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Copyright – All Rights Reserved The 13 th Annual Focus on Respiratory Care, Sleep Medicine & Critical Care Nursing Conference Planning, Organizing, Directing
Copyright All Rights Reserved The 13 th Annual Focus on
Respiratory Care, Sleep Medicine & Critical Care Nursing
Conference Planning, Organizing, Directing & Monitoring
Management Model An Interactive Workshop 4 th Annual Focus Managers
Mini Conference Wednesday, May 8 th 1:00 5:30 p.m. Darnetta
Clinkscale, MBA, RRT St. Louis, Missouri
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Copyright All Rights Reserved Barnes-Jewish Hospital Affiliated
with Washington University Medical School Employees - 9,373
Physicians - 1,707 Residents/Interns/Fellows 921 Licensed Beds -
1,228 Inpatient Admissions - 53,907 Inpatient Surgeries - 16,822
Outpatient Surgery Visits - 17,847 Outpatient Registrations -
468,132 Emergency Dept Visits - 77,847 Respiratory Care
Practitioners: 117
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Copyright All Rights Reserved Objectives The learner will be
able to: Utilize a simple framework to build departmental plans
that support the organizations vision and priorities Identify the
key components of delegation, setting expectations, measuring
performance and holding people accountable Differentiate between
management and leadership skills Choose at least one of several
monitoring tools to track departmental successes Have fun in the
workshop
Slide 4
Copyright All Rights Reserved Why Plan? Alice: Which way should
I go? Cheshire Cat: That depends on where you are going. Alice: I
dont know where I am going. Cheshire Cat: Then it doesnt matter
which way you go!! Lewis Caroll: Through the Looking Glass, 1872
4
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Copyright All Rights Reserved The Plan In the beginning was the
Plan And then came the assumptions And the assumptions were without
form And the plan was completely without substance. And the
darkness was upon the face of the workers 5
Slide 6
Copyright All Rights Reserved What Strategic Planning is Not
Strategic planning is not forecasting Strategic planning is not the
simple application of quantitative techniques to business planning
Strategic planning is concerned with making decisions today that
will affect the organization (product line) and its future.
Strategic planning does not eliminate risk, it helps managers
access the risks they must take by gaining a better understanding
of the parameters involved in their decisions. 6
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Copyright All Rights Reserved 7
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Plan Vision: outlines what the organization wants to be, or how
it wants the world in which it operates to be (an "idealized" view
of the world). It is a long- term view and concentrates on the
future. It can be emotive and is a source of inspiration. For
example, a charity working with the poor might have a vision
statement which reads "A World without Poverty." 8
Slide 9
Copyright All Rights Reserved Plan Mission: Defines the
fundamental purpose of an organization or an enterprise, succinctly
describing why it exists and what it does to achieve its vision.
For example, the charity above might have a mission statement as
"providing jobs for the homeless and unemployed". 9
Slide 10
Copyright All Rights Reserved Plan Values: Beliefs that are
shared among the stakeholders of an organization. Values drive an
organization's culture and priorities and provide a framework in
which decisions are made. For example, "Knowledge and skills are
the keys to success" or "give a man bread and feed him for a day,
but teach him to farm and feed him for life". 10
Slide 11
Copyright All Rights Reserved Plan Strategy: Strategy, narrowly
defined, means "the art of the general".- a combination of the ends
(goals) for which the firm is striving and the means (policies) by
which it is seeking to get there. A strategy is sometimes called a
roadmap - which is the path chosen to plow towards the end vision.
The most important part of implementing the strategy is ensuring
the company is going in the right direction which is towards the
end vision. 11
Slide 12
Copyright All Rights Reserved Plan Hoshin planning systematizes
strategic planning. To be truly effective, it must also be
cross-functional, promoting cooperation along the value stream,
within and between business functions. Hoshin planning is a
seven-step process, in which you perform the following management
tasks: 1.Identify the key business issues facing the organization.
2.Establish measurable business objectives that address these
issues. 3.Define the overall vision and goals. 4.Develop supporting
strategies for pursuing the goals. In the Lean organization, this
strategy includes the use of Lean methods and techniques.
5.Determine the tactics and objectives that facilitate each
strategy. 6.Implement performance measures for every business
process. 7.Measure business fundamentals. 12
Slide 13
Copyright All Rights Reserved Hoshin Planning Process Step 1
Identify the key business issues facing the organization. 13
Slide 14
Copyright All Rights Reserved Hoshin Planning Process Step 2
Establish measurable business objectives that address these issues.
14
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Copyright All Rights Reserved Hoshin Planning Process Step 3
Define the overall vision and goals. 15
Slide 16
Copyright All Rights Reserved Hoshin Planning Process Step 4
Develop supporting strategies for pursuing the goals. In the Lean
organization, this strategy includes the use of Lean methods and
techniques. 16
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Copyright All Rights Reserved Hoshin Planning Process Step 5
Determine the tactics and objectives that facilitate each strategy.
