d. How – how will the job be done?

How will the time and

VI. Elements/ Components of Planning energy of personnel be used? How much will it cost? How
much time will it require?
a. Written statement of mission and purpose; e. Who – who has been doing the job? Who else could do
b. Philosophy; it?
c. Objectives; and f. Why – why is this job, this procedure necessary? Why is
d. Detailed management or operational plans – the blueprints by which the it done in this way?
purpose, philosophy, and objectives are put into action. Management or g. Can – those questions that are answerable by yes or no.
operational plans include decision-making and problem-solving Can some steps or equipment be eliminated? Can this
processes. Strategies, policies and procedures are also included. activity be efficiently combined with other operation? Can
somebody else do it better? Can we get a machine to
1. Nursing Division Planning help? Can we get enough money?

- These are road maps that describe the business by name and
location. Nurse managers are tasked to make them more 3. Time Management
informative by adding description that provides a summary of Time management is a technique for allocating one’s time through the
the work of the division. setting of goals, assigning priorities, identifying and eliminating wasted time, and
- Includes enough information to give outsiders a bird’s-eye using managerial techniques to reach goals efficiently. It is making optimal use of
view of its totality regarding the nature of work in the nursing available time.
division. Time Management can be reduced into three (3) cyclic steps:
- Nursing products and services provided by quantity:
a. Admissions;
b. Discharges;
c. Patient days; Allow time for planning and establish priorities
d. Number of patients by acuity categories;
e. Research projects;
f. Education programs;
g. Students;
h. Outpatient visits
i. Marketing activities of the nursing division, with its2.total
Complete the highest priority task whenever possible, and finish one task before beginning another.
revenues and expenses; and
j. Managerial style of the division and its impact on
employees

2. Planning Formula
- Extrapolating assumptions from the information analyzed. 3. Reprioritize based on the remaining tasks and on new information that may have be
a. What – includes questions what has been done? What
should be done? What equipment and supplies have
been used or needed? What steps are necessary in the
procedure? What sequence of activities was previously
used? What other efficient methods may be used? Priority Setting and Procrastination
b. When – those questions which are answerable by time. Priority setting is the most critical skill in good time management
When should the job be done? When was t formerly because all actions we do have some type of relative importance. It also means
done? When could it be done? prioritizing what needs to be accomplished.
c. Where – where is the job to be done? Where does an Three (3) categories:
activity occur in relation to those activities immediately
preceding and following it? Where could supplies be
stores, cleaned and so forth?
 1. “don’t do” – are those items that probably reflect problems that will It refers to “the knowing of self”. Managing time is difficult if a person is
take care of themselves, are already outdated, or are better unsure of priorities, including personal short-term, intermediate, and long-term
accomplished by someone else. goals.
2. “do later” – are those items that reflect trivial problems or those that
do not have immediate deadlines; thus, they may be procrastinated. Time Wasters
3. “do now” – are those items that reflects a unit’s day-to-day
operational needs. It may represent items that had been put off
earlier.
- In prioritizing “do now” items, manager may find preparing a External Time Wasters Internal Time Wasters
written list helpful. However, Chenevert (1993) cautions that sometimes Telephone interruptions Procrastination
making a list gives a false sense of accomplishment. Socializing Poor planning
Written List – may be used daily, weekly or monthly. Meetings Failure to establish goals and objectives
- can assist in coordinating daily operations. Lack of information Failure to set objectives
- should not be longer than what can be Poor communication Inability to delegate
Lack of feedback Inability to say no
realistically accomplish because it
Lack of adequately described policies and procedures Management by crisis
demotivates instead of assisting the Incompetent co-workers Haste
manager. Poor filling system Indecesiveness
- should allow adequate time for each task and Paperwork and reading Open-door policy
have blocks of time built in for the
unexpected.

Procrastination means to put off something until a future time, to

postpone, or to delay needlessly. Managers should not avoid a task because it is
overwhelming or unpleasant. The manager must be sure that large projects have
been broken down into smaller projects and that a specific time line and plan for
implementation are in place.

Chenevert (1993) identifies the three most common reasons for

procrastination:

