LSU BSN 4 – Leininger CI: Mr.

Jiddo Andrei MAranda, RN

PLANNING
 Is deciding in advance what to do; who is to do it; and how, when
and where it is to be done.
 Adequate planning encourages the best of resources. In effective
planning manager must identify short and long term goals and
changes that need to be undertaken to ensure that the unit will
continue to meet its goals.
 Is defined as pre-determining a course of action in order to arrive
at a desired result. It is the continuous process of assessing,
establishing goals and objectives, implementing and evaluating
them, and subjecting these to change as new facts are known.

PRINCIPLES OF PLANNING
1. Planning is always based and focused on the vision, mission,
philosophy, and clearly defined objectives of the organization.
2. Planning is a continuous process. Provision for proper analysis
would indicate a revision or flexibility to be done to make it more
effective.
3. Planning should be pervasive within the entire organization covering
the various departments, services, and the various levels of
management to provide maximal cooperation and harmony.
4. Planning utilizes all available resources.
5. Planning utilizes all available resources.
6. Planning must be precise in its scope and nature. It should be
realistic and focused on its expected outcomes.
7. Planning should be time-bound.
8. Projected plans must be documented for proper dissemination to all
concerned for implementation and evaluation as to the extent of its
achievement.

IMPORTANCE OF PLANNING
PLANNING:
1.Leads to the achievement of goals and objectives.
2. Gives meaning to work.
3. Provides for effective use of available resources and facilities.
4. Helps in coping with crises. Hospitals should provide for disaster
plans.
5. Planning is cost effective.
6. Planning is based on past and future activities.
7. Leads to the realization of the need for change.
8. Provides the basis for control.
9. Is necessary for effective control.

MAJOR ASPECTS OF PLANNING

Plans can be understood through 4 major aspects.
1. Planning should contribute to objectives. Actions without plans often
result in chaos.
2. Planning precedes all other processes of management.
3. Planning pervades all levels.
4. Planning should be efficient.

CHARACTERISTICS OF A GOOD PLAN

1. Be precise with clearly-worded objectives, including desired results
and methods for evaluation;

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LSU BSN 4 – Leininger CI: Mr. Jiddo Andrei MAranda, RN

2. Be guided by policies and/or procedures affecting the planned

action;
3. Indicate priorities;
4. Develop actions that are flexible and realistic in terms of available
personnel, equipment, facilities and time;
5. Develop a logical sequence of activities;
6. Include the most practical methods for achieving each objective;
and
7. Pervade the whole organization.

ELEMENTS OF PLANNING
 FORECASTING
 SETTING THE VISION, MISSION, PHILOSOPHY, GOALS AND
OBJECTIVES
 DEVELOPING AND SCHEDULING PROGRAMS
 PREPARING THE BUDGET
 ESTABLISHING NURSING STANDARDS, POLICIES AND
PROCEDURES

THE PLANNING FORMULA

 WHAT- what has been done? What should be done? What
equipment and supplies have been used or are needed? What
steps are necessary in the procedure? What sequence of
activities was previously used? What other efficient methods
may be used?
 WHEN – when should the job be done? When was it formerly
done? When could it be done?
 WHERE – where is the job to be done? Where does an activity
occur in relation to those activities immediately preceding and
following it? Where could supplies be stored, cleaned, and so
forth?
 HOW – how will the job be done? What are the steps to be
followed in doing the procedure? How will the time and energy of
personnel be used? How much will it cost? How much time will it
require?
 WHO – who has been doing the job? Who else could do it? Is
more than one person involved?
 WHY – to each of the questions, ask why. Why is this job, this
procedure, this step necessary? Why is this done in this way, in
this place, at this time, by this person?
 CAN – can some steps or equipment be eliminated? Can this
activity be efficiently combined with other operations? Can
somebody else do it better? Can we get a machine to help? Can
we get enough money?

PLANNING MODES
1. Reactive planning- occurs after a problem exists. Because there is
dissatisfaction with the current situation, planning efforts are directed
toward returning an organization to a previous, more comfortable
state.
-Because it is done in response to a crisis , reactive planning can lead
to hasty decisions and mistakes.
2. Inactivism – Inactivists consider the status quo as the stable
environment and they spend a great deal of energy preventing change

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LSU BSN 4 – Leininger CI: Mr. Jiddo Andrei MAranda, RN

and maintaining conformity. When changes do occur in this type of

organization, they occur slowly and incrementally.
3. Preactivism- Preactive planners utilize technology to accelerate
change and are future-oriented. Unsatisfied with the past or present,
preactivisits do not value experience and believe the future is always
preferable.
4. Interactive or Proactive planning- Planners who fall in this
category consider the past, present and future and attempt to plan the
future of their organization rather than react to it.
-Proactive planning is dynamic
-is done in anticipation of changing needs or to promote
growth within an organization.

