Transcript Title Subject Headline

The 13th Annual Focus on Respiratory Care, Sleep Medicine & Critical Care
Nursing Conference
Planning, Organizing,
Directing & Monitoring
Management Model
An Interactive Workshop
4th Annual Focus Manager’s – Mini Conference
Wednesday, May 8th 1:00 – 5:30 p.m.
Darnetta Clinkscale, MBA, RRT
St. Louis, Missouri
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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:
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Objectives
The learner will be able to:
• Utilize a simple framework to build departmental plans that support the
organization’s 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
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Why Plan?
Alice: Which way should I go?
Cheshire Cat: That depends on where you are going.
Alice: I don’t know where I am going.
Cheshire Cat: Then it doesn’t matter which way you go!!
• Lewis Caroll: Through the Looking Glass, 1872
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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
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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.
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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 longterm 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."
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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".
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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".
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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.
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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.
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Hoshin Planning Process
Step 1
Identify the key business issues
facing the organization.
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Hoshin Planning Process
Step 2
Establish measurable business
objectives that address these
issues.
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Hoshin Planning Process
Step 3
Define the overall vision
and goals.
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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.
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Hoshin Planning Process
Step 5
Determine the tactics and
objectives that facilitate each
strategy.
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Hoshin Planning Process
Step 6
Implement performance
measures for every business
process.
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Hoshin Planning Process
Step 7
Measure business fundamentals
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RESPIRATORY CARE SERVICES – STRATEGIC PRIORITIES
Goal
2014 Target
Avoid all preventable harm
Safety
Quality
2012 Strategies
UHC Quality & Accountability:
Top 10
Partner with physicians to reduce mortality
Improve and implement standardized clinical workflows
Support continuum of care initiatives
Improve patient access and flow
Internalize ICARE values to drive service excellence behaviors
Service
Overall Satisfaction: Top Decile
Accelerate improvement of overall patient satisfaction levels
Develop, retain & recruit the most talented people
People
Employee Engagement: 85
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
Lower supply expense growth to less than revenue growth
Finances
Operating Margin: 4%
Supply Expense/Net Revenue: 19%
Ensure efficient, productive use of resources
Effectively provide, measure & communicate community
benefit
Implement world-class systems and processes
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Plan
Break out into small groups
for interactive activities using
the skills presented in this
section!
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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.
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Organize
•
•
•
•
Organization Chart
Task and Job Analysis
Job Description
Employee Performance Planning (the overall
process ensures ongoing, effective organizing)
• Time Management
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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.
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Organize
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Respiratory Shared Governance Structure
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Organize
Break out into small groups
for interactive activities using
the skills presented in this
section!
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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?
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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.
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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.
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Direct
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Direct
Break out into small groups
for interactive activities using
the skills presented in this
section!
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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
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PDCA Cycle
Plan
•
•
Understand the problem; identify root cause
Plan changes
•
Implement changes
Do
Check
•
•
Monitor changes
Follow up
Act
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Adjust
Celebrate and reward success
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Direct
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Control
Review of several
Monitoring tools
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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.
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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.
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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.
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Control
Break out into small groups
for interactive activities using
the skills presented in this
section!
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Darnetta Clinkscale
[email protected]
314-362-1010
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