ARE, GRACE CERVANTES
NCM 105
LEADERSHIP AND MANAGEMENT
PLANNING
The first element of management is PLANNING.
PLANNING is simply deciding in advance what will and will
not be done in the next minutes, hours, days, months, or
years.
Fayol defined it as “making a plan of action for a foreseeable
future”.
Douglas stated that “planning is having specific aim or
purpose and mapping out a program or method beforehand
for accomplishment of the goal” .
Alexander defined planning as “deciding in advance what to
do, how to do it, when to do it, and who is to do it”.
PRINCIPLES OF PLANNING
 Planning is always based and focused on the vision,
mission, philosophy, and clearly defined objectives of
the organization
 Planning is a continuous process.
 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
 Planning utilizes all available resources
 Planning must be precise in its scope and nature. It
should be realistic and focused on its expected
outcomes
 Planning should be time-bound
 Projected plans must be documented for proper
dissemination to all concerned for implementation
and evaluation.
REASONS FOR PLANNING
 It leads to success in achieving goals and objectives
 It gives meaning to work
 It provides for effective use of available personnel
and facilities
 It helps in coping with crisis situations
 It is cost-effective
 It is based on past and future, thus helping reduce
the element of change
 It can be used to discover the need for change
 It is needed for effective control
BENEFITS OF PLANNING (Donovan)
 Satisfactory outcomes of decisions
 Improved functions in emergencies
 Assurance of economy of time, space, and materials
 The highest of personnel
WHY MANAGERS FAIL TO PLAN EFFECTIVELY?
 They lack knowledge of the philosophy, goals, and
objectives of the agency.
 They do not know how to manage their time
 Lack of confidence in formulating plans
FACTORS TO CONSIDER TO HAVE AN EFFECTIVE PLAN
 Characteristics of planning
 Elements of the planning process
 Strategic or long-range planning process
 Tactical or short-range planning process-functional
versus operational.
 Planning standards
 Application of the planning processes and standards
to the work situation.
CHARACTERISTICS OF PLANNING
 Tappen describes planning as the component of
effective management that is hardest to do and
easiest to ignore.
‘’It deals primarily with the future and can easily be
postponed’’
 Planning is based on objectives
Simplification and standardization characterize it. In other
words, first and foremost good plans are based on objectives,
they must be simple, they must have standards, must be
flexible, must be balanced and must use available resources
 Planning requires decision making
That is choosing future courses of action from among
alternatives.
SCOPE AND LEVEL OF PLANNING
 SCOPE – defined as the BREADTH of or OPPORTUNITY
to function
 In Management SCOPE means how far can the
manager can go in developing plans for self and
others.
3 LEVELS OF PLANNING IN NURSING
1. TOP-LEVEL MANAGERS
- comprise a small group of executives who
covers the over-all management of the
organization’s nursing service
- Top managers are typically titled CEO
- Top-level nurse executives are
continuously named vice-president,
associate administrator, or director of
nursing service.
STRATEGIC PLANNING – is a systematic process of
determining how to pursue the organization’s long term goals
with the available resources. It has been said that: “any
organization that doesn’t have a plan for its future isn’t likely
to have one” .
STRATEGIC goals directly supports the organization’s mission
statement.
2. MIDDLE-LEVEL MANAGERS - Middle Level managers
direct the activities of other managers, usually of units
or departments, both inside and outside of the hospital.
- Common titles for middle managers in nursing include
Supervisor, coordinator, case manager and clinical specialist.
3. LOWER-LEVEL MANAGERS
-Constitute the lowest level at which individuals are
responsible for the work of others; they often
participate in the work itself.
- Example: dept or unit manager, case manager, team leader
or primary nurse
- Responsible for the management of all nursing care on the
nursing unit or for administering direct nursing care to
one or more patients.
ELEMENTS OF PLANNING
FORECASTING – helps managers look into the future and
decide in advance where the agency would like to be and
what is to be done in order to get there.
FORECASTS and estimates provide the bases for planning.
SETTING THE VISION, MISSION, PHILOSOPHY, GOALS
AND OBJECTIVES
VISION – Outlines the organization’s future role and function.
EXAMPLE: VISION
