Management
Functions/Process:
Planning,
Decision making &
problem solving
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Management
Functions/Process:
1-Planning:
Involves determining philosophy
goals, objectives, policies,
procedures rules, and fiscal
planning & managing changes.
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2- Organization (Organizing):
Includes establishing the
structure of organization to
carry out the plan, determine
the most appropriate type of
patient care delivery system &
grouping activities to meet
unit goals.
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3-Staffing:
Includes recruiting,
interviewing, hiring,
orienting staff, scheduling
and staff development.
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4-Directing:
Includes motivating, managing
conflict, delegation,
communication and facilitating
collaboration.
5-Controlling:
Includes performance appraisal,
fiscal accountability, quality
control, professional and
collegial control.
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Planning
Is the process of planning
determining in advance the
objectives to be accomplished and
the means by which these objectives
are to be attained.
 It is the first function of
management and all other function
dependant on planning.

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It is largely conceptual but the
results of planning are visible.
 The manager (nurse) needs to be
familiar with decision making
process and tool so that he/she can
identify the purpose of
organization, state the philosophy,
define goals and objectives policies
and procedures, prepare budgets to
implement the plans effectively and
mange the time.

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Planning Process:
1- Mission Statement:
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It is a brief statement identifying
the reasons that an organization
exists as well as it’s future aim or
function.
So, clarification of purpose is the
first priority in planning because it
influences the development of
organization’s philosophy, goals,
objectives, policies, procedures and
rules.
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 Most
nursing services exist to
provide quality of care to
client, some encourage
teaching and research.
 Each
especiality area has it’s
own purpose contributes to
the overall organization and
purpose.
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
EX: The purpose of in service
education department is to orient
staff to the job and provide
educational programs to improve the
quality of staff work.
EX: The purpose of burn unit is to
provide quality-nursing care to
patients suffering from burns.
 - What is the purpose of Palestine
College of Nursing?

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2- Philosophy:
 Flows from mission statement.
 It is a statement of beliefs and
values that directs practice.
 It should be written, placed in
appropriate document and
reviewed periodically.
 There should be a philosophy for
the institution and philosophy
for each department (ICU, lab.)
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 Benefits
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of Philosophy:
Translate writing into practice.
Lead to holistic approach in practice since
hospitals are multi-disciplinary system.
Used as a justification of quality of service
provided.
Provides framework for development of
nursing care model (functional, primary,
team).
Provides a form of control.
Deals with fundamental long-range goals
and value.
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Example of Nursing
Service Philosophy:
 The
philosophy of nursing
department at hospital (x) is
based on respect for
individual’s dignity and work.
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
We believe that all patients have
the rights to receive effective
nursing care. This care is a personal
service that is based on patient’s
needs and their clinical disease.
Recognizing the obligation of
nursing to help restore patients to
the best possible state of physical,
mental and emotional health to
maintain patients sense of spiritual
and social well being.
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3- Goals and objectives:
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They state actions for
achieving the purpose and
philosophy.
All philosophies must be
translated into specific goals
and objectives, if they are to
result in actions.
Thus, goals and objectives
operationalize philosophy.
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 Goals:
Defined as the desired result
toward which effort is directed.
 It is the aim of philosophy.
 It should be:
 Specific enough to clearly
delineate the desired end product.
 Measurable and realistic.
 Change over time, so they require
periodic re-evaluation and
prioritization.

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Goal Should be:
SMART
 S:
Specific
 M:
Measurable
 A:
Achievable or Attainable
 R:
Realistic
 T:
Time pounded
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 Objectives:
More specific and measurable than
goals, they identify (HOW) and
(WHEN) the goal is to be
accomplished.
 They invite the individuals to a
specific end and are explicit,
measurable, observable and
obtainable.
 One goal is usually have many
objectives (each is accompanied by a
target completion date).

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 Objectives
should include:
Who will do the work.
 Write the word (To) followed by
action verb.
 Write single key result to be
achieved.
 Write the word (By) and the date
for accomplishment.
 Write the maximum cost in terms of
money or time.

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4. Policies and Procedures:
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Policy:
Defined as broad general statement of
expected actions that serve as guides
to managerial decision making or to
supervising the actions of
subordinates.
They are plans reduced to statement or
instruction that directs organization in
their decision making.
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 Polices
use purpose,
philosophy, goals and
objectives as a guide.
 It directs individual behavior
toward organization’s
mission and defines broad
limits and desired outcomes
of commonly recurring
situations.
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 It
serves as a basis for future
decision and actions, help coordinate plans, control
performance and increase
consistency of actions by
increasing the possibility that
different manager will make
similar decisions when
independently facing similar
situation.
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 Policy
formation is a
continuous process so that
should be re-evaluated and restated as necessary.
 EX: annual leave, working
hours, shifts, vacations,
maternity leave.
 It should be written, clear,
every employee should know it.
Policy gives feeling of fairness.
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 Procedures:
Are plans that have been reduced
to sequence of steps of required
action.
 Procedures identify process
needed to implement a policy and
generally found in manuals at unit
level.
 Procedure manual provides basis
for orientation and staff
development and ready reference.

