Is a management function, concerned with defining goals for future organizational performance and deciding on the tasks and

resources to be used in order to attain those goals. Deciding in advance what to do, how to do a particular task, when to do it, and who is to do it.

Good Planning
Involves a continuous process of assessment, establishment of goals and objectives, implementation and evaluation of change as new facts become known. (Douglass, 1986)

Process of Good Planning

EVALUATION ASSESSMENT

IMPLEMENTATION

ESTABLISHMENT OF GOALS AND OBJECTIVES

Poor Planning - is the failure: to set goals, make assessments or provide for
implementation or to anticipate any possible change in circumstances.

Indicators of Poor Planning

Delivery dates are not met. Machines are idle. Material is wasted. Some nurses are overworked, others are underworked. Skilled nurses are doing unskilled work. Nurses are fumbling on jobs for which they have not been trained. o There is quarreling, bickering, buck-passing, and confusion. o o o o o o

1. It leads to success in the achievement of goals and objectives 2. It provides for the effective use of available personnel and facilities. 3. It helps nurses cope with crises and problems calmly and efficiently.

4. It reduces the element of change.

5. It is necessary for effective control.

Is a living document which can be changed based on the prevailing circumstances. It is a predetermined course of action intended to facilitate the accomplishment of a task, work or mission.

1. Involve the future 2. Involve actions 3. Have an organizational identification

1. Strategic Plans

what are the right things to do? - are based on explicit assessments of the competitive strengths and weaknesses of the organization. - Long term in nature (2-3 years)

2. Operating Plans how does one do things right?

- Usually pertain to activities in specific departments of an organization. - It deals with tactics or techniques for accomplishing these things. - Generally shorter in time frame (one year)

3. Continuous or Rolling Plans

- Involves mapping out the day-to-day activities.

 Determines what tasks are to be done, who is to do these, how the tasks are to be grouped, who reports to whom, and what decisions are to be made.

 Is an act of putting into systemic

relationships those elements and activities essential to the satisfaction of the purpose.

Serves as a facilitating agency in the achievement of a purpose. Is a form of every human association for the attainment of a common purpose.

Categories of Organization a. Formal Organization

Is a system of well-defined jobs, each with a measure of authority, responsibility and accountability.

b. Informal Organization
Refers largely to what people do because they are human personalities, and `to their actions in terms of needs, emotions and attitudes, and not in terms of procedures and regulations.

 Is a process used to improve the probability that an organization will be successful. It is a formal, guided process for integrating the people, information and technology of an organization. It is used to match the purposes with the operations undertaken, and to improve collective efforts of members to ensure success. Is guided by an external facilitator whose role is to assure a systemic process and to encourage creative thinking.

1. Division of Labor - Promotes departmentalization and specialization, which results in a more efficient unit. 2. Unity of Command - It follows a line of command or vests it in one superior which ensures a unity of command. 3. Authority and responsibility - Determine the line of staff of authority, which delineates the distribution of power. 4. Span of control - Determines the different levels of control within the system, as well as whether it is centralized or decentralized. 5. Contingency factors - Deals with task variability and problem analyzability.

 Is a process in which a group of is formed including its authority, responsibility and accountability, span of controls and lines of communication. It is the formal structure, the official arrangement of positions or working relationships that will coordinate efforts of workers of diverse interest and abilities.

1. Tall or Centralized Structures

Responsible for only a few subordinates, so there is a narrow span of control. Vertical nature of structure, there are many levels of communication.
Advantage It makes use of expertise, allows close communication between the workers.

Disadvantages
Communication from bottom to top is often difficult and messages do not get to the top. Workers tend to be boss-oriented Most skilled individuals end up doing nothing while actual task done by those less capable.
2. Flat

or Decentralized Structure

Is characterized by few levels and a broad span of control, where decision making is spread among many people. Communication from lower levels to higher levels is easy and direct.

 The lower likelihood of messages are being lost or distorted. Workers develop their own abilities and autonomy and come to see the organization as humanistic, resulting in greater job satisfaction. The principle of shared governance produces maximum potential for professional growth. The fact that supervisors spend less time with each worker. The supervisors themselves may lack expertise in the variety of operations and may end up making inappropriate decisions.

1. Line organization/bureaucratic/pyramidal
There is a clearly defined superior-subordinate relationship. A traditional hierarchical organization is pyramid shaped where all decisions emanate from the top down to the subordinates.

2. Flat organization
Also known as horizontal organization refers to an organizational structure with few or no levels of intervention between management and staff.

3. Staff Organization
Is by nature purely advisory to the line structure with no authority to place recommendations into action.

4. Functional Organization
Permits a specialist to aid line position within a limited and clearly defined scope of authority.

5. Ad Hoc Organization
Is used as a temporary basis to facilitate completion of a project within a formal line organization.

6. Matrix Organization
It is designed to focus on both product and function. It has both vertical and horizontal chain of command. Most complex organizational structure.

7. Shared Governance Organization

Is one of the most radical and idealistic type of organizational structure as an alternative to traditional pyramidal/centralized structure.

8. Lateral Organization
Is one coordination and collaboration between and among nursing staff and hospital staff.

- Is the act of issuing of orders, assignments, instructions to accomplish the organizations goals and objectives.

Directions must be clear, concise, consistent and complete. Apart from being understanble, the person giving directions must explain the rationale well and make certain that it is understood. The words used in the directions indicate their importance.

 For example, the words must shall and will indicate that the directions are mandatory. The word may denotes that action is recommended. While the word should places the directive between mandatory and recommended action. The person giving the directions must speak distinctly and slowly. Avoid giving too many directions at one time, personalize directions and always check to make sure directions have been followed.

There are many tools available to a director in a nursing environment. The primary tool is the nursing care plan as a whole. The director ay also use policies, standards, standard operating procedures and rules and regulations.

Outlines the nursing care to be provided to a patient. Is a set of actions the nurse will implement to resolve nursing problems identified by assessment. It guides in the ongoing provisions of nursing care and assists in the evaluation of care.

1. It focuses on actions which are designed to solve or minimize the existing problem. 2. It is a product of a deliberate systematic process. 3. It relates to the future. 4. It is based upon identifiable health and nursing problems. 5. Its focus is holistic. 6. It aims to meet all the needs of the patients or service user.

1. The nursing care plan may consist of a North American Nursing Diagnosis Association (NANDA) nursing diagnosis with related factors and subjective and objective data that support the diagnosis.

2. Nursing outcome classification with specified outcomes or goals to be achieved including declines. 3. Nursing intervention classifications with specified interventions.

1. Delegation Is the act of assigning someone else a portion of the work to be done with corresponding authority, responsibility and accountability . 2. Supervision

Is the process of guiding and directing the work to be done.

3. Staff Development Is a planned experienced to help employees perform effectively, and to enrich their competence in practice, education, administration and research.

4. Coordination
Links the different components of an organization and leads them toward goal achievement.

5. Collaboration
The manager and the health care staff together with the other members of the health care team all participate in the decision making process.

6. Communication Is a process by which a message is sent, received and understood as intended. 7. Evaluation Determines how far or how many of the organizations objectives were accomplished.