“To be the premier teaching medical institution in the
southern part of Manila; and as the 1st Air Reserve Hospital
delivering compassionate and holistic quality health care
services”.
MISSION - Outlines the agency’s reason for existing (whether THINGS TO BE CONSIDERED IN DEVELOPING
hospital or health care), who the target clients are, and what OBJECTIVES
services will be provided.
EXAMPLE: MISSION - TACTIC
1. Committed to providing: -RESPONSIBILITIES and TIMELINES (who, what, where and
a. Quality services through competent when)
healthcare professionals -ANNUAL PLAN
b. Accredited training programs -OPERATIONAL PLAN
c. Dedicated community service
2. Capable of rendering patient-directed health services. STRATEGIC PLANNING BENEFITS
3. Generating sustainable, self-sufficient and viable health 1. Clearly defines the purpose of the organization and
service units. establishes realistic goals and objectives
2. Communicates those goals and objectives to the
PHILOSOPHY - Describes the vision. organization’s constituents
-It is a statement of beliefs and values that 3. Develops a sense of ownership of the plan
direct one’s life or one’s practice 4. Ensures the most effective use is made of the
-In an organization, the philosophy is the organization’s resources by focusing the resources
sense of purpose of the organization and the reason behind its on key priorities
structure and goals. 5. Provides a base from which progress can be
measured and establishes a mechanism for informed
GOALS AND OBJECTIVES change when needed
- Differ in that goals are more general. Objectives 6. Brings together of everyone’s best and most
tend to be more specific. Objectives are concrete. reasoned efforts have important value in building a
consensus about where an organization is going
TYPES OF PLANNING 7. Provides clearer focus of organization, producing
 STRATEGIC OR LONG-RANGED PLANNING more efficiency and effectiveness
 OPERATIONAL OR SHORT-RANGED PLANNING 8. Bridges staff and board of directors (in the case of
corporations)
STRATEGIC OR LONG-RANGED PLANNING 9. Builds strong teams in the board and the staff (in the
- Determines where an organization is going over the case of corporations)
next year or more 10. Provides the glue that keeps the board together
- How it is going to get there and how it will know if it 11. Produces great satisfaction among planners around a
got there or not. common vision
12. Increases productivity from increased efficiency and
MAJOR ACTIVITIES IN STRATEGIC PLANNING effectiveness
13. Solves major problems
1. STRATEGIC ANALYSIS – this activity includes the
THE PLANNING FORMULA
conduct of some sort of scan, or review, of the
organization’s environment. 1. WHAT
What has been done?
EXAMPLE: political, social, economic, and technical What should be done?
environment What equipment and supplies have been
used or areneeded?
‘’Planners carefully consider various driving forces in the What steps are necessary in the procedure?
environment, example, increasing competition, changing What sequence of activities was previously
demographics’’. used?
What other efficient methods may be used?
Planners also consider the various STRENGTHS, 2. WHEN
WEAKNESSES, OPPORTUNITIES, and THREATS When should the job be done?
Regarding the organization. When was it formerly done?
When could it be done?
SWOT is the acronym of this activity. 3. WHERE
Where is the job to be done?
A SWOT analysis is a tool that is frequently used to conduct Where does an activity occur in relation to
these environmental assessments. those activities immediately preceding and following it?
Where supplies could be stored, cleaned,
and so forth?
A SWOT analysis identifies the STRENGHTS and WEAKNESSES
4. HOW
in the INTERNAL ENVIRONMENT and OPPORTUNITIES AND
How will the job be done?
THREATS in the EXTERNAL ENVIRONMENT.
What re the steps to be followed in doing
the procedure?
2. SETTING STRATEGIC DIRECTION –Planners How will the time and energy of personnel
carefully come to conclusions about what the be used?
organization must do as a result of the major issues How much will it cost?
and opportunities facing the organization. During How much time will it require?
the strategic planning process – sometimes in 5. WHO
the activity of setting the strategic direction – Who has been doing the job?
planners usually identify or update what might be Who else could do it?
called the strategic “philosophy. This includes Is more than one person involved?
identification and update of the mission, vision 6. WHY
and/or values of the statements of the organization. To teach of the questions, ask why.
