NLM Chapter 3 (Planning) Flashcards
Prime function, a sub-process of management wherein a plan of action is formulated
Planning
It is a dynamic, intellectual process involving problem solving and decision making
Planning
It is a process of making the organization selectively move and change in tune with relevant changes in the external environment
Planning
Planning is a prime managerial function which provides the basis for the other managerial functions. The organizational structure of task and authority roles is built around organizational pairs
King-pin Function
In Principle of Planning,
Chief executive of the organization must show genuine interest in planning
Top Management Interest, Long-Range View, Primacy of Planning, Flexibility, Navigation Change, Commitment, Limiting Factor
Principle of Top Management Interest
In Principle of Planning,
Every manager must plan decisions after a full analysis
Top Management Interest, Long-Range View, Primacy of Planning, Flexibility, Navigation Change, Commitment, Limiting Factor
Principle of Long-Range View
In Principle of Planning,
Planning holds the prime position in the process of management
Top Management Interest, Long-Range View, Primacy of Planning, Flexibility, Navigation Change, Commitment, Limiting Factor
Principle of Primacy of Planning
In Principle of Planning,
Helps the organization to cope with rapid and unforeseen changes
Top Management Interest, Long-Range View, Primacy of Planning, Flexibility, Navigation Change, Commitment, Limiting Factor
Principle of Flexibility
In Principle of Planning,
A regular process of monitoring the course of external events combined with a review and revisions of plans
Top Management Interest, Long-Range View, Primacy of Planning, Flexibility, Navigation Change, Commitment, Limiting Factor
Principle of Navigation Change
In Principle of Planning,
Helps in the determination of the planning period
Top Management Interest, Long-Range View, Primacy of Planning, Flexibility, Navigation Change, Commitment, Limiting Factor
Principle of Commitment
In Principle of Planning,
Managers should pay due attention to tackle those limiting factors which hinder in achieving the objectives
Top Management Interest, Long-Range View, Primacy of Planning, Flexibility, Navigation Change, Commitment, Limiting Factor
Principle of Limiting Factor
In Elements of Planning
It is the purpose or reason of existence of an organization
Organizational Mission, Philosophy, Goal, Objectives
Organizational Mission
Includes purpose and values, stakeholders, responsibilities towards clients, and main objectives supporting the company to accomplish the mission
In Elements of Planning
It states the beliefs, concepts, and principles of an organization
Organizational Mission, Philosophy, Goal, Objectives
Philosophy
In Elements of Planning
Broad (general) statements what aims to achieve; overarching and may not always be specific or measurable
Organizational Mission, Philosophy, Goal, Objectives
Goal
In Elements of Planning
Specific results that an organization seeks to achieve
Organizational Mission, Philosophy, Goal, Objectives
Objectives (May be multiple and changed)
Fx: Define organization, provide directions for decision making, set standards of performance, and integrate OGI
In Types of Planning
It is a systematic process focusing on performance improvement and strategies to accomplish desired outcomes
Strategic Planning
In Types of Planning
Management tool that helps organizations set long-term goals
Strategic Planning
In Types of Planning
It is simple and easily understood by the participants; the way it is developed depends on the nature of the organization
Strategic Planning
In Types of Planning
This requires a multidisciplinary approach and consists of formulation of strategies
Strategic Planning
In Types of Planning
This assists managers to resolve organizational problems and goals, improve performance strategies, and build teamwork expertise
Strategic Planning
Strategic plans in certain organizations may be drafter for ____ or more years
10
In Types of Planning
Involves the organization and direction of the delivery of nursing care
It is the blueprint by which the objectives of a department or unit are put into measurable actions
Operational Planning
This focuses on sustaining the course of action and ensuring the employee’s ability to perform the designated tasks
Operational Plan
What is this?
Improve patient satisfaction and unit staff’s cross training
Mission, Vision, Goal, Objectives, Strategies, or Outcomes
Goal
What is this?
To provide high-quality care to patients
Mission, Vision, Goal, Objectives, Strategies, or Outcomes
Mission
What is this?
