UNIVERSITY OF SAINT LOUIS

Tuguegarao City

SCHOOL OF HEALTH AND ALLIED SCIENCES

1ST Semester
S.Y. 2025-2026

CORRESPONDENCE LEARNING MODULE

PNCM 1197: Nursing Leadership and Management

Prepared by:

APRILYNE P. GANAPIN, RN, MSN

Instructor/s

Reviewed by:

JANINA C. ABAD, RN, MSN

Nursing Department Head

Recommended by:

ALVIN A. ALDEA, MSMT

Academic Dean

Approved by:

LUISA B. AQUINO, Ed.D

VP for Academics

SCHOOL OF HEALTH AND ALLIED SCIENCES

 Nursing Department
Curriculum 2025-2026

CORRESPONDENCE LEARNING MODULE

PNCM 1197: Nursing Leadership and Management

MODULE 3
Topics for Prelims

TOPICS FOR PRELIMS

A. Management
 Definition/description
 Universal principles of management
 Theories of Management
B. Management process
 Roles that managers fulfill in an organization
C. Standards of Nursing Practice
D. Management Functions
 Planning
o Strategic Planning
o Mission, Vision, Goal statement
 Organizing:
o Organizational Structure
o Staffing (Selection, Orientation, Job
Description)
o Patient Classification System
o Scheduling
 Modalities of care:
o Case Method
o Primary Nursing
o Team Nursing
o Modular Nursing
o Functional Nursing
o Modified Method
 I. CONTENT

PLANNING
Planning as a basic function of management is
a principal duty of all managers.
It is a systematic process and requires
knowledgeable activity based on sound
managerial theory. Being the first element of
management defined by Fayol, planning is making
a plan of action to provide for the foreseeable
future. This plan of action must have unity, continuity, flexibility, and precision.
Planning is a continuous process, beginning with the setting of goals and
objectives and then laying out a plan of action for accomplishing them, putting them into
play, reviewing the process and the outcomes, providing feedback to personnel, and
modifying plans as needed. As planning is put into action, the management functions of
organizing, leading, and evaluating are implemented, making all management functions
interdependent.

 In nursing, planning helps to ensure that clients or patients will

receive the nursing services they
want and need and that these
services are delivered by satisfied
nursing workers.

PURPOSES OF PLANNING

The following are some reasons for planning:

1. Planning increases the chances of success by
focusing on results, not on activities.
2. It forces analytic thinking and evaluation of
alternatives, therefore improving decisions.
3. It establishes a framework for decision making that is consistent with top
management objectives.
4. It orients people to action instead of reaction.
5. It includes day-to-day and future-focused managing.
6. It helps to avoid crisis management and provides decision-making flexibility.
7. It provides a basis for managing organizational and individual performance.
8. It increases employee involvement and improves communication.
9. It is cost-effective.
 TYPES OF PLANNING
STRATEGIC PLANNING
 Drucker defines strategic planning as "a continuous, systematic process of making
risk-taking decisions today with the greatest possible knowledge of their effects on
the future; organizing efforts necessary to carry out these decisions and evaluating
results of these decisions against expected outcome through reliable feedback
mechanisms”.
 Strategic planning in nursing is concerned with what nursing should be doing. Its
purpose is to improve allocation of scarce resources, including time and money, and
to manage the agency for performance. Strategic planning provides strategic
forecasting from one year up to more than twenty years. It should involve top
nurse managers and representatives of all levels of nursing management and
practice.
 It serves as the blueprint for the future. The strategic plan maps out ideas from
the vision while focusing on the mission of the organization

How Strategic Planning Can Be Used to Improve Nursing Management

 To provide accountability and monitoring of performance; to tie merit to

performance.
 To set up more formal planning programs and require divisional and unit planning.
 To integrate strategic plans with operational and financial plans.
 To improve knowledge of and training in strategic planning.
 To increase top management involvement and commitment.
 To improve focus on competition, market segments, and external factors.
 To improve communication from top administration and nursing management.
 To allow better execution of plans.
 To be more realistic, and less rationalizing and vacillating.
 To improve the development of nursing management strategies.
 To improve the development and communication of nursing management goals.
 To put less emphasis on raw numbers.
 To anticipate the future and plan for it.
 To develop the annual budget.
 To focus on quality outputs that will improve nurse performance and productivity,
decrease losses, and increase return on equity.