Why is this job, this procedure, this step
OBJECTIVES or specified results are often included in action necessary?
planning. Why is this done in this way, in this place, at
this time, by this person?
7. CAN
 Can some steps or equipment be
eliminated?
Can this activity be efficiently combined
with otheroperations?
Can somebody else do it better?
Can we get a machine to help?
Can we get enough money?
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.
- LIST OVERALL RESPONSIBILITIES
- REDUCE OVERALL TASKS TO SPECIFICS
- Complete a “TO-DO” list for tomorrow. Focus on an
activity for a class, RLE, or group assignment, or
work experience, case presentation.
PHASES OF PLANNING
According to Tappen, planning is divided into three phases:
 Developing the plan
 Presenting the plan
 Implementing and monitoring the plan
DEVELOPING THE PLAN
PHASE 1
1. Establish its purpose – it is important to be clear
about the purpose of planning to avoid confusion.
2. Generating alternative solutions – a climate of open-
mindedness and positive thinking is important.
PHASE 2
1. Presenting the Plan – the plan must be presented in
an organized manner.
PHASE 3
1. Implementation and Monitoring
a. Organizing the implementation includes:
Identifying and arranging activities according to
sequence.
b. setting target dates for completing each activity
c. assignment of responsibilities to particular
individuals, and
d. the allocation of resources.
2. After organizing the project, implement
3. Monitoring the implementation
4. Evaluating outcomes
5. Revising and updating the plan
Techniques in organizing the implementation of the
plan:
- Schedule
- Gantt Chart
- PERT (Program Evaluation and Review Technique
- CPM (Critical Path Method)
SCHEDULE
- schedules organize work on the basis of time and
assigned staff members, leaving out details of staff
to be done
- Schedules are easy to make and use, and they form
the basis for the more complex methods.
GANTT CHART
- Which is actually a highly developed schedule,
specifies in detail the tasks to be performed and the
time they are expected to be completed.
- Example:
- Nursing Seminar to be held on Sep. 14, 2009
Task: A. Title conceptualization
B. Statement of objectives
C. Speaker seeking or inquiring
D. Committee formation
E. Committee task conceptualization
F. Committee presentation of concepts.
PERT CHART
-graphically illustrates the sequence of events and
their interrelationships, using circles for events and
arrows for activities
-one can see how the work must flow from one event
to the next and how one activity depends on another.
CRITICAL PATH METHOD
-is very similar to PERT except that it also identifies the critical
path, that is, the path that takes the longest time to complete
and the most likely to cause a delay.
BUDGETS
-A budget is the annual operating plan, a financial “ROAD
MAP” and plan which serves as an estimate of future costs
and a plan for utilization of manpower, material and other
resources to cover capital projects in the operating program.
- Specify money needed for the resources that are necessary
to implement the annual plan
-Also indicate how the money will be spent, example: for
human resources, equipment, materials.
BUDGETING can be defined as the allocation of scarce
resources or assets on the basis of forecasted needs, for
proposed programs or activities, over a specified period of
time.
NURSING BUDGET is 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 is a financial plan to meet future service
expectations.
PREPARING THE BUDGET
TYPES OF BUDGET
1. OPERATING BUDGETS – compose of the revenue
and the expense budget. Deals primarily with
salaries, supplies, contractual services, employee
benefits, laundry service, drugs and pharmaceuticals,
in-service education, travels to professional
meetings, books, periodicals, professional
magazines, and repairs, maintenance.
2. PROJECT BUDGETS – these budgets are associated
with major projects, for example, constructing a
building, developing a new program or product line.
3. CASH BUDGETS – these budgets depict where cash
will be spent over some near term, for example, over
the next three months (this is very useful in order to
know if an organization can afford bills that must be
paid soon.
4. CAPITAL BUDGETS – these budgets are associated
with operating some major asset, for example, a
building, automobiles, furniture, computers, etc.
TWO DIFFERENT APPROACHES IN PREPARING THE
BUDGET
1. INCREMENTAL or historical- is the traditional
process in which budgets, are prepared every year
on the basis of what was spent the year before.
TWO BASIC COMPONENTS OF BUDGET:
INCOME
 EXPENSES

