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GOAL
GOALS
- Usually established at the beginning of any planned undertaking - A desired aim or condition toward which one is willing to work. - Generally provides direction to an individual, group or organization.
Goals may be: INDIVIDUAL GOALS - are personal goals; usually based on ones desires in life. GROUP GOALS it pertains to what the individual members of the group or organization desire to achieve as a group or an organization. ORGANIZATIONAL GOALS - are management goals of an organization that are established to justify its existence.
GOALS
GOALS MUST BE: S - Specific M - Measurable A - Attainable R - Relevant T - Time Bounded E - Efficient & Effective R - Rewarding
THEORIES
7. Management as Decision Making 8. Managerial Roles 9. Hierarchy of Needs 10. Motivation Hygiene Theory 11. Theory of X & Theory of Y 12. Theory Z
RESOURCES
Attainment of a goal usually precedes the use of resources. 7 Ms 1. money 5. methods 2. men 6. moment 3. machine 7. manager 4. materials
COMPONENTS OF PLANNING
PLANNING What to do? How to do it? Who is to do it?
GOOD PLANNING
involves a continous process of assessment of goals and objectives, implementation and evaluation of change as new facts become known. PROCESS OF GOOD PLANNING
evaluation assessment
POOR PLANNING
Is the failure to set goals make assessments or provide for implementation or to anticipate any possible change in circumstances. INDICATORS OF POOR PLANNING Delivery dates are not met Machines are idle Material is wasted Some nurses are overworked, others are underworked Skilled nurses doing unskilled work Nurses are fumbling on jobs for which they have not been trained There is quarreling, bickering, buck-passing and confusion.
Failing
PLAN
Is a living document which can be changed based on the prevailing circumstances.
1. PRINCIPLES OF PLANNING Planning is always based & focused on the vision, mission, philosophy & clearly defined objective of the organization. Planning is a continous process. Planning should be pervasive within the entire organization. Planning utilizes all available resources Planning must be precise in its scope & nature Planning should be time- bounded Projected plans must be documented
2. 3. 4. 5. 6. 7.
IMPORTANCE OF PLANNING
1. 2. 3. 4. 5. Planning leads to the achievement of goals & objectives. Planning gives meaning to work. Planning provides for effective use of available resources. Planning helps in coping with crises. Planning is cost-effective.
6. Planning is based on past & future activities. 7. Planning leads to the realization of the need to change. 8. Planning provides basis for control. 9. Planning is necessary for effective control .
STEPS IN PLANNING
1. Diagnosis 2. Objective/ goal setting 3. Means identification 4. Debate on proposals 5. Decision making 6. Tasking 7. Evaluation
TYPES OF PLANS
STRATEGIC PLAN the process of defining strategy or direction, and making decisions on allocating its resources to pursue this strategy.
It is a process for determining where an organization is going over the next year or- more typically 3 to 5 years.
It deals with at least one of the 3 questions: 1. What do we do? 2. For whom do we do it? 3. How do we excel?
OPERATING PLANS pertain to activities in specific departments or organization. - generally shorter in time frame -involve the middle & lower level managers CONTINOUS OR ROLLING PLANS involves mapping out the day to day activities. - this is the task of the staff nurse who has to devise & implement NCP for pts.
PHILOSOPHY statement of beliefs & values that direct the organizations life or practice. VALUES are beliefs that are shared among the stakeholders of an organization. FORECASTING is looking into the future; weighing the unknown values in the situation and using them as basis for an educated guess about the future.
2. Set objectives/ goals and determine results desired OBJECTIVES is the backbone of ones goals and philosophy ; these are the battle plan GOALS a specific aim to target to be attained within a short time span of a year; the end to be accomplished
3. Conduct a situation analysis ( SWOT )- analysis of the internal factors attributed to the organization and external factors beyond control of the organization.
S
W O T
New competitors Shortage of resources Changing needs of the customers New regulations
4. Develop & schedule strategies, programs/ projects/activities; set the time frame
STRATEGY it is the course of action created to achieve a long term goal; the art of the general. ( called as the road map); techniques,methods or procedure PROGRAMS are activities put together to facilitate attainment of some desired goals. TIME MANAGEMENT finding the most efficient way to do it.
Work is rushed and becomes substandard Deadlines are missed Bad choices are made Employees suffer from fatigue Employees personal lives and relationships are adversely affected
COMPONENTS OF BUDGET
1. REVENUE BUDGET summarizes the income which
management expects to generate during the planning period. 2. CASH BUDGET amount of money received; planned cash receipts & disbursements, cash balances. 3. OPERATING BUDGET composed of the revenue and the expense budget. 4. CAPITAL BUDGET consists of accumulated data for fixed assets that are expected to be acquired during the budgeted period.
