My Assignment to Sir Holden

8/13/2019 My Assignment to Sir Holden

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1. What is Planning in Nursing Service


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PLANNING refers to the process of setting goals, developing strategies

and outlining tasks and schedules to accomplish the goals and also help

in deciding o!ectives oth in "uantitative and "ualitative terms. In the

management #orld planning is vital in that it helps to clarif$, focus and

research the pro!ect%s development and prospects, it also provides a

logical frame#ork #ithin #hich a usiness can develop and pursue

usiness strategies over the ne&t five $ears or more and planning also

provides a enchmark against #hich actual performance can e

measured and revie#ed. It is defined as pre'determined a course of

action order to arrive at a desired result. It is a continuous process of

assessing, estalishing goals and o!ectives, implementing and

evaluating them, and su!ecting these to change as a ne# facts are

kno#n. While planning is largel$ conceptual, its results are clearl$

visile.

Planning also refers to a process eginning #ith o!ectives, defining

strategies policies and detailed plans to achieve them( achieving an

organi)ation to implement decision, and include a revie# of

performance and feedack to introduce a ne# planning st$le. Is deciding

in advance #hat to do, ho# to do it, #hen to do it and #ho do it.

Planning is a technical managerial function that enales organi)ations to

deal #ith the present and anticipate the future. It is the first and

fundamental function of management ecause all other management

functions are dependent on it. Planning is deciding #hat is to e done,

#hen it is to e done, ho# it is to e done and #ho is to do it. It is an

orderl$ process that gives organi)ational direction. Planning is the

process of determining ho# the organi)ation can get #here it #ants to

go. Planning is the process of determining e&actl$ #hat the organi)ation

#ill do to accomplish its o!ectives. In more formal terms, planning has

een defined as *the s$stematic development of action programmes

aimed at reaching agreed o!ectives $ the process of anal$)ing,

evaluating and selecting among the opportunities #hich are foreseen.


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+. What are the Principles in Planning

Planning is al#a$s ased and focused on the vision, mission, philosoph$,

and clearl$ defined o!ectives of the organi)ation.

Planning is a continuous process.

Planning should e pervasive #ithin the entire organi)ation covering the

various departments, services and the various levels of management to

provide ma&imal cooperation and harmon$.

Planning utili)es all availale resources.

Planning must e precise in its scope and nature.

Planning should e time ounded.

Pro!ected plans must e documented for proper dissemination to all

concerned for implementation and implementation as to the e&tent of

its achievement.

-. iscuss the Importance of Planning.

/he importance of the planning function should have e clear to $ou. We canoutline the importance of planning function as follo#s0

Provides irection0 Planning provides a clear sense of direction to the

activities of the organi)ation and to the !o ehavior of managers and

others. It strengthens their confidence in understanding #here the

organi)ation is heading and #hat for, ho# est to make the

organi)ation move along the chosen path, and #hen should the$ take

#hat measures to achieve the goals of the organi)ation. Provides opportunit$ to anal$)e alternative courses of action0 Another

source of importance of planning is that it permits managers to e&amine

and anal$)e alternative course of action #ith a etter understanding of

their likel$ conse"uences. If managers have an enhanced a#areness of

the possile future effects of alternative courses of action, for making a


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decision or for taking an$ action, the$ #ill e ale to e&ercise !udgment

and proceed cautiousl$ to choose the most feasile and favorale

course of action.

educes uncertainties0 Planning forces managers to shake off their

inertia and insular outlook( it induces them to look e$ond those noses,

e$ond toda$ and tomorro#, and e$ond immediate concerns. It

encourages them to proe and cut through comple&ities and

uncertainties of the environment and to gain control over the elements

of change.

2inimi)es impulsive and aritrar$ decisions0 Planning tends to minimi)e

the incidence of impulsive and aritrar$ decisions and ad hoc actions( it

oviates e&clusive dependence on the mercies of luck and chance

elements( it reduces the proailit$ of ma!or errors and failures in

managerial actions. It in!ects a measure of discipline in managerial

thinking and organi)ational action. It improves the capailit$ of the

organi)ation to assume calculated risks. It increases the freedom and

fle&iilit$ of managers #ithin #ell'defined limits.

3ing'pin function0 As stated earlier, planning is a prime managerial

function #hich provides the asis for the other managerial functions.

/he organi)ational structure of task and authorit$ roles is uilt around

organi)ational plans. /he functions of motivation, supervision,

leadership and communication are addressed to implementation of

plans and achievement of organi)ational o!ectives. 2anagerial control

is meaningless #ithout managerial planning. /hus, planning is the king'

pin function around #hich other functions are designed.

esource Allocation0 Planning is means of !udicious allocation of

strategic and scarce resources of the organi)ation in the est possile

manner for achieving strategic goals of the organi)ation. /he strategic

resources include funds, highl$ competent e&ecutives, technological

talent, good contacts #ith government, e&clusive dealer net#ork and so

on. If the organi)ation en!o$s a distinct advantage in possession of such

resources, a careful planning is essential to allocate them into those

lines #hich #ould strengthen the overall competitive position of the

organi)ation.