2. ZERO-BASE BUDGETING- An approach that is
based on the idea that no expense should be
assumed to be absolutely necessary.
-The result is that every
cost must be analyzed and
justified as essential
to the function of organization.
-The ZERO-BASED
budget begins with a blank slate every year, that is, no
expense from last year can simply be repeated for the next
year without giving reasons why it is necessary.
ORGANIZING
ORGANIZATION
- Signifies an institution or functional group such as
business, government agency, or hospital or other
healthcare agency with a formal intentional structure
of roles or positions.
- Consists of the structure and process which allow the
agency to enact its philosophy and utilize its
conceptual framework to achieve its goals.
- Refers to a body of persons, methods, policies and
procedures arranged in a systematic process through
the delegation of functions and responsibilities for
the accomplishment of purpose.
FOUR CHARACTERISTICS OF ORGANIZATION
 A common goal or purpose
 Coordination of effort
 Division of labor
 Established delegation of authority
ORGANIZING is identifying the organizational needs from
mission statements objectives and from observations of work
performed, and adapting the organizational design and
structure to meet these needs. Like planning, organizing is
primarily a thinking act.
ORGANIZATIONAL STRUCTURE
- Furnishes the formal framework in which organizing takes
place
-Refers to the process or way a group is formed and its
channels of authority, span of control, and lines of
communication.
ELEMENTS OF ORGANIZATIONAL STRUCTURE
 Designing jobs
 Forming departments and work units
 Creating hierarchy
 Forming a span of control
 Coordinating and integrating activities
JOB DESIGN – so that both employer and employee
understand what is expected and what degree of authority
each has.
DEPARTMENTS AND UNITS – after an organization has
determined how to structure various jobs, it must decide how
to arrange them into logical departments or units.
HIERARCHY – a network of reporting relationships, a pattern
of reporting relationships throughout an organization.
SPAN OF CONTROL – defined as the number of persons who
report directly to the manager.
COORDINATING & INTEGRATING ACTIVITIES – needs
determined by the extent to which people and groups are
interdependent or how much they must rely on one another to
get their work done
ORGANIZATIONAL CHART is a line of drawing that shows
how the parts of an organization are linked
ORGANIZATIONAL CLIMATE- A work environment that is
conducive to worker satisfaction and productivity is a major
concern in every organization.
PURPOSE OF ORGANIZATIONAL STRUCTURE
1. It informs members of their responsibilities so that
they may carry them out.
2. It allows the manager and the individual workers to
concentrate on his/her specific role and
responsibilities.
3. It coordinates all organizational activities so there is
minimal duplication of effort or conflict
4. It reduces the chances of doubt and confusion
concerning assignments
5. It avoids overlapping of functions because it
pinpoints responsibilities
6. It shows to whom and for whom they are responsible
MAJOR PRINCIPLES OF AN ORGANIZATIONAL CHART
1. DIVISION OF WORK - each box represents the
individual or sub-unit responsible for a given task of
the organization’s work load.
2. CHAIN OF COMMAND – lines indicate who reports
to whom and what authority.
3. TYPE OF WORK TO BE PERFORMED - Indicated by
labels or descriptions for the boxes.
4. GROUPING OF WORK SEGMENTS - shown by the
clusters or work groups (departments or single
units).
LEVELS OF MANAGEMENT - indicate individual and
entire management hierarchy
5. HIERARCHY - refers to a body of persons or things
organized or classified in pyramidal fashion
according to rank, capacity or authority.
PRINCIPLES OF ORGANIZING
1. THE PRINCIPLE OF CHAIN OF COMMAND
- Denotes centralized authority and corresponding
authority.
- This principle states that to be satisfying to
members, economically effective, and successful in
achieving their goals.
- Organizations are established with hierarchical
relationships within which authority flows from top to
bottom.
2. THE PRINCIPLE OF UNITY OF COMMAND
- States that an employee has one supervisor/leader