STANDARDS indicate the minimal level of achievement acceptable to meet the set objectives. Nursing Standards Example: Standards of Nsg. Practice by ANSAP 1981
POLICIES are defined as standing plans used repeatedly, or guides or basic rules that govern action at all levels in the organization. Nursing Service Policies Example : Admissions receiving, consent, notifying doctor, care of patients
PROCEDURES are defined as a more specific guide to action than policy. Nursing Procedures Example: Discharge of Patient
ORGANIZING
- it is the process of establishing formal authority. - it involves setting up the organizational structure through identification of groupings, roles & relationships. - it includes developing job descriptions by defining the qualifications and functions of personnel.
ORGANIZATION
consists of the structure & process which allow the agency to enact its philosophy & utilize its conceptual framework to achieve its goal. it is the backbone of management. it is the form of every human association for the attainment of a common purpose. it is a form of identifying roles and relationships of each staff in order to delineate specific tasks or functions that will carry out organizational plans & objectives.
ORGANIZATIONAL CHART
is a line drawing that shows how the parts of an organization are linked.
ELEMENTS OF ORGANIZING I. Setting up the organizational structure - facilitates the development of roles & relationships to enable the achievement of goals.
ORGANIZATIONAL STRUCTURE
refers to the process by which a group is formed, its channels of authority, span of control & lines of communication. is a process in which a group is formed including its Authority, Responsibility and Accountability ( ARA), span of control, and lines of communication.
PRINCIPLES OF ORGANIZING
1. UNITY OF COMMAND refers to the structure an employee has one superior & there is only one manager or leader. 2. SCALAR PRINCIPLES OF HIERARCHY- authority & responsibility flow in clear lines from the highest executive to the lowest.
3. HOMOGENEOUS ASSIGNMENT/ DEPARTMENTATION
workers performing similar assignments are grouped together for a common purpose.
PRINCIPLES OF ORGANIZING
4. SPAN OF CONTROL member of workers that a supervisor can effectively manage. 5. EXCEPTION PRINCIPLE recurring decisions should be handled in a routine manner by lower level managers; whereas problems involving unusual matters should be referred to higher level. 6. DECENTRALIZATION/ PROPER DELEGATION OF AUTHORITY process of conferring specified decision making to the lower levels of the organization.
Tall Organization creates many levels of management. There are many delays and distortion in communication. Decisions and actions are delayed. It is very costly because there are many managers. The managers are paid high salaries. It is difficult to coordinate the activities of different levels. There is strict supervision. So the subordinates do not have any freedom. Tall Organisation is not suitable for routine and standardized jobs. Here, managers may became more dominating.
3. STAFF ORGANIZATION
is by nature purely advisory to the line structure with no authority to place recommendations into action. 4. FUNCTIONAL ORGANIZATION permits a specialist to aid line position within a limited and clearly defined scope of authority. 5. AD HOC ORGANIZATION modification of the bureaucratic structure and is used as a temporary basis to facilitate completion of a project within a formal line organization.
6. MATRIX ORGANIZATION designed to focus on both products and function. It has both the vertical and horizontal chain of command. - it is the most complex organizational structure.
7. SHARED GOVERNANCE ORGANIZATION one of the most radical and idealistic type of organizational structure developed in 1980s as an alternative to traditional pyramidal/ centralized structure. 8. LATERAL ORGANIZATION is one of coordination & colaboration between and among nursing staff and hospital staff.
II. STAFFING
Is the process of determining & providing the acceptable number and mix of nursing personnel to produce a desired level of care to meet the patients demand. The process of assigning competent people to fill the roles designated for the organizational structure through recruitment, selection & development.
STEPS IN STAFFING
Determine the number & types of personnel needed. Recruit personnel Interview Induct or orient the personnel Job offfer
STAFFING PATTERN
Is a plan that articulate how many & what kind of staff are needed by shift & day to staff in a unit or department. PATIENT CLASSIFICATION SYSTEM ( PCS ) a measurement tool used to articulate the nursing workload for a specific patient or group of patients over a specific period of time.
PATIENT ACUITY measurement of nursing workload that is generated for each patient. PATIENT CARE CLASSIFICATION 1. SELF CARE OR MINIMAL CARE PATIENTS are capable of carrying activities of daily living ( ADL) 2. INTERMEDIATE OR MODERATE CARE requires some help from nursing staff with special treatment or certain aspects of personal care
3. TOTAL CARE PATIENTS are usually those who are bedridden & who lack strength & mobility to do average daily living. 4. INTENSIVE CARE PATIENTS are those who are critically ill and in constant danger of death or serious injury.
DISADVANTAGES:
RN spend more time doing tasks that could be done more cost effectively by less skilled person.
