LEAH MARIE T. BUGTONG BSN-IV A NCM 107 HUMAN SKILLS involves the ability to interact effectively with people.

. Managers interact and cooperate with others. CONCEPTUAL SKILLS involves the formulation of ideas. Managers understand abstract relationships, develop ideas and solve problem creatively. DIAGNOSTIC SKILLS involves the ability to determine by analysis and examination the nature and the circumstances of a particular condition or situation. It is the ability to specify why something occurred and to cut through unimportant aspects and quickly get to the heart of the problem.

HOW MANAGEMENT SKILLS ARE ACQUIRED? Education and training Experience Preceptor or mentor rel. with a higher level person

LEVELS OF MANAGEMENT: 1. TOP LEVEL- generally make decisions. 2. MIDDLE LEVEL conduct day to day operations. 3. FIRST LEVEL concerned with the specific units work flow. ROLE OF MANAGERS ACCDG. TO MINTSBERG 1. INTRAPERSONAL ROLE require managers to direct and supervise employees and the organization. - Shows the managers as: o SYMBOL because of the position he/she occupies and consists of such duties as signing of papers/documents required by the organization. o LEADER who hires, trains, encourages, fires, remunerates, and judges o LIAZON because outside contracts such as the community, suppliers and the organization. 2. INFORMATIONAL ROLE are those in which manager obtain and transmit information. - Presents the managers as: o One who monitors information o Disseminates information from external and internal sources. o Spokes person or representative of the organization represents the subordinates to superiors and the upper management to the subordinates.

3. DECISIONAL ROLE requires manager to plan strategy and utilize resources - Makes him/her: o An entrepreneur or innovation, problem discoverer, a designer to improve projects that direct and control change to the organizations. o A trouble shooter who handles unexpected situations such as resignation of subordinates and losses of clients. o As negotiator when conflict arise. PLANNING defined as pre determining a course of action in order to arrive at a desired result. A continuous process of assessing, establishing goals and objectives, implementing and evaluating tem, and subjecting these to change as new facts are known. PLANNING PREDETERMINED ACTION What to do Nursing act Failing to plan is planning to fail POOR PLANNING is failure to set good, maid assessments or provide for implementation or to anticipate any possible change in circumstances. INDICATORS OF PLANNING: Delivery dates are not met. Machines are idle. Some nurses are over worked, other underworked. Skilled nurses doing unskilled work. Nurses are fumbling in jobs which they have not been trained. There is quarreling, bickering, back-passing and confusion. how to do it techniques and principles who is to do it professional and non professional

WHY MANAGERS FAIL TO PLAN EFFECTIVELY: 1. 2. 3. 4. Lack of knowledge in the philosophy object and goals of the agency. Lack of understanding or the significance of the planning process. May not know how to manage time to devote for planning. Lack confidence in formulating plan or may fear that planning may bring about unwanted changes that they are unwilling to undertake or are unable to cope with.

PRICIPLES OF PLANNING: Planning is always based and focused on the vision, mission, philosophy and clearly defined object.

Is a continuous process. Should be pervasive within the entire organization. Utilizes all available resources. Must be precise in the scope and nature. Should be time bounded. Projected plans must be documented for proper dissemination to all concerned for implementation.

3 CHARACTERISTICS OF A PLAN: A. Involve the future. B. An action and C. Have an organizational identification of the action which will be undertaken either by the planner or someone designated by or for her. TYPES OF PLAN: Strategic plan or long term plan Operating plan or short term plan Continuous or rolling plan

WHAT ARE THE RIGHT THINGS TO DO? o Dealing with the environment o Whole firm as the unit of analysis o Using input from all the functional areas o Giving direction to the enterprise o Being important to the agencys success. Master plan that shape up the destiny of the agency. Usually extending 3-5 yrs. Into the future. Prepared in the upper levels of the management serve as the basis for operating plan.

HOW DOES ONE DO THINGS RIGHT? Activities in specific department of an organization. Deals with factors or techniques for accomplishing these things generally shorter in time frame and usually involve the middle and lower level managers.

CONTINUOUS OR ROLLING PLAN How can services be provided? Similar to operating plans. Involves mapping out the day-to-day activities.

REASONS FOR PLANNING Planning is essential in nursing because: 1. It deals to success in the achievements of goals and objectives. a. it brings about behavior or that deals to desired actions and outcomes. b. it makes the performance of tasks more meaningful. c. c. it help the nurses relate what they are doing to their professional goals. 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. a. Studying what has been successful or unsuccessive can give the managers a better idea of what to do in the future. b. Through planning, one can discover the need for change. c. Planning can point out opportunities for new or different services. 5. It is necessary for effective control. - Enables manager to design effective ways to ensure accomplishment of goals and objectives through coordination and collaboration and effective use of resources. THE PLANNING PROCESS DETERMINE MISSION -> ESTABLISHING OBJECTIVE -> DEVELOP ACTION PLAN -> ESTABLISH CONTROL SYSTEM -> ENVIRONMENTAL ANALYSIS..