Chapter 5 Flashcards
1
Q
Is a continuous process of assessing and establishing goals and objectives and implementing and evaluating and controlling them.
A
Planning
2
Q
This is subject to change as new facts are known.
A
Planning
3
Q
= it is deciding in advance what to do, how to do a particular task, when to do it, and who is to do it.
A
Planning
4
Q
Three types of plan
(S,O,C)
A
Strategic planning
Operating planning
Continuous or rolling planning
5
Q
usually prepared by the upper levels of management. And it serves as basis for operating plan.
A
Strategic planning
6
Q
activities in specific departments of an organization. It deals with tactics or techniques for accomplishing things.
A
Operating planning
7
Q
mapping the day-to-day activities.
A
Continuous or rolling planning
8
Q
Three purpose of planning
(I,F,O)
A
- To increase the chance of success by focusing on results, not on activities.
- To force analytic thinking and evaluation of alternatives, therefore improving decisions.
- To orient people to action, instead of reaction.
9
Q
7 principles of planning
A
- It is based on the vision, mission, philosophy and clearly defined objectives of the organization.
- Is a continuous process.
- It should be pervasive within the entire organization covering the different departments, services and the different levels of management to provide maximum cooperation and harmony.
- Utilizes all available resources.
- Must be precise in its scope and nature. It should be realistic and focus on its expected outcome.
- Should be time bound.
- Must be documented for proper dissemination to all concern for implementation and evaluation.
10
Q
Characteristics of a good plan
A
- precise, with clear objectives, with desired results and methods for evaluation.
- guided by policies and /or procedure affecting the planned action.
- indicate priorities.
- develop actions that are flexible and realistic in terms of available personnel, equipment, facilities and time.
- develop a logical sequence of activities.
- include the most practical methods for achieving each objectives.
- pervade the whole organization.
The effectiveness of a plan is enhanced by the environment in which the nursing personnel work. A positive climate promotes good working relationship and leads toward achievement of identified goals.
11
Q
- Elements of planning
(F,S,D,P,E)
A
- Forecasting
- Setting the vision, mission,philosophy, goal and objectives to
- Developing and Scheduling Programs/projects/activities, set the time frame.
- Prepare budget and allocation of resources.
- Establish Policies, Procedure and Standards:
12
Q
Looking 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.
A
Forecasting
13
Q
it outlines the organizations future role and function. It gives the agency something to strive for.
A
Vision
14
Q
a pre-establish and often self-imposed objectives or purpose.
A
Mission
15
Q
it is the statement of beliefs and values that directs ones practice. It gives direction towards attainment of a certain goal.
A
Philosophy
16
Q
desired aims or condition towards which one is willing to work.
A
Goal
17
Q
statement of a desired short-term condition or achievement, with measurable end result to be accomplish by specific terms or individual with time limit.
A
Objectives
18
Q
This is use for as planning formula
(5W, 1H,1C)
A
What-When-Where-How-Who-Why-Can
19
Q
allocating of one’s time through setting goals, assigning priorities, identifying and eliminating wasted time and using managerial technique to reach goals effectively.
A
Time management
20
Q
PRINCIPLES OF TIME MANAGEMENT
(P,L,I,S,S,D)
A
1 Planning for contingencies
2. List of tasks
3. Inventory
4, Sequencing
5. Setting and keeping deadlines
6. Delegating
21
Q
Thinking of other options.
A
Planning for contingencies
22
Q
Calendar of activities
A
List of tasks
23
Q
Looking at the task done and not done
A
Inventory
24
Q
Prioritizing
A
Sequencing
25
Do not procrastinate
Setting and keeping deadlines
26
Give a portion of the task to those who can do it.
Delegating
27
When several tasks are done in less time.
Multitasking
28
Budgeting is a systematic financial translation of a plan. A tool for planning, monitoring and controlling cost and meeting expenses.
Prepare budget and allocation of resources.
29
allocates resources for nursing program and delivery of patient care.
Nursing budget
30
designed to meet future service expectation for clients, provide patient care at minimum cost.
Hospital budget
31
a plan for future activities such as revenue,expenses, capital and cash budget
Budget plan
32
The income the management expects to generate during the planning period.
revenue budget
33
Expected activity in operational financial terms in a given period of time
expense budget
34
Program acquisition, disposal and improvements in the institutions physical capacity.
capital budget
35
Money received, cash receipt and disbursement during the planning period.
cash budget
36
TYPES OF BUDGETS
(O,C,P,S,C)
Operating Budget
Cash Budget
Personnel Budget
Supplies and Equipment Budgeted
Capital Budget
37
portrays a company’s expenses, expected costs, and estimated income, considering the quarterly or the annual performance.
Operating Budget
38
- Estimation of the cash flows of a business over a specific period of time. This could be for a weekly,
monthly, quarterly, or annual budget.
