The 13 th Annual Focus on Respiratory Care, Sleep Medicine & Critical Care Nursing Conference Planning, Organizing,

1. 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

2. 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

3. 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

4. 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

5. 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

6. 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.

8. 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."

9. 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".

10. 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".

11. 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.

12. 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: • Identify the key business issues facing the organization. • Establish measurable business objectives that address these issues. • Define the overall vision and goals. • Develop supporting strategies for pursuing the goals. In the Lean organization, this strategy includes the use of Lean methods and techniques. • Determine the tactics and objectives that facilitate each strategy. • Implement performance measures for every business process. • Measure business fundamentals.

13. Hoshin Planning ProcessStep 1 Identify the key business issues facing the organization.

14. Hoshin Planning ProcessStep 2 Establish measurable business objectives that address these issues.

15. Hoshin Planning ProcessStep 3 Define the overall vision and goals.

16. Hoshin Planning ProcessStep 4 Develop supporting strategies for pursuing the goals. In the Lean organization, this strategy includes the use of Lean methods and techniques.

17. Hoshin Planning ProcessStep 5 Determine the tactics and objectives that facilitate each strategy.

18. Hoshin Planning ProcessStep 6 Implement performance measures for every business process.

19. Hoshin Planning ProcessStep 7 Measure business fundamentals

22. RESPIRATORY CARE SERVICES – STRATEGIC PRIORITIES

23. Plan Break out into small groups for interactive activities using the skills presented in this section!

24. 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.

25. Organize • Organization Chart • Task and Job Analysis • Job Description • Employee Performance Planning (the overall process ensures ongoing, effective organizing) • Time Management

26. Organize • Organization Charts as a Management Toolis 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.

27. Organize

28. Respiratory Shared Governance Structure

29. Organize Break out into small groups for interactive activities using the skills presented in this section!

30. 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?

31. 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.

32. 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.

33. Direct

34. Direct Break out into small groups for interactive activities using the skills presented in this section!

35. 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

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

37. Direct

38. Control • Review of several • Monitoring tools

39. Control • MonitorNow 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.

40. 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.

41. 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.

42. Control Break out into small groups for interactive activities using the skills presented in this section!

43. DarnettaClinkscaledclinkscale@bjc.org314-362-1010