HSM

2.  Management as we saw during the
introduction can be described as a variety of
activities carried out by a manager.
 (A -in LANDSCAPE)
 These activities have been grouped in terms
of planning, organizing, leading/motivating
and controlling
2

3.  Planning: Involves deciding the organization
Objectives/goals and how to meet them. It
the formalization of what is intended to
happen at some time in the future; It
concerns actions taken prior to an event
 Organizing: This is determining and
coordinating activities and allocating
resources and responsibilities for the
achievement of plans
3

4.  Motivating/leading: This is meeting the social
and psychological needs of the employees in
the fulfillment of the organizational goals.
 Controlling: This is managing the
implementation of plans, monitoring, and
evaluating activities and providing corrective
actions.
4

5. 5

7.  Planning is deciding in advance what to do
and how to do.
 Before doing something, the manager must
formulate an idea of how to work on a
particular task.
 Planning seeks to bridge the gap between
where we are and where we want to go
 It requires taking decisions since it involves
making a choice from alternative courses of
action

8.  Planning as a function of management also
involves setting objectives and determining a
course of action for achieving those
objectives.
 Objectives provide direction for all
managerial decisions and actions.
 Planning requires that managers be aware of
environmental conditions facing their
organization and forecast future conditions.
 It also requires that managers be good
decision makers.

9. 1: Planning provides directions:
 By deciding in advance how work is to be done
planning provides direction for all actions in the
organization.
 Planning also ensures that the goals or objectives are
clearly stated so that they act as a guide for deciding
what action should be taken and in which direction.
 Also because goals are well defined, employees are
aware of what the organisation has to do and what
they must do to achieve those goals.
 Departments and individuals are also able to work in
coordination since they have a common goal

10. Planning reduces the risks of uncertainty:
 Planning enables a manager to look ahead
and anticipate changes.
 By deciding in advance the tasks to be
performed, planning shows the way to deal
with changes and uncertain events.
 Changes or events cannot be eliminated but
they can be anticipated and managerial
responses to them can be developed

11.  Planning reduces overlapping and wasteful
activities:
 Planning serves as the basis of coordinating the
activities and efforts of different divisions,
departments and individuals. Therefore helps in
avoiding confusion and misunderstanding.
 Since planning ensures clarity in thought and
action, work is carried on smoothly without
interruptions.
 Useless and redundant activities are minimized
or eliminated when planning is done well
 It is easier to detect inefficiencies and take
corrective measures to deal with them.

12. Planning promotes innovative ideas:
 Since planning is the first function of
management, new ideas can take the shape
of concrete plans.
 It is the most challenging activity for the
management as it guides all future actions
leading to growth and prosperity of the
institution

13. Planning facilitates decision making:
 Planning helps the manager to look into the
future and make a choice from amongst
various alternative courses of action.
 The manager has to evaluate each alternative
and select the most viable proposition.
 Planning involves setting targets and
predicting future conditions, thus helping in
taking rational decisions.

14. Planning establishes standards for controlling:
 The entire managerial process is concerned with
accomplishing predetermined goals through
planning, organizing, staffing, directing and
controlling.
 Planning provides the goals or standards against
which actual performance is measured.
 By comparing actual performance with some
standard, managers can know whether they have
actually been able to attain the goals. If there is
any deviation it can be corrected.
 Therefore, we can say that planning is a
prerequisite for controlling.

15. Setting Objectives:
 This is the first and foremost step in the planning
process
 Every institution/ hospital must have certain
objectives.
 Objectives may be set for the entire institution
and each department or unit within the
organisation
 Objectives or goals specify what the organisation
wants to achieve
 Objectives should be stated clearly for all
departments, units and employees

16. Developing Premises:
Planning is concerned with the future which is
uncertain
 This is the forecast or the assumptions about the
future which provide a base for planning.
 These assumptions are called premises
 For example, forecasting is important in
developing premises as it is a technique of
gathering information.
 Therefore the manager should establish, circulate
and obtain agreement to utilize critical planning
premises such as forecasts, applicable basic
policies and existing institution plans

17. Determining alternative courses of action:
 Once objectives are set, assumptions are
made. Then the next step would be to act
upon them.
 There may be many ways to act and achieve
objectives.
 All the alternative courses of action should be
identified.
 The course of action which may be taken
could be either routine or innovative.

