Sherrmaine Joyce S.

Clarianes-Reyes, RN, CRN, MIH

Faculty-in-Charge
 Discuss the Describe the Formulate a good
importance of steps for a plan in certain
planning and its successful institutions and
concepts. strategic unit where RLE
planning. will be
conducted.
• It is a basic function of management which is
also a principal duty of all managers, that is
considered to be important to and precedes
all other management functions.
• It is a systematic process and requires
knowledgeable activity based on sound
managerial history.
• Entails forecasting or setting the broad outline
of the work to be done.
• Without adequate planning, the management
process fails and organizational needs and
objectives cannot be met.
 “Planning is the first element of management.”

• Planning means providing a foreseeable future.

• The plan should be included annual and 10-year
forecasts, taking advantage of input of others.
• Planning improves experience, gives sequence in
Planning facilitates the art of activity, and protects business against undesirable
handling people, because changes.
good planning is a sign of • The plan should have unity, continuity, flexibility and
precision.
competence.
• Planning facilitates wise use of resources and selection
of best approaches to achieving obectives.
• Increase the chances of success.
• It forces analytic thinking and evaluation of alternatives.
• It establishes a framework for decision-making that is consistent with top
management objectives.
• Orients people to action instead of reaction.
• Includes a day-to-day and future-focus managing.
• Helps to crisis management and provides decision-making flexibility.
• Provides a basis of managing organizational and individual performance.
• Increases employee involvement and improves communication.
• It is cost-effective.
• Planning leads to the achievement of goals and objectives.
• Planning gives meaning to work.
• Provides for effective use of available resources and facilities.
• Planning helps in coping with crises.
• It is cost-effective.
• Planning is based on past and future activities.
• Leads to the realization of the need for change.
• Improves communication and team collaboration through people involvement in
planning activities.
• Provides the basis for control.
• Necessary for effective control.
Top Management
• The top management and their assistants are the one who set the overall goals and policies of an
organization.
• It is their responsibility to cover the overall management of the organization’s Nursing Service.

Middle Management
• Direct the activities to actually implement the broad operating policies of the organization such as
staffing and delivery of services to the units.

Lower or First Level Management

• Daily and weekly plans for the administration of direct patient care in their respective units.
Should contribute to
objectives

Precedes all levels and

other processes of
management

Pervades all levels

Should be efficient
FORECASTING
• Helps managers look into the future and decide in advance where the agency
would like to be and what is to be done in order to get there.
• Describes the ultimate conditions or projections that provide the general incentive
and direction to planning.
• Anticipates the environment or setting where the plan will be operationalized such
as:
• The hospital
• The community
• The goals of care
SETTING THE VISION, MISSION, PHILOSOPHY, GOALS AND OBJECTIVES
• Mission
• The purpose and philosophy are explicitly stated and detailed in a formal
mission statement.
• The mission statement reflects the organization’s values and provides the reader
with and indication of the behavior and strategic actions that can be expected
from the organization.
• Outlines the agency’s reason for existing, who the target clients are, and what
services will be provided.
• Vision
• Outlines the organization’s future role and function.
• It gives the agency something to strive for.
DEVELOPING AND SCHEDULING PROGRAMS
• Programs are determined, developed and targeted within a time frame to reach the
set goals and objectives.
 WHAT WHEN WHERE HOW

What has been done? When should the job be Where is the job to be done? How will the job be done?
What should be done? done? Where does an activity What are the steps to be
What equipment and When was it formerly done? occur in relation to those followed in doing the
supplies have been used or When could it be done? activities immediately procedure?
are needed? preceding and following it? How will the time and energy
What steps are necessary? Where could supplies be of personnel be used?
What sequence of activities stored, cleaned, and so How much will it cost?
was previously used? forth? How much time will it
What other efficient require?
methods may be used?
 WHO WHY CAN

Who has been doing the job? To each of the questions, ask Can some steps or
Who else could do it? why. equipment be eliminated?
Is more than one person Why is this job, this Can this activity be
involved? procedure, this step efficiently combined with
necessary? other operations?
Why is this done in this way, Can somebody else do it?
in this place, at this time, by Can we get a machine to
this person? help?
Can we get enough money?
Reactive Planning Inactivism Pre-activism Interactive or
• Occurs after a • Status quo, • Utilize technology to Proactive
problem exists. preventing change accelerate change Planning
• Planning efforts are and maintaining and are future
• Consider the past,
directed at returning conformity. oriented.
present and future
the organization to a and attempt to plan
previous, more the future of the
comfortable state. organization rather
than react to it.
STRATEGIC PLANNING
• A broad continuous systematic process that emphasizes assessment of the
organizational environment both internally and externally such as economic,
political, social and technological factors.
• Management tool that helps organization’s desired outcomes.
• May be done once or twice a year in an organization that changes rapidly.
• At the unit level, any planning that is at least 6 months in the future may be
considered long-range planning.
• Forecasts the future success of an organization by matching and aligning an
organization’s capabilities with its external opportunities.
SWOT ANALYSIS
• One effective tool that can assist in strategic planning that can identify the
strengths, weaknesses, opportunities and threats of the organization.
• It is one of the most commonly used in healthcare organizations.
• Allows strategic planners to identify those issues most likely to impact a particular
organization or situation in the future and then to develop an appropriate plan of
action.

Decision makers must

Define the desired end state Discovery and enumeration decide if the objective can
or objective. of the SWOT. be achieved in view of the
SWOTs.
5-YEAR DEVELOPMENT PLAN
• A list of goals, either personal or professional, that you want to achieve within the
next five (5) years.
• Often includes ambitions with specific timelines and measurements.