and one plan for a group of activities with the same
objective.
- In nursing, primary nursing and case management
support the principle of unity of command
- Although employees may interact with many
different employees in the performance of their duties,
they should be responsible to only one superior.
3. THE PRINCIPLE OF SPAN OF CONTROL
- The number of workers that a supervisor can
effectively manage should be limited, depending upon
the pace and pattern of the working area.
- This principle is flexible because the more trained
an employee is, the less supervision is needed, while
those still under training need more supervision to
prevent mistakes.
4. THE PRINCIPLE OF SPECIALIZATION
- The concept of division of labor or the
differentiation among kinds of duties, springs from this
principle. This principle states that each person should
perform a single leading function.
LINE AND STAFF RELATIONSHIPS
 5. Administrative policies such as rotation, weekends
LINE AUTHORITY and holiday off-duties.
- Is the authority that entitles a supervisor to direct an
individual’s work 6. Standards of care desired which should be available
- Is the simplest and most direct type in which each and clearly spelled out.
position has general authority over the lower 7. Layout of the various nursing units and resources
positions in the hierarchy available within the department such as adequate
equipment, supplies and materials.
ORGANIZATIONAL TYPES OF AUTHORITES 8. Budget including the amount allotted to salaries,
fringe benefits, supplies, materials, and equipment
STAFF AUTHORITY – Staff authority in positions created to 9. Professional activities and priorities in non patient
support, assists, recommend, and generally reduces the
activities like involvement in professional
supervisors’ informational responsibilities.
organizations
10. Teaching program or the extent of staff involvement
TYPES OF ORGANIZATION
in teaching activities
11. Expected hours of work per annum of each employee
LINE ORGANIZATION – is the simplest and most direct
type of organization in which each position has general 12. Patterns of work schedule – traditional 5days/wk, 8
authority over the lower positions in the hierarchy. hours per day.
INFORMAL ORGANIZATION – refers to horizontal
relationships rather than vertical. This is composed of small NURSING CARE HOURS PER PATIENT PER DAY
groups of workers with similar interests. ACCORDING TO CLASSIFICATION OF PATIENTS BY
STAFF ORGANIZATION–is purely advisory to the line UNITS
structure with no authority to put recommendations into CASES/PATIENT NCH/Pt/da Prof to Non
action S y Prof Ratio
FUNCTIONAL ORGANIZATION – is one where each unit is General 3.5 6.0
responsible for a given part of the organization’s workload. Medicines
There is clean delineation of roles and responsibilities which Medical 3.4 6.0
are actually interrelated. Surgical 3.4 6.0
Obstetrics 3.0 6.0
HIERARCHICHAL STRUCTURE is commonly called LINE Pediatrics 4.6 70:30
STRUCTURE. Pathologic 2.8 55:45
G This is the traditional structure and is associated Nursery
with the principle of chain of command, bureaucracy, vertical ER/ICU/RR 6.0 70:30
control and coordination, levels differentiated by functions CCU 6.0 80: 20
and authority, and downward communication.
PATIENT CARE CLASSIFICATION SYSTEM
Ex. Traditional Hierarchal structure - Is a method of grouping patients according to the
amount and complexity of their nursing care
- Hospital Director requirements and the nursing time and skill they
- Chief Nurse require.
- Assistant Chief Nurse
- Nurse Supervisor CLASSIFICATION CATEGORIES
- Senior Staff Nurse
- Staff Nurse LEVEL I (SELF CARE OR MINIMAL CARE) - patient can take
a bath on his own, feed himself, feed and perform his ADL.
DECENTRALIZATION Average amount of NCH/pt/day – 1.5
G Refers to the degree to which authority within the Ratio of Prof to Non-Prof – 55:45
organization is delegated downward to its divisions, branches,
services, and units. LEVEL II (MODERATE CARE OR INTERMEDIATE CARE) -
patient need some assistance in bathing, feeding, or
DECENTRALIZATION of AUTHORITY ambulation.
G Includes delegation of all management Average amount of NCH/pt/day – 3
components of planning, organizing, leading, and controlling. Ratio of Prof to Non-Prof – 60:40

