NURSING MANAGEMENT PROCESS

13 GENERAL PRINCIPLES OF NURSING MANAGEMENT

1. Nursing management is planning.
2. Nursing management is the effective use of time.
3. Nursing management is decision making.
4. Meeting patients’ nursing care needs is the business of the nurse manager.
5. Nursing management is the formulation and achievement of social goals.
6. Nursing management is organizing.
7. Nursing management denotes a function, social position or rank, a discipline, and a field of
study.
8.Nursing management is the active organ of the division of nursing, of the organization and
of the society in which it functions.
9. Organizational cultures reflect values and beliefs
10. Nursing management is directing or leading
11. A well-managed division of nursing motivates employees to perform satisfactorily
12. Nursing management is efficient communication
13. Nursing management is controlling or evaluating

LEVELS OF SKILLS MANAGEMENT IN NURSING

1. CONCEPTUAL SKILLS - refer to an individual’s mental ability to coordinate a variety of interests
and activities
2. INTERPERSONAL SKILLS - influence the individuals’ preferred ways of using language, the
degrees to which they listen and their ways on responding to thers. It may also refer to
interpersonal styles which mean the ways in which individuals interact and communicate with
others
3. TECHNICAL SKILLS - are the tools, procedures, techniques that are unique to the nurse
manager’s specialized situation
 MANAGEMENT PROCESS

1. PLANNING - determining objectives and identifying methods/strategies, policies that lead to

achievement of objectives
- deciding in advance what to do, how to do it, when to do it and who to do it
(Alexander, 1978)
2. ORGANIZING - using resources (human/material) to achieve predetermined outcomes.
- process of forming a system into an organic whole, giving it an orderly
structure, framing and making arrangements for its working order. As an undertaking, it involves
cooperation.
- this is a process where personnel job descriptions, qualifications, and
functions are distinctly defined and specified for work efficiency in the organization.
3. STAFFING - one of the major functions of the nurse manager
- refers to the process of determining and providing the acceptable number and
mix of nursing personnel to produce the desired level of care to satisfy the patient’s demand for
care (Rowland and Rowland, 1992)
- is a complex process. As a control system, it includes a staffing study, a master
plan, a scheduling plan and a nursing management information system (Aydelotte. 1773)
4. DIRECTING - guiding and motivating others to meet the expected outcomes
- is getting the work done through others
- giving orders and directions to others to attain quality patient care
- issuance of assignments, orders and instructions that help the nursing
personnel understand what is expected from them.
- leadership, motivation, communication, delegation and supervision
characterize the directing function of a nurse manager
5. CONTROLLING - using performance standards as criteria for measuring success and taking
corrective action
- refers to the process of evaluating, measuring and the feedback function.
- the link between doing and replanning
- identifies improvement possibilities based on set of standards, measures
performance against these standards and stimulates better performance by providing significant
variations from the original plan so that people can do things right in the future.
- it focuses on better results

P O S D C

-SELECTION
RECRUITMENT
-LEADERSHIP
-ORG’L. DEV. RETENTION
-POWER
- STRATEGIC -ORG ‘L. -PATIENT
-DELEGATION
- OPERATIONAL STRUCTURE: ASSIGNMENT -STANDARDS
-MOTIVATION
- PLANNING CHART SYSTEM -PERFDORMANCE
-COMMUNICATION
HIERARCHY -ORG’L -PATIENT EVALUATION
-DECISION
-SWOT PRINCIPLES CLASSIFICATION -DISCIPLINE
MAKING
-BUDGETTING -ORG’L SYSTEM
-CONFLICT
CULTURE -STAFFING
MANAGEMENT
FORMULA
-SCHEDULING
PLANNING - deciding in advance what, how, when, who to do

PURPOSES OF PLANNING:
1. Planning leads to success in achieving goals and objectives
2. Planning gives meaning to work
3. Planning provides for effective use of available personnel and facilities
4. Planning helps in coping with crisis situations
5. Planning is cost-effective
6. Planning is based on past and future, thus helping reduce the element of change.
7. Planning can be used to discover the need for change
8. Planning is needed for effective control.

