STAKEHOLDERS  A person who is involved in particular organization/project. Because he has invested money.  Current users of the organization  Potential users of the organization  People affected by the work of the organization RESOURCES AND BUDGETS  Resources include the man, materials, technologies, money, etc., required to implement the strategies or processes.  The costs of these resources are often depicted in the form of a budget.

28. 1. Staff- gather information, coordinate planning activities, and take a broader view than individual managers. 2. Planning Task Force- Created when the organization wants a special circumstance addressed. 3. Board of Directors- Establishes corporate mission and strategy. 4. President & CEO- Completes and implements strategy. 5. Executive Committee- Top executives that meet regularly for input and review. 6.Line Managers- Help to formulate strategy by providing information. Responsible for executing plans. Responsibilities for Planning

29.  Lack of knowledge regarding philosophy, goals.  Lack of skill about how to plan  Focus on day to day operations rather than short term and long term plans  Consistent use of reactive rather than proactive planning  Lack of understanding about the external environment’s impact on planning  Inadequate intra organizational support  Inappropriate use of plans  No Time  Staff resistance to change.  Board members or stakeholders  Planning is non-productive use of time  Previous bad planning experience  Poor management  Plans used to control rather than inspire or lead . Barriers to planning in nursing

30. STEPS IN PLANNING PROCESS Determination of the objectives Collection and forecasting of information Development of planning premises Discovering alternatives courses of action Formulation of derivative plans Communicating the plan Follow up measures

31. Mission Data collection and analysis Assess strength and weakness. Goals and objectives Establish Strategies to Reach Goals Timetable Write and Communicate a Plan Document Implementation Evaluation Phases in Planning Process

32. . Mission  During planning, planners have in mind (consciously or unconsciously) some overall purpose or result that the plan is to achieve.  For example, during strategic planning, it's critical to reference the mission, or overall purpose, of the organization. 2. Data collection and analysis  About health care industry and nursing  An environmental scan  considering various internal or external forces that might effect the organization. Assessment of external environment  Markets  Competition  Health care trends  Economic factors  Technology  Social factors  Educational factors Assessment of internal environment  Patient care  Financial resources  Human resources  Information system  Research and development capabilities  Educational system 3. Assess strength and weakness. For exa . During strategic planning, planners often conduct a "SWOT analysis".  Define the current position and strength of the unit

33. SWOT profile of a nursing organization Strengths . Opportunities Weaknesses . Threats 4. Goals and objectives  Based on the analysis and alignment to the overall mission of the system, planners establish a set of goals that build on strengths to take advantage of opportunities, while binding up weaknesses and warding off threats.  Goals are broken to objectives to be accomplished in next 1-5 years 5. Establish strategies to reach goals  The particular strategies (or methods to reach the goals) chosen depend on matters of affordability, practicality and efficiency.

34. 6. Timetable  Attach responsibilities and time lines with each objective  Responsibilities are assigned for implementation of the plan, and for achieving various goals and objectives.  Deadlines are set for meeting each responsibility. 7. Write and Communicate a Plan Document  Operational and functional plans  The information is organized and written in a document which is distributed around the system.  Plan includes detailed action, policies, practices, communication and feedback, controlling and evaluation plans, budgets and persons to be held accountable

35. Operational plan  These are everyday working management plans developed from both long range objectives and the strategic planning process and short range or tactical plans  It is the written blueprint for achieving objectives  It specifies the activities and procedures that will be used  Sets timetables for achieving objectives  It tells who is responsible for what activity or procedure  It specifies the records to be kept and policies needed

36. Objective Actions Target Dates Accomplishments Operational plan Functional plan  Functional plan- nursing planning performed at a service or departmental level  It relates to a specialty service within a nursing division

37. 8. Implementation Put plan to work 9 . Evaluation Formative and summative evaluation Feedback is provided to modify and update the plan

38. • 1. Planning facilitates management by objectives • 2. Planning minimizes uncertainties • 3. Planning facilitates coordination • 4. Planning improves employee’s morale • 5. Planning helps in achieving economies • 6. Planning facilitates controlling LIMITATIONS OF PLANNING • 1. Rigidity • 2. Misdirect planning • 3. Time consuming • 4. Probability in planning • 5. False sense of security • 6. Expensive ADVANTAGES OF PLANNING

39. PRINCIPLES OF PLANNING Principles of contribution to objectives Principles of Pervasiveness Planning is hierarchial in nature. Planning should always be documented . Separation of dissimilar activities . Planning should fit into the situation . It must develop an effective organisation It should subject to regular appraisal and review

40. Planning is primary and essential element of management. Strategic planning sets objectives for 1-10 years. Intermediate planning is short range planning. Operational planning is daily, weekly and monthly planning and provide data for strategic and tactical planning to keep in motion. Plan Today for a Successful Tomorrow Summary