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Nursing Leadership and Management > NLM Chapter 3 (Planning) > Flashcards

NLM Chapter 3 (Planning) Flashcards

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1
Q

Prime function, a sub-process of management wherein a plan of action is formulated

A

Planning

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2
Q

It is a dynamic, intellectual process involving problem solving and decision making

A

Planning

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3
Q

It is a process of making the organization selectively move and change in tune with relevant changes in the external environment

A

Planning

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3
Q

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

A

King-pin Function

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4
Q

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

A

Principle of Top Management Interest

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5
Q

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

A

Principle of Long-Range View

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6
Q

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

A

Principle of Primacy of Planning

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7
Q

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

A

Principle of Flexibility

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8
Q

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

A

Principle of Navigation Change

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9
Q

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

A

Principle of Commitment

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10
Q

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

A

Principle of Limiting Factor

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11
Q

In Elements of Planning

It is the purpose or reason of existence of an organization

Organizational Mission, Philosophy, Goal, Objectives

A

Organizational Mission

Includes purpose and values, stakeholders, responsibilities towards clients, and main objectives supporting the company to accomplish the mission

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12
Q

In Elements of Planning

It states the beliefs, concepts, and principles of an organization

Organizational Mission, Philosophy, Goal, Objectives

A

Philosophy

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13
Q

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

A

Goal

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14
Q

In Elements of Planning

Specific results that an organization seeks to achieve

Organizational Mission, Philosophy, Goal, Objectives

A

Objectives (May be multiple and changed)

Fx: Define organization, provide directions for decision making, set standards of performance, and integrate OGI

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15
Q

In Types of Planning

It is a systematic process focusing on performance improvement and strategies to accomplish desired outcomes

A

Strategic Planning

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16
Q

In Types of Planning

Management tool that helps organizations set long-term goals

A

Strategic Planning

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17
Q

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

A

Strategic Planning

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18
Q

In Types of Planning

This requires a multidisciplinary approach and consists of formulation of strategies

A

Strategic Planning

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19
Q

In Types of Planning

This assists managers to resolve organizational problems and goals, improve performance strategies, and build teamwork expertise

A

Strategic Planning

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20
Q

Strategic plans in certain organizations may be drafter for ____ or more years

A

10

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21
Q

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

A

Operational Planning

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22
Q

This focuses on sustaining the course of action and ensuring the employee’s ability to perform the designated tasks

A

Operational Plan

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23
Q

What is this?

Improve patient satisfaction and unit staff’s cross training

Mission, Vision, Goal, Objectives, Strategies, or Outcomes

A

Goal

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24
Q

What is this?

To provide high-quality care to patients

Mission, Vision, Goal, Objectives, Strategies, or Outcomes

A

Mission

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25
Q

What is this?

To become leader in health care in Manila

Mission, Vision, Goal, Objectives, Strategies, or Outcomes

A

Vision

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26
Q

What is this?

Within 6 weeks, 85% of patients will report satisfaction with care provided

Mission, Vision, Goal, Objectives, Strategies, or Outcomes

A

Objectives

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27
Q

What is this?

Answer patient’s call light within 2 minutes

Mission, Vision, Goal, Objectives, Strategies, or Outcomes

A

Strategies

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28
Q

What is this?

87% of the patients in the unit reported satisfaction with care provided

Mission, Vision, Goal, Objectives, Strategies, or Outcomes

A

Outcomes

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29
Q

They usually identify and mitigate obstacles, ensures comprehensive implementation of operational plans, collect data, and ensure employees involvement in operation plan

A

Middle Managers

30
Q

Common tools used for detailed operational plans (3)

A

Gantt Chart (Finkler & Kovner, 2000)
Critical Path Method (Baker, 2006)
Program Evaluation and Review Technique (McGuffin, 1999)

31
Q

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

A

Gantt Chart

32
Q

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

A

Critical Path Method

33
Q

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

A

Program Evaluation and Review Technique

34
Q

Its’ purpose is to influence time estimates away from unrealistically short time scales