CHARACTERISTICS OF PLANNING:
1. Planning is purposeful – This means that planning is deliberate, rational and objective
process
2. Planning is process oriented – Planning is not an isolated act; it is a continuous and
interactive process
3. Planning is hierarchical in nature - System of plans is developed by an organization
4. Planning is future directed – The future is dealt with through planning
5. Planning is multi-dimensional – Planning can have as many dimensions as the system for
which the plans are being made. The key dimensions may be identified as follows:
a. Time – short range or less than one year, medium range or less than five years, and
long range or over five years
b. Organizational level – regional, hospital-wide, departmental
c. Functional area – identified by departmental organization like, patient services, finance
maintenance, etc.
d. Orientation – internal or external , such as involving hospital resource development or
hospital market development
e. Scope – comprehensive plan, strategic plan, tactical plan, implementation plan and so
forth.

TWO MAJOR TYPES OF ORGANIZATIONAL PLANNING

1. Strategic or Long- Ranged Planning
2. Operational or Short-Ranged Planning

STRATEGIC PLANNING
- Determines the long term objectives of the institution and policies that will be used to
achieve these objectives
- 3 to 10 years plan
- May be done once or twice a year in an organization that changes rapidly
- Focuses on purpose, mission, philosophy, and goals related to the external organizational
environment
- Also forecasts the future success of an organization by matching and aligning an
organization’s capabilities with its external opportunities
- Tool: S.W.O.T (Strengths, Weaknesses, Opportunities, Threat)
Strengths are those internal attributes that help an organization to achieve its objectives.
Weaknesses are those internal attributes that challenge an organization in achieving its
objectives.
 Opportunities are external conditions that promote achievement of organizational
objectives.
Threats are external conditions that challenge or threaten the achievement of
organizational objectives.

PURPOSE OF STRATEGIC PLANNING:

1. Help clarify the beliefs and values of the organization
2. Give direction to the organization
3. Improve communication and coordination of activities
4. Eliminate duplication of effort
5. Allow adaptation to the changing environment
6. Set realistic and attainable goals
MAJOR ACTIVITIES IN STRATEGIC PLANNING

Strategic Analysis/Situational Analysis

- includes the conduct of some sort of scan, or review of the organization’s environment
- planners also consider the various, STRENGTHS, WEAKNESSES, OPPORTUNITIES, and
THREATS (SWOT)

SIMPLE RULES FOR SWOT ANALYSIS

1. Be realistic about the strengths and weaknesses of your organization.
2. Be clear about how the present organization differs from what might be possible in the
future.
3. Be specific with what you want to accomplish.
4. Always apply SWOT in relation to your competitors.
5. Keep SWOT short and simple.
6. Remember that SWOT is subjective.

Internal weaknesses or strengths of a health care organization:

1. Expertise of nursing & medical personnel staff
2. Qualifications
3. Over or understaffed
4. Financial status
5. Quality of patient care
6. Abundance or scarcity of medical equipment & supplies

Threats may be:

1. Competition
2. Decrease in patient load
3. Shortage of nurses & other personnel
4. Low patient satisfaction
5. Increase of charges
6. Legal threats

Opportunities may be: would include

1. Improved or new facilities
2. Recruitment of medical and nursing personnel
3. Referrals
 4. New health care programs

GUIDELINES FOR STRATEGIC PLANNING:

1. Strategic planning should be done when an organization is just getting started.
2. Strategic planning should also be done in preparation for a new major venture
3. Strategic planning should also be conducted at least once a year to be ready for the
coming year.
4. Action plans should be updated each year
5. The progress of the implementation should be reviewed at least on a quarterly basis

OPERATIONAL PLANNING or SHORT-RANGED PLANNING

- deals with day to day maintenance activities in the organization

FORMAT OF STRATEGIC PLAN

OBJECTIVES ACTIVITIES YEAR 1 YEAR YEAR YEAR YEAR RESOUR REMARKS

2 3 4 5 CES
NEEDED
Ex. To finish Be focused Attend Books, I will make it a
my in my to all my School point that I will
baccalaureate studies classes, supplies, comply with all
degree etc. etc the
requirements in
order for me to
graduate
Use SWOT analysis as your tool. Identify first the SWOT before making a plan.
PLANNING HIERARCHY

VISION:
- a compelling description of how the organization will or should operate at some point in the
future and how customers or clients are benefiting from the products and services of the
organization.
- a vivid imagination or anticipation of the future; what you wanted to happen in the future.