STAFF NURSE
STAFF NURSE
STAFF NURSE
STAFF NURSE
PATIENT A
PATIENT B
PATIENT C
PATIENT D
FUNCTIONAL METHOD
This method is task & procedure oriente. Used wherein there are too many patients in proportion to available RN. Nurses are assigned to different functions such as VS, Tx, medication
ADVANTAGES :
Nurses who are oriented this way become skilled in performing assigned tasks. Individual aptitude & experience improves. Less equipment is neeed Time is save Task- oriented approach improves both productivity & organization
DISADVANTAGES:
Patients cannot identify who their nurse is
CHARGE NURSE
RN MEDICATION NURSE
RN ADMISSION NURSE
3. TEAM NURSING
It evolved from functional nursing. Team nursing personnel provides total patient care to a group of patients. Comprehensive nursing care becomes the responsibility of the entire team.
ADVANTAGES:
The constant group work fosters a feeling of participation and belongingness The workload is balanced and shared with the division of labor Each member of the team has the opportunity to learn from colleagues There is also a variety in the daily assignment Helps maintain interest in clients well being and is cost effective. Patient is able to identify personnel due to the continuity of care Barriers between clients and nurses can be minimized Everyone gets to contribute to the care plan
Patients
Patients
Patients
ADVANTAGES:
Nurse sees the client and family as one system an ARA is increased. Nurse uses a wide range of skills, knowledge and expertise an develops creativity Increases trust and satisfaction by the clients Excellent communication between the primar nurse an associate nurses Primary nurses are able to hold associate nurses accountable for implementing nursing care as prescribed.
DISADVANTAGE
Critically ill patients may have several primary care nurses because of transfers to different units that may disrupt the continuity of care inherent in the model.
PRIMARY NURSE
Charge Nurse
Patient
Associate Nurse
Associate Nurse
Case Manager
Patient Caseload
Caregivers
Caregivers
Caregivers
6. PRACTICE PARTNERSHIP
In this model, the RN & assistant agree to be practice partners. They work together with the same schedule and the same group of patients. It is an efficient way of using a mixture of skills of professionals & non- professional staff with differing levels of expertise.
ADVANTAGE:
Offer more continuity of care and accountability for patient care Less expensive for the organization and more satisfying personally for the partners. DISADVANTAGE: Tends to decrease the ratio of professional nurses to non- professional staff There is the potential for the junior member of the team to assume more responsibility than may be appropriate
RN
PARTNER
PATIENTS
STEP 1 Determine type of hospital whether it is primary, secondary or tertiary STEP 2 Find the total number of nursing care hours ( NCH ) needed by the patients at each category level. STEP 3 Categorize patients according to levels of care.
FORTY HOUR/ WEEK for personnel working in hospitals with 100 bed capacity or over or which are located in a 1 Million population in the community. 48 HOURS / week for personnel who work in agencies with lesser bed capacity or which are located in communities with less the 1 M population.
STAFFING FORMULA
1. Categorize the patients according to levels of care needed. 250 x .30 = 75 patients needing minimal care 250 x .45 = 112.5 pts. Needing moderate care 250 x .15 = 37.5 pts need intensive care 250 x .01 = 25 pts. Need highly specialized care
2. Find the number of nursing care hours (NCH ) needed by patients at each level of care per day. 75 pts. X 1.5 ( NCH needed at Level I )=112.5 NCH/ DAY 112.5 pts. X 3 ( NCH needed at Level II )=337.5 NCH/ DAY 37.5 pts. X 4.5 ( NCH needed at Level III) = 168.75 NCH/DAY 25 pts x 6 ( NCH needed at Level IV ) = 150 NCH/ DAY TOTAL 768.75 NCH/DAY
3. Find the total NCH needed by 250 patients per year 768.75 x 365 ( days/year ) = 280,593.75 NCH/yr. 4. Find the actual working hours rendered by each nursing personnel per year. 8 (hrs/day) x 213 ( working days/yr) = 1,704 ( working hrs/yr)
5. Find the total number of nursing personnel needed. a. Total NCH /yr = 280, 593.75 working hrs./ yr. 1, 704 = 165 b. Reliever x total nsg. personnel Divide 33( ave. Number of days an employee is absent per year) by the number of working days per year that each employee serves.
165 x .15 = 25 ( relievers needed ) c. Total nursing personnel needed 165 + 25 = 190 6. Categorize to professional & nonprofessional personnel. 190 x .65 = 124 prof. 190 x .35 = 66 non prof.
7. Distribute by shifts 124 nurses x .45 = 56 nurses on AM shift 124 nurses x .37 = 46 nurses on PM shift 124 nurses x .18 = 22 nurses on night shift 66 attendants x .45 = 30 AM SHIFT 66 attendants x . 37 = 24 PM shift 66 attendants x .18 = 12 night shift