Nursing Leadership and Management PDF

MODULE 7 PETER ARNOLD T. TUBAYAN, RN, MAN INSTRUCTOR  NURSING MANAGEMENT FUNCTION/PROCESS 1. PLANNING 2. ORGANIZING 3. DIRECTING 4. CONTROLLING  OVERVIEW/INTRODUCTION PLANNING IS A MANAGEMENT FUNCTION, CONCERNED WITH DEFINING GOALS FOR FUTURE ORGANIZATIONAL PER...

MODULE 7 PETER ARNOLD T. TUBAYAN, RN, MAN INSTRUCTOR  NURSING MANAGEMENT FUNCTION/PROCESS 1. PLANNING 2. ORGANIZING 3. DIRECTING 4. CONTROLLING  OVERVIEW/INTRODUCTION PLANNING IS A MANAGEMENT FUNCTION, CONCERNED WITH DEFINING GOALS FOR FUTURE ORGANIZATIONAL PERFORMANCE AND DECIDING ON THE TASKS AND RESOURCES TO BE USED IN ORDER TO ATTAIN THOSE GOALS. TO MEET THE GOALS, NURSE MANAGERS MAY DEVELOP PLANS SUCH AS A UNIT PLAN OR A NURSING CARE PLAN. PLANNING ALWAYS HAS A PURPOSE. THE PURPOSE MAY BE ACHIEVEMENT OF CERTAIN GOALS OR TARGETS. PLANNING HELPS ACHIEVE THESE GOALS OR TARGETS BY SUING AVAILABLE TIME AND RESOURCES.  LEARNING OUTCOMES AT THE END OF THE MODULE, STUDENTS SHOULD BE ABLE TO: 1. DISCUSS THE MEANING OF PLANNING, ITS COMPONENTS, ELEMENTS, SCOPE AND PARTS, AND REASONS FOR PLANNING. 2. EXPLAIN THE TYPES OF PLANS AND ITS RELATIONSHIP TO NURSING PRACTICE. 3. COMPARE A GOOD FROM POOR PLANNING. 4. DISCUSS THE DIFFERENT MODELS OF PLANNING IN THE MANAGEMENT OF PATIENT CARE. 5. CREATE A SAMPLE PLAN USING THE DIFFERENT TYPES OF PLAN.  DEFINITION OF PLANNING PLANNING – IS DECIDING IN ADVANCE WHAT TO DO, HOW TO DO A PARTICULAR TASK, WHEN TO DO IT, AND WHO IS TO DO IT. IT IS A COGNITIVE PROCESS FOR DECISION-MAKING BASED ON FACTS AND INFORMATION AS OPPOSED TO A MANAGER’S PREFERENCES OR WISHES. IT MUST BE ADAPTABLE AND FLEXIBLE TO CURRENT REALITIES TO ENSURE THAT THE DESIRED RESULT IS ACHIEVED COMPONENTS OF PLANNING PLANNING: Predetermined Action WHAT TO DO: HOW TO DO IT: WHO IS TO DO IT: Nursing activities Technique, principles Professional, non-prof  GOOD PLANNING INVOLVES A CONTINUOUS PROCESS Evaluation OF ASSESSMENT, Assessment ESTABLISHMENT OF GOALS AND OBJECTIVES, IMPLEMENTATION AND EVALUATION OF Implementation Establishment of Goals and CHANGE AS NEW FACTS Objectives BECOME KNOWN.  POOR PLANNING FAILURE TO SET GOALS, MAKE ASSESSMENTS OR PROVIDE FOR IMPLEMENTATION OR TO ANTICIPATE ANY POSSIBLE CHANGE IN CIRCUMSTANCES. INDICATORS OF POOR PLANNING: 1. DELIVERY DATES ARE NOT MET 2. MACHINES ARE IDLE 3. MATERIALS ARE WASTED 4. SOME NURSES ARE OVERWORKED, OTHERS ARE UNDERWORKED 5. SKILLED NURSES DOING UNSKILLED WORK 6. NURSES ARE FUMBLING ON JOBS FOR WHICH THEY HAVE NOT BEEN TRAINED 7. THERE IS QUARRELLING, BICKERING, BUCK-PASSING, AND CONFUSION.  