4 ELEMENTS OF A VISION:
1. It is written down.
2. It is written in present tense, using action words, as though it were already accomplished
3. It covers variety of activities and spans broad time frames
4. It balances the needs of the providers, patients and the environment
Example of a VISION :
The Medical Colleges of Northern Philippines is the country’s premier school in the Allied Health
discipline producing globally competent health care professionals contributing significantly to the
upliftment of the quality of life of the individual, family, community and the whole humanity.

MISSION:
1. A brief statement identifying the reason that an organization exists and its future aims or
function.
2. This statement identifies the organization’s constituency and addresses position.
3. A mission is a call to live out something that matters or is meaningful.

QUESTIONS TO BE ANSWERED:
1. What do we stand for?
2. Who are we here to help?
3. What principles or values are we willing to defend?

3 ELEMENTS TO A UNIT MISSION STATEMENT

1. A mission statement is no longer than a couple of sentences
2. It states the unit’s purpose using action words
3. It should be simple and from the heart

Example of a MISSION :
The mission of Medical Colleges of Northern Philippines works for the holistic development of the
person – a man conscious of his eternal destiny, aware of the dynamics of change, challenged by
the needs of daily living, cognizant of national and international development initiatives and ready
to meet the demands of life in pursuit of his objectives in whatever socio-economic level he
belongs.

PHILOSOPHY:
1. Flows from the purpose or mission statement and delineates the set of values and beliefs
that guide all actions of the organization.
2. It is the basic foundation that directs all planning toward that mission.

Example of PHILOSOPHY :
God has bestowed man with different gifts and potentials which are inherently good. These gifts
which vary from one person to another when given proper inspiration can be developed for his
own good and his fellowmen for and in the glory of God.

VALUES:
1. Include the overall priorities in how the organization will operate
2. Beliefs that guide behavior

4 CHARACTERISTICS THAT DETERMINE A VALUE (McNally 1980) :

1. It must be freely chosen from among alternatives only after due reflection.
2. It must be prized and cherished.
3. It is consciously and consistently repeated (part of a pattern).
 4. It is positively affirmed and enacted.

MCNP’S CORE VALUES:

GOALS AND OBJECTIVES:

1. Are the ends toward which the organization is working
2. Goals and objectives “operationalize” the philosoph

GOAL:
1. The desired result toward which effort is directed.
2. It is the aim of the philosophy
3. Should be measurable and ambitious, but realistic.
4. Should clearly delineate the end product.

Example of a GOAL:

MCNP COLLEGE OF NURSING GOAL

The Medical Colleges of Northern Philippines – College of Nursing aims to produce morally upright
competent, caring, nurturing professional nurse who are contributory to the improvement of the
quality of life of their clientele through the use of a working critical-thinking knowledge and skills
in nursing practice, communication research, leadership and management.

OBJECTIVES:
1. How the goal will specifically be achieved (includes time frame and is measurable).
2. Are similar to goals, however, are more specific, and measurable because they identify
how and when the goal is to be accomplished.
Example of OBJECTIVE:

BSN LEVEL IV OBJECTIVES:

At the end of the fourth year, the student have acquired skills for profession, practice to work
independently and/or in collaboration with others in the promotion of health and prevention of
illness in either the hospital or community.

POLICIES:
- Plans reduced to statements or instructions that direct organizations in their decision
making.
Policies can be:
1. Implied policies- neither written nor expressed verbally. Have usually developed over time
and follow a precedent.
Example – maternity leave, wearing of ID before entering the campus
2. Expressed policies –delineated verbally or in writing.
Example – formal dress code, disciplinary procedures

Example of a POLICY:
Before a nursing student reports in the clinical area, he/she must undergo RLE Orientation
conducted by the MCNP Clinical Instructors. Failure to attend the said orientation denies the
student admission in the areas of exposure, both the clinical and community setting, hence, the
NO ORIENTATION, NO DUTY POLICY stands.

PROCEDURE:
- Plans that establish customary or acceptable ways of accomplishing a specific task and
delineate a sequence of steps of required action

Example of a PROCEDURE:
RULES:
1. Are plans that define specific action or nonaction.
2. Describe situations that allow only one choice of action.
3. Are fairly inflexible, so the fewer rules, the better.
4. Least flexible type of planning in the planning hierarchy.

Example of a RULE:
1. A red light means stop
2. An employer demanding their employees to arrive at 8 AM