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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.
PRINCIPLES OF PLANNING
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
PRINCIPLES OF PLANNING
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
REASONS FOR PLANNING
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)
STRATEGIC OR LONG-
RANGED PLANNING
OPERATIONAL OR SHORT-
RANGED PLANNING
STRATEGIC OR LONG-RANGED
PLANNING
-Determines where an organization is
going over the next year or more
-How it is going to get there and how it
will know if it got there or not
MAJOR ACTIVITIES IN
STRATEGIC PLANNING
1. STRATEGIC ANALYSIS – this
activity includes the conduct of some
sort of scan, or review, of the
organization’s environment
EXAMPLE: political, social,
economic, and technical environment
Planners carefully consider various
driving forces in the environment,
example, increasing competition,
changing demographics
Planners also consider the various
STRENGTHS,
WEAKNESSES,
OPPORTUNITIES, and
THREATS
regarding the organization
UN
KN
RT
EA
W O
PP
O
S
TH
S
NG
A T
RE
E
R
ST
TH
A SWOT analysis is a tool that is
frequently used to conduct these
environmental assessments.
-TACTIC
-RESPONSIBILITIES and TIMELINES
(who, what, where and when)
-ANNUAL PLAN
-OPERATIONAL 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 organization’s
constituents
3.Develops a sense of ownership of the
plan
STRATEGIC PLANNING BENEFITS
4.Ensures the most effective use is
made of the organization’s resources
by focusing the resources on key
priorities
5.Provides a base from which progress
can be measured and establishes a
mechanism for informed change when
needed
STRATEGIC PLANNING BENEFITS
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 clearer focus of
organization, producing more
efficiency and effectiveness
STRATEGIC PLANNING BENEFITS
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
STRATEGIC PLANNING BENEFITS
11.Produces great satisfaction among
planners around a common vision
12.Increases productivity from
increased efficiency and effectiveness
13.Solves major problems
THE PLANNING FORMULA
1.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?
THE PLANNING FORMULA
1.WHAT
What sequence of activities was
previously used?
What other efficient methods may
be used?
THE PLANNING FORMULA
2. WHEN
When should the job be done?
When was it formerly done?
When could it be done?
THE PLANNING FORMULA
3. 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?
THE PLANNING FORMULA
3. HOW
How will the job be done?
What re the steps to be followed in
doing the procedure?
How will the time and energy of
personnel be used?
How much will it cost?
THE PLANNING FORMULA
4. HOW
How much time will it require?
5.WHO
Who has been doing the job?
Who else could do it?
Is more than one person involved?
THE PLANNING FORMULA
6. WHY
To teach 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?
THE PLANNING FORMULA
7. CAN
A
B
TASK
HIRE CMR
TRAIN RAA
EVALUATE CRA
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
DEVELOPING THE PLAN
PHASE 3
2.After organizing the project, implement
3. Monitoring the implementation
4.Evaluating outcomes
5.Revising and updating the plan
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
BUDGETS
-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
2.PROJECT BUDGETS
3.CASH BUDGETS
4.CAPITAL BUDGETS
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
TYPES OF BUDGET
2. PROJECT BUDGETS – these budgets
are associated with major projects, for
example, constructing a building,
developing a new program or product
line
TYPES OF BUDGET
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
TYPES OF BUDGET
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
2.ZERO-BASE BUDGETING
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
ZERO-BASE BUDGETING – an
approach that is based on the idea that
no expense should be assumed to be
absolutely necessary