- Is the actual operating budget in detail.
- It is a day to day budget and represents money coming in and going out.
Cash Budget
39
Most budgets for nursing personnel are based on quantitative workload measurements such as a patient acuity system. including all employee-related expenses, including salary and bonuses.
Personnel Budget
40
Equipment is classified as a long-term asset and usually refers to items that will last and be used longer than a year. Equipment in a business is often referred to as tangible property. It is utilized over a longer period of time, it often depreciates.
Supplies and Equipment Budget
41
- a budget allocating money for the acquisition or maintenance of fixed assets such as land, buildings, and equipment.Projects the planned costs of major purchases and investments.
Capital Budget
42
Use of budget
(P,M,C)
1 Planning.
2. Monitoring and motivation.
3.Communication
43
It is a systematic plan that is an informed best estimate by nurse administrators of revenues and nursing expenses. It projects how revenues will meet expenses, and it projects a return on equity, that is, profit.
Nursing budget
44
What re the nursing budget purposes:
(P,M,S)
1. To plan the objectives, programs, and activities of nursing services and the fiscal resources needed to accomplish them.
2. To motivate nursing workers through analysis of actual experience.
3. To serve a standard to evaluate the performance of nurse administrators and managers and to increase awareness of costs.
45
What are the stages of budget
(F,R,E)
Formulation Stage
Review and Enactment Stage
Execution Stage
46
a. Develop objectives and management plans
b. Gather all financial, historical, and statistical data
c. Analyse data
Formulation Stage
47
a. Prepare unit budget
b. Present unit budgets for approval
c. Revise and combine into organizational budget
d. Present to budget council
e. Revise and present to governing board
f. Revise and distribute to cost-centred manager
Review and Enactment Stage
48
a. Direct and evaluate expenses and receipts
b. Revise budget if indicated
Execution Stage
49
Type of expenses or cost
(F, V,S,D,I)
1. Fixed cost
2 variables cost
3 sunk cost
4 direct cost
5indirect cost
50
are not related to volume. They remain constant as volume increases and decreases over a period of time. Cost or expense that is not affected by any decrease or increase in the number of units produced or sold. (Rentals, loans and taxes)
Fixed Costs
51
are production costs that change in proportion to the amount of goods that are produced.
(raw material-labor-production-commission-cards-freight)
Variable Costs
52
are fixed expenses that cannot be recovered even if a program is cancelled.
(advertising, research and development, hiring of employees, training/seminars)
Sunk Costs
53
are the costs of providing the product or service and are often considered to be those directly related to patient care, such as personnel costs and the variable cost of supplies.It is providing the product or service and those directly related to patient care, such as personnel costs and consumable supplies.
Direct Costs
54
are expenses that cannot be traced back to a single cost object or cost source during the manufacturing process. They are not directly related to patient care. (legal expenses, administrative salary, housekeeping, office expenses and building maintenance)
Indirect cost
55
- standing plans used repeatedly, or guides or basic rules that govern action at all levels in the organization.
Ex; Personnel policies and nursing services policies
Policies
56
are specific guide to action.
Procedures
57
minimal level of achievement acceptable to meet the set objectives.
Standards
58
Stages of planning
1. Development of the purpose or mission-vision statement, the creed or philosophy, goals, and objectives.
2. Assessment of strengths (opportunities and threats in achieving the goal and objective of the organization).
3. Formulation and statement of realistic and general statement of goals.
4. Identification of strategies to achieve specified goals.
5. Development of time table for accomplishing each objective.
6. Providing guidelines for developing operational and functional plans.
7. Putting of the plans to work.
8. Provision for formative evaluation reports before, during and after the plan is implemented.
59
Development of the purpose or mission-vision statement, the creed or philosophy, goals, and objectives.
Stage 1
60
Assessment of strengths (opportunities and threats in achieving the goal and objective of the organization).
Stage 2
61
Formulation and statement of realistic and general statement of goals.
Stage 3
62
Identification of strategies to achieve specified goals.
Stage 4
63
Development of time table for accomplishing each objective.
Stage 5
64
Providing guidelines for developing operational and functional plans.
Stage 6
65
Putting of the plans to work.
Stage 7
66
Provision for formative evaluation reports before, during and after the plan is implemented.
Stage 8
67
Preparation of a budget forces the organization to plan for the future.
Planning
68
monitoring the use of resources and in measuring a manager’s performance as it relates to the effectiveness of the planning process. The budget can also serve as a motivating tool for managers.
However, for the budget to be effective motivational tool there must be some type of reward for those managers who exceed expectations in planning and in monitoring resources.
Monitoring and motivation.
69
coordination and communication vehicle within an organization. For example, individuals must work collectively to understand how their department objectives work on behalf of the entire organization
Communication