18. Evaluating alternative courses
 After seeking out alternative courses and
examining their strong and weak points, the next
step is to be evaluating the alternatives by
weighing them in light of premises and goals.
 The manager weigh the pros and cons of each
alternative.
 Each course will have many variables which have
to be weighed against each other.
 The positive and negative aspects of each
proposal need to be evaluated in the light of the
objective to be achieved

19. Selecting an alternative/course:
 This is the real point of decision making.
 The best plan has to be adopted and
implemented.
 The ideal plan, of course, would be the most
feasible, profitable and with least negative
consequences

20.  Implementing the plan:
 The step is concerned with putting the plan
into action, or taking the course identified
 For example, if there is a plan required to
recruit more nurses this step would include
identifying the number required, their
designation and recruitment process

21. Follow-up action:
 To see whether plans are being implemented
and activities are performed according to
schedule is also part of the planning process.
 Monitoring the plans is equally important to
ensure that objectives are achieved.

22. Strategic planning
 This involves analyzing competitive
opportunities and threats, as well as the
strengths and weaknesses of the
organization, and then determining how to
position the organization to compete
effectively in their environment.
 Strategic planning has a long time frame,
often three years or more

23. Tactical planning
 This is intermediate-range (one to three years)
planning that is designed to develop relatively
concrete and specific means to implement the
strategic plan.
 Middle-level managers often engage in tactical
planning.
Operational planning
 Operational planning is short-range (less than a
year) planning that is designed to develop
specific action steps that support the strategic
and tactical plans.

25.  In order to be effective managers nurses
must gain competence in various areas
among them business skills
 One of the key areas in business skills is
strategic management
 Strategic management normally begins with
strategic planning process which is normally
triggered by recognition of the need of the
organization to establish its competitive
advantage

26.  The components of the nursing process
assessment, planning, implementation and
evaluation are similar to the strategic
management.
 Therefore strategic management can be defined
as the art and science of formulating,
implementing and evaluating cross functional
decisions that enable an organisation to achieve
its objectives”
 Strategic planning indicates where the
organization wants to go, the actions needed to
make progress and also how it will know that it
has been successful

27.  The strategic planning framework includes
the following steps
 Creating strategic mission and vision
 Environmental scanning
 Setting of the goals/objectives
 Development of strategies to achieve the
objectives
 Planning for implementation
 Planning for evaluation

29. Creating mission and vision statements
 The first step should be to formulate or review
and update the organizations mission and vision.
 The mission and vision are informed by the core
values of the organization. I health care these
would include quality care, patient safety,
integrity etc
 In formulating the vision and mission its
important to involve individuals and all levels of
the organization (Nurses, pharmacists, records
officers) in order to ensure a variety of
perspectives and avoid resistance to the final
product

30.  Such inclusion also engages all levels of staff
in helping to make the vision a reality
 When everyone is involved, they all know
where the organization is going and are
instrumental in helping it get there through
their daily activities
 If all the members know the vision and
mission, they will take the same path

31. Why a mission statement
 The purpose of the mission statement is to
communicate what the institution stands for
and where its heading
 The mission statement answers the question
“Why does the organization exist”
 It also defines what the organization does

32. Why a mission statement
 The mission statement gives the purpose of
the organization
 It identifies the reason for being and may also
define the customers and services
 The mission statement should be simple,
declarative, easily articulated and
remembered.

33. Examples of hospital mission statements
 The mission of Doylestown Hospital is to provide
a responsive healing environment for patients
and their families, and to improve the quality of
life for all members of our community.
 Saint Vincent Hospital is a medical institution
dedicated to providing quality patient care with
unrelenting attention to clinical excellence,
patient safety and an unparalleled passion and
commitment to assure the very best healthcare
for those we serve
 The mission of Preston Memorial Hospital is to
provide quality, value priced, primary health care
services

34. Why a vision statement
 The vision statement on the other hand
describes the strategic intent
 It states where the organization wants to be
in the future
 A vision is the desired view of what the
organization will be like in the future.
 It details how the organization will be like
when it reaches its destination

35. Examples of Hospitals vision statements
 To be the first choice in health care for our
communities.
 To be a leader in providing quality,
compassionate patient-centered care that
seeks physical cures and comforts as well as
peace of mind and peace of heart.