STRATEGIES / PERSON
OBJECTIVES TARGET TIME FRAME RESOURCES INDICATOR
ACTIVITIES RESPONSIBLE
Provision of Adequate Nurse and As needed Chief Nurse Salary of Number of
adequate staffing Nurse (2020-2025) Nurses and percentage
staffing Attendants: Nurse age of nurses
- Medical: 50 Attendants and nursing
- Surgery: 50 attendants
- ER: 20 Benefits hired
OPERATIONAL PLANNING
• A detailed work plan or written blueprint in which the objectives of a nursing unit or
department are put into measurable actions.
• Provides a clear picture of how a team, nursing unit or department will contribute
to the achievement of the organization’s strategic goals (management plan).
• A specific plan that supports the strategic plan by implementing its strategies,
projects and programs.
• Provides a detailed information to direct its people to perform the day-to-day
tasks and activities in running the nursing unit/organization.
NURSING STANDARDS
• The philosophy shall be based on the belief that the client is integral whole
and that he is a unique individual with needs that can be met through nursing
interventions.

NURSING POLICIES
• Plans reduced to statements or instructions that direct organizations in their
decision-making..
• Direct individual behavior toward the organization’s mission and define broad
limits and desired outcomes of commonly recurring situations while leaving
some discretion and initiative to those who must carry out that policy.
• May be implied or expressed.
BUDGETING
• Purpose:
• A forecast of income and expenditure
• A tool for decision-making, to provide financial framework.
• Measure the financial report and its statistical data.
• Importance:
• To control the overspending of the division and/or department.
• Monitor income and expenses of the division and/or department
• Rationalization of the financial transparency and accountability of the division
and/or department.
BUDGETING TYPES:
• Personnel Budget
• Operating Budget
• Capital Budget MONITORING AND REPORTING

• Cash Budget • Observe the proper delivery or

implementation of the budget plan.

• Flexible Budget
• Analysis between the proposed budget
APPROVAL AND EXECUTION and the actual performance.
• Clarify and justify results to determine
• Summarized proposed budget plan and the significant trends.
let the finance budget committee review • Ready to make an adjustment based on
and approve the budget. the required needs.
PLANNING • Make a budget plan ready for • Present the financial report according to
improvement in order to calibrate any the hospital policy.
• Budget committee creation errands to the General Appropriations Act
• Setting of objectives based on strategic (GGA).
goals • Cascade the proposed budget plan
GATHERING DATA • Establish a program or project for future accordingly to all nursing unit staff and
goals department.
• Study the overall past performance based • Formulate a budget guideline to
on proposed goal. synchronize with financial linkages
• Gather environmental information. • Settle an operating and capital budget
• Regulates the overall expenses and • Budget hearing
revenues from the past reports to present
based on proposed budget. • Prioritization
• Conclusion
BUDGETING METHODS:
• Incremental Budgeting
• Zero-Based Budgeting
• Flexible Budgeting
• Performance Budgeting
• Defined as making optimal use of available time.
• Principles:
• Planning anticipates the problem that arise from actions without thought.
• Tasks to be accomplished should be done in sequence and should be
prioritized according to importance.
• Setting deadlines in one’s work and adhering to them is an excellent exercise in
self-discipline.
• Deferring, postponing, or putting off decisions, actions, or activities can
become a habit which oftentimes cause lost opportunities and productivity,
generating personal or interpersonal crises.
• Delegation permits a manager to take priority for decision-making and to
assign tasks to the lowest possible consistent with his/her judgment, facts and
experience.
• The process of establishing formal authority and involves setting up the
organizational structure through identification of groupings, roles and
relationships, determining the staff needed by developing and maintaining
staffing patterns and distributing them in the various areas as needed.
• Includes developing job descriptions by defining the qualifications and functions
of personnel.
• Types of Organization Classified by Nature of Authority:
• Line Organization
• Informal Organization
• Staff Organization
• Functional Organization
• An organizational chart is a line drawing composed of boxes that shows the parts
of an organization are linked.
• It depicts the formal organizational relationships, areas of responsibility, persons to
whom one is accountable and channels of communication.
• Unbroken Solid Lines
• Solid horizontal lines (represent communication between people with similar
sphere of responsibility and power but different functions).
• Solid vertical lines (denote the official chain of command and formal path of
communication and authority)
• Dotted or Broken Lines
• An organizational chart should show the following components:
• Division of work
• Chain of command
• Type of work to be performed
• Grouping of work segments
• Level of management
• Kinds of Organizational Chart:
• Structural Chart
• Shows the various components of the organization and outlines the basic
interrelationships.
• Functional Chart
• Reflects the functions and duties of the components of the organization and
indicates the interrelationships of these functions.
• Position Chart
• Specified the names, positions and titles or ranks of the personnel.
• Unity of Command
• Scalar Principle of Hierarchy
• Homogenous Assignment or Departmentation
• Span of Control
• Exception Principle
• Decentralization or Proper Delegation of Authority
• The Principle of Requisite Authority
• The Principle of Organizational Centrality
• The Principle of Esprit d’Corps
• Traditional Hierarchical Structure (Tall, Centralized, Bureaucratic)
• Commonly called line structure, where authority and responsibility are clearly
defined leading to simplicity of relationships.
• Associated with the principles of command, vertical control and coordination
levels and downward communications.
• Decentralized (Flat, Horizontal, Participatory)
• The authority is shifted downwards to its divisions, services and units.
• The decision making can occur where the work is being carried out, thereby
professionals who do the job can participate in managing the organization.
• Matrix
• Hybrid