STAFFING LEVEL III – (TOTAL, COMPLETE OR INTENSIVE CARE) -

G Filling, and keeping filled, positions in the patient are completely dependent upon the nursing
organization structure through defining workforce personnel.
requirements, inventorying workforce, appraising, selecting, Average amount of NCH/pt/day – 6
compensating, and training. Ratio of Prof to Non-Prof – 65:35
G Staffing is the use of recruitment, selection, and LEVEL IV – (HIGHLY SPECIALIZED CRITICAL CARE) -
development of personnel to assign competent people to the patient need maximum nursing care
roles designed for the organizational structure. Average amount of NCH/pt/day – 6-9
Ratio of Prof to Non-Prof – 80:20
FACTORS AFFECTING STAFFING
1. The type, philosophy, and objectives of the hospital CATEGORIES OF LEVELS OF CARE OF PATIENTS
and the nursing service
2. The population served or the kind of patients served LEVELS OF NCH/Pt/da Prof to Non
whether pay or charity CARE y Prof Ratio
3. The number of patients and severity of their illness – Level I Self 1.5 55:45
knowledge and ability of nursing personnel are Care or
matched with the actual care needs of patients. Minimal Care
Level II 3.5 60: 40
4. Availability and characteristics of the nursing staff, Moderate Care
including education, level of preparation, mix of to Intermediate
personnel, number and position. Care
 a. Vacation leave ………………………..10
Level III Total, 4.5 65:35 b. Sick leave …………………………………5
Complete or 2. Holidays ……………………………………12
Intensive Care 3. Special Privileges as per CSC MC#6 ….3
Level IV Highly 6-9 80-20 4. Continuing Education Prog. for Profl…3
Specialized Total Average Leaves 33
Critical Care
To determine the relievers needed, divide the average
number of days an employee is absent per year by the
PERCENTAGE OF NURSING CARE HOURS number of working days per year that each employee serves.
- Also depends on the setting in which the care is
being given. 33 / 213 = 0.15/person (40 hours/wk)
33 / 265 = 0.12/person (48 hours/wk)

PERCENTAGE OF PATIENTS AT VARIOUS LEVELS OF Multiply the computed reliever per person by the computed
CARE PER TYPE OF HOSPITAL number of nursing personnel.
0.15 x _______ = ________
Type of Min. Mod. Int. Highly 0.12 x _______ = ________
Hospital Care Care Care Spc. This will give the total number of relievers needed
Care
Primary 70 25 5 DISTRIBUTION BY SHIFTS
Secondary 65 30 5
Tertiary 30 45 15 10 45% - MORNING SHIFT
Special 10 25 45 20 37% - AFTERNOOIN SHIFT
Tertiary 18% - NIGHT SHIFT

STAFFING FORMULA
COMPUTING FOR THE NUMBER OF PERSONNEL NEEDED
1. Categorize the number of patients according to the
-When computing for the number of nursing personnel in the levels of care needed. Multiply the total number of
various nursing units of the hospitals, one should ensure that patients by the percentage of patients at each level
there is sufficient staff to cover all shifts, off duties, holidays, of care.
leaves, absences, and time for staff development program.
FIND THE NUMBER OF NURSING PERSONNEL NEEDED
40-HOUR WEEK LAW (REPUBLIC ACT 5901) – employees FOR 250 PATIENTS IN A TERTIARY HOSPITAL
working in hospitals with 100-bed capacity and up will work 25O (pts) x .30 = 75 pts needing minimal care
only 40 hours a week. 25O (pts) x .45 = 112.5 pts needing moderate care
- Less than 100-bed capacity will work 48 hours per 25O (pts) x .15 = 37.5 pts need intensive care
week. 25O (pts) x .1 = 25 pts need highly specialized care
TOTAL =250
TOTAL NUMBER OF WORKING AND NON-WORKING
DAYS AND HOURS OF NURSING PERSONNEL PER YEAR 2. Find the number of nursing care hours (NCH) needed
RIGHTS AND 40 48 by patients at each level of care per day. Get the
PRIVILEGES HOUR HOUR sum of the nursing care hours needed at the various
GIVEN EACH S S levels.
PERSONNEL 75pts x 1.5(NCH needed at level I) = 112.5 NCH/day
PER YEAR 112.5pts x 3(NCH needed at level II) = 337.5 NCH/day
37.5pts x 4.5(NCH needed at level III) =168.75 NCH/day
Vacation Leave 15 15 25pts x 6(NCH needed at level IV) = 150. NCH/day
Sick Leave 15 15 TOTAL = 768 NCH/day
Legal Holidays 10 10
Special Holidays 2 2 3. Find the actual number of nursing care hours (NCH)
SPECIAL 3 3 needed by the given number of patients. Multiply
PRIVILEGES the total nursing care hours needed per day by the
OFF 104 52 total number of days in a year.Find the total NCH
DUTIES/RA5901 needed by 250 patients per year.
CONT. ED. PROG. 3 3 768.75 x 365 (days/yr) = 280,593.75 NCH/yr

