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NCM 119 Lec > Chpater 5 > Flashcards

Chpater 5 Flashcards

1
Q

A continuous process of assessing and establishing goals and objectives and implementing and evaluating and controlling them. This is subject to change as new facts are known.

A

Planning

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2
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

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3
Q

Usually prepared by the upper levels of management. And it serves as basis for operating plan.

A

Strategic planning

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4
Q

Activities in specific departments of an organization. It deals with tactics or techniques for accomplishing things.

A

Operating plan

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5
Q

Mapping the day-to-day activities.

A

Continuous or Rolling Plan

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6
Q

Purposes of planning

A

o To increase the chance of success by focusing on results, not on activities.
o To force analytic thinking and evaluation of alternatives, therefore improving decisions.
o To orient people to action, instead of reaction.

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7
Q

PRINCIPLES OF PLANNING

A
  1. It is based on the vision, mission, philosophy and clearly defined objectives of the organization.
  2. It is a continuous process.
  3. 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.
  4. Utilizes all available resources.
  5. Must be precise in its scope and nature. It should be realistic
    and focus on its expected outcome.
  6. Should be time bound.
  7. Must be documented for proper dissemination to all concern
    for implementation and evaluation.
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8
Q

CHARACTERISTICS OF A GOOD PLAN

A

A well-developed plan should:
1. Precise, with clear objectives, with desired results and methods
for evaluation.
2. Guided by policies and /or procedure affecting the planned
action.
3. Indicate priorities.
4. Develop actions that are flexible and realistic in terms of
available personnel, equipment, facilities and time.
5. Develop a logical sequence of activities.
6. Include the most practical methods for achieving each
objective.
7. Pervade the whole organization.

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9
Q

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.

A

Oks

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10
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

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11
Q

It outlines the organizations’ future role and function. It gives the agency something to strive for.

A

Vision

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12
Q

A pre-establish and often self-imposed objectives or purpose.

A

Mission

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13
Q

It is the statement of beliefs and values that directs one’s practice. It gives direction towards attainment of a certain goal.

A

Philosophy

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14
Q

Desired aims or condition towards which one is willing to work.

A

Goal

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15
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

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16
Q

o Planning a formula using:

A

What-When-Where-How-Who- Why-Can.

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17
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

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18
Q
A

Planning for Contingencies
Lists of Tasks Inventory Sequencing
Setting and Keeping Deadlines Delegating

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19
Q

Principles of time management

A

Planning for Contingencies
Lists of Tasks
Inventory
Sequencing
Setting and Keeping
Deadlines
Delegating

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20
Q

Thinking of other options.

A

Planning for Contingencies

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21
Q

Calendar of activities

A

Lists of tasks

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22
Q

Looking at the task done and not done

A

Inventory

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23
Q

Prioritizing

A

Sequencing

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24
Q

Setting and Keeping Deadlines

A

Do not procrastinate

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25
Q

Give a portion of the task to those who can do it.

A

Delegating

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26
Q

: When several tasks are done in less time.

A

Multitasking

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27
Q

is a systematic financial translation of a plan. A tool for planning, monitoring and controlling cost and meeting expenses

A

Budgeting

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28
Q

Allocates resources for nursing program and delivery of patient care

A

Nursing budget

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29
Q

Designed to meet future service expectation for clients, provide patient care at minimum cost.

A

Hospital budget

30
Q

A plan for future activities

A

Budget plan

31
Q

The income the management expects to generate during the planning period.

A

Budget revenue

32
Q

Expected activity in operational financial terms in a given period of time.

A

Expense budget

33
Q

Program acquisition, disposal and improvements in the institution’s physical capacity.

A

Capital budget

34
Q

Money received, cash receipt and disbursement during the planning period.

A

Cash budget

35
Q

portrays a company’s expenses, expected costs, and estimated income, considering the quarterly or the annual performance

A

Operating budget

36
Q

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.

A

Cash budget

37
Q

Is the actual operating budget in detail.

A

Cash budget

38
Q

It is a day-to-day budget and represents money coming in and going out.

A

Cash budget

39
Q

-Most budgets for nursing personnel are based on quantitative workload measurements such as a patient acuity system. (Based on the level of intensity, nursing care and tasks needed for each patient)

A

Personnel Budget

40
Q

Include all employee-related expenses, including salary and bonuses.

A

Personal budget

41
Q

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.

A

Supplies and Equipment Budget

42
Q

A budget allocating money for the acquisition or maintenance of fixed assets such as land, buildings, and equipment.

A

Capital budget

43
Q

Projects the planned costs of major purchases and investments.

A

Capital budget

44
Q

Preparation of a budget forces the organization to plan for the future. Forecasting future resource needs allows an organization to respond by anticipating changes rather than reacting to them.

A

Planning

45
Q

The budget serves an important role in 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.

A

Monitoring and motivation

46
Q

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.

A

Monitoring and motivation

47
Q

Another purpose of a budget is to serve as a 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.

A

Communication

48
Q

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.

A

Nursing budget

49
Q

The nursing budget serves three purposes:

A

a. To plan the objectives, programs, or and activities of nursing services and the fiscal resources needed to accomplish them.
b. To motivate nursing workers through analysis of actual experience.
c. To serve a standard to evaluate the performance of nurse administrators and managers and to increase awareness of costs

50
Q

Develop objectives and management plans

A

Formulation stage

51
Q

Gather all financial, historical, and statistical data

A

Formulation stage

52
Q

Analyze data

A

Formulation stage

53
Q

Prepare unit budget

A

REVIEW AND ENACTMENT STAGE

54
Q

Present unit budgets for approval

A

Review and enactment stage

55
Q

Revise and combine into organizational budget

A

Review and enactment stage

56
Q

Present to budget council

A

Review and enactment stage

57
Q

Revise and present to governing board

A

Review and enactment

58
Q

Revise and distribute to cost-centered manager

A

Review and enactment

59
Q

Direct and evaluate expenses and receipts

A

Execution stage

60
Q

Revise budget if indicated

A

Execution stage

61
Q

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)

A

Fixed costs

62
Q

Production costs that change in proportion to the amount of goods that are produced. (raw material-labor-production-commission- cards-freight)

A

Variable costs

63
Q

Fixed expenses that cannot be recovered even if a program is cancelled.
(Advertising, research and development, hiring of employees, training/seminars)

A

Sunk costs

64
Q

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.

A

Direct costs

65
Q

Providing the product or service and those directly related to patient care, such as personnel costs and consumable supplies.

A

Direct costs

66
Q

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)

A

Indirect costs

67
Q

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

A

Policies

68
Q

specific guide to action

A

Procedures

69
Q

Minimal level of achievement acceptable to meet the set objectives

A

Standards

70
Q

Stages of Planning

A
  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.

NCM 119 Lec (12 decks)

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