Chapter 9

Time management
Another part of planning is short term planning. Short term plans involve a period of
1 to 3 years and are usually less complex than strategic or long range plans. Short
term planning may be done annually, bimonthly, weekly, daily, or even hourly.
Time is equally important resources. Time management in making the optimal use
of time. Because time is a finite and valuable resource, learning to use it wisely
requires both leadership skills and management functions. The leader-management
must initiate an analysis of time management on the unit level. It involves members
and gain their cooperation in maximizing time use, and guide work to its conclusion
and successful implementation.
Three basic steps to time management
The first step requires that time be set aside for planning and establishing priorities.
The second step entails completing the highest priority task, wherever possible and
finishing one task before beginning another. In the final step, the person must
reprioritize what task will be accomplished based on new information received.
Because this is a cyclic process, all three steps must accomplished sequentially.
Managers who are new to time management may underestimate the importance of
regular planning and fail to allot enough time for it.
Taking time to Plan
Daily planning is essential if the manager is to manage by efficiency rather than by
crisis. The old adage fail to plan is timeless. Without adequate planning, however,
the manager finds it difficult to get started and begins to manage by crisis.
Planning takes time. It requires ability to think, analyze data, envision alternatives,
and make decisions. Setting aside time at the beginning of each day to plan the day
allows the manager to spend time on high priority task.
Priority setting and procrastination
Vacarro (2001) suggest that there are five priority settings. The first is whenever
hits first. This trap occurs when an individual simply responds to things as they
happen rather than thinking first and then acting. The second trap is the path of
least resistance in this trap, individual makes an erroneous assumption that it is
always easier to do a task personally and fails to delegate appropriately. The third
trap is the squeaky wheel the individuals falls prey to those who are most vocal
about their urgent requests. Managing by default, individuals feels obligate to take
on task not his own. Waiting for inspiration, wait before becoming inspired.
3 categories of prioritization:
1. Dont do- outdated
2. Do later- do not have immediate deadlines, may be procrastinated
3. Do now- day to day operational needs

Chapter 7
Operational and strategic planning
Panning precedes all other functions
Planning- deciding in advance what to do. Who is to do it and how and where it is to
be done
-should be purposeful and proactive
4 planning modes
1.
2.
3.
4.

Reactive- after a plan exist

Inactivism- seek the status quo, prevents change and maintains conformity
Proactivism- utilized technology to accelerate change and are future oriented
Proactive- consider the past, present and future. Plan the future rather than
react to it.

Forecasting- trying to estimate how a condition will be in the future.

Strategic palnning- long range (3-10 years, examines organizations purpose,
mission, philosophy and goals
Effective tools that assist in strategic planning
1.
2.
3.
4.

SWOT- albert Humphrey

Strength- internal helps
Weakness- internal, challenge
Opportunities- external, challenge or achievement
Threats- external, challenge, or threaten

Balanced scorecard- Robert Kaplin and David Norton

The planning hierarchy
Mission
procedures

philosophy

goals

objectives

policies

Rules

Visions statements-describe future goals or aims of an organization

-artist rendering of the achievement of the plan
Mission statement- reason why an organization exist
-influences the development of an organizations philosophy, goals, objectives,
policies, procedures and rules
Values- beliefs that guide behavior

Goals-result toward which effort is directed, it is the aim of the philosophy

Objectives- identify how and when goal is to be accomplished, more smart than
goals.
Policies- plans reduce to statements or instructions that direct organization in
their decision making
-statement expectations that sets boundaries for action taking and decision
making
2 types of policies
1. Implied policies- have usually developed overtime and follow a precedent.
(neither written or not expressed verbally)
2. Expressed policies- delineate verbally or in writing ex. Formal dress code.
Rules and regulations- define specific action or non-action
Rules- describe situations that allow only one choice of action least flexible, fewer
rules.

Chapter 10
Fiscal planning
Budget- financial plan that estimates expenditures and revenues by an agent for a
stated future period
Fixed expenses- do not vary with volume
Controllable-expenses can be controlled or varied by the manager
Types of budget
1. Personnel budget
2. Operating budget
3. Capital budget

Budgeting methods
1. Incremental budgeting
2. Zero-based budgeting
3. Flexible budgeting
4. New performance budgeting

Fiscal planning- is learned skill that improves with practice

A budget that is predicted too far in advance is open greater than error
If the budget is shortsighted, compensating to unexpected major expenses or
capital equipment purchases may be difficult
Managers must justify that program or needs every budgeting cycle in zero
based budgeting.
Chapter 12
Organizational structure

Organizational structure refers to the way in which a group is formed, its lines of
communication, and its means for channeling authority and making decisions
Formal and informal structure

The formal structure is generally highly planned and visible.

Through departmentalization and work division, provides a framework for
defining managerial authority, responsibility and accountability
Informal structure is generally social, with blurred or shifting lines of authority
and accountability.
Components of organizational structure

Weber- organizational chart- development of organizational start

CEO-chief executive officer
Relationships and chain of command
Line positions- can be shown by solid horizontal or vertical lines.
Chains- the formal paths of communication and authority
Staff positions- dotted or broken lines on the organizational chart represent staff
positions
-these positions are advisory, a staff members provides information and assistance
to the manager but has limited organizational authority
Span of control:
Also can be determined from the organizational chart. The number of people
directly reporting to any one manager represents that the managers span of control
and determines the number of interactions expected of him or her.
Managerial levels
1. Top level managers
2. Middle-level managers
3. First level managers
Centrality- refers to the location of a position on an organization chart where
frequent and various types of communication occur.
Types of organizational structures

1.
2.
3.
4.
5.

Line structures
Ad hoc design
Matrix structure
Service line organization
Flat designs

Stakeholders
-are those entities in an organizations environment that play a role in the
organizations health and performance or that are affected by the organization
Organizational cultures
-is the total of an organizations value, language, traditions, customs and sacred
cows
Shared governance
Refers to an organizational design that empowers staff nurses by making them an
integral part of patient care decision making and providing accountability and
responsibility in nursing practice
Magnet hospital status;
Is conferred by the ANCC on hospitals exemplifying well-qualified nurses executives
in a decentralized environment, with organizational structures that emphasize open,
participatory management.