PLANS IT IS A LIVING DOCUMENT WHICH CAN BE CHANGED BASED ON THE PREVAILING CIRCUMSTANCES. IT IS A PREDETERMINED COURSE OF ACTION INTENDED TO FACILITATE THE ACCOMPLISHMENT OF A TASK, WORK OR MISSION. CHARACTERISTIC OF A PLAN: IT NEEDS CREATIVE THINKING AND FORESIGHT. 1. IT MUST INVOLVE THE FUTURE 2. IT MUST INVOLVE ACTION 3. IT MUST HAVE AN ORGANIZATIONAL IDENTIFICATION OF THE ACTION WHICH WILL BE UNDERTAKEN EITHER BY THE PLANNER OR SOMEONE DESIGNATED. TYPES OF PLANS  1. STRATEGIC PLANS IT IS THE SUM TOTAL OR OUTCOME OF THE PROCESSES BY WHICH AN ORGANIZATION ENGAGES IN WORK ANALYSIS, GOAL SETTING AND STRATEGY FORMULATION FOR THE PURPOSE OF ORGANIZATIONAL GROWTH AND DEVELOPMENT. ASKS THE VITAL QUESTION: WHAT ARE THE RIGHT THINGS TO DO? USUALLY AROUND 3 TO 5 YEARS, LONG IN NATURE AND ARE BASED ON EXPLICIT ASSESSMENTS OF THE COMPETITIVE STRENGTHS AND WEAKNESSES OF THE ORGANIZATION. DEFINES THE DIRECTION AND GROWTH OF THE ORGANIZATION. USUALLY PREPARED IN THE UPPER LEVELS OF MANAGEMENT AND SERVE AS BASIS FOR OPERATIONAL PLANS.  1. STRATEGIC PLANS STEPS IN STRATEGIC PLANNING: A.) ASSESS THE ENVIRONMENT – EX. EMPHASIS ON SAFETY AND PATIENT CENTERED CARE  LINK EDUCATION AND PRACTICE. B.) SWOT ANALYSIS – A TOOL FREQUENTLY USED TO CONDUCT ENVIRONMENTAL ASSESSMENTS. THE PRIMARY OBJECTIVE OF A SWOT ANALYSIS IS TO HELP ORGANIZATIONS DEVELOP A FULL AWARENESS OF ALL THE FACTORS INVOLVED IN MAKING A BUSINESS DECISION. STRENGTHS – ASSESSMENT OF INTERNAL ENVIRONMENT WEAKNESSES – UNMET GOALS AND OBJECTIVES OF THE ORGANIZATION AS A RESULT OF INADEQUATE PLANNING AND CONTROL OPPORTUNITIES – ASSESSMENT OF EXTERNAL ENVIRONMENT THAT PROVIDE SOURCES OF IMPROVEMENT OR CHANGE. THREATS – FACTORS THAT MAY POSE HAZARDS, BARRIERS TO IMPROVEMENT.  1. STRATEGIC PLANS HELPFUL HARMFUL INTERNAL Strengths: Weaknesses:  Offer specialized procedures that no  Low satisfaction scores on supervisor other facilities in the city perform survey  Physical layout of unit is conducive for  High employee turnover efficient care  Outdated equipment  Unit has gone through process excellence  Location within hospital is not ideal for  All nurses have ACLS and conscious patient safety and privacy sedation competency EXTERNAL Opportunities: Threats:  Market to other doctors that do not  Competition from three other hospitals in currently use facility the same city  Increase patient awareness for services  Loss of revenue from out-of-network we provide patients  Competency certification for nurses  Second GI endoscopy center  Perform new procedures  1. STRATEGIC PLANS C.) ASSESSMENT OF THE COMMUNITY AS STAKEHOLDER – A STAKEHOLDER IS ANY PERSON, GROUP OR ORGANIZATION THAT HAS VESTED INTEREST IN THE PROGRAM OR PROJECT UNDER REVIEW. ALL POTENTIAL STAKEHOLDERS MUST BE CONSIDERED TO ENSURE THAT THEIR NEEDS ARE INCORPORATED IN THE PLAN. D.) OTHER METHODS OF ASSESSMENT: FOCUS GROUP INTERACTION SURVEYS AND QUESTIONNAIRES ADVISORY BOARDS REVIEW OF LITERATURE AND SIMILAR PROGRAMS TO IDENTIFY POTENTIAL PROBLEMS, PITFALLS AND SUCCESSES. REVIEW OF BEST PRACTICES – USED FOR EVIDENCED-BASED INNOVATIONS AND SUCCESSES COMING FROM THE ORGANIZATION.  2. OPERATIONAL PLANS PERTAIN TO ACTIVITIES IN SPECIFIC DEPARTMENTS OF AN ORGANIZATION PLAN’S MAIN QUESTION IS: “HOW DOES ONE DO THINGS RIGHT?” IT DEALS WITH TACTICS OR TECHNIQUES FOR ACCOMPLISHING THESE THINGS GENERALLY SHORTER IN TIME FRAME. EX. 1 YEAR USUALLY INVOLVE THE MIDDLE AND LOWER LEVEL MANAGERS. PREPARED SEPARATELY BY THE MANAGERS OF THE FUNCTIONAL SUB-UNITS OF AN ORGANIZATION. EX. DEPARTMENT BUDGET IS PREPARED BY THE UNIT HEAD. FOCUSES ON TIMETABLES, TARGET QUANTITIES AND SPECIFIES THE PERSONS RESPONSIBLE FOR THE TASKS. 3. CONTINUOUS OR ROLLING PLANS MAPPING OUT THE DAY-TO-DAY ACTIVITIES. THIS IS THE TASK OF THE STAFF NURSE WHO HAS TO DEVISE AND IMPLEMENT THE NURSING CARE PLAN FOR THE PATIENTS, ALTERING OR MODIFYING THE PLAN AS NECESSARY DEPENDING ON THE NEEDS AND PROBLEMS OF THE PATIENTS AND THE UNIT TO WHERE THE PLAN IS APPLICABLE.  REASONS FOR PLANNING 1. IT LEADS TO SUCCESS IN THE ACHIEVEMENT OF GOALS AND OBJECTIVES. a) IT BRINGS ABOUT BEHAVIOR THAT LEADS TO DESIRED ACTIONS AND OUTCOMES. b) IT MAKES PERFORMANCE OF TASKS MORE MEANINGFUL. c) IT HELPS THE NURSE RELATE TO WHAT THEY ARE DOING AND THEIR PROFESSIONAL GOALS. 2. IT PROVIDES FOR EFFECTIVE USE OF AVAILABLE PERSONNEL AND FACILITIES. EX. STAFFING, SUPPLY ORDERING 3. IT HELPS NURSES COPE WITH CRISIS AND PROBLEMS CALMLY AND EFFICIENTLY. EX. NCP, ACTUAL AND RISK  REASONS FOR PLANNING 4. IT REDUCES THE ELEMENT OF CHANGE. a) STUDYING WHAT HAS BEEN SUCCESSFUL AND UNSUCCESSFUL CAN GIVE THE MANAGER BETTER IDEA OF WHAT TO DO IN THE FUTURE. b) ONE CAN DISCOVER THE NEED FOR CHANGE AND INNOVATIONS, TRENDS, AND PRACTICES TO MEET CURRENT EXPECTATIONS OF STAKEHOLDERS AND THE COMMUNITY. c) POINT OUT OPPORTUNITIES FOR NEW OR DIFFERENT SERVICES. 5. IT IS NECESSARY FOR EFFECTIVE CONTROL. IT WILL ENSURE EFFECTIVE MANAGEMENT AND WORKERS CAPABILITY.  RESISTANCE TO PLANNING NURSE-MANAGER AVOID IT BECAUSE: 1. LACK OF KNOWLEDGE OF THE PHILOSOPHY, GOALS AND OPERATIONS OF THE ORGANIZATION. 