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.
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.
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.
9. 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.
10. Planning
Deciding in advance
what,
who,
when,
where
how
about something is to be done.
11.
12. Systematic preparation for action
It is the conscious determination of further course of
action to achieve the desired result
13. 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)
14. 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)
15.
16. 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
17. 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:
18. 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.
19. 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
Must 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.
20. 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
Objectives are framed
22. 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
23. 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.
24. 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)
25.
26. 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
27. 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”
28. 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.
29. 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.
30. 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
31. 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.
32. 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.
33. 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.
34. 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
35. 1. Mission
2. Data collection and analysis
3. Assess strength and weakness.
4. Goals and objectives
5. Establish Strategies to Reach Goals
6. Timetable
7. Write and Communicate a Plan Document
8. Implementation
9. Evaluation
36. . 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
37. 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.
38. 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
39. 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
40. 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
41. 8. Implementation
Put plan to work
9. Evaluation
Formative and summative evaluation
Feedback is provided to modify and update the plan
42.
43. • 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
44.
45.
46.
47.
48. 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
49. 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