To become leader in health care in Manila
Mission, Vision, Goal, Objectives, Strategies, or Outcomes
Vision
What is this?
Within 6 weeks, 85% of patients will report satisfaction with care provided
Mission, Vision, Goal, Objectives, Strategies, or Outcomes
Objectives
What is this?
Answer patient’s call light within 2 minutes
Mission, Vision, Goal, Objectives, Strategies, or Outcomes
Strategies
What is this?
87% of the patients in the unit reported satisfaction with care provided
Mission, Vision, Goal, Objectives, Strategies, or Outcomes
Outcomes
They usually identify and mitigate obstacles, ensures comprehensive implementation of operational plans, collect data, and ensure employees involvement in operation plan
Middle Managers
Common tools used for detailed operational plans (3)
Gantt Chart (Finkler & Kovner, 2000)
Critical Path Method (Baker, 2006)
Program Evaluation and Review Technique (McGuffin, 1999)
In Operational Planning Tools,
Purpose of this tool is to
* Assess project duration
* Determine resource requirements
* Sequence task order
* Monitor project progress
Gantt Chart, Critical Path Method, Program Evaluation and Review Technique
Gantt Chart
In Operational Planning Tools,
Utilizes diagram to depict activities and timelines. It is used to monitor project goal achievement and implement remedial actions if progress is unsatisfactory
Gantt Chart, Critical Path Method, Program Evaluation and Review Technique
Critical Path Method
In Operational Planning Tools,
Calculates realistic timeframes:
* Shortest possible time
* Most likely length of time
* Longest time it might take
Gantt Chart, Critical Path Method, Program Evaluation and Review Technique
Program Evaluation and Review Technique
Its’ purpose is to influence time estimates away from unrealistically short time scales
Program Evaluation and Review Technique
PERT Formula
[(shortest time + 4) x likely time + longest time] divided by 6
Strategic or Operational
Time Frame: Long-term (typically 3-5 years)
Strategic
Strategic or Operational
Time Frame: Short-Term (current year, quarters, or months)
Operational
Strategic or Operational
Responsibility: Top-Level Management (CEOs, Board of Directors)
Strategic
Strategic or Operational
Responsibility: Middle Management or Department Heads
Operational
Strategic or Operational
Type of Goals: Broad, High-Level Business Goals for overall growth and market positioning
Strategic
Strategic or Operational
Specific, measurable, detailed goals for day-to-day operations
Operational
Strategic or Operational
Budget: Larger, expenditures aligned with a long term strategy
Strategic
Strategic or Operational
Budget: Allocating of existing resources, managing routine operational costs
Operational
Strategic or Operational
Content: Long-term and core strategic goals
Strategic
Strategic or Operational
Content: Operating budget, resource allocation, detailed action plans
Operational
Strategic or Operational
Review Frequency: Annually or Bi-Annually
Strategic
Strategic or Operational
Review Frequency: Quarterly, Monthly, or Weekly
Operational
What are the planning steps / process (5)
- Forecasting / Estimating the Future
- Defining the Philosophy and Objectives
- Identifying Strategies
- Setting the Time Frame
- Preparing the Budget
This involves the attempt to estimate how a condition will be and to determine what is needed in the future
Forecasting or Estimating the Future
True or False
Managers should be informed and updated on legal, political, and socioeconomic factors influencing healthcare and the community
True
Can be done by assessing the current status and past information (Internal and External Assessment)
Forecasting
Internal - financial resources, information systems, and research capabilities
External - competiton for services in the community
Environmental Assessment Techniques
- PEST Analysis
- SWOT Analysis
- Risk Assessment
These influence the philosophy and objectives of organization by providing set values and beliefs that guide all actions and planning
Vision and Mission Statements
Determine any undesirable circumstances and keep track of administrative measures to prevent or control them (prepare backup plans)
Identifying Strategies
Create a schedule completing each goal and identify by geographical units
Setting the Time Frame
What planning step includes the fiscal or continuous 12 month period?