A

Program Evaluation and Review Technique

35
Q

PERT Formula

A

[(shortest time + 4) x likely time + longest time] divided by 6

36
Q

Strategic or Operational

Time Frame: Long-term (typically 3-5 years)

A

Strategic

37
Q

Strategic or Operational

Time Frame: Short-Term (current year, quarters, or months)

A

Operational

38
Q

Strategic or Operational

Responsibility: Top-Level Management (CEOs, Board of Directors)

A

Strategic

39
Q

Strategic or Operational

Responsibility: Middle Management or Department Heads

A

Operational

40
Q

Strategic or Operational

Type of Goals: Broad, High-Level Business Goals for overall growth and market positioning

A

Strategic

41
Q

Strategic or Operational

Specific, measurable, detailed goals for day-to-day operations

A

Operational

42
Q

Strategic or Operational

Budget: Larger, expenditures aligned with a long term strategy

A

Strategic

43
Q

Strategic or Operational

Budget: Allocating of existing resources, managing routine operational costs

A

Operational

44
Q

Strategic or Operational

Content: Long-term and core strategic goals

A

Strategic

45
Q

Strategic or Operational

Content: Operating budget, resource allocation, detailed action plans

A

Operational

46
Q

Strategic or Operational

Review Frequency: Annually or Bi-Annually

A

Strategic

47
Q

Strategic or Operational

Review Frequency: Quarterly, Monthly, or Weekly

A

Operational

48
Q

What are the planning steps / process (5)

A
  • Forecasting / Estimating the Future
  • Defining the Philosophy and Objectives
  • Identifying Strategies
  • Setting the Time Frame
  • Preparing the Budget
49
Q

This involves the attempt to estimate how a condition will be and to determine what is needed in the future

A

Forecasting or Estimating the Future

50
Q

True or False

Managers should be informed and updated on legal, political, and socioeconomic factors influencing healthcare and the community

A

True

51
Q

Can be done by assessing the current status and past information (Internal and External Assessment)

A

Forecasting

Internal - financial resources, information systems, and research capabilities

External - competiton for services in the community

52
Q

Environmental Assessment Techniques

A
  • PEST Analysis
  • SWOT Analysis
  • Risk Assessment
53
Q

These influence the philosophy and objectives of organization by providing set values and beliefs that guide all actions and planning

A

Vision and Mission Statements

54
Q

Determine any undesirable circumstances and keep track of administrative measures to prevent or control them (prepare backup plans)

A

Identifying Strategies

55
Q

Create a schedule completing each goal and identify by geographical units

A

Setting the Time Frame

56
Q

What planning step includes the fiscal or continuous 12 month period?

A

Preparing the Budget

57
Q

This gives functional and operational nurse managers guidelines / broad instruction that will help them create action plans to carry out the goals and objectives

A

Preparing the Budget

Past budget history is reviewed to determine average supply costs & average daily census for the unit

58
Q

Review and Approval Process of Preparing the Budget

A
  • Reviewers
  • Board of Trustees
  • Implementation
59
Q

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

A

Based on Certain Assumptions

60
Q

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

A

Incomplete Information

61
Q

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

A

Lack of Control

62
Q

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

A

Difficult to Change with the Changing Environment

63
Q

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

A

Fluid Process

64
Q

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

A

Rigidity

64
Q

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

A

Delay in Action

65
Q

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

A

Plans Might Remain on Paper

66
Q

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

A

Difficult to Implement at Unit Level

67
Q

True or False

Managers have big knowledge and more control over several elements of external environment

A

False (little knowledge and less control)

68
Q

True or False

There is often a way to bring external situation under the discipline of planning

A

False (there is often no way)

69
Q

True or False

It may be easy to formulate broad plans at the corporate level

A

True

70
Q

It is a type of analysis focused on internal factors

A

SWOT Analysis

71
Q

It is a type of analysis focused on external factors

A

PEST Analysis

72
Q

Which steps / process in planning involves identifying potential challenges, implementing administrative measure to address them, and preparing backup plans?

A

Identifying Strategies

Nursing Leadership and Management (4 decks)

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