1. Not wanting to begin
2. Not knowing where to begin
3. Not knowing where to begin, even if you wanted to begin, which you
don’t.
Grohar-Murray and DiCroce (1992) – described that no amount of planning can
prevent an occasional crisis. If a crisis does occur, the manager should resort to
crisis control.
Crisis control – the manager sets aside the original priorities for the day
and reorganizes, communicates, and delegates a new plan reflecting the
new priorities associated with the unexpected and untoward event
causing the crisis.
Personal Time Management
Symptoms of time mismanagement (Davies, et. Al. 1980)
1. Rushing
2. Chronic vacillation between unpleasant alternatives
3. Fatigue and listlessness with hours of non-productive activity
4. Constantly missed deadlines
5. Insufficient time for rest and/or personal relationships
6. Feeling overwhelmed by details and demands.
4. Time Management Principles
1. Planning anticipates the problems that will arise from actions without
thought.
It anticipates the crises that may occur or the resources needed to
solve the problems.
2. Tasks to be accomplished should be done in sequence and should be
prioritized according to importance.
 Failure to prioritize oftentimes results in spending more time on
unimportant tasks.
3. Setting the deadlines in one’s work and adhering to them is an
excellent excercise in self-discipline.
It enables one to have time for himself/herself because of the
effective use of time.
4. Deferring, postponing, or putting off decisions, actions, or activities
can become a habit which oftentimes cause lost opportunities and
productivity, generating personal or interpersonal crises.
Learning to understand why one procrastinates makes him/her
aware that a plan can be initiated to prevent procrastination.
5. Delegation permits the manager to take authority for decision making
and to assign tasks to the lowest level possible consistent with his/her
judgment, facts, and experience.
A nurse manager oftentimes does something that his/her
subordinates would able to do with support. Delegation frees him/ her of
some time that can be devoted to other tasks.
5 .Time Saving Techniques
1. Conduct inventory of activities.
- Logging your activities for one day would should how much
time is usually spent on each activity. Identify your time
problems.
2. Set goals and objectives and write them down.
- Set priotities. Plan on making things happens rather than
reacting to crises.
3. With the use of calendars, executive planners, logs or journals, write what
you expect to accomplish yearly, monthly, weekly, daily.
4. Break down large projects into smaller parts.
- Do first things first and concentrate on one thing at a time.
Get all data you need to avoid breaks in your work. Complete
each task at the first time.
5. Devote a few minutes at the beginning each day for planning.
- Prepare a list of what are to be done the following day. At the
end of each day, account for the tasks you have
accomplished.
6. Organize your work space so it is functional.
7. Close your door when you need to concentrate.
- Agree on a period of quiet office time. Avoid having an “open
door” policy during the entire workday.
8. Learn to delegate.
- Delegation extends results from what one can do to what one
can control. It also develops subordinated’ initiative, skill,
confidence.
9. In a meeting, define the purpose clearly before starting.
- Distribute the agenda in advance and control interruptions
during the meeting. Conduct the meeting according to time
schedule.
10. Take or return phone calls during specified time.
11. Develop effective decision-making skills.
- Do not be afraid to day “no”
12. Take rest breaks and make good use of your spare time.
Leadership Roles and Management Functions in Time Management
Leadership roles
1. Is self-aware regarding personal blocks and barriers to efficient time
management as well as how own value system influences one’s own use
of time and the expectations of followers
2. Functions as a role model, supporter, and resource person to
subordinates in setting priorities.
3. Assist followers in working cooperatively to maximize time use.
4. Prevents and/or filters interruptions that prevent effective time
management.
5. Prioritizes professional over technical and amenity care time users
whenever possible.
6. Role-models flexibility in working cooperatively with other people whose
primary time management style is different.
7. Presents a calm and reassuring demeanor during periods of high unit
activity.
Management Functions
1. Appropriately prioritizes day-to-day planning to meet short and long term
unit goals.
2. Builds time for planning into the work schedule.
3. Analyzes how time is managed on the unit level using job analysis and
time-and-motion studies.
4. Eliminates environmental barriers to effective tome management for unit
staff.
5. Handles paperwork promptly and efficiently and maintains neat work area.
6. Breaks down large tasks into smaller ones that can more easily be
accomplished by unit members.
7. Utilizes appropriate technology to facilitate timely communication and
documentation
8. Discriminates between inadequate staffing and inefficient use of time
when tome resources are inadequate to complete assigned task.
VII. Types of planning
1. STRATEGIC PLANNING
- It is futuristic in approach.
- Complex organizational plans that involve a long period
(usually 3-10 years)
- A long-range plan that examines an organization’s purpose,
mission, philosophy, and goals in the context of its external
environment.
 - Determines where an organization is going over the next year
or more, how it is going to get there and how it will know it got
there or not.
- It requires managerial expertise in healthcare economics,
human resource management, political and legislative issues
affecting healthcare, and planning theory.
- It also requires the leadership skills of being sensitive to the
sensitive environment, being able to appraise accurately the
social and political climate, and being willing to take risks.
- Forecasts the future success of an organization by matching
and aligning all its capabilities with external opportunities
(Martin, 1998).
Berry (1994) suggests that strategic planning as a management process
combines four basic features:
1. A clear statement of the organization’s mission
2. The identification of the agency’s external constituencies or
stakeholder and the determination of their assessment of the
agency’s purposes and operation
3. The delineation of the agency’s strategic goals and objectives,
typically in a 3- to 5-year plan.
