Management Process Pmp

8/6/2019 Management Process Pmp

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MS.PRAVEENA

MSc Nursing

NIMS


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Process that involves the coordination of human and material

resources towards the accomplishment of certain objectives .

Accomplishment of objectives through efforts of other people.

Process by which the execution of a given purpose is put intooperations and supervised(Terry).


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Management is considered a process because it involves a series

of interrelated functions.

The management process includes:

Planning,Organizing,

Staffing,

Directing and

Controlling functions.


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1)MANAGEMENT AS SOCIAL PROCESS-Managementprocess involves interaction among people.Goals can beachieved only when relations between people are productive.

2)MANAGEMENT AS INTEGRATED PROCESS-Managementprocess brings together human,physical and financialresources.Management process also integrates human effortsso as to maintain harmony among them.

3)MANAGEMENT AS INTERACTIVE PROCESS-Allmanagerial functions are contained within each other.

4)MANAGEMENT AS CONTINUOUS PROCESS-Managementinvolves continuous identifying and solving problems.


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Planning is the function that determines in advance, what shouldbe done consisting of organisational objectives, policies,programmes, procedures, and other means of achieving these

objectives.--Haimann

planning is a process of setting formal guidelines and

constraints for the behavior of the firm.--Assoff


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Intellectual, Rational


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y Focuses attention on objectives and results

y Reduces uncertainty and risk

y Provides sense of direction

y Encourages innovation and direction

y Helps in coordination

y Guides decision making

y

Provides efficiency in operationsy Facilitates control


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y Lack of accurate information

y Time and cost

y Inflexibility

y Resistance to change

y False sense of security

y Environmental constraints


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Identifygoals

Developplanning

premises

Determinealternativecourses of

action

Evaluatethe

alternative

Select acourse of

action

Formulatederivative

plans


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What would we need to know about the

assignment before we accept?

All the facts and figures: where, when, how, what

and who

The objective or goal of the assignment: what weare trying to accomplish


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When we consider the resources needed and available, we

need to ask ourselves:

What resources do we need to accomplish the task?

What do we already have?

Where do we get what we dont have?

Are there any resources that require

special attention, advance planning,or significant expense? Are there

alternatives?


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This also relates to emergencies or the

unexpected.W

e should have a backup plan (PlanB).

Are we prepared for equipment failures?

Do we have an alternative session element

ready to use while a problem is corrected?

Do we have backup presenters in case a member

of the training team suddenly becomes ill and

cannot attend?

Do we have modules that can be compressed ordeleted if there are time constraints?


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As trainers, we must set a good example.

If training courses are to run smoothly, we must

be prepared for the unexpected.

We need to decide which options

are best, and what alternativemeasures should be taken.


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Creating a workable plan can be a challenge. Training session outlines are provided in BSA

training manuals.

We need to fill in the blank spaces.

A written plan tells everyone concerned what is

expected, and when.

It provides a permanent record that will be helpful

the next time we conduct the course.

It can serve as a backdated checklist


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y Be sure you are ready.

y Review the previous steps.

y Do it! Hold the training course.

y Follow the written plan, but be flexible and make any

adjustments needed.


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What should we evaluate about a trainingcourse?

yDid we accomplish what we set out to do?

yWill we conduct it the same way again?

yIf not, what changes would we make?


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1. OPERATIONAL PLANNING

2. INTERMEDIATE PLANNING

3. CONTINGENCY PLANNING

4. STRATEGIC PLANNING


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1.Set your objectives

2.Set your priorities

3.State your assumptions

4.Review any and all limitations

5.Develop your primary and back-up plans

6.Implement the plan

7.Set up a control system and follow up on progress and results


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THE

PLANNING

PROCESS

SET

YOUR

OBJECTIVES

SET YOUR

PRIORITIES

STATE YOUR

ASSUMPTIONS

REVIEW ANYAND ALL

LIMITATIONS

DEVELOP

PRIMARY &

BACK-UP

PLANS

IMPLEMENT

THE PLAN

SET UP A CONTROL

SYSTEM &

FOLLOW UP

RESULTS

DETERMINE

WHAT YOU

WISH TO DO

DISTINGUISH

BETWEEN WHAT

IS IMPORTANT AND

URGENT

LIST YOUR

EXPECTATIONS

ANTICIPATE

POSSIBLE

PROBLEMS

HAVE A GOOD

PLAN

PREPARE FOR

POSSIBILITIES

ACT

DECISIVELY,

SET TIME

LINES

MONITOR

RESULTS,

MAKE

CORRECTIONS,

SET NEW

OBJECTIVES 1

II

III

IVV

VI

VII


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What is INTERMEDIATE planning?

>a planning that is usually done in the middle of the fiscal year

>process: mid-year appraisal followed by affirming ongoing

plans and setting forth new plans for the rest of the year

>often covers issues about performance, resources, and staff

development


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What is STRATEGIC planning?

>is defining and prioritizing long-term plans that includes

examining an organizations purpose, mission, philosophy andgoals in the light of its external environment

>it is proactive and future-oriented, focuses on a 3-5 year

operation of the organization

>it generally aims at creating an image of the desired future anddesign ways to make plans a reality


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y The Mission states the organizations values, aspirations, andreason for existence.

y

The Mission Statement is the basis for all following goals andplans.

y Without a clear mission, goals and plans may be developedhaphazardly causing the organization to fail.


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Goals and Plans

Goals: specify future ends. Desired future state.

Plans: specify the means to future ends. Theblueprint for goal achievement specifies the

necessary resource allocations, schedules,tasks


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y Tactical Goals apply to middle management and describe what

major subunits must do to to enable the organization to meet its

strategic goals.

y

Tactical Plans:y Help execute major Strategic Plans.

y Cover a shorter period of time.


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y Operational Goals: the specific results expected of small units,

workgroups, and individuals.

y Operational Plans: developed at the lower levels of anorganization to specify actions required to achieve operational

goals and to support tactical plans.


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y Be specific and measurable

y Quantitive Terms

y Cover key result areas

y Contribute most to company performancey Be challenging but realistic

y Be for a defined time period.

y

Be linked to rewards.


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Management Process Pmp