RIGHTS AND 40 48 4. Find the actual working hours rendered by each

PRIVILEGES HOUR HOUR nursing personnel per year. Multiply the number of
GIVEN EACH S S hours on duty per day by the actual working days per
PERSONNEL year.
PER YEAR 8 (hrs/day) x 213 (working days/year) = 1,704
(working hours /yr)
Total Non 152 152
Working 5. Find the total number of nursing personnel needed.
Days/Year
Total Working 213 265
a. Divide the total number of nsg. care needed/yr by
the actual number of working hours rendered by an
Days/Year
employee/year
Total Working 1704 2120
b. Find the number of relievers
Hours/Year
c. Add the number of relievers to the number of nursing
personnel needed
RELIEVERS NEEDED
To compute for relievers needed, the ff should be considered:
Find the total number of nursing personnel needed.
1. Average number of leaves taken each year… 15
 a. Total NCH/yr = 280,593.75 = 165 3. CYCLICAL SCHEDULE – covers a designated
Working hours/year = 1,704 number of weeks called the cycle length and is
repeated thereon.
b. Relief x Total Nsg Personnel = 165 x 0.15 = 25 - It assigns the required number of nursing
personnel to each nursing unit consistent
c. Total Nsg Personnel needed = 165 + 25 = 190 with the unit’s patient care requirements,
the staff’s preference, their education,
6. Categorize to professional and non-professional personnel. training and experience.
Multiply the number of nursing personnel according to the
ratio of professionals to non-professionals. ADVANTAGES OF CYCLICAL SCHEDULE