17
Slide 18
Copyright All Rights Reserved Hoshin Planning Process Step 6
Implement performance measures for every business process. 18
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Copyright All Rights Reserved Hoshin Planning Process Step 7
Measure business fundamentals 19
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Slide 22
Copyright All Rights Reserved Goal 2014 Target2012 Strategies
Safety UHC Quality & Accountability: Top 10 Avoid all
preventable harm Partner with physicians to reduce mortality
Quality Improve and implement standardized clinical workflows
Support continuum of care initiatives Improve patient access and
flow ServiceOverall Satisfaction: Top Decile Internalize ICARE
values to drive service excellence behaviors Accelerate improvement
of overall patient satisfaction levels PeopleEmployee Engagement:
85 Develop, retain & recruit the most talented people Create
culture of diversity & inclusion Proliferate and mature Lean
management model Innovation Adjusted Patient Days: Multi-Year Model
Level Develop & strengthen clinical programs Transform
facilities through Master Facility Plan deployment Finances
Operating Margin: 4% Supply Expense/Net Revenue: 19% Lower supply
expense growth to less than revenue growth Ensure efficient,
productive use of resources Effectively provide, measure &
communicate community benefit Implement world-class systems and
processes 22 RESPIRATORY CARE SERVICES STRATEGIC PRIORITIES
Slide 23
Copyright All Rights Reserved Plan Break out into small groups
for interactive activities using the skills presented in this
section! 23
Slide 24
Copyright All Rights Reserved Organize Organizing can be viewed
as the activities to collect and configure resources in order to
implement plans in a highly effective and efficient fashion.
Organizing is a broad set of activities, and often considered one
of the major functions of management. There are a wide variety of
topics in organizing. 24
Slide 25
Copyright All Rights Reserved Organize Organization Chart Task
and Job Analysis Job Description Employee Performance Planning (the
overall process ensures ongoing, effective organizing) Time
Management 25
Slide 26
Copyright All Rights Reserved Organize Organization Charts as a
Management Tool is to craft an Org Chart that reflects where you
want the organization to go, rather than simply reflects how it is
now. If you want a flat, horizontal organization, draw the Org
Chart that way. 26
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Copyright All Rights Reserved Organize 27
Slide 28
Copyright All Rights Reserved Respiratory Shared Governance
Structure Shared Governance Council Documentation Performance
Improvement Protocols & Research Policies & Procedures
Reward & Recognition UPC Health & Career Fairs
Organizational Committees
Slide 29
Copyright All Rights Reserved Organize Break out into small
groups for interactive activities using the skills presented in
this section!
Slide 30
Copyright All Rights Reserved Direct Directing is the action
step. You have planned and organized the work. Now you have to
direct your team to get the work done. Start by making sure the
goal is clear to everyone on the team. Do they all know what the
goal is? Do they all know what their role is in getting the team to
the goal? Do they have everything they need (resources, authority,
time, etc.) to do their part? 30
Slide 31
Copyright All Rights Reserved Direct Direct Now flip the "ON"
switch. Execute!!! Think of this part like conducting an orchestra.
Everyone in the orchestra has the music in front of them. They know
which section is playing which piece and when. They know when to
come in, what to play, and when to stop again. The conductor cues
each section to make the music happen. That's your job here. You've
given all your musicians (staff) the sheet music (the plan). You
have the right number of musicians (Staff) in each section
(department), and you've arranged the sections on stage so the
music will sound best (you have organized the work). Now you need
only to tap the podium lightly with your baton to get their
attention and give the downbeat. 31
Slide 32
Copyright All Rights Reserved Direct Leadership Styles
Leadership style is the manner and approach of providing direction,
implementing plans, and Motivating people. Kurt Lewin (1939) led a
group of researchers to identify different styles of leadership
This early study was very influential and established three major
leadership styles. The three major styles of leadership were (U.S.
Army Handbook, 1973): Authoritarian or autocratic Participative or
democratic Delegative or Free Reign Although good leaders use all
three styles, with one of them normally dominant, bad leaders tend
to stick with one style. 32
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Copyright All Rights Reserved Direct 33
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Copyright All Rights Reserved Direct Break out into small
groups for interactive activities using the skills presented in
this section!
Slide 35
Copyright All Rights Reserved Control Problem Solving There are
seven basics steps to problem solving (Butler, Gillian, Hope,
1996): Identify the problem Gather information Develop courses of
action Analyze and compare courses of action Make a decision Make a
plan Implement the plan 35
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Copyright All Rights Reserved 36 Plan Understand the problem;
identify root cause Plan changes Do Implement changes Check Monitor
changes Follow up Act Adjust Celebrate and reward success PDCA
Cycle
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Copyright All Rights Reserved Direct 37
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Copyright All Rights Reserved Control Review of several
Monitoring tools 38
Slide 39
Copyright All Rights Reserved Control Monitor Now that you have
everything moving, you have to keep an eye on things. Make sure
everything is going according to the plan. When it isn't going
according to plan, you need to step in and adjust the plan, just as
the orchestra conductor will adjust the tempo. 39
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Copyright All Rights Reserved Control Problems will come up.
Someone will get sick. A part won't be delivered on time. A key
customer will go bankrupt. That is why you developed a contingency
plan in the first place. You, as the manager, have to be always
aware of what's going on so you can make the adjustments
required.
Slide 41
Copyright All Rights Reserved Control This is an iterative
process. When something is out of sync, you need to Plan a fix,
Organize the resources to make it work, Direct the people who will
make it happen, and continue to Monitor the effect of the
change.
Slide 42
Copyright All Rights Reserved Control 42 Break out into small
groups for interactive activities using the skills presented in
this section!