Mission
Mission

Philosophy
Philosophy

Goals
Goals

Objectives
Objectives

Policies
Policies

Procedures
Procedures

Rules
Rules

Mission Statement
 The purpose or mission statement is a brief statement
identifying the reason that an organization exists, while its future
aim or function is often written as a vision statement.
 A mission statement identifies the organization’s constituency
and addresses its position regarding ethics, principles, and
standards of practice.

Organization Philosophy
 Flows from the purpose or mission statement and delineates the
set of values and beliefs that guide all actions of the
organization. It is the basic foundation that directs all further
planning toward that mission.

Societal philosophies and Values

Societes and organizations have philosophies or sets of beliefs that
guide their behavior. These beliefs that guide behavior are called
values. Values have intrinsic worth for a society or an individual.

Individual Philosophies and Values

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All people should carefully examine their value system and

recognize the role it plays in how they make decisions and resolve
conflicts, and even how they perceive things. Therefore, the nurse-
leader must be self-aware and provide subordinates with learning
opportunities or experiences that foster increased self-awareness.

McNally (1980) 4 characteristics of a True Value

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 pattern)
4. It is positively affirmed and enacted.

 When a nurse experiences cognitive dissonance between

personal and organizational values, the result may be
intrapersonal conflict and burnout.

Goals and Objectives

 Are the ends toward which the organization is working. All
philosophies must be translated into specific goals and objectives
if they are to result in action. Thus, goals and objectives
“operationalize” the philosophy.
 A goal may be defined as the desired result toward which effort
is directed. It is the aim of the philosophy.

Policies and Procedure

Policies are plans reduced to statements or instructions that direct
organizations in their decision making.
A policy is a statement of expectations that sets boundaries for action
taking and decision making.
Procedures are plans that establish customary or acceptable ways of
accomplishing a specific task and delineate a sequence of steps of
required action.

Rules
Rules and regulations are plans that define specific action or non-
action. Generally included as part of policy and procedure statements,
rules describe situations that allow only one choice of action.

Planned Change
Most importantly, leaders must be able to translate the demand for
change into a clear and understandable plan for those who must
manage the change and incorporate it into their lives and work.
-Tim Porter O’Grady

Planned change occurs because of an intended effort by a change

agent to deliberately move the system.

Learning how to manage change was listed as one of the major

components necessary when developing future nurses leaders (Scobie
and Russel, 2003)
Regardless of the type of change, all major change brings feelings of
achievement, loss, pride and stress. What differentiates a successful
change effort from an unsuccesful one is often the ability of a change
agent.

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LSU BSN 4 – Leininger CI: Mr. Jiddo Andrei MAranda, RN

The Development of Change Theory - Kurt Lewin (1951)

1. Unfreezing
2. Movement
3. Refreezing

1.Unfreezing Stage
• The change agent unfreezes forces that maintain the status quo.
Unfreezing is necessary because before any change can occur,
people must believe the change is needed. Change should be
implemented only for good reasons. Changes for change’s sake
subjects employees to unnecessary stress and manipulation.
2.Movement
In movement, the change agent identifies plans, and implements
appropriate strategies, ensuring that driving forces exceed restraining
forces.

3. Refreezing stage
During the refreezing phase, the change agent assists in stabilizing the
system change so it becomes integrated in the status quo.

Apply this stages in the hospital Setting

Lippit, Watson, and Westley (1958) built on lewins theories in
identifying seven phases of Planned Change:
1. The Patient must feel a need for change. Unfreezing occurs.
2. A helping relationship begins between the change agent and his
or her patients. Movement begins.
3. The problem is identified and clarified. Data are collected
4. Alternatives for change are examined. Resources are assessed
5. Active modification or change occurs. Movement is complete.
6. Refreezing occurs as the change is stabilized
7. The helping relationships ends, or a different type of continuing
relationship is formed.