Ratio of prof to non-prof in a tertiary hospital: 65:35 1. It is fair to all. Favoritism is minimized.
190 .65 = 124 professional nurses 2. It saves time as the schedule does not have to be
190 .35 = 66 nursing attendants redone every week or two.
3. It enables the employees to plan ahead for their
7. Distribute by shifts.
personnel needs preventing frequent changes in
124 nurses x .45 = 56 nurses on AM shift
schedule.
124 nurses x .37 = 46 nurses on PM shift
4. Scheduled leave coverage such as vacation,
124 nurses x .18 = 22 nurses on NIGHT shift
holidays, and sick leaves are more stable.
Total = 124 nurses
5. Productivity is improved.
66 nsg attendants x .45 = 30 NA on AM shift
EMPLOYMENT PROCEDURES
66 nsg attendants x .37 = 24 NA on PM shift
66 nsg attendants x .18 = 12 NA on NIGHT shift 1. EXPERIENCED NURSES - nurses who have
Total = 66 nursing attendants practiced for a number of years and have become
experts in their fields carry more clout with
Find the number of nursing personnel needed for a 90 recruiters.
patients in a secondary hospital SUPPLEMENTAL STAFFING - involves the use of nurses
- It should be noted that the computation for personnel who are available and on-call at their homes or who are
are only for in-patients. employed by nurse registries.
- Therefore additional personnel should be hired for
those in supervisory and administrative positions. APPLICATION FORM should include:
-personal history
PLACEMENT OF STAFF -educational background
- Managers should consider some factors when -work experience
assigning employees to a position or area where -and other pertinent information
these employees have very good chances for
success. APPLICATION FORM is used to:
- Determine whether the applicant meets hiring
Proper placement fosters: requirement
- Personal growth - Furnish background data useful in the selection
- Provides a motivating climate for the employee interview
- Maximizes productivity and organizational goals - Obtain names of references who may be contacted
for further information
Inappropriate placement often results in: - Collect information for personnel administration,
- Frustration such as SSS, TIN
- Poor quality of work
- Reduced organizational efficiency 2. SELECTION OF NURSING PERSONNEL -
- Rapid turn over responsibility for staffing an organization with
- Poor image for the agency nursing personnel rests with every manager at every
level.
Factors to consider in placement of staff:
1. Past experience and training of the employee
3. INDUCTION AND ORIENTATION
2. Culture of the clientele a. INDUCTION consists of those formal procedures an
3. Decision-making skills employee follows immediately after being hired.
4. Communication skills b. ORIENTATION is the formal process of familiarizing
the new employee with the organization and his or
A SCHEDULE is a timetable showing planned work days and her place in it.
shifts for nursing personnel
Scheduling must function smoothly in terms of: STAFF DEVELOPMENT includes all training and education
1. Ability to cover the needs of the unit undertaken by an employer to improve the occupational and
2. Quality to enhance the nursing personnel’s personal knowledge, skills, and attitudes of employees
knowledge, training, and experience
3. Fairness to the staff STAFFING PROCESS
4. Stability EFFECTS OF ABSENTEEISM – studies in the workplace have
5. Flexibility been conducted over the past three decades and have shown
that individual needs, relationships with co-workers and
TYPES OF SCHEDULING supervisors, working conditions, work policies and
compensation affect the extent to which an individual is
1. CENTRALIZED SCHEDULE – one person, usually the gratifies or fulfilled in his or her work.
Chief Nurse or her designate, assigns the nursing
personnel to the various units of the hospital. This STAFF BURNOUT - burn out has been associated with three
includes the shifts on duty and off-duty. composite factors:
2. DECENTRALIZED SCHEDULE – the shift and off- a. emotional exhaustion, or feeling overextended and
duties are arranged by the Supervising Nurse or worn out from work
Head or Senior Nurse of the particular unit b. depersonalization, or lack of appropriate responses
to the nurse’s efforts,
 c. a diminished sense of personal accomplishment JOB EVALUATION is defined as systematic method of
appraising the work of each job in relation to all other jobs in
A researcher has begun to investigate variables that reduce or organization.
buffer burnout.
“PERSONAL HARDINESS”
Three personality characteristics determine hardiness:
Commitment, Control, Challenge

COMMITMENT – involves a strong sense of dedication to self

and others.
CONTROL – having control means that a nurse can influence
the course of events in his or her life.
CHALLENGE – a challenging career offers opportunities to
use one’s abilities, energies and resources or provides an
opportunity to attempt what one believes he or she can
accomplish.

JOB DESCRIPTION
 Is a statement that sets the duties and responsibilities of a
specific job.
Is also a contract that includes the job’s functions and
obligations and tells the person to whom the worker is
responsible.

CONTENTS OF JOB DESCRIPTION

 IDENTIFYING DATA
Position Title: Staff Nurse
Department: Nursing
Supervisor’s Title: Head/Senior Nurse

CONTENTS OF JOB DESCRIPTION

 JOB SUMMARY – this includes the essential features
of the job that distinguish it from the others
 QUALIFICATION REQUIREMENTS – educational
preparation, training and experience necessary to fill
the position
 Job Relationships – source of workers
 Specific and Actual Functions and Activities

USES OF JOB DESCRIPTION

 For recruitment and selection of qualified personnel.
 To orient new employees to their jobs.
 For job placement, transfer or dismissal.
 As an aid in evaluating the performance of an
employee.
 For budgetary purposes.
 For determining departmental functions and
relationships to help define the organizational
structure.
 For classifying levels of nursing functions according
to skill levels required.
 To identify training needs.
 As basis for staffing.

JOB SPECIFICATION
- Are the enumerations of necessary and desirable
personal qualities that an applicant should possess in
order to execute the job satisfactorily.
- Are being discussed with the nursing personnel to
enable them to see the extent to which their jobs
contribute to patient care, their place in the nursing
team and the hospital as a whole.

JOB EVALUATION
- is needed in creating a sound wage salary and
career ladder systems.
- it requires job analysis and job description.