2. LACK OF UNDERSTANDING OF THE SIGNIFICANCE OF PLANNING, THAT SUCCESS OR FAILURE OF WORK ACTIVITIES RELATE DIRECTLY TO THE QUALITY OF PLAN. 3. LACK OF PROPER APPRECIATION OF USE OF TIME FOR PLANNING, THEY ERRONEOUSLY PERCEIVE THAT TIME SPENT ON PLANNING WOULD BE BETTER SPENT ON ADDRESSING DAY-TO-DAY CONCERNS.  RESISTANCE TO PLANNING NURSE-MANAGER AVOID IT BECAUSE: 4. LACK OF CONFIDENCE AND FEAR OF FAILURE. 5. LACK OF OPENNESS TO CHANGE THAT THEY BELIEVE PLANNING MAY ENTAIL. 6. LACK OF WILLINGNESS TO ENGAGE IN NEW ACTIVITIES THAT PLANNING PRODUCES. 7. EXIGENCIES OF THE SITUATION, THEY PREFER TO ACT ON IMMEDIATE PROBLEMS THAT GIVE THEM IMMEDIATE FEEDBACK. ELEMENTS AND SCOPE OF PLANNING ELEMENTS AND SCOPE OF PLANNING: PLANNING COVERS THE FOLLOWING: 1. FORECASTING OR ESTIMATING THE FUTURE 2. SETTING GOALS AND OBJECTIVES AND DETERMINE RESULTS DESIRED 3. DEVELOPING STRATEGIES, PROGRAMS, PROJECTS, ACTIVITIES AND SETTING THE TIMEFRAME 4. PREPARING THE BUDGET AND ALLOCATION OF RESOURCES 5. ESTABLISHING POLICIES, PROCEDURES AND STANDARDS  1. Forecasting or Estimating the Future IT IS LOOKING INTO THE FUTURE. IT IS WEIGHING THE UNKNOWN VALUES IN THE SITUATION AND USING THEM AS BASIS FOR AN EDUCATED GUESS ABOUT THE FUTURE. PREDICTION IS A SIMILAR, BUT MORE GENERAL TERM, AND USUALLY REFERS TO ESTIMATION OF TIME SERIES, CROSS-SECTIONAL OR LONGITUDINAL DATA. RISK AND UNCERTAINTY ARE CENTRAL TO FORECASTING AND PREDICTION.  1. Forecasting or Estimating the Future IN MAKING FORECASTS, THE PLANNER SHOULD CONSIDER THREE THINGS: 1. THE AGENCY WHERE THE PLANNER IS WORKING 2. THE COMMUNITY BEING SERVED BY THE AGENCY 3. THE GOALS OF CARE THE FORECASTS MUST BE SUPPORTED BY FACTS OR EVIDENCES, REASONABLE ESTIMATES OF TIME AND RESOURCES AND ACCURATE REFLECTION OF POLICIES AND FUTURE PLANS.  2. Setting Goals and Objectives and Determine Results Desired A PLAN MUST SET OBJECTIVES OR GOALS, OR IN OTHER WORDS DETERMINE BEFOREHAND THE DESIRED RESULT. GOALS ARE BROAD STATEMENTS OF INTENT DERIVED FROM THE PURPOSES OF THE ORGANIZATION. OBJECTIVES ARE SPECIFIC BEHAVIOUR OR TASKS SET FOR THE ACCOMPLISHMENT OF A GOAL.  3. Developing Strategies, Programs, Projects, Activities and Setting the Timeframe A PLANNER MUST DEVELOP SCHEDULES, STRATEGIES, PROGRAMS, PROJECTS AND/OR ACTIVITIES, AND SET THE TIME FRAME FOR THEIR COMPLETION IN ORDER TO ACHIEVE OBJECTIVES AND GOALS. STRATEGY – IS THE TECHNIQUES, METHODS OR PROCEDURE BY WHICH THE OVERALL PLAN OF THE HIGHER MANAGEMENT OF THE AGENCY ACHIEVE DESIRED OBJECTIVES. PROGRAMS – ARE ACTIVITIES PUT TOGETHER TO FACILITATE ATTAINMENT OF SOME DESIRED GOALS, SUCH AS STAFF DEVELOPMENT PROGRAMS, OUTREACH PROGRAMS, DISCHARGE TEACHING PROGRAMS, ETC.