Murphy (1999), in a more contemporary model suggests 4 predictable

stages that people pass through when exposed to change
1. Resistance
2. Confusion
3. Exploration
4. Commitment

Perlman and Takacs (1990) 10 Emotional phases of the change process

• 1. Equilibrium
• 2. Denial
• 3. Anger
• 4. Bargaining
• 5. Chaos
• 6. Depression
• 7. Resignation
• 8. Openness
• 9.Rediness
• 10. Reemergence

Driving and Restraining Force

 Driving forces- The force that push the system toward the
change are driving forces,

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LSU BSN 4 – Leininger CI: Mr. Jiddo Andrei MAranda, RN

 Restraining Force- The force that pull the system away from the
change.

Resistance :The expected response to change

Common Responders and Response to Change
Innovators: enthusiastic and thrive on change
Early Adopters: open and receptive to new ideas
Early Majority: adopt new ideas before the average person
Late Majority: skeptical of innovation and change
Laggards: dedicated to tradition and the last to adopt a change
Rejecters: openly oppose innovation and encourage others to also
oppose change.

Key Concepts
Change should not be viewed as a threat but as a challenge or the
chance to do something new and innovative.
Change should be implemented only for a good reason
Because change disrupts the homeostasis or balance of the group,
resistance should be expected as a natural part of the change
process.
4. Perhaps the greatest factor contributing to the resistance
encountered with change is a lack of trust between the employee
and the manager or the employee and the organization
5. Change should be planned and thus implemented gradually, not
sporadically or suddenly.
6. Friends, family and colleagues should be used as a network of
support during change
7. In contrast to planned change, change by drift is unplanned or
accidental.
8. Historically, many of the changes that have occurred in nursing
or have affected the profession are the results of change by drift.
9. People maintain status quo or equilibrium when both driving and
restraining forces operating within any field simultaneously occur.
For change to happen this balance of driving and restraining force
must be altered.
10. organizations are preserved by change and constant renewal.
Without change, the organization may stagnate and die.

TIME MANAGEMENT

 Is a technique for allocating one’s time through the setting of

goals, assigning priorities, identifying and eliminating wasted
time,and using managerial techniques to reach goals efficiently.
 The “too much to do and not enough time to do it” phenomenon
is rampant
-Polly Gerber Zimmermann

TIME MANAGEMENT PRINCIPLES

 Planning anticipates the problems that will arise from actions
without thought.

 Tasks to be accomplished should be done in sequence and

should be prioritized according to importance.

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LSU BSN 4 – Leininger CI: Mr. Jiddo Andrei MAranda, RN

 Setting deadlines in one’s work and adhering to them is an

excellent exercise in self-discipline.

The three basic steps in Time Management

1. Allow time for planning
and establish Priorities

2. Complete the highest priority task

whenever possible and finish one
task before beginning another

3. Reprioritize based on the remaining

tasks and on new information that may
have been received.

 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.

 Delegation permits a manager to take authority for decision

making and to assign tasks to the lowest level possible
consistent with his/her judgment, facts, and experience.

TIME-SAVING TECHNIQUES, DEVICES,AND METHODS TO BETTER

USE OF TIME
 Conduct an inventory of your activities.
 Set goals and objectives and write them down.
 With the use of calendars, executive planners, logs or journals,
write what you expect to accomplish yearly, monthly, weekly or
daily.
 Break down large projects into smaller parts.
 Devote a few minutes at the beginning of each day for planning.
 Organize your work space so it is functional.
 Close your door when you need to concentrate.
 Learn to delegate.
 In a meeting, define the purpose clearly before starting.
 Take or return phone calls during specified time.
 Develop effective decision-making skills
 Take rest breaks and make good use of your spare time.
 Because time is finite and valuable resource, learning to use it
wisely is essential for effective management.
 Setting aside time at the beginning of each day to plan the day
allows the manager to spend appropriate time on high-priority
tasks.
 Making lists is an appropriate tool to manage daily task.
 Using a time inventory is one way to gain insight into how and
when a person is most productive. It also assists in identifying
internal time-wasters.

PREPARING THE BUDGET

 BUDGET – the annual operating plan, a financial “road map” and
plan which serves as an estimated of future costs and a plan for

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LSU BSN 4 – Leininger CI: Mr. Jiddo Andrei MAranda, RN

utilization of manpower, material and other resources to cover

capital projects in the operating programs.
 NURSING BUDGET – a plan for allocation of resources based on
preconceived needs for a proposed series of programs to deliver
patient care during one fiscal year.
 HOSPITAL BUDGET – a financial plan to meet future service
expectations
 4 COMPONENTS OF BUDGET IN HEALTH INSTITUTIONS
 REVENUE BUDGET –summarizes the income which
management expects to generate during the planning
period.
 EXPENSE BUDGET – describes the expected activity in
operational and financial terms for a given period of time.