Preparing the Budget
This gives functional and operational nurse managers guidelines / broad instruction that will help them create action plans to carry out the goals and objectives
Preparing the Budget
Past budget history is reviewed to determine average supply costs & average daily census for the unit
Review and Approval Process of Preparing the Budget
- Reviewers
- Board of Trustees
- Implementation
In Resistance to Planning,
Information needed for planning is often incomplete; its reliability tends to be doubtful
Based on Certain Assumptions, Incomplete Information, Lack of Control, Difficult to Change with the Changing Environment, Fluid Process, Delay in Action, Rigidity, Plans Might Remain on Paper, Difficult to Implement at Unit Level
Based on Certain Assumptions
In Resistance to Planning,
Forcasting is not an exact science; assumptions or premises that is wide off the mark affects basis of plans
Based on Certain Assumptions, Incomplete Information, Lack of Control, Difficult to Change with the Changing Environment, Fluid Process, Delay in Action, Rigidity, Plans Might Remain on Paper, Difficult to Implement at Unit Level
Incomplete Information
In Resistance to Planning,
Managers have little knowledge and less control over several elements of external environment. There is often no way to bring external situation under the discipline of planning
Based on Certain Assumptions, Incomplete Information, Lack of Control, Difficult to Change with the Changing Environment, Fluid Process, Delay in Action, Rigidity, Plans Might Remain on Paper, Difficult to Implement at Unit Level
Lack of Control
In Resistance to Planning,
Plans become quickly outdated and irrelevant even before they are implemented
Based on Certain Assumptions, Incomplete Information, Lack of Control, Difficult to Change with the Changing Environment, Fluid Process, Delay in Action, Rigidity, Plans Might Remain on Paper, Difficult to Implement at Unit Level
Difficult to Change with the Changing Environment
In Resistance to Planning,
Planning is a process in a sense that it is always in a state of flux; future is always a moving target
This is due to the march of the times and changes which characterize the future as it unfolds
Based on Certain Assumptions, Incomplete Information, Lack of Control, Difficult to Change with the Changing Environment, Fluid Process, Delay in Action, Rigidity, Plans Might Remain on Paper, Difficult to Implement at Unit Level
Fluid Process
In Resistance to Planning,
Managers are likely to insist on strict compliance with pre-determined plans; means foregoing new opportunities and better options
Based on Certain Assumptions, Incomplete Information, Lack of Control, Difficult to Change with the Changing Environment, Fluid Process, Delay in Action, Rigidity, Plans Might Remain on Paper, Difficult to Implement at Unit Level
Rigidity
In Resistance to Planning,
Many manageres may not have the time or taste for such exercises. For another, managers attach more importance to action and that too timely action wherein lies much activism and dynamism
Based on Certain Assumptions, Incomplete Information, Lack of Control, Difficult to Change with the Changing Environment, Fluid Process, Delay in Action, Rigidity, Plans Might Remain on Paper, Difficult to Implement at Unit Level
Delay in Action
In Resistance to Planning,
May be far removed from realities (“untouchables”) or due to managers too busy struggling with crises
Based on Certain Assumptions, Incomplete Information, Lack of Control, Difficult to Change with the Changing Environment, Fluid Process, Delay in Action, Rigidity, Plans Might Remain on Paper, Difficult to Implement at Unit Level
Plans Might Remain on Paper
In Resistance to Planning,
The detailed plans may not reflect the intents of broad plans in a consistent manner
Based on Certain Assumptions, Incomplete Information, Lack of Control, Difficult to Change with the Changing Environment, Fluid Process, Delay in Action, Rigidity, Plans Might Remain on Paper, Difficult to Implement at Unit Level
Difficult to Implement at Unit Level
True or False
Managers have big knowledge and more control over several elements of external environment
False (little knowledge and less control)
True or False
There is often a way to bring external situation under the discipline of planning
False (there is often no way)
True or False
It may be easy to formulate broad plans at the corporate level
True
It is a type of analysis focused on internal factors
SWOT Analysis
It is a type of analysis focused on external factors
PEST Analysis
Which steps / process in planning involves identifying potential challenges, implementing administrative measure to address them, and preparing backup plans?
Identifying Strategies