36.  The other component in strategic planning is
process is to assess the environment.
 This is also referred as environmental
scanning
 It consists of analyzing the external and
internal environment of the organization
using a SWOT analysis
 The internal environment is assessed for
Strengths and weaknesses while external
environment is assessed for opportunities
and threats

40.  A PESTEL framework is used to analyze the
external environment and how the factors
impact the organization
 The results of the analysis are used to
identify the opportunities and threats (OT)
 The process of the analysis should involve
everyone in the organization to do research
and also brainstorming for the above factors
 The team should gather information about
the Political, economic, social, technological
and legal issues

44.  In the internal environment, the
organizational is assessed for strengths and
weaknesses (SW)
 These (SW) are related to the resources (6Ms),
programmes and operations in the key areas
of the organization to determine how well its
placed to achieve its objectives are maintain
a competitive advantage

45.  The Mckinsey 7S framework can be used to
assess the internal environment (SW)
 It proposes that the are seven aspects within
an organization that requires to be assessed
and aligned
 Each of the seven aspects is assessed for
strengths and weaknesses
 These are; strategy, structure, skills, staff,
systems, styles and shared values

47.  Once identified these strengths, weaknesses,
opportunities and threats are analyzed for
their impact on the organization
 Then priorities are established for the critical
issues so that the strategies are based on
priority issues
 The SWOT analysis leads to strategies in
which the organization determines on how to
build on the strengths, resolve or minimize
the weaknesses, seize opportunities and
avoid threats

48.  After the formulation of vision and mission and
also environmental assessment, the nurse
manager must develop the ways and means to
achieve the vision
 Therefore there is need to set the strategic goals
and objectives
 The objectives should clearly indicate who, what
and where of the strategies to be implemented
 Well defined objectives allows the employees to
understand where the organization wants to go
and how much time it will take to get there
 (Objectives are always SMART)

50.  Strategic objectives convert the mission and
vision into concrete terms
 These are the targets of performance that
when undertaken aid in the achievement of
the mission and vision
 The objectives reflect what should be done or
the activities that encourage employees to be
creative and challenge them to improve
performance and must be achievable

51.  The objectives should address the priority
areas of the organization
 E.g to improve patient care outcomes
(decreasing length of stay, reduced pressure
ulcers to less than 1%
 To decrease the overall expenditures on none
essential services like laundry

52.  While objectives are targeted results,
strategies are actions taken to achieve those
outcomes/results
 The strategies should be aligned to
organizational culture
 They must be realistic, planned, intentional
and flexible to respond to unanticipated
events
 In the hospital they should address patient
safety and quality of care

53.  Operational strategies need to be evidence
based and involve employees at all levels to
make them more realistic
 The strategy must be flexible to respond to
evolving needs of the customers, changes in
technology, political changes, new
opportunities, disasters or crisis.

54.  After the strategy developing, the manager plans
for implementation
 Implementation is converting the strategy into
actions or the course of actions which must be
followed to achieve the objectives
 The strategies must be implemented proficiently,
efficiently and in a timely manner
 Support systems like education, policies and
procedures must be developed to support
implementation of plans
 Implementing strategy also involves managing,
budgeting, motivating, changing organization
culture, supervising, leading

55. Strategic planning and implementation achieve the
following
 Demonstrate leadership in the implementation of
plans
 Reward those who carry out the strategy successfully
 Allocate necessary resources
 Formulate policies and procedures to support the
strategy
 Initiate quality improvement activities
 Develop and reward best practice
 Maintain a culture that support strategy
 Effective implementation occurs when inputs are
received from all individuals involved in the strategic
plan

56.  The action plan should include
 Priority order for achieving the strategic
objectives
 Determination of who is responsible for
achieving the objectives
 Available financial support
 A timeline of when the activities will be
achieved

57.  The manager must also develop an evaluation
plan
 This is to ensure that systems and
measurements are in place to determine
whether the strategic plan has been achieved
 The measures of success are delineated,
responsible individuals are identified,
frequency of evaluation and reporting of
these measures is determined,