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esource use efficienc$0 4or an ongoing organi)ation, planning

contriutes to#ards a more efficient functioning of the various #ork

units. /here is etter utili)ation of the organi)ation%s e&isting assets,

resources and capailities. It prompts managers to close gaps, to plug

loopholes, to rectif$ deficiencies, to reduce #astage and leakages of

funds, materials, human efforts and skills so as to ring aout an overall

improvement in resource use efficienc$.

Adaptive responses0 Planning tends to improve the ailit$ of the

organi)ation to effectivel$ adapt and ad!ust its activities and directions

in response to the changes taking place in the e&ternal environment. An

adaptive ehavior on the part of the organi)ation is essential for its

survival as an independent entit$. 4or a usiness organi)ation, for

e&ample, adaptive ehavior is critical in technolog$, markets, products

and so on.

Anticipative action0 While adaptation is a ehavior in reaction and

response to some changes in the outside #orld, it is not enough in some

situations. In recognition of this fact, planning stimulates management

to act, to take hold initiatives, to anticipate crises and threats and to

#ard them off, to perceive and sei)e opportunities ahead of other

competitions, and to gain a competitive lead over others. 4or the

purpose, some enterprises estalish environmental scanning

mechanism as part of their planning s$stems. /here$ such enterprises

are ale to direct and control change, instead of eing directed and

controlled $ the pervasive e&ternal forces of change.

Integration0 Planning is an important process to ring aout effective

integration of the diverse decisions and activities of the managers not

onl$ at a point of time ut also over a period of time. It is $ reference

to the frame#ork provided $ planning that managers make ma!or

decisions on organi)ational activities, in an internall$ consistent manner.

5. Wh$ 2anagers fail to plan effectivel$


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2anagers fail to plan properl$ #hen the$ fail to anticipate the future of

their plans implementation. Lack of proper information ecause of not

implementing6using effective resources and gaining ma&imum from

them. It can also happen #hen there is instailit$ in the group of people

#hich manager is rel$ing on for information. /he people can e

dishonest, anno$ed for an$ reason and #ould not like to contriute in.

2anagers can solve such prolems $ confirming the reports he gets, $

related people. 2anagers should e more fle&ile #ith people in group

and should see that the$ are not getting anno$ed $ his actions. 7e

should first ask for their suggestions regarding pro!ects and e

considerate and courteous to#ards them.

8. What is the 9ision and 2ission of $our nursing service epartment

9ISI:N

/he Incomparale Leader of ;&emplar$ Nursing


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is committed to advocate models in leadership skills to transform

nursing leaders to ecome #orking en)$mes( respond elegantl$

?#ith precision, neatness and simplicit$@ to change and

development in nursing leadership( ensure the sustainailit$ and

viailit$ of the association.

/he organi)ation%s 9ision 2ission'Strategies are regularl$

activated $ the organi)ation%s offices, past and present oard of

directors #ith r. Perla P. Sanche), its founding president, and the

Advisers, led $ the present officers and its incument president,

r. 2aria Linda G. uhat.

/he first part is


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+. /here is an evidence of patient=s reassessment

throughout the care process to determine response to

intervention at interval appropriate to patient=s condition,

plan of care, individual needs or according to institutionalpolicies and procedures ?e.g. Pain is assessed ever$ 5

hours and as necessar$ as part of the vital signs

monitoring@.

-. /hose responsile for direct nursing care collaorate

#ith medical and allied staff to anal$)e and integrate the

patient=s assessment data and information.

5. /hose responsile for direct nursing care prioriti)e

patients= needs ased on assessment results.

8. /hose responsile for direct patient care inform the

patient and famil$ of the assessment outcome and the

planned care and treatment regimen and encourage

participation of the latter in the decisionmaking aout the

priorit$ needs to e met.

Standard II0 Assessment Scope D


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E Language spoken

E arriers to learning

1.+. Ph$sical

E Neurological assessment

E . Sensor$ C Perceptual Pattern

+.F.


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-. :ther pertinent data are collected using the appropriate

assessment, techni"ue and instruments.

5. /he nursing assessment findings are documented in the

individual patient=s record and readil$ availale to those

responsile for his6her care.8. ischarge plan is evident in the initial assessment of the nurse

particularl$ to those patients #hen discharge planning is critical.

II. Standards on


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recommends the need for organi)ational structure #hich #ill delineate

responsiilit$, accountailit$ and authorit$ of nursing administration. /hese

focus also on planning, direction, organi)ation and controlling functions of the

nursing service administration and their relationship #ith other services.

II. Standards on 7uman esource 2anagement. /his part contains five ?8@

criteria #hich help the nursing administrators in placing the right person to do

the right !o through identification of the !o re"uirements and "ualifications. It

also includes staffing modalities depending on the t$pe of services.

III. Standards on 4acilit$ 2anagement and ;nvironmental Safet$. /his standard

contains three ?-@ criteria and covers environmental safet$ needed in the

deliver$ of nursing services and training of personnel to effectivel$ carr$ out

their respective roles.

I9. Standards on


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/he Administration of 7ospital Nursing Services in Philippine epartment of 7ealth,

1st ;dition Koint


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.. S/A L;SS; AN 7APP..

;NK: :B AM

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My Assignment to Sir Holden