4. The development of strategies to achieve the goals.
Major Activities of Strategic Planning
1. Strategic Analysis
- Also known as Situational Analysis.
- Includes the conduct of some sort of scan, or review, of the
organization’s environment.
- Planners carefully consider various driving forces in the
environment
- Planners also consider the various strengths, weaknesses,
opportunities and threats (SWOT) regarding the organization.
- This is to capture the strategic nature of this type of planning,
that of being comprehensive, thoughtful, and well-placed.
2. Setting Strategic Direction
- Planners carefully come to conclusions about what the
organization must do as a result of the major issues and
opportunities facing the organization.
- Should be specific, measurable, acceptable to those working
to achieve the goals, realistic, timely, extending the
capabilities of those working to achieve the goals, and
rewarding to them (SMARTER).
-
Mission statements – are brief written descriptions of the purpose of the
organization.
Vision statements – are usually a compelling description of how the organization
will or should operate at some point in the future and of how customers or clients
are benefiting from the products and services of the organization.
Values Statements – include the overall priorities in how the organization will
operate.
3. Action planning
- Process of laying out how the strategic goals will be
accomplished carefully.
- It is common to develop an annual plan which sometimes
called the operational plan or management plan.
Strategic Planning Benefits
1. Clearly defines the purpose of the organization and establishes realistic
goals and objectives.
2. Communicates those goals and objectives to the organizations
constituents.
3. Develops a sense of ownership of the plan.
4. Ensures the most effective use is made of the organizations resources by
focusing the resources on key priorities.
5. Provides a base from which progress can be measures and establishes a
mechanism for informed changed when needed.
6. Brings together of everyone’s best and most reasoned efforts have
important value in building a consensus about where an organization is
going.
7. Provides clears focus of organization, producing more efficiency and
effectiveness
8. Bridges staff and board of directors (in the case of corporations)
9. Builds strong teams in the board and the staff (in the case of corporations)
10. Provides the glue that keeps the board together (in the case of
corporations)
11. Produces great satisfaction among planners around a common vision.
12. Increases productivity from increased efficiency and effectiveness.
13. Solves major problems.
Guidelines for Strategic Planning
1. It should be done when an organization is just getting started.
2. It should also be done in preparation for a new major venture.
3. It should also be conducted at least once a year in order to be ready for
the coming fiscal year.
4. Each year, action plans should be updated.
5. Note that, during implementation of the plan, the progress of the
implementation should be reviewed at least on a quarterly basis by the
board
Strategic Planning or Long-ranged Planning in Nursing Management
- It is concerned with what the division of nursing should be doing.
- Its purpose is to improve allocation of scarce resources, including time
and money, and to manage the division of nursing for performance.
- It provides strategic forecasting from 3 years up to more than 20 years.
 - It gives a sense of direction to all managers ad practitioners of nurding BUSINESS AND HUMAN RESOURCE PLANNING INTERACTION APPLIED TO
within the organization, NURSING PLANNING SYSTEM
- It deals concretely with complex projects or programs in multistage time
sequences. Human Resource
- It should involve top nurse managers and can effectively involve Business planning
Planning
representatives of all levels of nursing management.
Environmental Planning
2. OPERATIONAL PLANNING OR SHORT-RANGED PALNNING IN Strategic planning Labor supply analysis
NURSING MANAGEMENT Corporate Philosophy, Labor force composition
- It may be done in connection with improvement and Long –Range Planning organizational mission, Social/ Cultural changes
maintenance of facilities. strengths and Demographic Changes
- It is observed in connection with budget preparation as it weaknesses Legal and Regulatory
deals with day-to-day maintenance activities in the agency changes
organization. Forecasting
BUDGETS Operational planning Projected Personnel
- specify money needed for the resources that are necessary to Middle-Range Planning Organizational Goals and needs by job category,
implement the annual plan. It also indicate how the money will be spent. Objectives Attrtition, Productivity
Kinds of Budgets Changes
a. Operating Budgets – these budgets are usually associated with major Projected Staffing
activities over coming year, including wages, salaries, and compensations requirements
both permanent and temporary or casual employees. Budgeting
Surplus or deficit of
b. Project Budgets – these are associated with the major projects. Budgets, economical
personnel, staffing
c. Cash Budgets – where cash will be spent over some near term. Short-Range Planning forecasts, performance
authorizations, succession
d. Capital Budgets – associates with operating some major asset. goals, annual operating
planning, promotions and
plans
transfers, training and
HUMAN RESOURCE PLANNING development.
- Decides how the full spectrum of human resources will affect the
strategic and operational plans. Bibliography:
- Whenever business exists and employs people, it has had some sort Asperas, Carlito, et.al.Leadershio and Management Nursing. ©2005.
of human resource planning. Swansburg, Russell C. Introductory Management and Leadership for Clinical
Advantages of Human Resource Planning Nurses. Jones and Bartlett Publishers: London. ©1993.
1. Through a systematic planning of human resource, a company can be Tomey, Ann Merriner.Nursing Management and Leadership. Sixth edition.
better assisted in attaining its goals and objectives, Mosby:Philadephia. ©2003
2. It helps the company determine its manpower needs and provides a Venzon, Lydia M. Nursing Management Towards Quality Care. Second edition.
method of meeting them. C&E Publishing Inc: Philippines. ©2003.
3. It can be an effective means of planning the development and growth of
the employees.
4. It can assist in placing the employees properly in jobs where they can
maximize the use of their skills and potentials.
5. It can assist the company to attract and retain better qualifies employees.