MISSION STATEMENTS
 The purpose or the mission statement encapsulates the intent and goal of the
organization. It explains, in a short statement, the core reasons behind the
 organization’s existence and a primary focus on a single strategic thrust for the
organization.
 The mission statement sets standards for the organization’s philosophy and
its goals and objectives; it is the baseline for decisions of the
organization.

Sample Mission Statement:

Provide a personal approach to the services offered by
demonstrating a commitment to quality health care and offering
services that promote well-being of the community through
education and advanced technology

Sample Mission Statement: USL

USL sustains a Catholic academic community that nurtures
persons for community, church and society anchored on CICM’s
Missio et Excellentia.

VISION STATEMENTS
 The vision statement incorporates an organization’s mission and values. It serves
as the future-oriented plan for the organization, the wish list of future development
ideas, and the plan to set this wish list into motion.
 “dream”

Sample Vision Statement:

To be the premier leader in quality health-care education and
service.

Sample Vision Statement: USL

USL is a global learning community recognized for science and
technology across all disciplines, strong research, and responsive
community engagement grounded on the CICM mission and
identity for a distinctive student experience.

ORGANIZATIONAL PHILOSOPHY
 The philosophy of an organization is derived from its mission and incorporates
the organizational values that direct the behavior of the organization.
 The information provided in the philosophy—the values and principles of the
organization—provides the framework for the decision-making process of the
organization and shapes the social and professional development of the
organization.
 Sample Philosophy:
Hospital and Health-Care Organization in conjunction with the
Board of Trustees and entire health-care staff, believe that human
beings are unique and holistic, having value and worth as
individuals with individualized healthcare needs. The health-care
team at Hospital believes in providing the best possible care and
education (using enhanced technology) to the community it
serves. Each client has diverse learning needs and individualized
goals to meet health-care needs. The focus of care is on wellness,
caring, and the highest standards of customer service and quality

Sample Philosophy: USL

The University of Saint Louis upholds the philosophy that
education is for building of self and persons for the Church and
the Society. Wisdom builds. To these ends, the following are
University of Saint Louis’s core values integral in the formation of
every member of the Louisian community.

ORGANIZATIONAL GOALS AND OBJECTIVES

o The specific goals and objectives of the organization provide more concrete
information on what and how the organization plans to provide/act, under the
guiding hands of its established mission and philosophy

Sample List of Goals:

■ An environment will be established that is conducive to patient
teaching and learning.
■ Nursing staff will identify the patient’s need for independence and
foster relationships to develop this.
■ Quality nursing care will be provided within all levels of the
organization.
■ Annual development and assessment plans will be implemented
with all employees of Hospital.

OPERATIONAL PLANNING
Operational management is the organization and directing of the delivery of
nursing care. It includes such planning as creating a budget, creating an
effective organizational structure that encompasses a quality monitoring
process, and directing nurse leaders, an administrative staff, and new
programs.
 Operational managers develop goals, objectives, strategies, and targets to set the
strategic plan in motion. They match each unit goal or objective to a strategic goal or
objective. Their objectives can be much more detailed and specific than the strategic
objectives.

TACTICAL PLANNING
is intermediate-range (one to three years) planning that is designed to
develop relatively concrete and specific means to implement the strategic
plan. Middle-level managers often engage in tactical planning.

References Textbook (in PDF format)

Patronis, R. (2007) Nursing Leadership and Management: Theories,
Processes, & Practices
Other References:
Whitehead, D; et al (2010) Essential of Nursing Leadership and
Management 5th edition