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 Procedure
manual standardized
procedure and equipment and
can provide basis for evaluation.
 Good procedures reflect quality
of care.
 Save times, facilitate delegation,
reduce cost, and increase
productivity, provide a mean of
control.
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5- Rules & Regulations:
 Included
as part of policy and
procedure statement.
 Rules describe situations which
allow one choice of action.
 Rules are the least flexible part
of planning.
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Decision making and problem solving
Introduction
Because managers spend much
time making decisions and
solving problems, developing
skills in these areas is
essential to increasing
effectiveness
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
Nurse manager is confronted by a
variety of situations. Hospital or
agency policies provide guidelines
for dealing with routine
situations. But exceptional
instance can make decisions more
difficult and require a mature
sense of judgment.
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Definitions
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Decision : is a solution chosen from
among alternatives .
Decision-making process : is the
process of selecting an alternative
course of action that will solve a
problem.
Problem solving: is the process of
taking corrective action in order to
meet objectives.
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Definition 0f DM
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D.M: a complex, cognitive process.
Choosing from alternatives a particular
course of action
WEBSTER: To arrive at a solution that ends
uncertainty.
Is a choice made between two or more
available alternative
Both definitions imply that: uncertainty--choosing one alternative.
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 Problem
solving:
is a part of decision making ( it’s a
systemic process that focus on
analyzing a difficult situation)
Problem solving: Always involves a
decision making
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Theoretical approaches to problemSolving and D.M.
(1)
Traditional
Problem
Solving
model
(2)
(3)
Managerial
Decision
Making
Nursing
Process
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Theoretical approaches for problem–
solving and DM

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How do people become successful problem-solver
and decision maker
Successful decision-making can be learned through
life experience ,but not every learns to solve
problem and judge wisely by this trial and error
method because much is left to chance.
So ,there should be some process or models to be
used as a theoretical base for learning and practice
to improve decision _making skills.
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The Traditional Problem Solving
Model, includes 7 steps
1- Identify the problem
2- collecting data
3- explore alternative
4- evaluate the alternatives
5- select the appropriate alternative
6- implement the solution
7- evaluate the results
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Managerial Decision-Making
Model:
Include 6 steps:
 Set objective.
 Search for alternatives.
 Evaluate alternative.
 Choose appropriate one.
 Implement the alternative.
 Follow up and control.
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The Decision Making Process
Identify
existing
Problem
List
Alternative
Problem
Solutions
Select
Most
beneficial
Alternative
Implement
Chosen
Alternative
Gather
Problem Related
Feedback
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(3) The Nursing Process
Includes 4 steps:
 1- Assessment.
 2-Planning.
 3- Implementation.
 4- Evaluation.
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Individual variations in D.M.
If
each person receives the
same information and uses the
same scientific approach to
problem solving ,will they
makes the same D.?
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
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People make decision by
perceiving and evaluation …they
perceive by sensation and
intuition and they evaluate their
perception by thinking and feeling
Other factors that influence D.M.
(value, life experience
,preference, risks and way
individual think)
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Critical element in problem
solving & D.M.
A- Clearly defined objectives,
decision makers often go a
head in their problem solving
process; without first
determining their goal which
result in poor quality decisions.
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B- Careful data gathering one
must learn how to obtain
accurate information and avoid
bias .
C- Generate many alternatives:
Do not limit your choice to tow
possible judgments when there
are more options available .
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- Increasing the number of people
working on a problem will
increase the number of
alternatives that can be
generated .
- Brain storming: thinks of all
possible alternatives even those
that may seem off target .
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Critical element in problem solving
& D.M. (Cont.,)
D-Think logically:
- Draw inference from
information.
- Careful thinking through the
information and alternatives.
- Faulty logic leads to poor
quality decisions.
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Critical element in problem solving &
D.M. (Cont.,)
E- Choose and act decisively:
- Many people become vulnerable at
this point in problem _solving
process and choose to delay acting
because they lack the courage to do
so .
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- Good decision _makers seem to
have some sort of antenna that
makes them particularly
sensitive to situations than
others.
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Decision Making Techniques
The techniques help you to make
the best decisions possible with
the
information
you
have
available.
With these tools you will be able
to
map
out
the
likely
consequences of decisions, work
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Decision Making Techniques
I.
Pareto Analysis: Selecting
the most important changes to
make.
II.
Plus - Minus - Implications
(PIM): Weighting the Pros and
Cons of a decision.
III.
Cost / Benefit Analysis: is
carried out using only financial
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