jm code name (robin ) 007

8/3/2019 Jm Code Name (Robin ) 007

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MANAGEMENT-The Process of coordinating

actions and allocating resources to

achieve organizations goals of

healthcare delivery system.



PLANNING- Deciding in advance what to do, who is to

do it, how it is to be done, and when it is to be

done.

- Planning is a proactive, deliberate process

required of all managers.

- Planning is critically important and precedes

all other management functions.



IMPORTANCE OF PLANNI NG

1. Planning leads to achievement of goals andobjectives.

2. Planning gives meaning to work .

3. Planning provides for effective use of availableresources and facilities

4. Planning helps in coping with crises.

5. Planning is cost effective.

6. Planning is based on past and future activities.

7. Planning leads to the realization of the need forchange.

8. Planning provides the basis for control.

9. Plannin is necessar for effective control.



MAJOR ASPECTS OF

PLANNING

1. Planning should contribute to

objectives.2. Planning precedes all other processes

of management.

3. Planning pervades all levels.

4. Planning should be efficient



PR I NCIPLES OF GOOD

PLANNI NG1. All plans must flow from other plans. Short-range plans

must be congruent with long-range plans.

2.Planning in all areas of the organization must follow themission, philosophy, and goals of the overall organization.

3. Planning involves the same process regardless of the

period involved.

4. The length of the plan is determined by what actions are

necessary to make the plan successful.

5. All plans must be flexible.

6. All plans must include a regular review process (an

evaluation step).



CR ITICAL THI NK I NG-It is a reflective problem-solving style of thinking

and needed to excel in the information age. One

should focus on the right question, define termsand list critical issues .Analyze arguments by

identifying and examining assumptions ,positions,

reasons, and conclusions.

Distinguish betweenfacts and inferences ,relevant from irrelevant and

similarities from differences.



TYPES OF PLANNI NG:

1. STRATEGIC OR LONG-RANGE

PLANNI NG- ³what are the right things to do´

- usually extending 3 to 5 years into the future.



Purpose:

1.Helps clarify the beliefs and values of the

organization.

2.Gives direction

3.Improves communication and coordination of

activities.

4.Eliminates duplication of efforts.

5.Allows adaptation to the changing environment.

6.Sets realistic and attainable goals.



PHASES OF STRATEGIC

PLANNING1. StrategicAnalysis

R eview of political, social, economic and technical environment of the organization.

R eview of driving forces in the environment by SWOT

e.g.

Strength andWeaknesses

Expertise of Nursing Personnel

Staffing ± Under/Over Staff

R esourcesOpportunities

R eferrals

New Health Care Programs

Trainings

New Facilities, TechnologiesThreats

Competition

Decrease in patient

Shortage of nurses

Legal



2.Setting Strategic Direction ± identify Vision, Mission and goal.

3.Action Planning

-The process of laying out how thestrategic goals will be accompanied

carefully.



2. OPERATIONAL OR SHORT-RANGE PLANNI NG

- ³how does one do things right´

- deals with day to day maintenance

activities.



3. CONTI NUOUS OR ROLLI NGPLANS

-similar to operating plans, involvesmapping out the day-to-day

activities.



DECISION MAK I NG

The process of identifying and

choosing a particular course of action from among several

possible choices.`q `1



STEPS I N DECISION MAK I NG1. Identify the problem & analyze

situation2. Explore alternatives

3. Choose the most desirable

alternative4. Implement the decision

5. Evaluate the results



SELECTED DECISION MAK I NG

TOOLS1.Gantt Chart

- grid with columns depictingdeveloped schedules with tasks,

assigned responsibilities, & time

frame



2.Program Evaluation & Review

Technique (PERT)

-network system model for planning & control of

projects that require development

-HELPS I N PR IOR ITIZI NG OF ACTIVITIES &RESOURCES

-Used in identifying key activities in the project

(labeled & numbered), & assigning the duration of each phase of work

-Activities that cause projection from one one

event to another is indicated by an ARROW



3. Decision Trees

-graphic presentations to visualize«

Alternatives

Outcome Risks

- Information needed for a specific problem

over a period- For short-& medium range planning &

decision making



4.

Fishbone Analysis-a cause & effect diagram is used to

identify the root cause of a problem

or outcome

Head- effect, opportunity, or desired

outcome



4 MAJOR SPI NES- 4

CATEGOR IES OF CAUSES:

1.Man - all persons involved in the process

2. Method - process w/c include system,

procedures, policies, standards

3.Material ± supplies, forms, manuals

14.Machine ± equipments



ELEM

ENTS OF PLANNI NG1.FORECASTING or Estimating the future

2. Set Objectives / Goals and Determine R esults

Desired

3.Establish Policies Procedures and standards

4.Develop and schedule Strategies,

Programs/Projects/A

ctivities;S

et the timeFrame

5.Prepare the budget and allocation of R esources



FORECASTI NG OR

ESTIMATI NG THE FUTURE

Things to Consider in Forecasting.

1. the agency

2. the community affected

3. the goals of care



SET OBJECTIVES / GOALS

AND DETER MI NE RESULTSDESIRED



ESTABLISH POLICIES

PROCEDURES ANDSTANDARDS



THE PLANNI NG HIERARCHY1. Mission

2. Vision3. Philosophy

4. Goals

5. Objectives6. Policies

7. Procedures

8. R ules



Goals, Objectives, Policies,

Procedures and Rules



Goal

² the desired result toward which

effort is directed; the aim of the

philosophy



Objective² how the goal will specifically be achieved

(includes time frame and is measurable).

Objectives Should :- Include a specific time frame for completion.

- Be stated in behavioral terms.

- Be objectively evaluated.- Identify positive rather than negative

outcomes.



Policies

- plans reduced to statements.

-Statements of expectations that set

boundaries for action taking and

decision making.



Procedures

- step-by-step process.

- Plans that establish customary or

acceptable

ways of accomplishing a specific task

and thatdelineate a sequence of steps of

required action



Rules- plans that specifically define acceptable choices of

action.

-R ules are the least flexible type of planning-Because rules are the least flexible type of

planning in the planning hierarchy, there should be

as few rules as possible in the organization.

-Existing rules, however, should be enforced to keep

morale from breaking down and to promote

organizational structure.



Values

The beliefs that guide

behavior



CHARACTER ISTICS OF A TRUE

VALUE1. Freely chosen from among

alternatives

2. Prized and cherished

3. Consciously and consistently

repeated (part of a pattern)

4. Positively affirmed and acted upon



THANK

YOU

jm code name (robin ) 007

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